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Optimizely早期给SaaS创业公司的4条经验

4 Lessons For SaaS Startups From Optimizely’s Early Days •

Optimizely早期给SaaS创业公司的4条经验

翻译状态:人工已经校验

Summary:Famously, they tested the idea by calling two advertising agencies and asking them to pay $1000 a month for early access to a product that didn’t yet exist (but soon would).The best ways he found to learn leadership skills was to hire a management coach to meet him once per month, to talk through the issues facing him at Optimizely.In addition, the management coach performed 360 degree reviews for Pete to help him understand how his team wanted him to evolve to maximize his impact on the company.Though these two key contributors possessed atypical sales backgrounds, they shared a fire, a determination that fueled their success in discovering the right go-to-market strategy for the company.

摘要:众所周知,他们通过给两家广告公司打电话测试这个想法,并要求他们每月支付1000美元,以获得对一个尚未存在(但很快就会)的产品的早期访问.他发现学习领导技能的最佳方法是聘请管理教练每月与他会面一次,讨论他在Optimizely面临的问题。 此外,管理教练还为皮特进行360度评估,帮助他了解他的团队希望他如何发展,以最大限度地提高他对公司的影响.虽然这两位关键贡献者拥有非典型的销售背景,但他们共同拥有一团火,一种决心,这为他们成功发现公司正确的上市战略提供了动力。

Last night, SaaS Office Hours hosted Optimizely co-founder and CTO Pete Koomen. Pete was a Google Associate Product Manager for AdSense and launched Google App Engine. Then he joined his co-founder, Dan Siroker, also an APM at Google to found three companies, the last of which is Optimizely.

昨晚,SaaS办公时间邀请了Optimizely联合创始人兼CTO Pete Koomen。Pete曾是谷歌AdSense的产品副主管,并推出了谷歌应用引擎。之后,他与同样在谷歌担任APM的联合创始人Dan Siroker一起创立了三家公司,最后一家就是Optimizely。

As Pete shared with us, the idea of Optimizely was borne from a need Dan saw when managing the teams to build Obama’s fundraising websites during his first campaign. Dan and his team wrote code to fine-tune sign-up flows, and the experiments meaningfully improved fundraising performance. During YCombinator, after Pete and Dan had been accepted with a different ecommerce idea, that the two founders jettisoned the first idea and instead pursued the website optimization concept. Famously, they tested the idea by calling two advertising agencies and asking them to pay $1000 a month for early access to a product that didn’t yet exist (but soon would). Now 400 people strong, Optimizely is the leader in A/B Testing.

正如Pete与我们分享的那样,Optimizely的想法源于Dan在第一次竞选期间管理团队建立奥巴马的筹款网站时看到的需求。Dan和他的团队编写了代码来微调注册流程,这些实验有意义地提高了筹款业绩。在YCombinator期间,在皮特和丹以不同的电子商务理念被录取后,那两位创始人放弃了第一个理念,转而追求网站优化的理念。众所周知的是,他们给两家广告公司打电话,要求他们每月支付1000美元,以获得一个还不存在(但很快就会存在)的产品的早期使用权,以此来测试这个想法。现在,Optimizely有400人,是A/B测试的领导者。

The conversation at the Redpoint office in San Francisco last night focused on the insights Pete accumulated during the early days of the company. These were some of the things I learned from Pete.

昨晚在旧金山Redpoint办公室的谈话主要集中在Pete在公司早期积累的见解。这是我从皮特身上学到的一些东西。

First, hire a management coach to work with you as the company grows. As Optimizely evolved, the demands on Dan and Pete increased enormously. Pete told us that being a leader is a never-ending journey of improvement. The best ways he found to learn leadership skills was to hire a management coach to meet him once per month, to talk through the issues facing him at Optimizely. In addition, the management coach performed 360 degree reviews for Pete to help him understand how his team wanted him to evolve to maximize his impact on the company.

首先,在公司发展的过程中,聘请一位管理教练与你一起工作。随着Optimizely的发展,对Dan和Pete的要求也大大增加。皮特告诉我们,作为一个领导者是一个永无止境的改进之旅。他发现学习领导力技能的最好方法是聘请管理教练,每月与他见面一次,讨论他在Optimizely面临的问题。此外,管理教练还为皮特进行360度评测,帮助他了解团队希望他如何发展,以最大限度地发挥他对公司的影响力。

Second, you must fire yourself way before you think you do. As soon as you become good at a job – sales, product, marketing – you know enough to hire the person to replace you. And you should do it right then. It’s the only way to scale the business. When that person starts, you have to stand back and let the new employee learn the job, making the mistakes they need to make to become great at it. As a founder of a business, Pete told us, that’s an incredibly hard exercise in letting go.

第二,你必须在你认为自己能轻松搞定事情之前就把自己炒掉。一旦你变得擅长一项工作–销售、产品、营销–你就知道要雇用人来取代你。而且你当时就应该这么做。这是扩大业务规模的唯一方法。当那个人开始工作时,你必须站在后面,让新员工学习这份工作,犯他们需要犯的错误,以成为优秀的员工。作为一个企业的创始人,皮特告诉我们,这是个非常艰难的放手练习。

Third, hire for hustle in sales, especially at the beginning of the company when the sales process and sales motions aren’t defined. Optimizely’s first successful salesperson had previously started a mattress-recycling company in Seattle. Optimizely’s second salesperson had retired from professional ballet-dancing. Though these two key contributors possessed atypical sales backgrounds, they shared a fire, a determination that fueled their success in discovering the right go-to-market strategy for the company.

第三,雇佣销售中的拼命三郎,尤其是在公司成立之初,销售流程和销售动作还没有确定的时候。Optimizely的第一个成功的销售人员之前在西雅图开了一家床垫回收公司。Optimizely的第二位销售人员曾从专业芭蕾舞中退休。虽然这两位关键贡献者拥有非典型的销售背景,但他们有着共同的火种、决心,这为他们成功发现公司正确的市场推广策略提供了动力。

Last, after your startup finds product market fit, hiring becomes the top priority of the business. Pete said – and I loved this expression – “You have to build the machine that will build the machine.” In early 2012, Dan and Pete gathered the company at the beginning of the year to say that 2012 would be the year of hiring and that everyone’s first priority is building a great team. Pete asked every employee to share their likes and dislikes of working at Optimizely and used that to enumerate the companies values, which became the rubric that measured candidates and determined which would become Optinauts – Optimizely employees.

最后,在你的创业公司找到产品-市场契合点之后,招聘就成了企业的首要任务。皮特说过–我很喜欢这句话–“你必须打造出能制造机器的机器”。2012年初,丹和皮特在年初召集公司说,2012年将是招聘年,每个人的首要任务是建立一个优秀的团队。皮特让每一位员工分享他们在Optimizely工作的喜怒哀乐,并以此来罗列公司的价值观,这成为衡量候选人的标尺,并决定哪些人会成为Optinauts–Optimizely的员工。

Pete is an inspirational leader who is remarkably genuine about the successes and struggles of building a category defining company. Thank you, Pete, for sharing some of these insights and stories!

皮特是一位鼓舞人心的领导者,他对建立一个类别定义公司的成功和斗争非常真诚。谢谢你,Pete,感谢你分享这些见解和故事。

 

 

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