Ask HN: Before there were MOOCs - advice for a startup
2 comments
clickable: http://www.pensieve.net
I am newbie founder, also trying to gain traction, so I am trying to share guesses here, not knowledge.
Actually, I am trying to deliver value, not gain traction. "Growth hacking" must be done just after the product/market fit, and I still don't have it. If yours "solid approval" means prod/mkt fit, than you can start to build some features to hack growth. But I would keep it at small scale. I would say, work hard to keep the course creators coming back to create new courses. Use cheap adwords (that you pay) to attract users to their courses (not to your platform).
But for this to work, your course creators must have an audience. Something you can do is attract common people that publish courses on Youtube and already have small, but regular viewers. If you provide enough value for these "amateur professors", they will bring on their audience. This will demand a great effort of research, to cherry pick the right teachers.
Don't try to create a exponential growth from day zero. Don't be Formspring or BranchOut. Think hard about traction, but a solid, relatively small one. Don't compare yourself (yet) to these big names.
I am newbie founder, also trying to gain traction, so I am trying to share guesses here, not knowledge.
Actually, I am trying to deliver value, not gain traction. "Growth hacking" must be done just after the product/market fit, and I still don't have it. If yours "solid approval" means prod/mkt fit, than you can start to build some features to hack growth. But I would keep it at small scale. I would say, work hard to keep the course creators coming back to create new courses. Use cheap adwords (that you pay) to attract users to their courses (not to your platform).
But for this to work, your course creators must have an audience. Something you can do is attract common people that publish courses on Youtube and already have small, but regular viewers. If you provide enough value for these "amateur professors", they will bring on their audience. This will demand a great effort of research, to cherry pick the right teachers.
Don't try to create a exponential growth from day zero. Don't be Formspring or BranchOut. Think hard about traction, but a solid, relatively small one. Don't compare yourself (yet) to these big names.
Something that I should have mentioned in the post: I've reached out to several people on Youtube, as well as Reddit U.
In a sense, I am in the same situation, as I have created a product, and am searching for a market. However, I do believe that market exists, as I see plenty of evidence of amateurs struggling to teach with only mediocre tools. It's not really the way "west coast" entrepreneurs tend to operate - but quite a few successful companies are started that way.
In a sense, I am in the same situation, as I have created a product, and am searching for a market. However, I do believe that market exists, as I see plenty of evidence of amateurs struggling to teach with only mediocre tools. It's not really the way "west coast" entrepreneurs tend to operate - but quite a few successful companies are started that way.
Actually, I am trying to deliver value, not gain traction. "Growth hacking" must be done just after the product/market fit, and I still don't have it.
Not really. Through "growth hacking" you discover the different markets your product fits into. Though you started with the wrong step. You dont design a product and then search for a market. You search for a market and then do the product.
Not really. Through "growth hacking" you discover the different markets your product fits into. Though you started with the wrong step. You dont design a product and then search for a market. You search for a market and then do the product.
Growth hacking is not searching for a market. You described "customer development" - which is what I am doing right now - not growth hacking.
If I had a nickel for every time I heard that. Anyhow, good luck.
Don't patronize me. Please, explain me what is wrong with my concept.
Basically, I agree with these guys: http://jwegan.com/growth-hacking/autopsy-of-a-failed-growth-... and http://www.aginnt.com/post/46854446756/interview-a-growth-ha...
That's where my concepts come from. If you think that me saying "customer development" is BS and that I should be trying to grow like hell and not wasting time with delusional customers interviews, or something like that, please explain why.
Basically, I agree with these guys: http://jwegan.com/growth-hacking/autopsy-of-a-failed-growth-... and http://www.aginnt.com/post/46854446756/interview-a-growth-ha...
That's where my concepts come from. If you think that me saying "customer development" is BS and that I should be trying to grow like hell and not wasting time with delusional customers interviews, or something like that, please explain why.
I'm not trying to be an asshole, but its hard to explain things to people who have made up their mind. I'm a business development consultant (growth hacking is one of the things I do), so I know what it is and what isn't. Its not your definition, or the definitions posted in the links you posted. Real growth hacking is simply doing whatever you can to grow the business. Not customer development, but the business itself. As an example, I've had to negotiate with suppliers in order to hack the growth of some company.
Customer interviews are pretty much worthless. People speak louder with their actions. That is why A/B testing is crucial to growth (hacking or not).
Anyhow, don't buy into the hype. Most of the growth hackers out there are social media gurus who discovered a new way to label themselves.
Customer interviews are pretty much worthless. People speak louder with their actions. That is why A/B testing is crucial to growth (hacking or not).
Anyhow, don't buy into the hype. Most of the growth hackers out there are social media gurus who discovered a new way to label themselves.
There is a limit for replying in HN? I can't continue to reply to the last response. But I will do it here anyway.
I didn't make my mind. That's why I wanted you to explain it. And I quite agree that growth hacking is very different from customer development. What I am saying, and you apparently is disagreeing, is that you first do customer development and only after product/market fit you do growth hacking. I am now only doing customer development and I think is not a good thing to already start growth hacking.
I am not "buying into the hype", on the contrary, I am postponing the growth hacking for me. I think you assume too much of what I think. But it is ok if we have two different concepts about what growth hacking is - even though I can't say i KNOW what it is.
I didn't make my mind. That's why I wanted you to explain it. And I quite agree that growth hacking is very different from customer development. What I am saying, and you apparently is disagreeing, is that you first do customer development and only after product/market fit you do growth hacking. I am now only doing customer development and I think is not a good thing to already start growth hacking.
I am not "buying into the hype", on the contrary, I am postponing the growth hacking for me. I think you assume too much of what I think. But it is ok if we have two different concepts about what growth hacking is - even though I can't say i KNOW what it is.
Allow me to apologize. I'm constantly getting bamboozled by wanna by founders looking for an easy paycheck that it makes me more negative than usual. Why don't you shoot me an email and we can talk about whatever. Cool?
Put some money into the look of the site. It is too ugly to be interesting. Hire a designer, and re-launch. And stop feeling bad for yourself. Shit happens, you re-try. If anything, shoot me an email, I participate in a group that is full of people like you.
Thanks for the advice. I would be interested in meeting this group - I didn't develop the company in a place like SF or in hub with active developer / startup communities, which I think was a big mistake.
Not being in SF is the best thing you can do for a company. Anyhow, see you there!
I'm a startup founder, and a little over a year ago I set out to build a "Wikipedia for courses". I ended up building a publishing platform - the idea was to make it extremely easy for anybody to produce highly interactive, online courses (without, and then easy for anybody else to learn from them).
Pensieve: www.pensieve.net
From an infrastructure standpoint, the platform has been quite mature and powerful - anybody can come to the site, and immediately create interactive courses, and put in assessments, assignments ... etc. We generally receive solid approval of our product.
However, our success at programming has been matched by our inability to gain traction. Users don't come for infrastructure, they come for content or because of your brand name - without either, nobody will come. Since then, Coursera and EdX rose, and due to their names, academic relationships, excellent funding, and access to a large body of quality content - they are growing at an insane pace.
The last thing I would want would be to be a "me too" type of company. The thing is, that I believe the we still provide a major value which I haven't yet seen replicated. I've seen lots of content distributors, but I haven't seen a platform which makes it possible (and easy) for you or me to make a course that is more than just a youtube video channel / wiki.
I've tried several things (most promisingly targeting the corporate training market), but I'm interested in your opinions - how would you move forward and get traction?