garrickvanburen
garrickvanburen on Hacker News
Between: more efficient models - tuned for the task at hand, the ability to run those models in-house, or even at the edges, plus Google and Microsoft are well positioned to stay ambivalent as they’ve got lots of products to sell and whether or not LLMs are part of the portfolio mix is completely dependent on enterprise customer demand.
Anthropic/OpenAI have a number of aggressive downward pressures on their pricing.
If anything LLM chatbots & synthetic users will make the majority of founders evermore comfortable not testing reality.
Marketing comes first. Sales second. Product third.
I'm pretty sure my primary job is marketing the work that I do.
This is the only expected answer. https://forstarters.substack.com/p/for-starters-59-on-credit...
https://forstarters.substack.com/p/for-starters-72-vibe-code...
Vibe-Code vs. Buy for B2B SaaS in 2026
The End of Cargo Culting Startup Accelerators
That’s a different question than, “how do we make our breakfast menu more popular?”
Now, perhaps the latter question begat the former, but either way it is not a product innovation story, it’s a customer/market research story articulating the shape of customer demand (which I fully support).
If there was a second part of the story - like, McD started marketing milkshakes in their breakfast menu and sales shot up ##% or they developed a breakfast flavor milkshake and sales shot up - then we’d have the product innovation story.
As I see it, the milkshake example isn't about innovation, it's about actually having human-to-human conversations with customers and appreciating customers define their own competitive set, so perhaps closer to Gibson's "the street has its own use for things."
Outside of those two points, I'm not sure what repeatable lessons exist in the milkshake story for innovation, and because of that, it's probably doing more harm than help to JTBD as a concept.
Small family farms, while romanticized, have all the problems of any small business competing with larger professionalized businesses; consistency in operations, consistency in output quality, access to resources - including people and machines.
Additionally, for their own operational simplicity big buyers prefer interacting with as few suppliers as possible - so, market forces have been driving consolidation for decades.
Over the past 27 years, their business model has changed multiple times and each evolution appears to be in direct response to the bottleneck of growth, from maintaining inventory of DVD to acquiring global streaming rights.
Year / Business Model / Bottleneck to Growth
1998 / Sell DVDs over the internet / Need to continually replenish DVD inventory,
1999-2006 / Rent DVDs over the internet / USPS delivery & return times
2007 / Stream movies over the internet / Acquiring US streaming rights to a massive library of movies
2009 / Start producing movies (Netflix Originals) / Number of subscribers watching Netflix Originals
2010-2012 / Global expansion; Canada, South America, Europe / Maintaining rights globally
2025 / Acquire Warner Bros Discovery
“AI is amazing about the thing I know nothing about…but it’s absolute garbage at the stuff I’m expert in.”
https://forstarters.substack.com/p/for-starters-59-on-credit...