Monday, March 31, 2014
The newest entry in my series of strategy-related documents is about how to find our customers. Established companies have the luxury of being able to focus on their existing customers, while newer companies don't have that base to work from. I can see finding customers as one of my first challenges towards being profitable. I haven't actually gone over the specifics of how customers are going to be found, but created an outline for what would need to be done to reach them. Again, since this is one of my goals for the strategy area, specifics can be added later to improve this process. Things like, what works well, what doesn't work well. For now, this should be a starting place to begin generating some ideas and at some point to get things started. Every customer is going to help, whether they decide to return or not.
Tuesday, March 25, 2014
The newest entry in my series of strategy-related documents is about how to find our customers. Established companies don't always need to worry as much about actually finding customers as much as having something that they appreciate. I can see finding customers as one of my first challenges towards being profitable. I haven't actually gone over the specifics of how customers are going to be found, but created an outline for what would need to be done to reach them. Again, since this is one of my goals for the strategy area, specifics can be added later to improve this process. Things like, what works well, what doesn't work well. For now, this should be a starting place to start generating some ideas and at some point to get things started.
Friday, March 21, 2014
Who my customers are is not a very complicated subject, not yet anyway. I created a very quick document to go over a few basic concepts. All of my products will at some point be sold to one of two very different groups. These groups are almost opposites in every way and the products that will be sold to them will pretty much be opposite in every way. Just doing some light brainstorming, I can see how there will be no overlap, even if a product is sold to both groups because of their opposite interests. Right now, this isn't a very useful document. I can see a lot of information being added to it to help make certain ideas and concepts more clear. The document doesn't need any additional information, but I will be looking at it again. One can never underestimate the usefulness of a good template.
Tuesday, March 18, 2014
I starting going over market trends as my first entry into my strategy area. I didn't actually go over any market specifics, like companies that are doing well or products that are popular. I think that this would be a very helpful companion piece(that I should work on soon), but I made more of a template that would probably not change a whole lot over time. Eventually all of the products and companies that I would list in a market trends document are going to change. Instead of going over what is popular or not at the moment, I focused more on what is popular in general. What types of things get people noticed, what loses people's attention, and from there you can pretty much see how what you are working on is going to fit into the market. Obviously you would have to use a bit of your own research to bridge the template gap, but that could be a goal of the companion document.
Wednesday, March 12, 2014
Strategy is my new official subsection of the business_documents area. Strategy is probably the most obvious omission from a business perspective that I have left out of my company so far. Obviously in simpler terms you make a product and you sell it. That's pretty much the only way to make money. If you're going to take what you do seriously, there might be some risk involved at some point. A strategy is going to help you stay focused and be prepared for some sort of long term investment in yourself. It is possible in the technology industry to not have things to do or new ideas to sell. A lot depends on the product you are making, interest, and your strategy going forward. So far, I have a list of goals that should help guide the documents for the strategy area. With any luck, this should help me and customers to feel better about my company.
Friday, March 7, 2014
I made a document about my product launches for the first time today. It's important to think about what a customer is going to see when they want to have some part in your company. I took some general notes about what's going well and what isn't when someone actually tries to use an application for the first time. I also wrote down a few thoughts about how these products are going to be profitable. I have scattered down in a lot of various places other thoughts about pricing, but it's pretty repetitive and not very useful. I've thought about the best way to actually deploy a product before since my build area has a few things aimed towards that, but I think it's going to be a lot more useful to have all my related thoughts and procedures in one place.
Monday, March 3, 2014
I created my first product release schedule today. It is not anything like what one might expect out of a product release schedule since it does not include any exact dates and it focuses on a lot more information than you might expect. Typically you would think of one product release at a time, where this schedule goes over the general grouping that I would expect to release all of the products that I have been working on. The main idea here is to kind of see what I will look like(hopefully) as things start to actually develop. There are a few places where you can see how things will look good, and other places where the releases are lacking a little bit. This may or may not help with generating new ideas, but it does look good as a way to get people interested in my company.