No-code MVP strategy, hiring under scrutiny, A/B growth testing • TechCrunch

Americans will spend about $20 billion on pizza delivery in 2021.

Most of us can probably bake at home, but speed and convenience are powerful incentives at dinnertime.

The potential of AI tools like ChatGPT creates a similar dilemma. Should companies license large language models unchanged, or customize and pay much higher usage rates?

ML Engineer Tanmay Chopra writes:

---

Full TechCrunch+ articles are available to members only.
use discount code TCPLUS Roundup Get 20% off your 1 or 2 year subscription.

---

In a comprehensive article weighing development costs and technical debt against time-to-market, Chopra advises considering factors such as product defensibility and risk before deciding to build or buy. is recommended to readers.

Since most startups aren’t in the AI ​​business, his post also appreciates “middle-of-the-road approaches” such as rapid engineering, approximating closed source, and building on top of open source solutions.

“If you want to be an AI business, work towards it over time. Store your data clean, start building your ML team, and identify monetizable use cases,” he advises.

Thank you for reading TC+ again this week.

Walter Thompson
Editorial Manager, TechCrunch+
@yourprotagonist

4 practical steps to evolve your prototype into an MVP using no-code

Forget the dog: no-code development tools can be a non-technical founder’s best friend.

Building a minimum viable product used to require engineering and design proficiency. Bootstrap founders can now iterate without developers to keep costs down and expand their runway.

Katherine Kostereva, CEO and Managing Partner at Creatio, advises:

She shares four tactics for transforming prototypes into usable products without code.

• We accept a daily delivery approach.
• Proper scoping and decomposition.
• Carefully manage and isolate dependencies.
• Invest in continuous deployment automation.

Learn Growth Marketing: How to Run Growth Experiments Through A/B Testing

Despite myth, sharks don’t need to keep swimming to keep breathing. Early-stage startups, on the other hand, aren’t so lucky.

If driving growth is a priority, companies should run an ongoing series of A/B tests to refine their marketing messages and make their product pipeline more relevant to customer needs. there is.

In Part 3 of his five-part series on Growth Marketing Fundamentals, Jonathan Martinez discusses how to properly manage A/B tests, identify statistical significance when reviewing data, and maximize reach and impact Learn how to prioritize your experiments.

Startups should expect more scrutiny from VCs on their hiring plans

Rebecca Szkutak reports that early-stage hiring plans are under more scrutiny as investors do more due diligence.

“We’re not saying don’t hire us. You just have to double-click and see why,” says Angela Lee, an angel investor, venture partner, and professor at Columbia Business School. say.

“What do you need $100 million for? Why do you need a chief data scientist and an architect?”

Dear Sophie: How can I change L-1B to H-1B in the lottery?

Dear Sophie

I am currently working in Seattle, having moved from Chile on an L-1B visa.

Can I change my L-1B visa to another company’s H-1B visa? My understanding is that the L visa is restricted to working only with the issuing company.

— Charming Chilean

Pitch Deck Teardown: Orange’s $2.5 Million Seed Deck

EV charging company Orange has raised a $2.5 million seed round to expand plans to build a multi-unit charging network, and its founders shared their winning pitch deck at TechCrunch+:

• cover slide
• mission slide
• problem slide
• Macroeconomic Market Slides (“Why Now”)
• market size slide
• Solution slide
• value proposition slide
• product tech spec slides
• product slide
• competitive landscape slide
• competitive advantage slide
• Business model slide
• cash flow slide
• go-to-market slide
• team slide
• Advisor slide
• “Question” slide
• contact slide
• Appendix cover slide
• Appendix I: Product Installation Pictures
• APPENDIX II: THREE-YEAR FINANCIAL PROJECTS
• Appendix III: Headcount Slide
• APPENDIX IV: SOURCES AND REFERENCES