{"id":1897,"date":"2012-10-07T18:18:00","date_gmt":"2012-10-07T17:18:00","guid":{"rendered":"http:\/\/silta.es\/juantatay\/2012\/10\/07\/startup-growth-paul-graham\/"},"modified":"2012-10-07T18:18:00","modified_gmt":"2012-10-07T17:18:00","slug":"startup-growth-paul-graham","status":"publish","type":"post","link":"https:\/\/silta.es\/juantatay\/startup-growth-paul-graham\/","title":{"rendered":"Startup = Growth (Paul Graham)"},"content":{"rendered":"

(en) Un interesant\u00edsimo ensayo de Paul Graham sobre lo esencial del crecimiento en las startups. Dale el tiempo que requiere y disfr\u00fatalo.
Startup = Growth<\/a><\/p>\n

\u00bb \u2026<\/span> To grow rapidly, you need to make something you can sell to a big market.<\/span> <\/span><\/i>
\u2026<\/i><\/span>
If you write software to teach Tibetan to Hungarian speakers, you’ll be able to reach most of the people who want it, but there won’t be many of them. If you make software to teach English to Chinese speakers, however, you’re in startup territory.<\/i><\/span>
\u2026<\/i><\/span>
If you start a barbershop, you only have to compete with other local barbers. If you start a search engine you have to compete with the whole world.<\/i><\/span>
\u2026<\/i><\/span>
A startup has to make something it can deliver to a large market, and ideas of that type are so valuable that all the obvious ones are already taken.<\/i><\/span>
\u2026<\/i><\/span>
What’s different about successful founders is that they can see different problems. It’s a particularly good combination both to be good at technology and to face problems that can be solved by it, because technology changes so rapidly that formerly bad ideas often become good without anyone noticing.<\/i><\/span>
\u2026<\/i><\/span>
That’s one connection between startup ideas and technology. Rapid change in one area uncovers big, soluble problems in other areas. Sometimes the changes are advances, and what they change is solubility. That was the kind of change that yielded Apple; advances in chip technology finally let Steve Wozniak design a computer he could afford. But in Google’s case the most important change was the growth of the web. What changed there was not solubility but bigness.<\/i><\/span>
\u2026<\/i><\/span>
\u00abStartup\u00bb is a pole, not a threshold. Starting one is at first no more than a declaration of one’s ambitions. You’re committing not just to starting a company, but to starting a fast growing one, and you’re thus committing to search for one of the rare ideas of that type. But at first you have no more than commitment. Starting a startup is like being an actor in that respect. \u00abActor\u00bb too is a pole rather than a threshold. At the beginning of his career, an actor is a waiter who goes to auditions. Getting work makes him a successful actor, but he doesn’t only become an actor when he’s successful.<\/i><\/span>
\u2026<\/i><\/span>
When I first meet founders and ask what their growth rate is, sometimes they tell me \u00abwe get about a hundred new customers a month.\u00bb That’s not a rate. What matters is not the abolute number of new customers, but the ratio of new customers to existing ones. If you’re really getting a constant number of new customers every month, you’re in trouble, because that means your growth rate is decreasing.<\/i><\/span>
\u2026<\/i><\/span>
The best thing to measure the growth rate of is revenue.<\/i><\/span>
\u2026<\/i><\/span>
Having to hit a growth number every week forces founders to act, and acting versus not acting is the high bit of succeeding.<\/i><\/span>
\u2026<\/i><\/span>
When Richard Feynman said that the imagination of nature was greater than the imagination of man, he meant that if you just keep following the truth you’ll discover cooler things than you could ever have made up. For startups, growth is a constraint much like truth. Every successful startup is at least partly a product of the imagination of growth.<\/i><\/span>
\u2026<\/i><\/span>
A company that grows at 1% a week will grow 1.7x a year, whereas a company that grows at 5% a week will grow 12.6x. A company making $1000 a month (a typical number early in YC) and growing at 1% a week will 4 years later be making $7900 a month, which is less than a good programmer makes in salary in Silicon Valley. A startup that grows at 5% a week will in 4 years be making $25 million a month.<\/i><\/span>
\u2026<\/i><\/span>
Small variations in growth rate produce qualitatively different outcomes. That’s why there’s a separate word for startups, and why startups do things that ordinary companies don’t, like raising money and getting acquired. And, strangely enough, it’s also why they fail so frequently.<\/i><\/span>
\u2026<\/i><\/span>
What this means is that at any given time, the great majority of startups will be working on something that’s never going to go anywhere, and yet glorifying their doomed efforts with the grandiose title of \u00abstartup.\u00bb<\/i><\/span>
This doesn’t bother me. It’s the same with other high-beta vocations, like being an actor or a novelist. I’ve long since gotten used to it. But it seems to bother a lot of people, particularly those who’ve started ordinary businesses. Many are annoyed that these so-called startups get all the attention, when hardly any of them will amount to anything.<\/span> If they stepped back and looked at the whole picture they might be less indignant. The mistake they’re making is that by basing their opinions on anecdotal evidence they’re implicitly judging by the median rather than the average.<\/span><\/i>
\u2026<\/i><\/span>
The reason VCs like to invest in startups is not simply the returns, but also because such investments are so easy to oversee. The founders can’t enrich themselves without also enriching the investors.<\/i><\/span>
\u2026<\/i><\/span>
It’s not merely that you need a scalable idea to grow. If you have such an idea and don’t grow fast enough, competitors will.<\/i><\/span>
\u2026<\/i><\/span>
If you want to understand startups, understand growth. Growth drives everything in this world. Growth is why startups usually work on technology\u2014because ideas for fast growing companies are so rare that the best way to find new ones is to discover those recently made viable by change, and technology is the best source of rapid change. Growth is why it’s a rational choice economically for so many founders to try starting a startup: growth makes the successful companies so valuable that the expected value is high even though the risk is too. Growth is why VCs want to invest in startups: not just because the returns are high but also because generating returns from capital gains is easier to manage than generating returns from dividends. Growth explains why the most successful startups take VC money even if they don’t need to: it lets them choose their growth rate. And growth explains why successful startups almost invariably get acquisition offers. To acquirers a fast-growing company is not merely valuable but dangerous too.<\/i><\/span>
\u2026<\/i><\/span>
Starting a startup is thus very much like deciding to be a research scientist: you’re not committing to solve any specific problem; you don’t know for sure which problems are soluble; but you’re committing to try to discover something no one knew before. A startup founder is in effect an economic research scientist. Most don’t discover anything that remarkable, but some discover relativity. \u00ab<\/i><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

(en) Un interesant\u00edsimo ensayo de Paul Graham sobre lo esencial del crecimiento en las startups. Dale el tiempo que requiere y disfr\u00fatalo.Startup = Growth \u00bb \u2026 To grow rapidly, you need to make something you can sell to a big market. \u2026If you write software to teach Tibetan to Hungarian speakers, you’ll be able to reach most […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[28,32,53,26,40,31],"tags":[],"class_list":["post-1897","post","type-post","status-publish","format-standard","hentry","category-cosillas-empresariales","category-economia","category-eficiencia","category-el-critico-como-artista","category-ideas","category-la-vida-misma"],"jetpack_featured_media_url":"","jetpack-related-posts":[],"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts\/1897","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/comments?post=1897"}],"version-history":[{"count":0,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/posts\/1897\/revisions"}],"wp:attachment":[{"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/media?parent=1897"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/categories?post=1897"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/silta.es\/juantatay\/wp-json\/wp\/v2\/tags?post=1897"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}