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Ask HN: Important nonobvious startup/business lessons you've learned?

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Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#231
post #154
post #102

These are more enterprisy: If you sell through a channel, that channel is your customer, not the end user. They have needs and actually those needs (not desires, needs) are more important than the end users' -- if your channel doesn't sell the product it doesn't matter how much you've worked to add that end-user feature. Have the entire exec team go on a sales call once a quarter (not all together on the same call!).…

> That mild-mannered A/R clerk is the real difference between paycheck and no paycheck. What's A/R?

Accounts Receivable, one assumes.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#232
post #227

Earlier quoted context omitted.

>if tech wages came back to reality it would be affordable for mid sized companies to hire software developers to truly empower their specific businesses with software. Most mid-sized companies don't have the skills to manage and deploy software developers that can solve their problems. Those skills tend to be expensive, and the software project, historically, has a high chance of failure. So, yeah, the high price of…

I wouldn't mind pointing out that your argument is really just that talent is expensive. But my question is, what makes a software developer so much more special than a plumber, a mechanic or carpenter? You can teach yourself software on youtube, we aren't -that- special. There are dozens of highly skilled positions out there that don't get payed nearly as much. The answer that I think is a hard pill for some to swal…

What makes software developers "so much more special than " is that their output to the business is teaching a dumb-but-very-fast-and-cheap-and-capable machine how to do a previously-only-done-by-humans task. It turns out that's a very valuable thing for businesses to have. All those other trades are in "exploit" mode on the "Explore -> Expand -> Exploit" spectrum. There was a time when having a skilled carpenter was critical to building your company. But that time has largely passed. Most carpenters today are applying known solutions to known problems.

Another way of saying the same thing is that few businesses can see their revenue double by employing even the most skilled plumber. However, many businesses can see there revenue double (or their costs halved) by employing even a mediocre software developer.

So, I would agree it's true that we live in a special time in history where the translation of business needs to computer languages is being demanded at an ever higher and higher rate. But I would disagree with the framing of this phenomenon as a "tech bubble" or a "distortion on commandable salary".

    Employing a software developer IS expensive.  
Another way to look at the status quo is to see that the beauty of capitalism is that those areas that consumers see to be the most important areas to focus on having software developed ARE having software developed. Software developers are working on the most important projects they can be working on right now. However, the problems software developers are working on will change over time as:

    - Existing problems get solved.  
    - New, more important, problems emerge.  
    - More developers enter the market (bringing down the 
      cost of development).  
    - Consumer demands shift over time.
On that last point, I think it's interesting that the behemoths of software development are all seeing huge tectonic shifts in their industries occur. FB/Meta responding to Apple's/EU's/California's privacy enhancements. Google desperately trying to find a non-ads source of revenue, knowing that their cash cow could dry up in the not-too-distant future. Twitter being on the bleeding edge of discovery of "How much content moderation is too much?". Netflix figuring out it's tech moat wasn't as wide as it thought it was. Amazon...well, I'm not sure what tectonic shift is hitting Amazon yet, but it can't be far off.

How many of these companies will be around in 10 years in the same form that they are today? Ford has been making vehicles for over 100 years. What will give Meta, as an arbitrary example, that kind of staying power?

As those companies come and go over the next 10-20 years, I think your concern that "the rest of the economy could really use software developers" will be ameliorated. Maybe everyone's actually working on unimportant problems right now, and the wider economy has more important problems for us to solve, but the best and fastest way we've figured out how to discover that we've misallocated resources (whether human or any other kind) is to let everyone make their own decisions and realize the individual gain or loss of their decisions.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#233
post #159

Earlier quoted context omitted.

> I know a multimillion £ business that probably gained hundreds of thousands in productivity by simply introducing shared mailbox. Good if someone can pull it off. But, I believe that company might have sold that feature as an add-on to their existing customers. Otherwise, you know “Sales” are the hard part

I think the advice here is not so much to sell a solution to these businesses, but to start a business in that sector and run it more efficiently---thanks to tech magic---than the competition.

