You don't know technology, you want to start a business, you do it.

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Look at our website, there are many people do not have their own company, but there should be many people are carrying their own product dream. If you don't understand technology, you want to start a business, what do you do? Selected from Ben Ogle, the co-founder of Easel.io, who served as a developer and designer, he was surprised to see the difference between a technology founder and a non tech founder, after entering the YC class in contact with a non tech-born venture colleague. Both are recount in skill. After observation, he encouraged the founder of the lack of technology to release the "Product First", "technology first" idea, try to play their own advantages of the perspective of entrepreneurship:

I am a technology, I also admit that I compare the product first-first of all to build their own idea to say, and then see what the problem. However, I found some interesting phenomena: non-skilled peers are also the product of the first. They want to do great things and then go out and promote access to users, even though they might actually be touting the link.

Here's an idea: Don't look for a tech co-founder (at least temporarily) and don't have to learn how to program. Try to do a service-first business with your existing abilities.

I graduated from YC a few months ago, and one of the most interesting experiences of the time was to go close to my classmates. I was almost on the spot watching their little struggles and how little success happened. I've also seen a combination of people with different skills--some of the founders of the company are technically--and some of them are basically unskilled--and they eight to conquer their own field. To my heart's admiration, the founders of the non-tech origins used different ways to open their own doors: not building anything in the first place, but going to the streets to find customers who could buy their own services for themselves. With more customers, they will be able to use technology to reduce their increasingly heavy human suffering. This approach is even effective for the technical team-there is a team of enterprise-oriented APIs that, when the API is invoked, will actually only email the founders, who will do the work manually and then return the results asynchronously to the customer. I'm impressed by this way, and now I think startups should be in two separate ways: technology-first companies and service-first companies.

To define:

Technology-first products are those that need to be built first to show their products. Google is a technology-first product, games, efficiency applications are all part of this field. For a technology-first product, you can't let users understand the new product without making a product because it relies too much on technology. You can't be a fake search engine or file sync program. Marc Andreessen defines this as a technical or product risk. A technician is needed to mitigate the risk of this product.

A service-first product depends on its core service or community. Groupon, Airbnb, Exec and TaskRabbit all clearly belong in this area. These companies don't really need technology first-they don't have high technology and product risk. They only need to sell themselves to people. For example, your idea is to make a market for parts manufacturers and buyers. In the beginning, the relationship between the component manufacturer and the purchaser could be built without technology. Technology is only a booster after the scale. The service-first product is probably a subset of the traction start-up company Ben Parr said.

Hey, it's enough to explore those service-first products.

Almost all of the other non tech peers I come across are technology first. Hey, don't do this!

Use your advantage! and find the idea that will give you immediate advantage.

Just explore the idea that you don't need any technology, maybe just a blog or a simple website. Don't think about technology, think about how to get the service or community moving in this simple way. Let your service be done by 100%, until you have to hire more people or use technology.

As a non tech founder, you might be good at relationships and relationships, you might be good at selling, you might be able to conceive, get people to buy into your ideas, or be excited to sleep because of your idea. These are great and hard-won tricks that do not help you create a photo-sharing app, but they allow you to build a new market.

If you have the ability to tell the world that your services and communities can move without too much technology, you have a lot more to offer you to find technical co-founders or investors.

In reality, when I went to a party, I never saw a non skilled person who really did this kind of physical work. If they have done so, I will attach great importance to them and their idea.

Find these idea

How do you go about looking for these ideas? It seems that most of the idea was born early and has already been in the market for soy sauce. Well, a little thought. Do you know of any potential supplies? Can you find a new way to get these things together? Can you relate it to the buyer? Can you supply something that is expensive and luxurious to everyone (such as hair stylist, personal assistant, etc.)?

Do you have difficulty in acquiring a skill? For example, many vertical businesses do not perform well in marketing, or can you help them? or can you help with a vertical field?

Who do you know? Maybe a lot of lawyers, engineers, builders? Maybe they need something that you can offer?

