Should you launch at Launch? (Or TechCrunch Disrupt? Or Demo? They’re all pretty similar).
So, are these conferences worth it?
Let’s look, individually, at the two big promises of the conferences: exposure to VCs and exposure to the press.
Are VCs at these conferences? Absolutely. Does going to one of these conferences get you funded? It’s complicated.
I’ve been tossing around the word fundable without defining it. Every entrepreneur thinks their “Mint.com for Laundry Tickets” is the most fundable idea ever, and all VCs should be dying to invest, if they would only sit still for the brief 62 minute demo!
No. Technically, whether you’re fundable has to do with things like traction, the total size of the opportunity, the quality of the team, whether you build moats (?), and a bunch of other gibberish that VCs like to tell themselves in their heads so that they don’t think they’re just spinning bottles.
But it’s too hard for an entrepreneur to evaluate their own fundability. So here’s a working definition of fundable which is all that matters for you as an entrepreneur:
So, that said, if you don’t know any VCs and think you might have a fundable company, a conference like Launch or Disrupt will get you your first intros.
Now, on to the other promise: Press and publicity.
It is possible, nay, common, to launch at one of these conferences and get NO press whatsoever. Zero. Nada. At Disrupt you’re guaranteed at least one mention in TechCrunch, but you’ll soon discover that TechCrunch’s tech-industry insiders may not really be the audience you need.
Yes, there are a lot of journalists at these conferences. Disrupt probably had about 200. When we launched Trello this week, you know how much press we got?
And every one of those stories came because I knew the reporter and emailed them before we launched, and pre-briefed them on our product under embargo.
Yep. There was not a single reporter, from the 200 that were registered, at Disrupt who saw our presentation and said, “Oh cool, I’m going to write about that.”
You know why? Because there were dozens of companies launching in two days, and reporters usually file one or two stories a day, so they all focus on one or two companies they find interesting (and at this last conference, they mostly wanted to talk about Arringtongate).
That said, you can get exactly the burst of publicity you need from launching at one of these conferences, if you do it right. You have to:
We did all that and leveraged 6 minutes of fame into 130,000 eyeballs.
The thing entrepreneurs often forget about news media: It’s supposed to be news. They want new things. As a startup, you are only going to have two or three new things that happen, ever:
That’s it. Those are your chances to get news. Under no circumstances can you expect to be covered because you take a walk in the woods with potential employees... you’re not Mark Zuckerberg. (Unless you are, in which case, Hi Mark!) You’re not getting font changes on the home page covered, unless you used to work for Mark Zuckerberg.
In short, you only have two or at most three chances to got coverage unless there’s Mark Zuckerberg involvement.
Well, wait, there’s one more way. If you are very lucky, you will have some famous people involved in your company, and some of them will have tawdry affairs with prostitutes that are captured on video. That will get you a fourth story. Otherwise, you’re not news. Get over it.
Also important: the news cycle is 12 hours, tops. If you call journalists the day after you release your product, it’s not news. They won’t care. You have to call them two days before you launch, tell them you’re going to launch in two days, and offer to pre-brief them, so that they can run their story when it’s actually newsworthy. The bottom line is that you have to get all your coverage within a period of a few hours which means you have to plan ahead and work hard. This is not the time for incrementalism. Don’t worry about DDOSing your own server. There’s no choice: you can’t spread out the newsworthiness of your launch.
Because there are so few opportunities for a startup to get press, you have to make the most out of each one. That’s why I am still a big believer in “the big launch” even though the Lean Startup ethic today is all about trickling things out to your users bit by bit and pivoting a million times.
Here’s the story of Trello. We wrote the first line of code last January. By the time we hit 700 lines of code, the product was useful, and we immediately started dogfooding it in-house. We probably could have brought it to market after three months. That would have been ever so lean. There was a strong temptation just to dump it on the world super-early and spend the next year iterating and improving.
We didn’t do that. We worked for nine months, and then launched.
I couldn’t stop thinking that you never have a second chance to make a first impression. We got 131,000 eyeballs on 9-month-old Trello when we launched, and it was AWESOME, so 22% of them signed up. If we had launched 3-month-old Trello, it would have been NOT SO AWESOME. Maybe even MEH. I don’t want 131,000 eyeballs on MEH.
Still, I do, firmly, believe that a completely new product has to go through what Steve Blank calls customer development to find “product/customer fit.” I.e., you have to get real people really using your product and you have to watch them and listen to them and make changes to make your product better, and you have to do this very, very early.
How did we reconcile this? Through the old fashioned method of a closed beta. We got a hundred of our best friends to use Trello and tell us what they thought while we iterated and polished and improved.
So the thing we launched, nine-month-old Trello, is really kind of slick. And we got a little initial bit of publicity for it, but then that publicity became massively viral. So those four news stories caused a few people to check out the product, and they liked it, because it was AWESOME NINE-MONTH-OLD TRELLO, and they wrote amazingly nice tweets. Thousands of amazingly nice tweets.
So, the story so far: if your product is really good, launching at one of these conferences is an incredible catalyst. If your product is “meh,” it won’t help.
But wait—there’s one important, bonus reason to launch at a conference, and it’s a good enough reason to do it even if you don’t need the publicity or the VC at all.
When you launch at a conference, you have an incredible hard deadline. This deadline forces you to ship. It forces you to make decisions about what has to be in version 1.0. It's actually an incredible team-building exercise to work your butt off, together, for the weeks leading up to the conference.
The morale boost you’ll get will be incredible. After months of toiling away, the feeling you get from seeing real-world people actually start using your product is the best feeling you will ever get as a software programmer in your professional life. These are the great moments that make it all worthwhile. We *made* something. People used it. It matters.
It's like sex, with clothes on.
The members of our team who came out to San Francisco for Disrupt (including two summer interns who skipped a week of classes to join us) had a blast. It was the best week, ever. The members of the team who stayed back in the office, watching the conference piped in over the Internet, had a blast. It was the best week, ever.
Work has to matter.
The stuff we create can’t just be bits on a hard drive.
Brett, Daniel, Bobby, Justin, Ian, and Aaron built something with their bare hands that will be a part of how the future works.
One company that just launched at Disrupt is trying to fix medical bills. Another wants to bring fresh produce from farmers direct to households. Another company built the universal translator from Star Trek. Good software developers invent the future.
This is what matters: launching products, getting them in the hands of users, and hearing them get value out of it. That’s why we stay up late, ruin our wrists and our eyesight, and drive our families crazy. It’s all about shipping.
You’re reading Joel on Software, stuffed with years and years of completely raving mad articles about software development, managing software teams, designing user interfaces, running successful software companies, and rubber duckies.
I’m Joel Spolsky, co-founder of Fog Creek Software, a New York company that proves that you can treat programmers well and still be highly profitable. Programmers get private offices, free lunch, and work 40 hours a week. Customers only pay for software if they’re delighted. We make Trello, insanely simple project management, FogBugz, an enlightened bug tracker designed to help great teams develop brilliant software, and Kiln, which simplifies source control. I’m also the co-founder and CEO of Stack Exchange. More about me.