This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
How does it meet customers’ needs? One way to approach that last question is to use this simple model: Customer Acquisition Cost (CAC) How will your business reach prospects? Customer Lifetime Value (CLV) How much money will your business generate from each converted customer? What does the business do?
A post by Fred Wilson pointed me to Dave McClure's Startup Metrics presentation. Define what you need from a metrics and reporting standpoint. Startup Metrics for Pirates (SeedCamp, Sept 2009) View more documents from Dave McClure. A : Activation - what % have a "happy" initial experience?
Think of these as the big upfront questions: Who are the customers? Please be able to provide me with a few specific examples of different types of customers, what they need, what the system will do for them. What are your key Startup Metrics ? Analytics/Metrics - what are the key startup metrics that you will need to track?
Think of these as the big upfront questions: Who are the customers? Please be able to provide me with a few specific examples of different types of customers, what they need, what the system will do for them. What are your key Startup Metrics ? Analytics/Metrics - what are the key startup metrics that you will need to track?
There has been a lot of public debate over the past several weeks about whether it’s a good thing to be “gross margin positive” or not and commentary always reminds me that some people at startups don’t quite understand financial metrics or even how to think about which ones are healthy. Customer acquisition cost. That bit is easy.
With interactive social media and video everywhere, everyone needs to feel they have a relationship with their leaders, and every brand needs leader personification for customers to relate. You need to look at everything through fresh eyes, continually ask questions not usually asked, and actively listen to contrary views.
Entrepreneurs have no trouble focusing on how to build a product, and the good ones know how to find and nurture those first critical customers. What I’m talking about here is a level of discipline and skill necessary to collect and analyze the relevant business data, known as metrics. Customer loyalty and retention.
Entrepreneurs have no trouble focusing on how to build a product, and the good ones know how to find and nurture those first critical customers. What I’m talking about here is a level of discipline and skill necessary to collect and analyze the relevant business data, known as metrics. Customer loyalty and retention.
I will outline here his six required activities of every successful business to get you started down the right path for you: Wonder: identify the value and need for change. Timing is important, and communication with your customer set is critical. Galvanizing: rally a team and customers for action.
As I talk to many of you in my role as business advisor, I still often hear the concern for maximum return to the business and stakeholders, more than a passion for sustainably enriching the lives of your customers and team. This applies to your own team, as well as customers. Make every customer experience memorable.
And measuring activities or output can mislead you into thinking you’re doing a great job. So they create a task list of all the marketing activities an organization can do: press releases, web site updates, customer case studies, blog posts, daily Tweets, Facebook fan page, attending conferences, etc.
Compelling in the sense that you solve a real problem a target group of potential customers has with a product that is significantly better than the alternatives on that market. The idea of “going deep” with customers has always shaped how I think. 65 million monthly actives. My take on his argument is this: 1.
Los Angeles-based Image Metrics (www.image-metrics.com) recently landed a $6.5M, Series B funding round for the firm's facial animation products. I was introduced to Image Metrics a year before I joined, and was helping them along. Editor's note: you can see Image Metrics "Emily" demo on their web site ). I fell in love with it.
Even when they have talked to multiple developers or development firms, we’re often the first to ask basic questions like “Who are your customers?” Who are the customers? Can you provide specific examples of different types of customers, what they need, and what the system will do for them? will you leverage?
It is what is commonly referred to as “vanity metrics” as in, “Look at how many more followers I got us! Customers have long included some of the biggest names in social commerce and online gaming plus startups like TopSpin, Local Response, Maker Studios, StockTwits and the like. The other major pilot customer was.
Many startups and mature businesses have not yet adapted to the fact that customer satisfaction in this “always connected” age is more than product and service quality. It’s more about which customers broadcast their pleasure or unhappiness to others. Here are four basics that always apply: Customer retention is priority number one.
Many startups and mature businesses have not yet accepted the fact that customer satisfaction and loyalty in this “always connected” age are about more than product and service quality. They are all about how customers broadcast their pleasure or unhappiness to others. Customer upsell: Sell more to existing customers.
Not so long ago, every business assumed that the keys to success were the highest quality product, the best value for the buck, and the best customer service. Now all we hear about is providing the best “customer experience.” You have to hear your customer’s dreams, goals, passions, and aspirations.
Proof of any business model starts with a finished product or solution, sold to a new customer for full price, with high satisfaction for the value received. Decide early where and when money will come from, set some milestones and metrics, and work to a plan, or be caught short. Customer support is more than handling exceptions.
Not so long ago, every business assumed that the keys to success were the highest quality product, the best value for the buck, and the best customer service. Now all we hear about is providing the best “customer experience.” You have to hear your customer’s dreams, goals, passions, and aspirations.
Thus, startups must quickly determine which prospects are most likely to purchase in the near term and focus their energy on delivering these prospective customers an incredible experience. The reason we previously offered our customers the option of a Pilot was to secure their business more quickly.
Its primary goal is to focus on identifying what is truly driving demand, analytically, so that our customers can optimize their activities. We have a very sophisticated, analytics and software platform that over half the Fortune 50 are now using, to help guide how they invest in marketing and sales activities and investments.
