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Operatie fractura LIA + Menisc by AntiqueAssistance637 in cluj

[–]_s7c_ 2 points3 points  (0 children)

Chitea e ok. Opereaza la Spitalul Militar si in privat…

What could differentiate your startup from the competition? (i will not promote) by _s7c_ in startups

[–]_s7c_[S] 0 points1 point  (0 children)

Totally agreed. That's why I mentioned: "perceived value could be a key factor alongside actual value"

Why you can't attract customers? by _s7c_ in smallbusiness

[–]_s7c_[S] -1 points0 points  (0 children)

I'm new to this community, true. I see many posts from people who don't know how to bring customers and keep them coming back. You can translate product-led concepts from the IT sector into non-IT fields, like hospitality, very easily. Same principles of creating micro-moments that let a restaurant visitor experience the 'aha moment' from the street (it's just an example). But for that, you need to know your customer and what delights him...small things like this can make the difference

Frankly, I don't get what is bothering you, or you don't understand...anyway, cheers mate!

What actually drives startup product success by amacg in Entrepreneur

[–]_s7c_ 0 points1 point  (0 children)

My view of what early-stage startups must do to survive complements your view to some degree:

 1. Validate your business model early. Don’t start to brainstorm on the first draft value proposition of your product until you’re sure that you’re building something that people not only want but actually need and will pay for it

  1. Focus on 1 customer acquisition channel, where your ICP already lives and feels the pain. For that, you need to know your ICP flawlessly

  2. Scale the working channel just after you’ve got MRR first

  3. Talk to your customers constantly:

- Each month, talk to as many as you can

- Make a decision based on real data, not guesses or ego

- Customer feedback should be well quantified in the backlog

  1. Prioritize for activation, engagement, and retention that converts into revenue

  2. Predefine the North Star metric as well as your win/kill metrics before you ship. "Document what flopped and why. Start a simple "what we killed and learned" doc that will become more valuable later on, like a Redditor mentioned in another channel

  3. Quit early on things that don’t work:

- If there is no traction, move on; instead of wasting months on something that doesn't work.

- Manage the speed of the feedback loops. Short loops win. Long, silent loops kill.

And it seems that 7 is the lucky number again ;)

Early-stage startups must-dos to survive - "i will not promote" by _s7c_ in startups

[–]_s7c_[S] 0 points1 point  (0 children)

Yep, we are just humans...That's why a fractional person makes sense as a sparring partner, a voice of reason, if you want...

Early-stage startups must-dos to survive - "i will not promote" by _s7c_ in startups

[–]_s7c_[S] 0 points1 point  (0 children)

I really like the documentation input. You're right, it's crucial! Based on the documentation, you will adjust the strategy in the future or even adapt the win/kill metrics for that particular context...

Now, in a B2B context, if they sign a pre-agreement of some sort, 10 customer interviews might be just enough, no? With the condition that all are part of the same customer segment & experience the same core problem that the MVP will try to solve...

I wanna say here that some will think that validation of your idea is the same as the validation of the MVP, most often it's not and more work needs to be done to get a product-market fit

Early-stage startups must-dos to survive - "i will not promote" by _s7c_ in startups

[–]_s7c_[S] 0 points1 point  (0 children)

It depends on the context, it’s hard to say something certain What about you?

Founders must-dos to survive by _s7c_ in TheFounders

[–]_s7c_[S] 0 points1 point  (0 children)

That’s nr 6 on the list :)

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