A lot of bootstrappers think they have a marketing problem:

"I need to get better at marketing."

But, it's more likely that you have a product problem:

"Do customers really want this? Do they care enough about this to switch to a new solution?"

☝️ this is why most of my book, @marketingdevs, is about:

1. Choosing the right market
2. Building something they want

"If your product is remarkable, getting noticed is a lot easier." – @peldi
I was reminded of this concept again this morning while reading @pjrvs' book (Company of One):

"Sales increase when you honestly evaluate what someone needs and then teach them the value of what you're selling."
To succeed, your product has to offer an outcome that is highly desirable to a large group of customers.
The number of sales your product receives is a multiple of these two variables:

1. How big is the target market?
2. How desirable is the outcome you're offering them?
In order to succeed you'll need to execute these steps well:

1. Pick a good market
2. Discover what they desire
3. Build something that gives them the outcomes they want
4. Do it better than the competition 😉
How do you do all this?

"You cannot know what your audience actually wants until you engage with them." – Seth Godin

Hang out with people in their world. Interact with them in the Commons.
And, YES! "Tell people about it" is a crucial step.

https://t.co/CWbJ7vGVmZ
What makes a good market?

In my book, I recommend that you look for three attributes:

1. Purchasing power
2. Purchasing desire
3. Critical mass

https://t.co/N0B8rEkV01
The marketing potential of your product is determined early on:

1. The market you choose (how cheap/easy are they to reach? do they pay for things?)

2. The customer desire you choose to tackle (how strong is it?)

3. The product you choose to build (does it satisfy the desire?)
Related:

https://t.co/Thg55fGMh7

More from Startups

1/ Tuesday was my last day as CEO of @CircleUp. I’ve been CEO since starting the co. in 2011 with my co-founder @roryeakin.

This is a thread about what happened, why and my emotions about it. For more detail:

https://t.co/vYImcm1bTM

Much of this I have never talked about.

2/ My goals: I hope it helps founders feel less lonely than I did. Little public content about the challenges of transitioning exists, but I longed for it. I’m not here to provide a playbook- just to share my experience. Hope it might build greater empathy.

Here goes….

3/ Why: When I tell people that I’m transitioning to an Exec Chairman role their first question is always: “why?” Short answer: co. pivot + fertility issues + health issues + a false sense that grit was always the answer = burnout. Long answer: is longer so hang in there with me

4/ Over a 12-18 month period that ended in late 2017 I ran my tank far beyond empty for far too long. You know that sound your car makes when it’s sputtering for more gas? It was like that. Worst year of my life. Since then it has felt like bone on bone.

5/ Here is what happened:

Professionally: pivoting a Series C company was a living hell in and of itself, as I’ve talked about before.
There are a *lot* of software shops in the world that would far rather have one more technical dependency than they'd like to pay for one of their 20 engineers to become the company's SPOF expert on the joys of e.g. HTTP file uploads, CSV parsing bugs, PDF generation, etc.


Every year at MicroConf I get surprised-not-surprised by the number of people I meet who are running "Does one thing reasonably well, ranks well for it, pulls down a full-time dev salary" out of a fun side project which obviates a frequent 1~5 engineer-day sprint horizontally.

"Who is the prototypical client here?"

A consulting shop delivering a $X00k engagement for an internal system, a SaaS company doing something custom for a large client or internally facing or deeply non-core to their business, etc.

(I feel like many of these businesses are good answers to the "how would you monetize OSS to make it sustainable?" fashion, since they often wrap a core OSS offering in the assorted infrastructure which makes it easily consumable.)

"But don't the customers get subscription fatigue?"

I think subscription fatigue is far more reported by people who are embarrassed to charge money for software than it is experienced by for-profit businesses, who don't seem to have gotten pay-biweekly-for-services fatigue.

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Funny, before the election I recall lefties muttering the caravan must have been a Trump setup because it made the open borders crowd look so bad. Why would the pro-migrant crowd engineer a crisis that played into Trump's hands? THIS is why. THESE are the "optics" they wanted.


This media manipulation effort was inspired by the success of the "kids in cages" freakout, a 100% Stalinist propaganda drive that required people to forget about Obama putting migrant children in cells. It worked, so now they want pics of Trump "gassing children on the border."

There's a heavy air of Pallywood around the whole thing as well. If the Palestinians can stage huge theatrical performances of victimhood with the willing cooperation of Western media, why shouldn't the migrant caravan organizers expect the same?

It's business as usual for Anarchy, Inc. - the worldwide shredding of national sovereignty to increase the power of transnational organizations and left-wing ideology. Many in the media are true believers. Others just cannot resist the narrative of "change" and "social justice."

The product sold by Anarchy, Inc. is victimhood. It always boils down to the same formula: once the existing order can be painted as oppressors and children as their victims, chaos wins and order loses. Look at the lefties shrieking in unison about "Trump gassing children" today.