作为初创公司的产品开发
我正在向社区领袖提出我的困惑，寻求一些答案。
我们的朋友决定开发一些已经在业内享有盛誉的产品。 我们的座右铭不是打败所有这些玩家（因为我们做不到），而是开发对某些细分客户来说具有成本效益的基本产品。
我们第一步想要实现的是更便宜的选择，因为我们都知道产品会随着时间的推移而不是立即增长。
现在我们的第 22 条要求部分 -
- 应该我们开始构建产品，因为已经有大牌了？
- 价格是USP（独特销售点）的正确选择。
- 由于我们都依赖工作，那么前进的最佳选择是什么？
- 我们也有一些口头确认的客户，我们应该继续吗？
- 在产品开发过程中我们应该牢记哪些主要原则。
I am throwing puzzle of my mind towards community leaders for some answers.
We friends decided to build products which already have some big names in the industry. Our motto is not to beat all those players (As we can't), but to develop basic product which is cost effective for some segment a customers.
What we are trying to achieve in first step is cheaper option, as we all knows product grow over the time period, not at once.
Now our catch-22 part-
- Should we start building the product as there are already big names?
- Price is a right option for USP (unique sale point).
- As we all are dependent on jobs, what would be the best option to move forward.
- As we also have some customers through verbal confirmation, should we go ahead?
- What all major principles we should keep in mind during product development.
如果你对这篇内容有疑问，欢迎到本站社区发帖提问 参与讨论，获取更多帮助，或者扫码二维码加入 Web 技术交流群。
绑定邮箱获取回复消息
由于您还没有绑定你的真实邮箱，如果其他用户或者作者回复了您的评论，将不能在第一时间通知您！
发布评论
评论（8）
请就产品的定义进行头脑风暴。
运送的不仅仅是一张 CD，还有支持和信任。
使用这个扩展的定义，如果你仍然可以击败现有的
产品，去吧。
另外，不要忘记产品的摊销开发成本
可能已经被现有公司回收了，所以他们可以
随时降低成本。
总而言之，不要让这种分析瘫痪阻止你......去做吧。
Please brain storm yourself on the definition of Product.
It's not just a CD that get shipped, but support, and trust.
Using this extended definition, if you can still beat existing
products, go for it.
Also, don't forget the amortized development cost of product has
probably been recovered by existing company already, so they can
reduce cost any day.
All said, don't let this analysis paralysis stop you ... go for it.
市场上的大牌
我正处于这样一个初创公司的前夜，有时规模小是一个决定性的优势。 如果您相信您不仅可以在价格上利用它，而且可以灵活地利用它，那么做核心工作可能甚至比大牌更好。 如果你愿意，我认为你可以轻松渗透市场。
工作依赖
取决于你做什么？ 如果您要打开 next-digg 或 YACW2A（又一个很酷的 Web 2.0 应用程序），那么就留在您的日常工作中，因为通常您可以两者兼得，特别是如果您有朋友陪伴的话。 如果范围更大，您可能需要坚持日常工作，直到获得几乎可用的产品。
别忘了，你也可以找到投资者，有时这是最好的方法。 因此，您可以辞职，并且仍然可以在您的自己的工作中获得薪水。
口头确认
很高兴您已经有了几个潜在客户，现在您需要研究并制定商业计划。 了解您的每月成本（包括工资），并查看您可以从这些客户那里获得多少百分比。 如果效果好，那么从这些客户那里得到一些更确定的答案，然后继续。 如果可能的话，预先建立公司并让他们购买产品。 （你的一个朋友可以做到，不是所有人都需要立即离开你的日常工作）
产品开发
作为一个大市场意味着完善核心功能，它应该能够正常工作，而且应该更容易。 除非您获得正确的核心功能，否则价格本身并不能证明购买的合理性。 忽略无用的企业功能或任何无用的功能。 您需要意识到，您的资源比竞争对手有限得多，因此 20/80 规则（帕累托原则）适合您。 不要试图通过包含疯狂的功能来满足 20% 的市场，坚持满足 80% 的需求。 大玩家可以满足或可以尝试满足 100% 的市场，如果你尝试做同样的事情，你会惨败。
最后
阅读Getting Real，不要虔诚地遵循，但这本书会给你很好的想法，并会解释小的优点。
你没有提到，但我想写。 在你和你的朋友之间达成适当的协议，在做任何事情之前确保一切都在纸上！ 我见过很多类似的初创公司在开始之前就因为这个而搞砸了。
Big Names on the Market
I'm in the eve of such a startup, sometimes being small is a definitive advantage. If you believe you can use that not only price-wise but being agile, doing the core job maybe even better than the big names. If you up for that, I think you can easily infiltrate the market.
