Lecture 8 - How to Get Started, Doing Things that Don't Scale, Press

DoorDash validated demand with a barebones landing page (PDF menus + phone number) before building infrastructure, using real orders as proof instead of assumptions.

Tang’s team launched in about an hour and still got orders; willingness to endure a terrible UX was the signal they’d found a real need.

Driving deliveries, dispatching by hand, and personally emailing customers taught DoorDash the operational truths that later informed automation and algorithms.

Williams frames early acquisition as “pushing a boulder up a hill”—expect hand-holding, outreach, and persistence rather than a single high-ROI growth trick.

Williams warns free users can create a false sense of traction because behavior and perceived value differ sharply from paid adoption.

Teespring learned to redo flawed orders and go the extra mile because one vocal bad experience can undo momentum created by many advocates.

Williams advises focusing on going 10→100→1,000 rather than 10→1,000,000, even duplicating systems or accruing debt if it compresses learning cycles.

Kan recommends defining who you want to reach (users, investors, an industry) and selecting story angles (launch, fundraise, milestone, stunt, etc.) that people actually want to read.

Kan advises getting introduced via founders who were recently covered, meeting in person/phone (not just email), and sending crisp follow-ups with assets and correct details.

Kan notes firms mainly provide contacts/logistics and can cost $5k–$20k/month; founders still must supply the narrative and decide if press is worth the time.