[6ren]

If you don't mind me asking, what's your competitive strategy? It's possible to create something valuable for yourself, and then it turns out other people value it too; but that can attract competitors. Though serendipity can often creates value, it serendipty rarely seems to protect it - it's common that the person who sows doesn't reap. Competitive advantage seems to need a deliberate strategy (though I'm more comfortable creating than defending). Do you find this too?

[asuth]

I don't see our competitive position as different than any other typical company. We've got a great product that people love, and we build new things into it that our competitors can't predict or move fast enough to build. We've built a brand that students and teachers know and like.

One deliberate competitive advantage is that we're a free, ad-supported site. Most education products go for a subscription model, and that requires enterprise sales (selling to districts, blech) and fundamentally limits the number of people who will use and enjoy your product.

The ad model only works when you have scale (which we do). If we had been in a position where we needed to make money quickly, we wouldn't have grown into the size and scope we have now.

[sparknlaunch12]

Thanks for the responses.

You've been fortunate that you could utilise a tangible and working prototype to gain customer insight. Congrats on building this into a business.

Other approaches (like lean) encourage you to first evaluate your idea/concept before building a prototype. When a concept has some good potential then going straight to prototype can work. Its having this confidence that has worked for you.

[calydon]

I think this is great, but I'm still unclear about why market researching your idea would have caused you to not pursue it further. If you had asked users when you first started, or even now, "would you use an awesome flashcard/memorization service that is FREE" I would expect the results that came back would encourage the idea of going forward with the business, because I know flashcards are a popular tool for studying and lots of people study.

Are you saying that the number of existing quiz/flashcard sites would create a research result that would discourage attempting another one? It seems like you knew while you were building Quizlet that you had something different in mind, so the only unknown was whether people would use it en masse. As it turns out, you were right, but, and this is a sincere question, was this vision or luck?

Isn't it more accurate to say that the art lies in knowing what questions to ask the oracle, and how to ask those questions, rather than ignoring the value of prophecy?

[asuth]

Ya, I'm saying if I had done any googling, I might have found flashcardexchange.com or other competitors that existed when I started it, and settled for one of them. I'd say it was luck that I didn't do any research, and when I decided to build my own thing, I had a clear vision of what I wanted.

All this was when I was 15, and I wasn't thinking about things in terms of startups and competition and so on. It's certainly possible that another way it would have happened was researching the competitive landscape and deciding I could do it better.

[6ren]

Thanks: improvement; brand; free/ad supported. Looking at your site, looks like massive networks effects too, as people contribute quizzes that others can use (maybe it's fair to include viral word-of-mouth as a competitive advantage too, from quiz sharing, though it's usually classified as marketing).

Some of these competitive advantages do seem to serendipitously fall out of helping people after all: making a better product for them; letting them know about it.

Perhaps these naturally fall out of trying to solve a problem or address a need (especialy "being your own customer" with that problem/need). There's always ways to improve it, because most needs/problems are never perfectly solved - which is good for competitive advantage. I'm in the opposite place, of developing a solution - it's beginning to seem like a fundamentally difficult way to go.