But very few are talking about how to measure your results and return on investment (ROI), and the right metrics for optimizing your marketing environment. He has one of the first books on this subject, and he breaks the process down into nine key activities, as follows: Get focused and identify goals. That’s where the money is.
I too often see people who are quick to make excuses, blame failures on peers or customers, or see management as the reason for their lack of productivity. Here are my key recommendations for how to prepare and what to do in more mundane business environments and organizations: Make sure your activities are aligned with business goals.
It seemed an ideal way to describe a scrappy, entrepreneurial activity. What happens to careful planning, sure-fire metrics, quality test scenarios, market research, a good business plan – all in place before pulling the trigger of a new opportunity. So why do so many business-book authors stress the opposite behavior?
As a startup, you need to use your limited resources to excel at a few core things for your best customers, in order to stand out and get the momentum going. Your customers’ biggest need is not for more things. Your best strategy is to find more customers that fit the things you do best, rather than building more things.
Activities As I went through my 30+ different startup experiences and tried to classify them a bit more, I realized this is very messy stuff. That said, I think it starts with what a laundry list of different kinds of needed technology activities and what the current team can reasonably accomplish.
Here are some key strategies that I recommend to prompt you when changes to your business may be required: Look for a changing customer sense of value. You may be getting killed today by customer expectations you never worried about just a few years ago. Establish and evaluate metrics at multiple levels.
Instead of sizing up new opportunities and actively courting every new customer, you start worrying about cutting costs, repeatable processes , and overtaking known competitors. As a consultant, I hate to see you lose that startup focus on innovation, change, and customers.
The last thing they can afford is to waste any of these, but in my mentoring and coaching activities, I see it happening all too often. Waste in a startup is any activity that burns resources, but creates no value or competitive advantage in the eyes of customers. Focus on activities rather than results.
As a business consultant and angel investor, I often ask for your own assessment of marketing ROI , or customer acquisition cost (CAC). Leaders and investors need to know if you have and are tapping into your key sources of relevant data, including web analytics, sales management data, and customer relationship management (CRM) software.
Some make big mistakes, such as Webvan expanding too fast with a huge infrastructure, and Pets.com , trying to grow the business with a negative margin, under the mistaken assumption that winning customers is more important than making a profit. Actively listen to customer feedback, and don’t be a one-trick pony.
Some make big mistakes, such as Webvan expanding too fast with a huge infrastructure, and Pets.com , trying to grow the business with a negative margin, under the mistaken assumption that winning customers is more important than making a profit. Actively listen to customer feedback, and don’t be a one-trick pony.
Not so long ago, every business assumed that the keys to success were the highest quality product, the best value for the buck, and the best customer service. Now all we hear about is providing the best “customer experience.” You have to hear your customer’s dreams, goals, passions, and aspirations.
That should make you wonder - how do you measure traction in a metric? While thinking about the parameters of traction, and how to measure it, I was impressed with a new book, “ Scaling Lean: Mastering the Key Metrics for Startup Growth ” by Ash Maurya, a serial entrepreneur, and creator of the one-page business modelling tool Lean Canvas.
Shane Bernstein: We look at actionable data points and data metrics which are quantifiable across the web, and we qualify them and normalize that data, and sort them based on what they've done. We have a distributed team, with customer success in Bogota Columbia, and a small data side in Romania. How do you do that?
Kathy Sierra at Business of Software 2009 - Business of Software Blog , May 4, 2010 "In the old days, getting customers was easy. Putting customers first. Legendary customer support. prefer instead to divide it according to the mindset of users: whether or not they are actively looking to purchase something (i.e.
They randomly churn for hours a day on a couple of their favorite social media platforms, with little thought given to goals, objectives, or metrics; and ultimately give up and fall back to traditional marketing approaches. Create an action plan with metrics. You spend the months influencing the influencers.
Proof of any business model starts with a finished product or solution, sold to a new customer for full price, with high satisfaction for the value received. Decide early where and when money will come from, set some milestones and metrics, and work to a plan, or be caught short. Customer support is more than handling exceptions.
There are of course many Seed VCs who take board seats, don’t over-commit to too many deals and try to help with “company building” activities to help at a company’s vulnerable foundations. We can’t wait for customers to use the product for 12–18 months and do customer interviews or look at purchase cohorts.
There is nothing more pure than building a product, putting it out in the world and seeing paying customers using your product and in some cases loving it. As companies get this initial customer feedback on their product they start to have to ask harder questions about unit economics: How much does it cost us to acquire a new customer?
I believe the right attributes and habits can be recognized and learned, and here are seven key ones that I find in successful entrepreneurs: Actively recruits others and solicits win-win relationships. Asks hard questions, and actively listens to critical feedback. Sets goals and milestones, with metrics to track progress.
Detailed roadmap of features you plan to build Detailed customer information Salary information Any other information you wouldn’t want seen or know by your competitors or a larger audience In short, there is nothing in your deck that should give you pause or make you feel like you can’t just send the damn file to somebody.
Obviously this definition is generic, so my first recommendation is that you take the lead in defining traction metrics for your startup, and then selling your results convincingly to investors. One customer is not traction, and beta tests with a thousand customers at no cost don’t count. Customer acquisition cost.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content