Speed to Market Rules
Stealth kills momentum.
I've watched more young companies die in stealth than get beat to market by a competitor.
The instinct to protect a new idea is understandable — even justified. In competitive markets, revealing your concept too early can attract lookalikes before you're ready. Paranoia is warranted. And you should absolutely consult a patent attorney about protecting new and unique ideas.
But there's a point where secrecy stops protecting you and starts working against you.
Every day you stay hidden, someone else is building SEO, growing a community, generating PR, and taking your market share. The bigger the problem you're solving, the more likely someone somewhere is working on the same problem.
Speed to market beats secrecy. Every time.
The first mover doesn't always win — but the advantage is enormous. Late entrants rarely close the gap. They're perpetually chasing a moving target while first movers compound their advantage.
Apple can afford to spend years in stealth and pull the plug on Apple Car. Startups can't. As one of the world's most valuable companies, Apple will recover from a failure to launch. Startups don't enjoy that luxury.
Get to market with the most viable product you can ship. There will always be bugs to fix and features to add. Striving for perfection only delays launch — and delays are what kill young companies, not competitors. The market feedback and momentum of launching an exciting new offering can propel your company while others are hiding in stealth.
On Pricing
When introducing a new service with no comparable offerings in the market, start by understanding all material cost elements. For telecom services, network costs, admin, and outsourced services represent your pricing floor.
Retail pricing needs to be simple, understandable, and founded on the value of your service to your customers. The good news is that bulk service costs have been trending down for years. Building volume, meeting forecasts, and paying bills on time will help you build trust with critical vendors — and earn best pricing and preferred treatment.
Retail pricing is not set in concrete. Adjust it as feedback, usage data, key metrics, and financial trends come in. Early on, trials and promotions are invaluable for testing market sensitivity. Inevitably, you'll learn from users how they value and use your offering — often in unexpected ways. Building flexibility and the ability to respond to market feedback rapidly is essential.
Once you're in the market with a commercial product, it's time to approach strategic partners. That's where the real growth begins.
Whitey Bluestein advises technology companies on mobile strategies and helps them win deals. He has been engaged as an advisor, independent board member, and interim corporate development executive. He's also worked on new initiatives with global leaders, including Disney, Google, and Intel. Whitey knows connectivity and helps clients navigate the mobile ecosystem and develop strategic relationships with mobile operators in North America, UK/Europe, and Asia Pacific. His business is all client referrals and the strong network of business and personal relationships built over his extensive career. To request a free consult, email whitey@whiteybluestein.com.
