Problem Solving Statement

Problem Solving Statement-35
They did not start by taking on My Space or Friendster. Most of the problems are not permanent, and understanding what triggers them will help you further understand the root cause of the problem.More than this, you will understand what is the window of opportunity—when the problem becomes acute and most painful for the customer, and also when he is also most likely to take action (which in the future could be acquiring your solution).Eventually, they build great technology but fail to identify the right problem and end up joining the startup graveyard.

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The hunt for unicorns driven by Silicon Valley investors requires entrepreneurs to be delusional, considering that there are only 174 unicorns (startups valued at over $1B) in the US.

It is a mindset that encourages the startup syndrome, an unfortunate wishful thinking on the part of many brilliant startup founders.

We applied the above thought process for our team: It’s not enough to understand the problem as a phenomenon or as an event; you also have to consider its emotional impact, because this helps you walk in your customer shoes and understand their behavior.

Each problem causes an emotional response (joy, sadness, anger, fear, trust, distrust, surprise, anticipation) and its magnitude is directly linked to the person’s interest in using your solution.

The impact should always be expressed in a currency.

These currencies can be more legible (money, goods, time) or less legible (energy, health, relationships).Identifying the root is often difficult, but fortunately, a technique called root cause analysis will help us get to the real issue.Focusing on events/consequences that exist and asking several times will help you get to the real root cause that you have to address.says Bill Aulet in the Disciplined Entrepreneurship Workbook, who has analyzed recent insights from behavioral economics, in order to identify when a startup has a greatly increased chance of influencing customer decisions and to understand what triggers the use (and then the purchase) of a new solution. At a certain stage, a startup has to determine its pricing strategy.For this, it needs to quantify its value proposition which is difficult without understanding and quantifying the impact in the current state.If someone is merely annoyed by something, they are much less likely to try a solution than if they were angry when the problem occurred.Fully understanding these emotions is essential in identifying windows of opportunity and triggers that will make your customers use your solution.Because of this, they feel emotion, then experience quantifiable impact.Currently, they use alternative solutions despite disadvantages.concluded an experiment ran at MIT by Dan Ariely, a renowned behavioral economist. To get back to our initial example, instead of: Remember The Social Network movie?You want to focus, and find the 10% of the people for whom the problem is a real pain, not the 90% for whom it’s just a nuisance. Today, everyone imagines that Facebook achieved total world domination by, well, just thinking like a unicorn. Facebook started as a network for Harvard students, solving student-specific problems. Afterward, it went to other colleges in the US (remember when you could not get a Facebook account unless you had a email address? Only later on did it open up to everyone, but this strategy helped them focus on what mattered to their customers.


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