YC 学习笔记 #4
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How to Plan an MVPSo, I have this saying: Hold the problem you're solving tightly, hold the customer tightly, hold the solution you're building loosely. 产品是有关用户的问题和用户本身的，不是有关解决方案的，方案只是你个人的一种延伸。So be flexible. Time box it. write your spec. cut your spec. And then last, don't fall in love with your MVP.So many people fall in love with the vision in their head. 关于MVC的搭建，我学到的是TimeBox，固定投入，量化指标，最后坚持你的指标，把它当作一场球赛来打，即使输了，你可以回头看看你输在哪里，但是你不能再打一次同一场球赛，或者延长球赛。 Never ask users for features. Never ask users to tell you what they want. It's not the user's job to come up with features. That's your job. The user's job is to give you problems 说的非常好，问你的客户要解决方案是很愚蠢的，问你的客户有什么问题，才是正确的。 Both. Yeah. Here's what happens. A lot of founders kind of fundamentally understand the startup is a multi-variable problem, but multi-variable problems are hard. So they try to reduce it to a single variable. So they ask the, like, secret advisor, like, "Oh, what's more important, growth or retention?" And it's like, what's more important, like, taking a shower or going to the bathroom and, like, do a number two? I'd like you to do both. Sorry. Both are important. 对在应该在留存率和增长率上做选择的回答，是both, 创业是一种多变量问题，不能弄成单变量问题，就好像说你要去厕所还是要去洗澡，这些事情是可以同时解决的。 总结就像那句著名的名言，找到问题比找到答案更为困难。制作成功产品的秘密配方，是给用户的问题提供非常有价值的解决方案。所以说我觉得，没有语境的产品，没有存在的意义，先了解问题，再了解客户，最后尝试解决。 |
How to Talk to UsersIn general, customers don't buy what. They don't buy the what, they buy the why. 用户不购买产品，用户购买的是解决方案。 "What is the hardest part about doing the thing that you're trying to solve?" |
How to Prioritize Your TimeIt's more because we tend to be as humans on autopilot. So we don't give much thought to what we're doing with our time and our natural instinct is actually to go for low-value work because it's usually the easiest and quickest thing to accomplish, and it fulfills our desires to check as many things off of the list as possible. It feels really good to check things off. 非常简单的两个概念，一个是我们作为人类不会太经常的思考我们自己的时间花在了哪里，但是我们使用情感和印象去量化效果，而不是数据。所以其实一个简单的表格就可以为我们提供很大的帮助。 记录方式，先写下本周目标，之后再写本周的Task，最后周日再看看目标有没有完成效果有没有达到 MMR/或者日活 |
Boom: A startup building a supersonic jet太牛了，YC孵化的，超音速客机公司。采访里有一段我很喜欢，说他们的一个策略是给大航空公司PreOrder，这样的可以找到一些前期价值，而且这个Founder也是从自己的兴趣出发，选择了一个完全不了解的领域。 |
YC’s Essential Startup AdviceWhen it comes to customers most founders don’t realize that they get to choose customers as much as customers get to choose them. We often say that a small group of customers who love you is better than a large group who kind of like you. In other words, recruiting 10 customers who have a burning problem is much better than 1000 customers who have a passing annoyance 这段说的其实是选择利基市场非常重要 90/10 solution”. That is, look for a way in which you can accomplish 90% of what you want with only 10% of the work/effort/time. If you search hard for it, there is almost always a 90/10 solution available 选择多变量的高效解法，解决用户大多数的问题，有的时候寻找解法的好坏比执行解法的好坏更加重要。 When your early stage product isn’t working it's often tempting to immediately build new features in order to solve every problem the customer seems to have instead of talking to the customer and focusing only on the most acute problem they have. 这是我一直有的情况，在不了解用户的情况下盲目行动。这个问题绝对不能再犯。 |
StartUp = GrowthWhat's different about successful founders is that they can see different problems. It's a particularly good combination both to be good at technology and to face problems that can be solved by it That space of ideas has been so thoroughly picked over that a startup generally has to work on something everyone else has overlooked. Your niche both protects and defines you. The growth of a successful startup usually has three phases: There's an initial period of slow or no growth while the startup tries to figure out what it's doing. As the startup figures out how to make something lots of people want and how to reach those people, there's a period of rapid growth. Eventually a successful startup will grow into a big company. Growth will slow, partly due to internal limits and partly because the company is starting to bump up against the limits of the markets it serves. [5] If you start out with some initial plan and modify it as necessary to keep hitting, say, 10% weekly growth, you may end up with a quite different company than you meant to start. But anything that grows consistently at 10% a week is almost certainly a better idea than you started with. For startups, growth is a constraint much like truth. Every successful startup is at least partly a product of the imagination of growth. The mistake they're making is that by basing their opinions on anecdotal evidence they're implicitly judging by the median rather than the average A startup founder is in effect an economic research scientist. Most don't discover anything that remarkable, but some discover relativity. 创业型公司的定义应该是指向未有市场的高增长解决方案，而创始人的定义应该是经济学研究科学家。在创业型公司里，如果有一个固定的增长指标，那么即使为了增长对你的想法做了很多的改变，导致最后的产品跟你开始的想法大相径庭，那你最后得到的想法也比你最初的想法要好得多。 根据文章的看法，创业型公司存在的意义是为了Find New Way of Doing things, 其中的New Way 很多程度上，是New Tech, 所以科技型的创业公司才这么多。创业公司选中的问题，也是被大部分人所忽视的，但是对于创始人而言，他们却能看到这一点，或者是运气使然，能够找到这个问题。 就像演员和作家一样，这种市场筛选机制其实是很有效的，而且可以是可以产生好的作品的。 这篇文章重新定义了我对创业公司的认知 |
The Real Product Market FitThe customers are buying the product just as fast as you can make it – or usage is growing just as fast as you can add more servers. Money from customers is piling up in your company checking account. You’re hiring sales and customer support staff as fast as you can. ASAP Founders often hold too tightly onto solutions and too loosely onto problems Founder genius is most often expressed in choosing the right problem to solve. As Andreessen wrote, “the market pulls product out of the startup”. If your friend was standing next to you and their hair was on fire, that fire would be the only thing they really cared about in this world. It wouldn’t matter if they were hungry, just suffered a bad breakup, or were running late to a meeting—they’d prioritize putting the fire out. If you handed them a hose—the perfect product/solution—they would put the fire out immediately and go on their way. If you handed them a brick they would still grab it and try to hit themselves on the head to put out the fire. You need to find problems so dire that users are willing try half-baked, v1, imperfect solutions. 主要是在说市场对于创业者的影响，优秀的团队无法战胜糟糕的市场，同理优秀的市场即使是糟糕的团队也可以征服。其中最困难的是创造新的市场，只有最顶尖的团队制作出最优秀的产品，才有可能创造属于他们的市场。 和start up == growth 放在一起理解，创业的本质就就不是创造，而是寻找。只是寻找的方式是创造产品罢了。 |
在这里记录一些YC的学习笔记和感想
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