I was fortunate to see a lot of YC students doing a great job building a service-first company. I can't write them all, so I chose two of them to talk about.

The unique tourist experience of the hypermarket vayable

Vayable gives visitors the opportunity to buy unique travel experiences around the world, linking locals and visitors who can provide experience. We can think of it as a Airbnb of trading travel experience. (a local "travel expert" publishes travel activities that allow visitors who are unwilling to "follow the crowd" to get personalized travel experience. Vayable has achieved a profit. Vayable's Jamie Wong wanted to travel around the world and let the locals take her to those really interesting corners.

In the first few months, Vayable was technically a WordPress blog. She started her project in San Francisco, and the first step she took was to find the guides. All work is done on the street "grounding gas". She contacted friends, friends, and tourist bloggers in San Francisco. She even held a party for interesting people.

After having some guide resources in hand, she began to look for tourists. She found the first batch of tourists very well: she received the Airbnb guests, figured out what they wanted to see, and then set up a journey for them.

For example, some of the guests want to be a San Francisco start-up company tour. Jamie knew startups and was introduced to three guys who had been a professional tour guide, and they agreed to be a start-up company. She then courted more people for the trip: She made flyers, ran to the start-up company, and found some local friends to join.

In this way, Jamie found a potential supply. It turns out that people know enough about their cities and are happy to show what they have-especially if they can make some extra cash. Tourists like to "take the path" to find different scenery, taste the local customs and experience. She was able to discover these, and people were willing to give her real money in the absence of technology. It just needs a blog, a blog that carries a little bit of information, a few guided tours, a few testimonials videos, and the rest is a lot of peddling.

Tastemaker for indoor Decoration

Tastemaker is a service that can connect interior designers to homeowners. They made the interior decoration service-the expensive thing-available to homeowners at a cheap price (avoiding unnecessary spending).

At first, Tastemaker was actually doing a slightly different product-providing a Pinterest for home furnishings. And their current product, a market for decorating services, starts with a simple task: they try to understand how people buy furniture for their homes. After digging deeper into the problem and talking to a large number of target customers, they find that people have a lot of choices when it comes to buying furniture, but the real need is to find someone to help them design their own space.

So tastemaker began to negotiate with the interior designers, found that many of the interior decoration are "fragmented time in the online job" interest, but most of them do not know how to efficiently find customers. In a sobering way, tastemaker found that they could be the matchmaker in the midst of the interaction, while also allowing the designers to work.

They have a supply side of the market, but most homeowners are not buying into the interior decoration services, and the demand side of the market needs to be proven to be there.

They picked out some of the designers contacted in the initial survey and asked them if they wanted to join the team. Eventually three people agreed. At this point, Tastemaker's two technology co-founder founders began to do web apps. But how does the market work? There are still many unanswered questions. Instead of waiting, they let the other two non-tech co-founders run to their customers. They did it in a state where there were no websites, only paper pens and email addresses.

The first customers came from the excavation of their connections. They asked the people around and found the people who wanted to decorate the room. After asking about their needs, Tastemaker helped them to contact an interior designer with a taste fit.

This is a good head. When they make money, they also find an indoor decoration market that works and can grow into real business. Like Vayable, they don't need cutting-edge technology. Tastemaker find users from the glut of supplies and connect them with the buyers, dealing with interactions and getting everything right. In the process they learned how to interact with customers and designers, and this helped them build a web app that really caters to the needs of customers and designers.

Conclusion

Non-technical entrepreneurs, listen to me, there are areas where you don't need technology to make amazing progress, and what's really important here is your skills. Of course, I'm very clear. In these examples, technology plays a very important role, but it is not a core role. Without a core service component, technology is nothing. With the growth of the company, we need to find a way to avoid the pain of manual operation, realize scale, this is the time of technology.

Your skills are valuable. Vayable and Tastemaker also have a lot of companies to prove this, that is, even if you do not understand any technology, you can make a company, so take the hammer in the hands of a good man.

VIA:benogle.com