Advisoray Guide for Startups (eBook)

7/29/2019 Advisoray Guide for Startups (eBook)

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Dear founder,

Thank you for picking up a copy of Advisoray Guide for

Launching a Startup.

Advisoray is a group of professionals who want to

help startups succeed, so that their innovations can be

brought to market and enrich peoples lives.

This guide is a distillation of many conversations amongthe professionals within our network. The end result is

35 pieces of honestsometimes contrarianadvice

that you can use as you take your new products or

services to the marketplace.

Every startups situation is dierent, so we dont expect

all these pieces of advice to apply to everybody equally,

but we hope you will find a few of them insightful and

relevant.

We also hope you take advantage of Advisoray.com as a

companion website to this pocket guide. You can search

for terms or jargons mentioned in this guide and find

advisors that may be willing to work with you directly for

free or for a fee, as well as give you valuable feedback

that is tailored to your unique situation.

The members and sta of Advisoray are here

to help. We hope to hear from you, and goodluck on your new venture!


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Find a metaphor, not just an

analogy

HONE / YOUR IDEA

One of the biggest mistakes startups make, is to

compare your product or service with another popular

startup or website:

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8FXBOUUPCFUIFF#BZGPSSFTUBVSBOUSFTFSWBUJPOT

0VSBQQJTBDSPTTCFUXFFO"JS#OCBOE'BSN7JMMF

Often the thing that you compare yourself to is obscure

in the sense that many have heard of it, but they may

not understand the full capabilities of the site unless they

have interacted with it and formed an intuition of what

that comparison site does. This vastly diminishes the

uniqueness of what you do, as others have to under-

stand what your comparison company does and why

they are unique before they understand what you do.


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Brainstorm and test out your

idea with someone who has

done it before

HONE / YOUR IDEA

One of the funnest activity you can do as a startup

founder is brainstorming: Lets talk about new product

ideas! Cool design concepts! Disruptive marketing hacks!

Maybe even throw in a famous spokesperson for our

company!

The truth is that brainstorming is really less about

coming up with new ideas, but more about sifting out

the gems from the pool of ideas. Then, you will need to

synthesize a cohesive set of goodand doable ideas

that can form the foundation for a viable new business.

This is harder than it looks. What you need to do is to

find an experienced entrepreneur and pretend he or she

is your co-founder. Brainstorm, or even argue with this

person for an hour or two. An experienced entrepreneur

usually have a good feel of which ideas are good and


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Answer the question:

Why you?

HONE / YOUR IDEA

Once you have honed in on an idea that you believe

is the right one, you must be prepared to explain to

yourself and others why you are the right person to run

this venture.

Look at this as an application essay for yourself as the

CEO of this company. It could be because of your prior

experience, educational background, lifelong passion,

circumstances, skill sets, or a combination of all of these.

The key is to convince someone who must be sold on

the idea that there is no other person in the world better

than you for the job.

Outcome 1: Your narrative is natural, it makes sense,

and it becomes your personal story behind founding the

company. Investors and customers are convinced that

you are the only one for this role.


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Get as many reactions as you

can to everything you have

made

HONE / YOUR IDEA

How a person reacts is more important than what they

say after you stop speaking. Read their face and their

body language. In a marketing study, you would have a

one-way mirror, but when you are having dinner with

prospective customers, have a team member attenddinner with you. Have one person pitch while the other

observes how the prospective client or investor reacts

to the product. There will be some things that worked

better than you thought they would have, and others

that will work less well.

The goal is to get as many reactions as possible as these

reactions will give you perspective on how your idea

would translate when a random person on the internet

or a mobile device interacts with your product.

People are really good at picking up cues and adjusting


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Invest in a beautiful set of

screenshots that show what

your site or app does

DESIGN / YOUR PROTOTYPE

Invest time in this and make it great. You will use them

over and over again as marketing materials, and in

meetings with partners, customers, investors and even

with the press.

This should not be a flowchart, a set of wireframes, or

even a concept animation. These screenshots should

look like it is taken from the real site, so the viewer will

know exactly what your site does. The screenshots need

to contain most of the features of your site even before

it is built. They should be explorable and understand-

able by anyone without a narrative. Annotations and

descriptions are helpful but the screenshots in linear

order should describe the business to someone that has

neither seen nor heard of your business before.

