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Serial Entrepreneur and Go BIG
Founder Wil Schroter's Blog!
You Don't Need to HAVE a Product to SELL a Product
Author: Wil Schroter
Thursday, February 21, 2008

Ahh, the old "Chicken and Egg" sales conundrum.  An entrepreneur cries about not having capital to build their product, and thus having no idea whether a customer would buy that product to begin with.

"How do I close a sale on my product when I don't have a product to sell yet?"

The typical logic goes that once an investor ponies up the dough to build the product, the entrepreneur will then go out and make the sale.  While it would be nice if we could all build the perfect product and have the customer fall at our feet to buy it, that's just not the case. 

Entrepreneurs need to sell first, and build product later.

Selling a product before it's produced isn't about selling swampland or vaporware.  I'm not suggesting that you lie to customers and tell them to pay for something that you can't deliver upon - that's just dishonest.

Instead I'm talking about presenting your product concept in a way the demonstrates all of its benefits without actually having the final product in place.  You buy products like this all the time whether you realize it or not.

When a home builder shows you the architect's rendering of your house, it's not built yet, but you understand the concept enough to take out an enormous personal loan to buy it.  When a Web developer quotes you on a big web development project that he's going to build for you, you don't have the Web site built, but you agree to pay for it anyway.

The difference between having a product to sell and just selling swampland is your ability to deliver on your promises.

Therefore your first step in selling your product is having some basic demonstration of the product or at the very least the product concept.  This doesn't have to be the all and final "go to market" version.  In fact, if you've never shown it to a customer before, the likelihood that it will be everything they ever wanted without seeing it is probably pretty low.

It's OK to show a product to a customer that isn't full refined, as long as you have the ability to educate the customer on its overall potential. 

Use your demo not just to get a customer interested, but to get a customer's feedback and learn how to make them more interested.  When I talk to entrepreneurs about their new ideas, I always ask them how customers have reacted.  When they tell me they have never presented to a customer or tried to "pre sell" the product, I get really nervous.  You desperately need customer feedback, both good and bad, before you fully develop any product.

Don't think of the sale as only "when a customer writes a check."  Granted it's the most important part of the sale, but getting a customer to say "Yes, I'd buy it" even before cash has been exchanged, is still very important.

I'm a big fan of sell first, build later.  I think entrepreneurs need to fully understand not only the customer and the product, but the full effect of the sales cycle before they can truly know whether there is a market for their wares.  The traction you get from customers saying "yes" is what creates the incentive for investors to write you a check and to build your own confidence to press on.

Now go sell something!




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Comments About this story
I guess it's all about presentation and building trust between the customers and you!
Posted by: May 2/21/2008 at 2:01 PM

Excellent points. This can be a very scary step for people!
Posted by: ses5909 2/21/2008 at 6:46 PM

It's a great idea -- I've seen it work very successfully, but I've also watched it backfire.

I signed up to a fairly well-known subscription offering under the promise of accessing a range of helpful content, only to find it hadn't been written yet and would be drip-fed to me over the next 12 months! Suffice to say, I won't be buying access to content from that source again.

Sometimes it's worth creating a great service first and launching it only when it's ready. It doesn't have to be 100% perfect but, if you're planning to sell something at conception stage without fully warning your buyers, it can be pretty risky!

I think the best way to approach to "sell first, build later" it is to offer introductory-rate discounts for your early adopters. That way, your keen buyers know exactly what they're in for.
Posted by: Nick Cernis 2/23/2008 at 11:00 AM

Thanks for your tips. I think you make a lot of valid points. It's hard to create a plausible starting point in a seemingly catch-22 situation. I've tried to start a business before, but have not been successful. I'm currently studying the Freedom Business System, which I hope will help me at least learn what I can automate and what I should do "by hand." This will help me further, as I won't have anything to automate if I don't start testing out my product and making sales. Thanks again!
Posted by: Steph Stanton 2/25/2008 at 12:43 AM

There lies the problem. Delivering promises. No matter what happens, you have to be absolutely sure that you can complete whatever it is you have told your clients. Or at least, be transparent with them. This is not the time for you to keep a few things hidden. When they surface, you will end up with a lot of issues and possibly even a law suit.
Posted by: Jay, writer Memberspeed.com 3/5/2008 at 12:48 AM

It's called bootstrapping. Stop 'developing' the product and sell your demo/prototype or sell your skills acquired developing demo/prototype.  Stop developing a 'conquer the world' product and start selling a 'lemonade stand' product.  Dream big, plan small.

In the former, you don't necessarily need cash from potential customers for your demo/prototype, just get letters of intent from 10s of customers.  Letters of intent are like purchase orders.  Pre-assemble your team and project plan then walk into a local banker to get a business loan. Be sure that the intent letters have terms and timing (reduce price as delivery time stretches out), set agressive milestones and use loan or credit line effectively. Inform customers that banker will likely call up. BTW, use the loan money to start paying off the loan: reduces your exposure (in the event of failure) and establishes business credit.

In the latter, don't get sucked into full-time consulting services, unless you are willing to give up the 'product' concept completely - clients are demanding and if you don't silo your time, you will watch your product languish. Clearly set the client's and your expectations and leave time for finishing the full product. Don't hire a big staff (or any permanent staff) to service the client or you will be forever trapped in the services model just making payroll.  If your margin on the contract is high enough, forcibly 'remove' cash from day-to-day operations and allocate to product development staffer(s) - and don't use them for services, ever, no matter how tempting.

Dave
Posted by: David B. 3/9/2008 at 10:00 AM

Hi Will,

I wrote a blog post on my blog in reaction to your post.  I tried to trackback it but for some reason it's not working.  Here is the link to my site: http://junloayza.fdnetwork.org/?p=60

Great post and I look forward to hearing back from you.


Jun Loayza

Posted by: Jun Loayza 3/18/2008 at 2:16 AM



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