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Eventually you need a VP of Product to handle your product roadmap, a CTO for engineering leadership and VPs of sales, marketing & biz dev. If you hire truly talented people you end up definitionally with a lot of competitive peers who will inevitably jockey for resources and control. Do you hire more sales people?
This is part of my series on what makes an entrepreneur successful. I originally posted it on VentureHacks , one of my favorite websites for entrepreneurs. I started the series talking about what I consider the most important attribute of an entrepreneur : Tenacity. Can’t go a mile deep on competition?
Professional investors laugh when they hear an entrepreneur state, “We have no competition.” It is a failed litmus test for the entrepreneur, even if the plan is for a totally new device or service that could take the world by storm. That statement has killed more investment deals than almost any other.
This is part of my new series on what makes an entrepreneur successful. I originally posted it on VentureHacks , one of my favorite websites for entrepreneurs. You’ve got to put the competition into perspective. Resilience is one of the tell tale signs of an entrepreneur. That was our first year of sales.
As an entrepreneur, I helped create companies which achieved two IPOs and two trade sales totaling $385 million. Public relations at a startup is a sales process. Thus, you have negotiating leverage as long as a legitimate, competitive threat exists. You can’t live long enough to make them all yourself.”.
However, certain questions can be tricky for an entrepreneur to answer. Below are five common questions an entrepreneur will encounter when seeking venture funding. Handled appropriately, these questions provide investors a window into an entrepreneurs’ soul, which minimizes the chances of a future misalignment.
TechCrunch Europe ran an article in November of last year that European startups need to work as hard as those in Silicon Valley and I echoed the sentiment in my post about the need for entrepreneurs to be maniacal about their businesses if one wants to work in the hyper competitive tech world. We were based in London.
Does your business have a visible positive strategy, or do your customers and employees still see your primary focus as closing more sales and killing competitors? I believe these steps are especially critical to the success of entrepreneurs who are rolling out new businesses today. Competitive and leadership leverage.
An entrepreneur pitches using a deck with no slide for competition. We have no competition.”. Professional investors laugh when they hear an entrepreneur come out with that one. It is a failed litmus test for the entrepreneur, even if the plan is for a totally new device or service that could take the world by storm.
” I mention journalists here because they perpetuate the myth that focusing on profits is ALWAYS the right answer and then I hear many entrepreneurs (and certainly many “normals”) repeating the same mantra. The most obvious way to explain this is with sales people. If you don’t, somebody else WILL!”
In my role as a mentor to aspiring entrepreneurs, I find that most have the technical challenges well understood, but many are a bit short on some basic street smarts , or basic business realities. Intellectual property is required for a competitive edge. Even the best college degree is not a substitute. Neither is good.
I recognized this as I was reading the classic book, ” The Only Sales Guide You’ll Ever Need ,” by Anthony Iannarino, who is an international sales leader and expert on optimizing results. His focus is on sales, but I see the same skills needed for entrepreneurs. Diagnosing and understanding the customer problem.
The path I went down after a few years was to hire more process driven people and devolved more daily operational ownership to people running individual functions such as product management, sales management, finance, etc. One of the most obvious places where you see this is in sales & marketing. Ditto the CFO. I was the laggard.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but using no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Marketing, sales, support, and service operations. Solution development and delivery.
Seuss’ Green Eggs and Ham and Marcia Brown’s Stone Soup , the seemingly innocuous board game Monopoly has played a pivotal role in the edification of several generations of entrepreneurs. The players who go first have a higher probability of landing on an available property during their initial trips around the board.
As a mentor to entrepreneurs, I tend to see many of the same obstacles appearing in every new startup, and since I don’t want to appear to be a downer , I’m not sure how to properly warn people ahead of time to be on the alert for these challenges. Too many entrepreneurs think that expert external advisors are suspect, or will slow them down.
The part of the movement that resonates the most with me (in my words) is that entrepreneurs should keep their capital expenditures really low while they’re experimenting with their product and determining whether there is a large market for what they do. This benefits you, the entrepreneur. It takes options off of the table.