Dont fret if its not perfect, after all, you dont have a


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Find the epicenter of your

product and devote all your

eort towards it


When we interact with most products or apps, we tend

to only interact with a very small portion of the product,

but with an extremely high frequency. These most used

and useful features can be regarded as the epicenter of

the product.

Devote a larger amount of time, energy and money to

this epicenter and then work on the supporting features

to make your product minimally viable. Do not waste

too much time on features such as login, account page

or dashboards. Use it instead on the epicenter and make

that part of the product exceptional.

The way to ensure that the epicenter is correct is to

try as many productive variations on this epicenter as

possible. It is worth making five variations of a composi-

tion, narrative, or structure with slightly dierent foci and


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Conceptualize for the future,

but prioritize for the present


Once you have honed in on your idea and developed

some concepts of what you want to build, create a

minimum viable product (MVP). This is a small product

that users can use to see if your hypothesis is working.

Prepare a list of all the things you want to get done in

inverse priority order. This process gives you the chance

to think through what is most important and most ap-

pealing. It enables you to reflect on the broad capabili-

ties of this service and perhaps build and present these

these capabilities in wireframes or prose form.

Talk to prospective customers to get as much feedback

on your intuitions as possible before translating them

into actionable steps for another person to build. Your

development goal is to make an MVP. Thus, having

a reasonably complete set of concepts or cohesive


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Build a version of your

product by writing the fewest

line of code possible


If you can build the first version of the product without

writing any lines of code by simply pointing and click-

ing, then...Congratulations! you have won the Grand

Prizeyou have built the minimum viable product (MVP)

in no time! Any written line of code will deduct from thegrand score of writing no lines at all because more code

introduces more testing, more costs and more time

expended. Worst of all, the more code you write for the

first version, the harder it is to move away from this code

since you have invested so much in it.

It is likely that the first version of your product or your

supposedly minimum viable product (MVP) turns out to

be not viable. Despite your best eorts, you might have

picked the wrong epicenter or built the wrong product

or chosen the wrong brand. So the less you invest in itthe better.


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Design version 1 on a hunch,

and version 2 on the basis of

hard data


Most people want to research and gather facts and

figures to support the decision they are making in

designing the first version. How big is the market? How

likely are people to use a product like this? What are the

preferred ways of communicating with customers in atarget group? While these data points are sometimes

useful, they could also lead you to a conclusion that

moves you away from the epicenter of your product.

Before your first product exists, the data points you can

collect are from other peoples products. They are hy-

pothetical oerings and vague generalizations. Without

a real product that is collecting granular data about its

actual usage, these indirect data points may cause more

harm than good.

Instead, you should follow your intuition or hunch based


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Dont look for an ideal co-

founder, look for someone

that can help you right now

STRUCTURE / YOUR COMPANY

Think about finding a co-founder as finding a husband

or a wife. Nobody goes around the city asking someone

to marry them on the spot. You start by taking someone

out on a date, and see what happens from there.

Similarly, when it comes to looking for a co-founder,

date them first. Start working with dierent people

that can satisfy your immediate needs. It will be clear

who the right people are and a co-founder (or two) will

eventually emerge. It could be someone you are paying,

bouncing ideas o of, or someone that is just willing to

help you out. Before you agree on any paperwork, un-

derstand and communicate about your goals and ideas,

ensure your working styles are compatible because, as

already stated, making someone a co-founder of your

startup is like marrying someone.


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Lock down the company

structure before things get

interesting


Before you get in the trenches and get your startup o

the ground, you need to test people. Ensure that the

companys interests and the interests of all the individu-

als align. Once the idea you have talked about stabilizes,

your goal is to use the process of locking down shares,vesting agreements and collaboration agreements to

test the strength and collaboration of the people around

you. This is early enough in the process that you can risk

everything to be scrapped.

Separate the idea stage from the execution stage of the

company. Before this point, it could be gentlemens

handshakes or pinky promises, but the formation of the

company will define what the next 3 or 4 years will look

like. You will need to do this only once.

