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With a disclaimer that I have no formal nor practical background in marketing, here are some ideas: 1. It is a bit unclear to me when I would use Haystack. Th

by smokel 2y ago

With a disclaimer that I have no formal nor practical background in marketing, here are some ideas: 1. It is a bit unclear to me when I would use Haystack. The main advantage seems to be cost cutting. It would be nice to see some realized examples of this. 2. When competing for price, you may look like the cheap, and thereby untrusted alternative. There is a risky business paradox here, for which I am sure a fellow HN poster will supply the name: you charge less, therefore you make less, and you will not be able to sustain the service, making me not want to spend money. 3. Have you tried looking for companies that may actually need this solution? Have you tried contacting them directly?

bjornsing 2y ago
1. Good point, thanks. 2. True. One reason I haven’t priced it ridiculously cheap is to avoid this judgement, and fate. With this pricing I won’t necessarily have a smaller profit margin than competitors. The cost advantage comes from a smarter architecture. Any ideas on how I can communicate that would be greatly appreciated. 3. I used to work for one that needed it. I’ve also interviewed at one that had the same problem. A bit hesitant to reach out to potential customers though before I have a solid product I can deliver. But perhaps I shouldn’t be?
- kaibee 2y ago
  > 3. I used to work for one that needed it. I’ve also interviewed at one that had the same problem. A bit hesitant to reach out to potential customers though before I have a solid product I can deliver. But perhaps I shouldn’t be? Companies generally have to be suffering pretty badly to take a risk on changing their tech stack to something unproven. And the risk for you at that point is that they choose to spend 10x on consultants to implement some existing system instead. The CTO needs to trade off the opportunity cost of developing new features/existing maintenance against integrating an unproven product. How can you de-risk this for them? (Even just showing that you recognize that this is the case can help) Maybe this is a time to "do things that don't scale". ie: offer to integrate it into their system for them (for at least some small part/pain point), and likely in parallel so that they can evaluate it without taking down the existing system. Just my two cents.

by smokel 2y ago

bjornsing 2y ago

1. Good point, thanks. 2. True. One reason I haven’t priced it ridiculously cheap is to avoid this judgement, and fate. With this pricing I won’t necessarily have a smaller profit margin than competitors. The cost advantage comes from a smarter architecture. Any ideas on how I can communicate that would be greatly appreciated. 3. I used to work for one that needed it. I’ve also interviewed at one that had the same problem. A bit hesitant to reach out to potential customers though before I have a solid product I can deliver. But perhaps I shouldn’t be?

kaibee 2y ago
> 3. I used to work for one that needed it. I’ve also interviewed at one that had the same problem. A bit hesitant to reach out to potential customers though before I have a solid product I can deliver. But perhaps I shouldn’t be? Companies generally have to be suffering pretty badly to take a risk on changing their tech stack to something unproven. And the risk for you at that point is that they choose to spend 10x on consultants to implement some existing system instead. The CTO needs to trade off the opportunity cost of developing new features/existing maintenance against integrating an unproven product. How can you de-risk this for them? (Even just showing that you recognize that this is the case can help) Maybe this is a time to "do things that don't scale". ie: offer to integrate it into their system for them (for at least some small part/pain point), and likely in parallel so that they can evaluate it without taking down the existing system. Just my two cents.