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- So the size of the opportunity

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is really important to focus on especially early.

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There's a line that a lot of venture capitalists

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use when they talk about a market,

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and they say, what's your total available market size?

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How big is the market that you're going after?

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That's a useful phrase to try to categorize

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the scale of the market you're going after.

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If the universe of people who could buy your product

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is seven people, and your product costs $10,

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that's probably not a business worth going after.

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If there's millions of people who could buy your product

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for $10, that's probably worth going after.

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There's an interesting nuance to this notion of size,

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is that it's very easy to size a market extremely large.

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Every person on the planet, seven billion people

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are customers for my product.

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That's not really useful

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in the context of sizing the market

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because what you're really looking for

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is with your first product

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or the first iteration of your product,

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who is that initial market going to be?

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And who is going to buy that initial product?

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Defining that first layer of size

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is really useful because you can then target it,

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if it's geographically constrained,

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in other words, it's in a particular city,

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or if it's a type of business, a small business,

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or a category of business,

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only people that are going to care about this

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are law firms and lawyers.

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Understanding that as your starting point

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and then generalizing from there helps a lot.

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The other dimension of it

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is thinking about what existing products exist

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within that customer set.

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Are you displacing something that already exists,

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that somebody else has created with just a better product?

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Or are you fitting into an area

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where no product has existed before.

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Are you addressing a problem

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that people are feeling acutely,

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pain that the customers have today?

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Or are you addressing a problem

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that you anticipate people will have in the future,

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based on your understanding of what they're doing?

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If you're simply replacing another product,

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part of the market could be very large

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and very well-defined.

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But your product has to be at least 10 times better

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than the product you're replacing.

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The 10 times number is a little arbitrary

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but the idea is an important one.

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If you're just a little bit better

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than what you're replacing,

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it's going to be very hard to get people to replace it,

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and to change to your product.

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But if you're dramatically better,

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that's going to create an interesting opportunity.

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So in that world where you're replacing an existing product,

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it might be very easy to size the market.

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The inverse of that is,

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if you're coming into a market with a product

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that's not currently existing

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or you're doing something that's not a direct replacement

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but is actually a shift into a new area,

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it may be harder to define

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what the actual size of the product is

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and in a lot of cases, it's even more important

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to go back to that starting point

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that we talked about earlier,

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which is really understanding the pain

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that you're solving for that customer

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because if the pain's not significant,

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then even though you're creating something new

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that nobody's seen before, it might not matter to them.

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So defining the size of the market

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is not just saying, here's the number of people

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who could use my product over a period of time,

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but instead it's figuring out sort of this landscape

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of what exists, how much better you are,

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how it's going to expand, and whether or not

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you're really addressing an acute need

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that people are feeling.

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The best entrepreneurs, when they try to figure out

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how they're going to define what the market size is

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actually go live in the market.

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I'll use an example of me as an investor.

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When I'm looking at a new company

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to potentially invest in, I use the product.

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I use their product,

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and I use all their competitor's products.

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So turn that around, as a founder,

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you know whose products you're replacing.

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You know the products and the services

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that are tangential to whatever you're doing.

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Figure out a way to use them, and deconstruct them,

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and really figure them out.

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But be aggressive about actually confronting

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and deconstructing that.

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And by the way, some of those might end up

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being good partners for you

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so don't be bashful about the idea

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that if you're adjacent to somebody

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that's potentially a competitor,

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they might be somebody that you want to talk to

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as you're exploring your own product

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and your own product development.

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So this notion of understanding the market

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is a real tactical one.

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It's not this sort of idea

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of thinking about it in this general way

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and trying to put together a PowerPoint slide or two

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to convince somebody or yourself about it.

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But it's sort of digging in

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to what people are using today

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in the market you're going after.

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The way that you explore your customer's pain

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is very self-reflective.

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They have pain because something's

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not solving their problem.

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What is it that they're using today

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to try to solve their problems that are causing them pain?

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And understand that in a very visceral sense

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as your exploration process.

