When should you remain stealth?
8dcg · 3d ago
It would be easy to make the case that being in stealth is a bad idea. “Launch quickly” is such common startup trope it’s almost not worth discussing. But launching does have consequences:
* You’ll alert competitors. GCP famously didn’t invest in itself until AWS “launched” just how profitable it was.
* You lose mystique and allure. Mystery boxes are fun to open.
* You might get sued for trademark or patent infringement.
* You damage your company’s brand if the product isn’t good enough.
* And many others.
For the most part, these worrywarts are delightful intellectual games. Fun to think about, so we spend time thinking about them. But we’re not paid to solve brain-teasers, and truth is often simple: you are default dead until you come alive. Unless there is an incredibly specific reason why you’re unique, I would encourage you to launch. The world is really overloaded with news right now. The only way you’ll get users, attention, and revenue is if you make a fuss about it.
Remember, you can always launch multiple times, even with different names. Experiment and get out there!Reply1Lankinen.xyz · 4h ago
The brand point is not true with small startups. In Creativity Inc Ed explained how they sold some software first for too much because that the advice someone gave them and then they tried to sell it for less and no one wanted because they already had the image that the software were expensive. Maybe if the markets are so small that there is only handful of companies it might make sense to be sure you don’t destroy the brand but when selling ot consumers there are always more people that have never heard of the company.Reply2jamesaugeri · 6d ago
true stealth is generally over-rated unless you’re filing some patents; we’re in semi-stealth, i.e., there are public demos on https://heyjingle.com/ — in general, the more interaction you can drive the better, and only very few can do that via stealthReply2Lankinen.xyz · 6d ago
I think almost all good ideas fall into two categories: 1. something that became possible lately 2. something that sounds so bad that no one wants to try it. In the second case it doesn’t matter how many people you tell about the idea because they don’t want to take any action. The idea sounds impossible, stupid, or other ways something they don’t want to touch. In the first case people might also realize that “oh yeah that’s actually pretty good idea”. But very rarely these people then take any kind of action towards executing the idea. They copied it from you so they don’t probably share the same passion and without it in most of the cases they fail. That said maybe 0.1% of the people you tell really might cause compeition but it’s such a small chance compared to how much help you can get by talking that it’s not worth it to keep the idea stealth.Reply2hugomontenegro · 6d ago
I agree with Lankinen. Unless your idea is truly groundbreaking, don’t keep it secret. People aren’t going to copy you, they have enough on their plates already. On the other hand, making your project public/semi-public grants you access to feedback, makes it possible to grow an audience, gauge interest, and in general will make the execution of your idea much better.Reply2gavinyue · 7d ago
When you have no satisfying product, staying visible does not help.Reply1zach · 5d ago
Seems the consensus here is the only benefit it “may” provide is patent defense. Any others to consider? I’m not considering it with my startup, just curious where it’s lead to a more successful outcome for a company than if they went public.Reply1adi · 6d ago
My philosophy on stealth has always been that if someone can build it a lot better than you and has the capacity to drive you out of market, it’s perhaps better to know about it first. It’s too little a risk for too high a benefit. However, if you’re talking about intellectual property, things change. I don’t think you can file for a patent if your design is already publicly known. If IP is something you’re exploring, it could perhaps be a better idea to do some research and maybe talk to lawyers or your mentors.
Some lessons from our pre-launch campaign
Here’s a write up of some lessons we learned during our pre-launch campaign with Taskable.
1. Ask for a user interview after someone has made a small investment in you already, such as taking a survey.
Betalist was a good way to get subscribers – would recommend but not necessarily pay for the expedited service.
2. Product Hunt’s Ship/Upcoming page is meh. Most subscribers are spam/not that interested in you (sorry).
3. Most people will forget who you are or why they signed up for your launch. Make sure you remind them when you invite them to the demo, especially if they pre-registered weeks or months ago.
4. It’s great to have pre-registered users, but don’t expect all of them to take you up on signing up. Often they’ve moved on, found another product, or weren’t that interested in the first place (again.. sorry).
5. The best way we found to get early adopters was spending time in communities and Slack groups where our target users lived. If they were at all interested in what we were working on, we’d try and book an onboard directly.
6. Be targetted in whom you reach out to join. If you are doing a closed beta, focus on people whom you think need your product. Otherwise, you’ll spend lots of time talking to, or trying to please, people who don’t need your product. Respect their time and yours.
7. Never stop launching – you’ll get many cracks at it. Try stuff out early on, get feedback, recalibrate, launch again.
UX Research on learning app
Define the challenge
UX Design Process = Design Thinking Process
Empathize: to understand users’s needs. frustrations, aspirations toward their goals and their experience.
Define: to define the user based on the collected insights.
Ideation: to find alternative solutions that match user aspirations.
Prototype: to test the solution, make usability test with users and iterate on the users.