This is a rigorous process assisted by each persons


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Choose a corporate structure

to optimize your short-term

tax implications


To form a company, either a lawyer or an accountant

can help you talk through the benefits of each type of

corporate structure, e.g. S Corp, C Corp or LLC. One of

the most important things is the tax implications in the

first two years of your startup. Decide how you want tobe taxed, and this will determine the type of company

you will be building. Tax implications are often more im-

portant than where you decide to incorporate (although

most startups do end up incorporating in Delaware).

Deduct company expenses from your income. Any tax

money you save becomes capital you can use to invest

in your company. A tax professional can give you a

better idea for your specific needs. Make your expenses

clear. Separate home oce expenses from personal

expenses.


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Dont feel guilty when it

comes to using your unique

advantages


While most startups lack cash to pay vendors and

accelerate growth, some founders, especially those that

are working professionals, may have quite a bit of cash

flexibility. While you might want to preserve capital,

when you have cash, spending it wisely really doesaccelerate your progress and elevate the quality of your

product if you get the right people to work for you.

If you are currently a student, you can get a lot of free

help from classmates and you should plan to engage as

many people as possible in your circle while in school.

Though most people are not as driven as you, they want

to feel like they are part of something exciting that could

become big one day.

These are examples of obvious advantages you may

have. The key is to look deeply and honestly on every


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Business plans should be

bottom-up, not top-down


People with professional experience of making business

plans for larger businesses often make the mistake of

talking about the size of the market. This is a top down

approach and it is a waste of ink and paper. A startup is

certainly not in a position to take any percentage of anymarket since your biggest struggle is to exist at all.

Your business plan should be based on what you

believe you can realistically achieve with actions your

team will perform to get to quantifiable success. If you

are thoughtful about the tactics you can chain them

together to achieve your short-term and medium-term

goals. Then it may be inspiring to talk about the larger

macro climate and discuss how you could be a big

player in a big market somewhere down the line.

However, even if you have your eyes on changing the


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Dont put anything in your

terms of service you wouldnt

talk about in public


Think of your terms of service as a deal you are oering

your customers that they can accept or reject. The norm

on websites is that you either automatically agree with

the terms or need to check o the box before using the

site. This seems like you could add any terms you wish atany time to benefit yourself. Dont do this.

Make this deal you are oering fair, mutually beneficial

and most importantly, comfortable to you. You should

never translate something you are not comfortable

asking in person onto a legal document.

Experienced lawyers will always find ways to maximize

protection for you without compromising the deal you

are making with the users. Before you speak with one,

write out the gist of the deal in terms you can under-

stand. Discuss feedback from your first customers in


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Build half of a polished

product, not a half-assed

product

BUILD / YOUR PRODUCT

In an industry that is enamored with shipping features,

every startup is working with an in-house or outsourced

engineering team shipping stu at lightning speed.

Therefore, it could be a rare advantage to build a highly-

polished product that actually works and works well.

It cant be emphasized enough the importance of identi-

fying an epicenter of your designyou can concentrate

your eort on polishing and refining that to ensure that

the end product is as perfectly-crafted as possible.

Engineering and writing real code is too costly of a

process for randomly trying things out. When you start

building your product from your epicenter outwards,

you have a better chance of achieving polish. Wording

matters. Spacing matters. Handling exceptional flows

matters. When you bring out a product that is polished,


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Make your product too good

to be true


The dierence between too good and good is the

surplus from which you can extract value. To extract

value, it needs to be at least better-than-good. The

better you make your product, the more surplus you can

extract from your customer.

Once you have figured out how to make your product

too good to be true, you have found your business

model. This means that the business model is simply a

part of your service or product that has excess value of

which you could charge for that value. People are willing

to pay for it. In a freemium model, everyone could get

some free storage, but if you want unlimited storage

then you would have to pay. Therefore, your business

model must incorporate excess value people are willing

to pay for.


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Use a mobile screen as a

thinking frame about what

your user would want to do


You may not be building a product with a mobile use

case, but using a smaller screen such as a smartphone

or a tablet as a thinking frame, will keep your product

focused on its epicenter. This is likely how someone

will interact with your product. The person will desireimmediate pay-o and will only devote limited time to

your product (a minute or two tops). If you are success-

ful in making your epicenter come alive given the mobile

limitations, you know that you have found the right

focus.

