The Big Bang Theory of Launching a Product

Big Bang

Many people will tell you the best way to launch a product is to do so early and iterate constantly. I’ve said the same thing, and generally agree with that sentiment. You don’t want to spend a year building a product without any serious customer feedback, without putting your feet to the fire in the wilds of the marketplace.

But one of the downfalls of iterating and releasing constantly is that you lose the opportunity to package a launch into a more full-blown marketing and press campaign. Releasing new features every few weeks doesn’t necessarily allow for the time and energy to be put into marketing and selling those features effectively. That doesn’t mean you should abandon the iterative process and the “release often” mantra, but think about building towards more major releases while doing so:

  1. Quick product launch to start
  2. Iterate & release
  3. Iterate & release
  4. Iterate & release
  5. Release Version 2

So while you’re iterating and releasing updates, patches, fixes and new features, think about how you can package all of that and additional things into a new version of your product. This gives you the chance to align marketing, PR and business development initiatives simultaneously.

Standout Jobs launched in late January. Since then we’ve released a bunch of new features, fixed a bunch of issues and overall improved the system. For awhile we were releasing every 2 days to fine tune a bunch of things, and once things “calmed down” we got into a weekly or bi-weekly release schedule. But at the same time, we’ve been working towards “version two” of the product. It’s taking the combined effort of what we’ve done to-date, adding significant new functionality into the mix (based a great deal on customer and marketplace feedback), and giving us the chance to reset the marker for moving forward. In some ways it will be the “going out of Beta” stage for us … which many software companies experience.

With that in mind, I wanted to share a few things we’re learning and preparing as we move towards a new version of our product (and here’s where the “Big Bang Theory” comes in, although it’s hardly a theory, more a string of ideas mashed together…)

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How Startups Can Use PR Successfully

One of the biggest challenges for startups is keeping in the public eye – getting the word out on a consistent basis to drive an audience, customers, buzz, etc. There are lots of marketing techniques for startups but one that I think is under used and under appreciated is PR.

Public Relations is all about getting the word out. But generally, PR is used to reach the mainstream press and a mainstream audience. So a lot of startups – especially those living in a Web 2.0 bubble – don’t focus much energy on PR. If your startup is in the Valley or another true startup ecosystem you may be able to generate sufficient buzz through the community, but for the rest of us, we need everything we can to keep in front of people, garnering attention.

The thing with PR is that it’s not just for attracting mainstream press, although that’s a good reason to use it. The press certainly looks at blogs, social media and less traditional avenues for its scoops, but they still work via press releases & press relationships as well. And even companies living in a Web 2.0 bubble – the ultra-coolest of the cool consumer apps only for the “Facebook crowd” – can still benefit from breaking into the mainstream. Ultimately that ultra-cool Valley crowd is still pretty small, and you’ll need to break out beyond it for real success.

So what can PR bring a startup?

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About Ben Yoskovitz
I recently joined GoInstant as VP Product. GoInstant changes how we use the web, making it shareable like never before.

I'm also a Founding Partner at Year One Labs, an early stage accelerator in Montreal. Previously I founded Standout Jobs (and sold it). I'm a hands-on startup guy, helping companies grow successfully from the idea forward. You can reach me at byosko at gmail dot com.

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The opinions and commentary on this site are mine and mine alone. They do not necessarily reflect the opinions or positions of my employer, GoInstant.