This article tells the story of how farmers in Iowa shaped the way startup founders think. Furthermore, it argues that we need a new way for startups to identify their early customer segments. In the end, founders will know how to obtain product-market fit, and why the article features a picture of an airline crew on heavy cases.
In 1927, scientists developed a new hybrid seed-corn. They knew their invention would give farmers 20% more yield. What they didn’t know was that the seed-corn would define how we came to understand innovation.
The new corn was offered to farmers in Iowa. Oddly, not everyone adopted it. The situation caught the attention of two sociologists at Iowa State University.
In 1941, the two researchers Bryce Ryan and Neal Gross went to interview the Iowa farmers. What they learned was puzzling.
Even though the new hybrid corn was objectively better, some farmers simply resisted using it. In fact, it would take about 10 years for all of the farmers to adopt the new corn. And that was just Iowa. It then took another decade before it was fully adopted throughout the US.
Bryce Ryan and Neal Gross concluded that some people are just prone to try new things before others. Today, we know their theory as the Technology adoption lifecycle. For close to a century, the theory has defined how we understand the adoption of innovation.
Why the Technology adoption lifecycle is important and useless
The Technology adoption lifecycle basically explains that in the beginning, only a small group of people adopt a new technology. Later, the majority follow suit. Finally, the last little group of resisting people gives in.
As trivial as it sounds, it was an immensely important realization. Because it provides a frame for innovators view the world. I know this first-hand.
When I started my first startup in 2006, I was fresh of business school. And like any graduate, I knew the Technology adoption lifecycle. It helped me formulate our go to market strategy. First, we would go for the innovators and early adopters. Sounds right on paper.
But most startup founders learn that understanding who those innovators and early adopters are is much harder. In fact, the framework does not provide any guidance for this problem. At all.
The thing is that the Technology adoption lifecycle was never meant to help tech entrepreneurs. It was a retrospective view of a category innovation over its entire lifecycle. That means it spans decades and each block of adopters represent years of slow gradual adoption. Although important, it is pretty much useless as a practical startup tool.
In reality, most startups face less than 12 months of quickly evaporating runway. And the next months are the only period of any importance because it’s all the time a startup is sure to have.
Unfortunately, the Technology adoption lifecycle is of little help. The model just says: innovators and early adopters. Whoever adopts the technology first, are the innovators and early adopters. That’s called circular logic.
600 startups later a pattern emerges
Today, I am a partner at two accelerator-funds. And for the past seven years, I have met about a hundred startups per year, helping them obtain product-market fit. Or at least tried.
One consequence of specialization is that one obtains a very granular understanding of a narrow field. In my case, I suspect my expertise has become the early phases of the Technology adoption lifecycle.
Having observed so many startups go from zero to their first hundred business customers (or first million users), I have witnessed a clear pattern.
The startup adoption lifecycle
All the successful startups I have worked with have experienced adoption through the same sequence of micro-segments within the very first part of the Technology adoption lifecycle. Let’s shrink into the micro-cosmos of the very first adopters. What I call the Startup Adoption Lifecycle. Here we go:
The first adopters are always friends, family, and colleagues. They sign up to support the founder(s) and cheer on. They rarely have a deep need for the product. This group will constitute the first 10 to 50 customers.
The second adopter group is always the “crazy” people. They don’t know the founder(s) personally, but for some reason, they are obsessed about the area the startup operates in. And I mean abnormally obsessed. This group often send something that looks like fan mail to the info@ or support@. This group varies in size but is probably the next 5 – 30 customers.
The third adopter group is by far the most important. This group is often called the Beach Head. This group is also abnormal, but for a different reason. They are not “crazy”. Instead, they live under unique circumstances that impose extreme or unusual needs. Because this group is small, no one has really cared to serve their special needs. Consequently, they are somewhat “desperate” which makes them actively look for new solutions.
Examples were the first hardcore gamers on a live streaming website called Justin.tv. The founders realized the potential of this little Beach Head and renamed Justin.tv to Twitch.
Another would be airline cabin crew. Few people fly every day, so why bother making wheeled suitcases for cabin crew who do. In 1987 someone finally did. Of course, cabin crew was the first adopters. Today we all have trolleys. (The crew members in the featured picture clearly needed them).
A third example would be victims of the Japanese tsunami in 2011 that starting using a chat app to communicate because the cell phone towers were gone. Today, that chat app has an estimated 500 million users and is known by the name Line.
In truth, all successful startups eventually must find their Beach Head. It is the most important adopter group because they are the first people who adopt because of a true need. Their need might be unique, but that makes them willing to test a new product from an unknown startup.
Who is the Beach Head for any particular startup? It’s the group that most founders overlook because it is far too small to fit the story of the billion-dollar market. It’s the group that has an unusual job. Or live an unusual place. Or have an unusual interest. Or have been affected by an unusual event. Or perhaps a combination.
The Beach Head group varies in size, but it is rarely bigger than 100 – 500 customers to begin with. Luckily, that is often the perfect size for a startup with an evaporating runway.
If startups can navigate the Startup Adoption Lifecycle they will be well on their way. Because on the other side of the Beach Head is product-market fit. And with that, the beginning of twenty years of movement through the Technology adoption lifecycle . May your journey be smooth.
Tip: If you are a startup founder and want to get help finding your Beach Head, a qualify acceleration program might the right thing for you. At Accelerace and Overkill Ventures, we see this as our main job. Some other accelerators might do as well. At least check out my blog.