Job Dependency
Depends of what you do? If you are opening a next-digg or YACW2A (yet another cool web 2.0 application) then stay in your day job, because generally you can do both, especially if you got your friends with you. If it's a bigger scope you might want to stick with your day job until you got a almost there product.
Don't forget, also you can find an investor, sometimes it's best way to go. So you can just quit and still have a salary in your own job.
Verbal Confirmation
It's great that you already got couple of potential clients, now you need to look into and make a business plan. Understand your monthly cost including salaries, and see what percentage of it you can get out of these clients. If it's good then get some more certain answers from these clients and go ahead. If possible establish the company beforehand and get them buy the product. (one of your friends can do it, not all of you need to leave your day job straight away)
Product Development
Being the big market means do the core functionality perfect, it should just work, and it should be easier. Price by itself can not justify a buy unless you get the core functionality right. Ignore useless enterprise features, or any useless feature. You need to be aware that you got so much more limited resources than your competitors therefore 20/80 Rule (Pareto Principle) is for you. Do not try to satisfy 20% of the market by including crazy features, stick with 80%'s requirements. Big players can satisfy or can try to satisfy 100% of the market, if you try to do the same thing you gonna fail miserably.
Finally
Read Getting Real, Do not follow religiously but this book will give you good ideas and will explain advantages of being small.
You didn't mention, but I wanted to write. Make a proper agreement between you and your friends, ensure everything is in the paper before doing anything! I've seen so many similar startups fu*ked up before even start because of this.
如果您认为自己可以打造出比市场上现有产品更好的产品，请以合理的价格出售，并以有限的营销预算覆盖目标受众。 绝对，加油！
If you think you can build a better product than the ones already on the market, sell it a fair price, and reach your target audience with a limited marketing budget. Absolutely, Go for it!
首先，改变你的座右铭。 不存在任何时候都适合每个人的产品。 总有一个利基市场可以利用。 如何改进或简化现有产品？
其次，不要关注价格。 客户希望以合理的价格购买优质的产品，但他们不会不惜任何代价购买劣质的软件。
First, change your motto. There isn't a product in existence that is perfect for everyone all of the time. There is always a niche to exploit. How can the current products be improved or simplified?
Second, don't focus on price. Customers expect to pay a fair price for a quality product, but they won't buy poor software at any price.
出色地。 我和我现在公司的同事有着相似的目标。
以下是我们对此的一些想法：
这只是一般的想法。 希望您会发现其中一些有用。
Well. Me and my fellows from our current company having the similar aims.
Here's few our ideas about it:
That's just general ideas set. Hope you'll find some of them useful.
撰写适当的商业计划。 确保包括关键风险和可防御的进入壁垒。 如果您的团队中没有人知道如何做到这一点，那么您现在可以停止，因为您还没有合适的团队。
商业计划不仅仅是另一本针对风险投资的营销手册。 说实话。 完成后，将其交给您信任的人并索要钱。 如果他们不投资，那你为什么要投资呢？
Write up a proper business plan. Be sure to include critical risks and defensible barriers to entry. If no one on your team knows how to do that, then you can stop now as you don't have the right team in place yet.
The business plan is not just another marketing brochure that targets VC. Tell the truth. After you are done, turn it over to people you trust and ask for money. If they wouldn't invest in it, then why should you?
您是否已经确定了功能减少（从而降低价格）产品的市场？ 听起来你还没有。
您的团队对特定产品有热情吗？ 听起来不像你那样。 对于团队中的每个人来说，仅仅从某个项目中获得真正的启发可能很困难。 特别是如果您还没有做过市场调查。
我不会指望客户的“口头确认”。 当然，这取决于涉及的资金数额。 产品的价格越高，真正发挥作用所需的时间越长，当你准备好产品时，他们实际购买的机会就越小。 您是否有理由相信会有更多的人感兴趣并真正购买您的产品？
如果你有足够的市场研究和营销计划，你也许能够获得一些风险投资，辞去目前的工作，全职工作，获得报酬，并希望在事情发展壮大时赚大钱。
祝你好运。
Have you identified a market for a reduced feature (and hence reduced price) product? It sounds like you have not.
Does your group have a passion for a particular product? It doesn't sound like you do. It might be difficult for everyone in your group to really inspired by just some program. Especially if you haven't done the market research.
I wouldn't count on the 'verbal confirmation' customers. Of course, it depends on the amount of money involved. The larger the price of the product, and the longer it takes you to make it really work, the less chance they will actually buy when you have it ready. Do you have reason to believe that there will be many more people that would be interested and would actually buy your product?
If you have enough market research, and a marketing plan, you may be able to get some venture capital, quit your current jobs, work on this full time, get paid, and hopefully make some big money when it goes big.
Best of luck.