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Startup Experts Discuss Doing Things That Don't Scale
@ Y Combinator
05/31/24
Takeaways
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In the early days, doing things that don't scale is crucial for recruiting customers and employees, as it allows for valuable learning experiences.
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Paul Graham's essay "Do Things That Don't Scale" transformed Silicon Valley's culture by encouraging startups to focus on immediate problems rather than theoretical scalability issues.
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The main goal of doing things that don't scale is to maximize learning and delight early customers, even if it requires manual and one-off efforts.
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Many startups fail not because their architecture isn't scalable, but because they struggle to attract users and create products that people actually want.
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Paul Graham's advice to focus on immediate problems rather than scalability encourages founders to prioritize getting their first customers and building their initial product.
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Airbnb's founders exemplified the principle of doing things that don't scale by personally taking high-quality photos of listings to attract users and get their business off the ground.
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Founders should adopt a mindset where no task is beneath them, focusing solely on achieving product-market fit and serving customers effectively.
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The best founders dive into all necessary tasks, regardless of how small or manual, as long as it serves their customers and helps them achieve their goals.
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Fleek, a marketplace for secondhand clothing, started with just three people and no website, demonstrating the importance of taking unscalable actions to launch their business. The founders would go to wholesalers in London, pick a box of clothes, and sell them to shops around the city, earning $6,000 repeatedly. This hands-on approach helped them understand the market better than building a website would have.
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The founders of Stripe worked directly with their customers to implement their API, which created strong connections and allowed them to learn about customer needs and pain points effectively.
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I remember when we implemented Algolia for Product Hunt, which helped us build a strong relationship with the founder, Ryan. This connection allowed for candid conversations and better product development.
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The main goal of doing things that don't scale is to maximize learning. By engaging directly with customers, you can ensure that what you're building provides real value before scaling up.
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The best founders optimize for learning by getting in the trenches with their customers, which helps them understand pain points and develop better products.
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Founder FaceTime with customers in the early days is crucial for gaining a competitive edge over larger, better-funded companies. This personal connection is vital for recruiting customers and employees.
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As a founder, you need to sell yourself, especially when your product is still in development. Making potential customers feel valued and showing your commitment to their success can lead to stronger relationships.
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Instacart launched without any grocery store partnerships by purchasing items from Trader Joe's, photographing them, and listing them online. This creative approach allowed them to start quickly without waiting for corporate approvals.
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Doing things that don't scale allows startups to experiment, fail fast, and quickly test assumptions before investing significant time in product development.
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The early version of a product doesn't need extensive technical infrastructure; it can be built quickly using manual processes to validate market demand.
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DoorDash's initial product was created in one day using manual methods to test whether people wanted the service, demonstrating the importance of validating ideas before scaling.
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Startups can leverage consulting services to generate revenue while building their product, but relying too heavily on consulting can hinder growth and scalability.
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The advice to do things that don't scale is counterintuitive but provides startups with a unique advantage over larger competitors by fostering deep customer understanding and rapid experimentation.