This week we speak with Edward Lujan, CEO of Setster.com about his online appointment booking application. He reveals the importance of listening to clients when developing new features.
How would you describe what Setster does?
Setster is an online appointment booking application. At its core, Setster syncs service providers calendars and availability and show that availability to clients via web-pages and widgets so they can book appointments 24 hours a day 7 days a week without having to call.
How is it different to other competitors in the space?
Scale. We have clients that range from single providers up to enterprise clients that have thousands of users. It was designed to support a very sophisticated user case yet our UI is easy and manageable from a functional prospective.

How did you come up with the idea?
When you look around, there is a gap in the market where local businesses are marketing online, but are not accepting appointments online. We saw this a few years ago but with the introduction of daily deals sites like Groupon and LivingSocial, service providers are seeing the immediate benefit of having an online booking system.
How long did it take you to get Setster off the ground?
That has to be answered in stages. It took about six months of market research, competitive research, product analysis and wire-framing. From there it was about another six months of initial development to get the first beta version out the door. Once live, we pushed on improving the user experience and functionality this took another six to nine months before we saw real traction.
What’s been the most difficult aspect of setting up the company?
Setting up the company was easy, it’s the decisions that need to be made before hand that is hard. Everything has cost; investment, time, or opportunity all have a price and a start up can accelerate a dramatic loss with each. The commitment to start a company is absolute so once you make the decision to press forward, the most difficult thing to do is stay positive and stay the course. Success never comes from quitting and that’s hard to remember when things are not going the way you want. If you didn’t weigh out the worse case scenario in your analysis, you are doing yourself an injustice.

What is your business strategy for growth?
Our primary focus is on customer service. Since this is a recurring revenue model, it’s extremely important that we keep the clients we have. Adding more clients via social networking, referrals marketing to niche markets and keyword advertising all play a role.
What has been your biggest success?
We came to market in this space very early and listened to the people who would be, and are now using our service. Features are developed by first thinking how our clients will use the feature to make them more money.
What piece of advice would you give to someone setting up their own start up?
Know your market, build a product that fills a gap and services a need. Get the product to market quickly even before it’s “perfect”. Get feedback on your product, adjust your offering and content to reflect the markets real expectations. Once you’ve done this, put your head down and sell, sell, sell. Develop for your clients by letting the feature requests bubble up to the top.
Where do you hope to the business in the next five years?
We are not building this as a lifestyle business. It has massive scale and applicability for an as of yet untapped market. We’ve already been approached by multiple potential exit partners so hopefully by then it should be sold or acquired.