Obviously, having a mobile strategy helps with the

narrative of why this company is relevant and valuable.

The mere thought of a person holding the mobile device

in his or her hand, at a particular time of a day, with a

particular need to fulfill, helps ensure that you keep yourproduct focused on the epicenter.


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Write your user interface,

dont just draw it


A common misconception of user interface design

is that it is best done by a graphics designer. This is

probably because a well put together user interface

looks like a picture and not a novel. The truth is, most of

us interpret the user interface and learn how to use thesystem by reacting to the words on the screen rather

than looking at the color and texture under the words.

We all somewhat know how to write. Try to explain how

you can engage an end user exclusively with words.

Imagine that your beautifully constructed website has

gone down, due to some hosting problems, but you

have the ability to fulfill all the features on your website

over e-mail or instant messenger. You can write a dia-

logue between two people on both sides of the conver-

sation and figure out the words they would use. Thesewords should be used in your user interface designs.


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Capture data about what

your users do as soon as your

site launches


Why? Because you will never get another chance to

capture this data once it has happened. Poof!

You dont need to have sophisticated tools to analyze or

mine the data and provide beautiful data visualization;

those can come later. What you need is to instrument

your product to collect data in fairly granular units and

store the data somewhere. It would give you a history

of how users interact with your site that will form the

foundation of the objective criteria of which future

features are designed and prioritized.

While standard web packages like Google Analytics are a

good start, more application-specific analytic tools like

Mixpanel provide a much more precise capture of what

your users are trying to do. Some other analytics pack-

ages allow you to automatically send e-mails if your user


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Its not just about the code.

Seek to understand the big

picture of technology.


Talk through your technology options with a Chief

Technology Ocer-level person. Most startups would be

happy to have access to a programmer on the founding

team or a vendor that can build the first version of the

site. This person is likely to use the tools he or she knowsto minimize risk. Once in awhile, you may get lucky,

and the persons skill sets matches the technical needs

of your product perfectly. But most of the time there

are better ways to build the product, especially beyond

the first version. There are technologies that are more

appropriate, easier to evolve and ultimately scale better if

your product is successful.

While you dont need to implement many of these

technology considerations right away, as getting your

first version out is still the most important task, it is prob-ably worthwhile to look one or two years ahead and talk


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Failure is overrated. You

can iterate by succeeding in

succession.


People sometimes conflate the need to iterate with the

need to fail. You should try not to fail because failure

means wasting time and chance. There are ways to

reduce your chance of failure by avoiding traps and by

reaching out to people who have done it before.

One of the most valuable resources available to a startup

are professionals. Most professionals who are on solid

career paths in various functions and industries all wish

in some ways they were in for some exciting startup

venture. They just may not be ready to jump in head first

the way you have. However, they may be very excited to

play an advisors role and share their professional know-

how and experience with a newcomer in exchange for

a fun experience of dipping his or her toes in the startup

world.


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Craft a brand name that

summarizes the promise of

your product in one word

SPREAD / YOUR MESSAGE

Perhaps the greatest mistake a startup can make is to

fall in love with a cute word and then struggle to find a

product to fulfill the promise of that word. To avoid this

trap, startups should first determine a resonating product

concept and then discern a brand name using variousnaming and branding techniques.

The most successful brand names become commonly-

used verbs for a products main function. In the 1980s,

oce workers began to xerox copies. In our own day,

to google has become the worlds favorite way to

search the Internet.

A brand name should be a natural nickname for people

to remember via a mnemonic device. A brand name is

for recall and not for introduction. It should come from

your product. It should not define your product.


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Claim your name everywhere

before others can hold you

ransom


Building a brand in these first decades of the Internet

can be a bit like oil prospecting in the American West in

the mid-1800s. Its a race to get there first.

After you determine your product and select your brand

name, it is imperative that you claim that name in every

corner of the World Wide Web. This includes registering

your domain name with the common domain suxes

(.com, .org, .net, .tv, etc.) as well as securing the brand

name (as close as possible) on all of the social media

sites. If your chosen brand names are already taken, pick

a variant of the name you can get everywhere and stick

to it. This will reduce confusion for customers searching

for you in the social media space.