Do user research: survey, user interview, recognize insights, understand problems, relationships to the problems, couple information with market analysis to understand what was proposed by the competitors and their positioning. Understand the need of our users, understand where are their expectations in the market.
Do competitor analysis.
Do market analysis
Do studies: do Interney studies instead of making survey to find the insights on the target user.
Do user interview: to get insights about what they think.
2. Define The User
Do User Persona
Do Storyboard & recognize their pain points
Point out the problem statement
Download the data and identify areas that we could dig into
Do User Persona. Important to have it in mind as part of a user-centered design process.
Do User Journey: to visualize via a timeline the different possibilities to satisfy the users. Put in the user’s shoes is key to identify pain points. Then recognize their paint points through the journey.
Identify the problem statement
3. Ideation phase
- crazy 8: to generate quantitative ideas (https://designsprintkit.withgoogle.com/methodology/phase3-sketch/crazy-eights)
- round robin: to refine some of them in more qualitative ideas (https://designsprintkit.withgoogle.com/methodology/phase1-understand/luma-round-robin)
- Moscow method: to sum-up the different features should be integrated into the MVP
Draw User Flow
State out the solution
Create lo-fi, mid-fi wireframe to present Information Architecture
Create a mood board: to express the spirit of the app based on pre-defined keywords
Create style tile by defining typography, colors, icons, and illustrations. Think about style across screens, visual elements, and their interactive properties. Alignments, spacing, and consistency in the icons, shapes, and colors were key elements to guide the user and keep usability heuristic in the design.
Do site map: to ensure that every part of the application was reinforcing the goals
Do user flow: to release a MVP, can use this for a sprint to focus on the main functionalities.
Do desirability testing: to see what the design conveys
Do usability testing: to see if the solution works well. Can use wireframe or a prototype built by Marvel, or any frameworks. Test with users by letting them experiment with the app while observing them.
Can use the hi-fi prototype to check if all the design elements are correctly understood and see how can create a better experience with users.
Create mid-fidelity prototype: to present information architecture elements, test with users in an interview, correct some elements and mechanisms that had not been understood by the testers.
Create style tile
Create hi-fi prototype
Do usability tests
Do desirability tests
Do AB testing on the different home screens
Protected: Intern JD
ESP Vy Le
Sustainable + defensive strategy against regional players
Vision: This is critical for startups and investors to align at the beginning of the time because we really don’t want to “run” in a wrong direction in the hyper startup growth. Try to look at how the investors can support the startup. For instance, they can share their insight about whether or not the business model can fit in a country.
Product: Regarding product development, compared to other region’s benchmark, product in Vietnam has less “tech”, albeit nowadays they have implemented the recommendation, AI systems, etc. When evaluating a product, we should look at the data, analytics. For example, when we add a new feature, think of what the goal is? To increase the conversion, profit or NPS? We should also track if the newly released features reach their goal.
Operation: How to operate cleanly, efficiently? More invoice, less cost (because of the economy scale). Avoid the attraction of operation. Try to observe, optimize the operation instead of involving much into the operation.
Expansion: From the perspective of the company, there are some factors: people, culture, the policy to consider growing the company efficiently. Depending on the size of a company (10 people, 100 people, even 500 people), we have different systems to manage. Some try to add more rules, random policies which make the situation worse, demotivate the team, and their commitment. Try to look at the KPI system for each stage of the company, goal-oriented administration, and cultural factors to keep talent and manage the organization efficiently.
Some values an investor may bring besides the fundraising: sales strategy, sales capacity, key clients, and supplier resources.
- Elon Musk
- Mark Zuckerberg
- Masa Son from Softbank
- Shark Dzung (Nguyen Manh Dung)
Product Tank Topics
- STEP INTO PRODUCT MANAGEMENT WORLD – Tin Trang – AAD – ~ 6th June 2017
- COLLABORATION IN PRODUCT DEVELOPMENT – Doan Quoc Anh, Jon Deragon – 10th August 2017
- Payment in Southeast Asia – Wesley Stuurman
- Measure Your Product Performance – Alex Tran – 12th October 2017
- Predictive Analytics disrupting Product Development – Rudradeb Mitra – ~ 7th Dec 2017
- The first requirement for game development – Hieu Nguyen Chi
- World Product Day – 23rd May 2018 – Elvin Lee
- B2B vs B2C Product Management – Minh Nguyen
- The Holy Grail of Product Squads – Ridzwan Aminuddin – 26th September 2018
- World Product Day – 15th May 2019 – Amanda Lam, Brice Chelu
- Bring Life Into Digital Products – 07th August 2019 – Jon Deragon
- How To Build and Scale B2B Product From Scratch – Ayush Sharma
- Optimizing Product Value – Avoiding The Local Optimization Trap – Oscar Lopez – 03rd October 2019
Protected: Key Metrics
Do things at scale