> but to start a business in that sector

That's what I also meant. Even if you start a business, the features that your product would have, will be sold as a "solution" - in layman's terms.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#234
post #192
post #102

These are more enterprisy: If you sell through a channel, that channel is your customer, not the end user. They have needs and actually those needs (not desires, needs) are more important than the end users' -- if your channel doesn't sell the product it doesn't matter how much you've worked to add that end-user feature. Have the entire exec team go on a sales call once a quarter (not all together on the same call!).…

> Until you're Apple-sized, always treat your partners and customers as peers. If not, why are you working with them at all? A friend founded a startup which licensed software to the first generation iPhone. He still has a copy of the voicemail: "Hi. This is Steve Jobs...from Apple..."

I love this. He intuitively knew the stuff I wrote in my comment and didn’t let his pride distract him from his mission.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#235
post #82

- The cheaper you price your product, the cheaper customers you attract. I get a lot more support tickets for customers that paid $45 than those that paid $1500. Discounts often lead to the same issues. - Your competition is not better. Even if your competitor has 1000 employees, that doesn't make them better, they more likely work a lot slower and less efficient than a smaller company. Also, a big company is more li…

Regarding your last point: One thing I did in my B2C startup that helped tremendously with this is to have all customers pay monthly up-front, with no contracts and no free trials. I think most folks avoid this because it "leaves money on the table" but it does 2 important things: - Brings clarity to your relationship: "If you aren't finding value in the product, or think you can find better value elsewhere, you can…

I do provide a free trial because it lowers the friction for users trying my product. I sell a self-hosted software, so the main push-back against such software is that installation could be too complex. The main purpose for trial in this case is to let customers test the installation for free and if it works for them as expected they can then purchase a license.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#236
post #82

- The cheaper you price your product, the cheaper customers you attract. I get a lot more support tickets for customers that paid $45 than those that paid $1500. Discounts often lead to the same issues. - Your competition is not better. Even if your competitor has 1000 employees, that doesn't make them better, they more likely work a lot slower and less efficient than a smaller company. Also, a big company is more li…

Regarding your last point: One thing I did in my B2C startup that helped tremendously with this is to have all customers pay monthly up-front, with no contracts and no free trials. I think most folks avoid this because it "leaves money on the table" but it does 2 important things: - Brings clarity to your relationship: "If you aren't finding value in the product, or think you can find better value elsewhere, you can…

I have a B2C app with a prepaid model as well since 2011. It works like a charm. Very easy to understand, no confusion. Refunds are maybe 1 per month. I haven't had a single credit card chargeback ever and I think only 2-3 PayPal "conflicts" in more than 10 years. (But this, of course, also depends on the kind of customers you have).

But I do offer a 30 days free trial.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#237

Earlier quoted context omitted.

11. Get a prenup. No, really, do get one. While true, unfortunately in many (blue-leaning) states, they're starting to become at the judge's discretion. Absolutely sickening to be honest.

Oregon state has destroyed my good friend’s entire life. Child taken away, only get 4 hours a week of time with his kid. My friend is smart, kind and nicest person you’ll ever meet. Personal net worth fucked. One of the reasons for me to consider leaving California.

Did he have a prenup?

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#238

Earlier quoted context omitted.

> Oregon state has destroyed my good friend’s entire life. Sorry to hear that. > One of the reasons for me to consider leaving California. You do realize that California is not an administrative subdivision of Oregon, but a completely different state, right?

No, I didn't know California was a separate entity. But, what I know is that it is worse than Oregon. Instead of HN constantly defending California, I want us to take a hard look at what's wrong with this state and improve it; but I see a bad future and looking out for myself. I want California to be the best place on the planet to live. It is regressing at an ever increasing pace. I was talking to a SaksFifth employ…

> It is night and day compared to 90's.

Are you able to mention some of the things he said?

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#239

Earlier quoted context omitted.

> Oregon state has destroyed my good friend’s entire life. Sorry to hear that. > One of the reasons for me to consider leaving California. You do realize that California is not an administrative subdivision of Oregon, but a completely different state, right?

> One of the reasons for me to consider leaving California. It's required on HN for rich tech guys to threaten this from time to time.

Quite presumptuous of you to assume that.

Re: Ask HN: Important nonobvious startup/business lessons you've learned?

#240

When starting a greenfield project, the programming language will affect the culture quite a bit. At such a project, I chose C# because it's a reasonably good language and easy to hire for. What I found was that there's a culture of writing—in my opinion—overly abstract code. Our coding challenge could be solved easily in 50 lines of code, but most candidates would submit huge projects with dependency injection, type…

Which would you choose now in retrospect?
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