It is helpful to create a unified email account to manage

all these resources. Never share access to an email ac-


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Measure your market

through early advertising


Can you only advertise when you have something to

sell? Absolutely not.

In the first weeks and months in the life of your startup,

it may be advisable to advertise a product that is com-

ing soon to gauge the level of interest in some of its

features or toolsas well as to test various advertis-

ing messages. You will find your audience may react

favorably to some features and messages and poorly to

others. Getting this feedback at an early stage can help

you build your product and hone your message in align-

ment with the needs of your target market. Dont build a

product that people dont want.

Google AdWords can be an inexpensive means to test

and validate your product, brand name and message.

These ads could lead a user to a landing page where you


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Tell a compelling story about

your company and people

will repeat it


Hollywood producers and New York publishing execu-

tives will tell you the same thing: the key to selling a

story is creating sympathetic characters in the midst of a

compelling story. The audience needs someone to root

for. Perhaps the same could hold true for even the mostutilitarian startup.

Your product is your star. And it needs a compelling

reason to exist. How is your product going to change

the world? How will it make life easier for the masses?

Once you are a success, you can hire advertising agen-

cies and public relations professionals to help craft your

message. But, before Don Draper joins your team, spend

some time thinking about the story you will tell about

your product (and maybe even yourself and your team).

The default state of the public toward your product


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Create a video that can

stand alone as a piece of

entertainment


The best way to demonstrate the functions of your

product is to show it in action in a video. But, the days

of boring industrial films are over. You cannot create a

video that simply demonstrates what your product does.

You need to create a dynamic video that both illustratesyour product and is at least somewhat entertaining in its

own right.

Most product demonstrations can be realized as a series

of screenshots, possibly stitched together into a single

page narrative (see how Apple explains the features of a

new product on its website).

When making a video, choose one unique aspect of your

product that would wow people. This is not the time for

an exhaustive description. Staying focused in this way

could reduce your time spent and costs while increasing


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Reflect your best thinking on

your front page


The front page of your website needs to reflect the best

of what you have to oer. If your product is clean and

smart, your front page should reflect that. If your prod-

uct is quirky, your front page should be just as unique.

You need to build a front page that presents to the worldwhat your product and service is about and allows you

to build a list of prospective users even at an early stage

of development.

Is your front page a personal invitation to a fewor a

flyer for all? Thats something to keep in mind through

the various stages of design. Dont fall into the trap of

speaking to no one in particular. Consider how specific

you need to be in dierent steps of your launch. Make it

a conversation.

As you unveil your product and your message evolves,


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Love those who love you

back


In business, as in life, sometimes our early presumptions

turn out to be wrong.

Sometimes the customers or users whom you presumed

to be your target market fail to swoon over the result of

your hard work. At the same time, its occasionally the

unexpected user who sends you love notes.

To quote the songwriter: Love the one youre with.

It is the people who fall in love with your product first

that you need to love back and give them everything

they want and need to move your product from an idea

to a thriving business. To identify who is loving you back,

look for signals of unexpected success or messages

saying you have solved a real problem. Strive to be a

breath of fresh air.


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It is better to get the best

person for 2 hours than a

mediocre person for 20 hours

GROW / YOUR TEAM

There is a saying among software engineering managers

that the best programmers are 10 times more productive

than an average one. Building software is a high leverage

activity, for example, a little bit of improvement for the

speed of the website, may yield a lot more purchasesbecause the site responds quickly and you can breeze

through the shopping process.

A lot of the jobs surrounding a startup are also high

leverage ones. Creating a blog post that becomes viral

because it is just entertaining enough to spread virally,

the return of that 500 words may be a 100 times what a

run-of-the-mill blog post would be.

