The opinions of the entrepreneur are expressed.
There is a guard belief in the starting world of starting a product – especially your company with advanced technology will make your company catapult to succeed immediately. But I learned that he was not jumped in a product that is the best way to start and start a part of myself and starting a part of myself. Instead, by paying attention to the service you give to people.
Service enterprises offer the founders a way to approach customers, understanding the pain points and confirm the ideas before putting significant time and resources to improve the product. Trust me, when you jump into many sections, you manage the risk of creating excessive products that do not match the real needs of the market.
Every successful company I work with has something common: it is on the basis of service.
Related: 87 service work views to start today
Why do service enterprises put the best foundation
Unless your product doesn’t act as a fun or social platform, you do not regardless of understanding or not. There is a basic advantage of service-based enterprises: they are generally fast and inexpensive. Unlike product enterprises, a service model allows customers to use existing skills and resources, which require development, production and distribution. This type of flexibility and speed is critical in the early stages of a beginner.
You also earn when they start from services valuable ideas to what your customers really need. These concepts are often kidnapped by beginnings starting with complex apparatus or software products. As a result, the founders of service enterprises are better placed for Pivot, and ensure that the correct problems are solved.
Many successful software beginnings began as service companies – before the AWS opened open, Amazon was a domestic service. Airbnb, Netflix and Many They got the problems for customers by hand-solving. Yes, there was always a program component, but these founders first failed to offer data cleaning processes, processing processes and special solutions, expandable software.
The program was the tool to automate and scalor service functions. They do not set up for this.
One of the customers I currently work Bread It is a house dinner service that can hire a chef to come to customers’ homes and cook all the week. The program began with additional operations to facilitate their operations as gradually measured. First of all, taking attention to providing a great service, now gives them more confidence in understanding their customers and what they want in their applications.
Related: How did I eliminate the sales funnel by paying attention to this work strategy
Lessons I learned from being built very quickly
I’ve been on the other side of this equation. At the beginning of my career I was trapped to overturn a product before the market was ready for it. One of the beginnings of my participation developed an ambitious hardware piece. It was an expensive, extreme complex and obviously, a logistics nightmare. We set up a product that has more features to customers and evaluated the operating costs to do so and appreciated the product’s application.
After a while, we fell down the device, because it was extremely warmed and failed in the field. There were lasers of the product – yes, lasers – added unnecessary complications and the value was inflated. When we look back, we could start with something more simpler as a camera and we could have been aimed at user research. We will tell you how we set up a physical product and how we measure this opinion. Instead, we’ve already spent a lot of time to make money and money if we’ve built less than start.
Scale dangers ahead of time
This experience taught me an invaluable lesson: overdoing. There is a tendency to believe that the starting culture is better – more features, more technological, more complexity. But the reality, the more you do, the more you present. You can spend capital with the characteristics that no one wanted, and you lose your main mission’s ability to overcome your transactions.
Service institutions prevented the founders, preventing a lot of these traps based on the true customer feedback – while taking money for it. You are approaching the customer when you deliver services. You can close their pain and adjust your victims without a massive surface associated with apparatus or product development. After lowering the service, you can start presenting software or tools that deliver an easy and expanding program in this service.
The key is not to provide the transition from the service to the product. When you decide to build, make sure that it is managed with customer needs, not with the excitement of creating something bright and new. Keep everything simple, confirm through the services you have provided your thoughts and only set up the problems that solve the problems they face.
Related: Avoid ‘very fast, very angry’ approach to the scale of the starting scale
Simple, Scale Start Smart
My advice for Ident-winners is: Don’t start trying to build the next big things. Start from a service, be close to your customers and learn everything you can do about your needs. Avoid tempting to overturn your product. A simple, well-performed service work will give you the foundation you have to scale – without having to burn your resources or without losing your customers.
In the end, each major company begins with understanding and solving real problems. I believe that the best way to do this is not the products, not the services.
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