Essentially, instead of trying to fill roles that need to

be done and evenly allocate money to the dierent

roles, you should look for exceptional people and


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Build the smallest possible

team you can get away with

GROW / YOUR TEAM

The greatest enemy to productivity is communication

overhead. The success of your startup depends on what

you produce and not who produced it. The most valu-

able players in a startup are what we call unicorns. They

are the rare group that are simultaneously two things.They can do two roles or morea marketer who can

build their own web page, a designer who can write very

well, or a salesperson with a law degree. You want to

condense the skill sets to the fewest number of people

to cover all the needs of your organization.

To reduce the communication overhead, you should

carefully design and delegate responsibilities, so projects

dont have a lot of dependencies on getting everyone on

the same page. Agree on a philosophy for your company

that is consistently applied against projects to judgetheir success or failures. The best projects happen when


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Partner with people who

need access to technology

GROW / YOUR TEAM

Sometimes startups want to build partnerships with

other startups because they feel like the recognizable

names of similarly hip ventures will improve their stand-

ings within their hierarchy or respectability. The truth is

the respectability does not translate to customers andacquiring customers is the real measure of success in

turning your startup into a real business.

Instead of pursuing partnerships within the echo

chamber of technology or even social media, try to

oer your startup to old world organizations that may

not have the same access to technology and the new

markets. Oer to be their partner to provide a conduit

between their existing base of customers and the new

tools and opportunities that your business has to oer.

Winning these more traditional partnerships will allowyou to show traction and give you a compelling story


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Establish a fair employee

stock compensation

structure by being formulaic

GROW / YOUR TEAM

The founders collaboration agreement should have

been decided upon at an early stage of structuring the

company. It is important to include in the founders

shares a vesting agreement so that people have the

incentive and expectation to contribute and carry theload of the new venture for at least a few years.

Beyond the pool of founder shares, you should establish

a very formulaic strategy of allocating stock to employ-

ees who join the company after the founders. There are

various literature online that describes the model to fairly

distribute equity but the basic idea is the sameemploy-

ees that join around the same time get an equal slice

of the stock that is allocated for that year. Every year

that goes by, you get exponentially smaller slices. This

encourages people to get involved early and rewardsthem disproportionately with a potential upside. The


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Game the real estate market

to get the workspaces you

need

GROW / YOUR TEAM

In the age of web products and apps, it doesnt matter

where you build your product. Many successful startups

started in garages and out of peoples homes. Convert-

ing a founders residence into a temporary workspace

is often the most cost-eective working option at theearly stage of development. It is important that every-

one is comfortable while working but be sure to keep

boundaries between personal and shared space. If this

arrangement isnt possible, co-working space is a more

expensive alternative.

As your space needs grow beyond what a private

residence can accommodate, subletting oce space

from companies that has excess space is preferable

over getting startup incubator space that is much more

dense and sometimes noisy. On the other hand, the co-working or incubator space does have perks of shared


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Look for trust and honesty in

your Board of Advisors

GROW / YOUR TEAM

Do not give equity to people only because they are a

big name. A seat on your Board of Advisors should really

be a reward mechanism for non-employees that have

contributed generously throughout the formation pro-

cess of your company and your product. They may be afriend that has been doing work for free, a partner that

has been giving you advice, or someone that has made

key introductions. In each case they have interacted with

you and your business and have a deep understanding

of it.

Unlike your Board of Directors, these advisors dont

provide oversight as your superiors. Instead, they provide

suggestions as a peer. They should be the people you

respect and trust for their brutally honest feedback.

There are many ways to find people who can help or


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If you find the advice gathered in this guide useful, thenwe think you and your startup will benefit from the

collective knowledge of our growing network of advi-

sors and professionals, covering the areas of business

strategy, technology, design, law, accounting, marketing,

real estate, to name a few.

To find the right advisors for your needs, you can:

Search Advisoray.com for advisors using keywords

listed on the bottom of each page in this guide, or by

areas of expertise or services oered.

Browse the interactive version of this guide atadvisoray.com/startup and look for advisors that

have listed their profiles there.

Let us play matchmaker for you by sending an e-mail

to [email protected] describing your situation and

what problems you need solved.

We hope you have enjoyed this pocket-sized guide.

Follow us on Twitter (@advisoray) to keep up-to-date

as we roll out new content and expand our services to

serve you and help your startup succeed.

TAKE THE NEXT STEP

2012, Advisoray Club. All rights reserved.


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