In fact, for the past 27-years, he has specialized in bringing exotic travel destinations to those of us who are healthy and active but whose competitive sporting days are long behind us. If you could share one startup lesson with a young entrepreneur, what would it be? Ever fantasized about climbing Mt. but we don''t.
Many people are too cautious in sales processes and as a result when they present their solutions they end up sounding milquetoast and undifferentiated from anybody else in the market. I recently wrote about the three rules of sales. Assume competition and assume within the buying organization you have enemies. Why Buy Me?
Most technical entrepreneurs I know demand the discipline of a product specification or plan, and then assume that their great product will drive a great business. Is it any wonder why so few entrepreneurs ever find the professional investors they seek? Opportunity segmentation and competitive environment.
The most important advice I could give you before you set out in fund raising mode is to understand that fund-raising a sales & marketing process and needs to be managed. Somehow many first-time founders equate “sales” with something that is beneath them. In sales there are also three rules: Qualify, qualify, qualify.
I’m writing this post as part of my series with Advice on Raising Venture Capital but will file it under Sales Tips as well since it applies equally to both scenarios. Or on a sales campaign you’ve finally gotten your project sponsor to take you to the “executive committee&# where decisions are made and budgets are agreed.
There are many ways to project the value of a company for purposes of pricing an investment, but all rely upon the revenue and profit projections of the entrepreneur as a starting point. Strategic relationships (reducing market risk and competitive risk) $1/2 million. Prototype (reducing technology risk) $1/2 million.
However, certain questions can be tricky for an entrepreneur to answer. Below are five common questions an entrepreneur will encounter when seeking venture funding. Handled appropriately, these questions provide investors a window into an entrepreneurs’ soul, which minimizes the chances of a future misalignment.
5) When I interviewed people at my past startups, I rejected them if they asked me about our dental plan, as true entrepreneurs don’t care about such pedestrian benefits. 3) I’ve heard some great stories about your weekend sales “boot camps.” We hired people who did not have outside sales experience. Practice your message.
You’ll get sales information from your VP of Sales, marketing information from your VP Marketing, tech information from your CTO and so on. An obvious example would be in sales. By going on sales calls you pick up directly the feedback of what customers want and also what they’re telling you about competition.
I have conversations with entrepreneurs and other VCs on a daily basis about fund raising, the prices of deals, how much companies should raise, etc. Then you can do a little bit of research and find out that very few companies ever achieve this valuation in a trade sale so you’re clearly gunning for an IPO. That’s fine.
From apps to hardware, to KickStarter successes and international startups, we’re inching closer to finding out who will take home the title of Startup of the Year competition at our annual Celebrate Conference in October. Among the dozens of participants that applied for the online competitions, only a few progressed into the semifinals.
A year ago I blogged about one of my most common mantras that applies to sales, biz dev & fund raising alike: “ Time is the Enemy of all Deals.&#. This conversation seems to come up very frequently these days both with portfolio companies and with entrepreneurs just looking for mentorship. So here’s my framework.
As an entrepreneur I never really knew what to make of VC return data. In short, the VC industry is very sharp-elbowed amongst some very competitive people who are used to winning and most deals don’t have enough space to share investment rounds so people were naturally pretty quick to judge A16Z. Can that really work?”
I recognized this as I was reading a new book, ” The Only Sales Guide You’ll Ever Need ,” by Anthony Iannarino, who is an international sales leader and expert on optimizing results. His focus is on sales, but I see the same skills needed for entrepreneurs. Diagnosing and understanding the customer problem.
Without taking a dime of outside capital, the company has achieved impressive success in a competitive, SaaS market segment, landing companies such as Nike, Intuit, NASA, AutoDesk and PBS. The problem is that stakeholders, like marketing and sales, don’t know what the latest version of the roadmap is.
For instance, a team comprised solely of engineers is greatly handicapped, as is a team exclusively made up of sales and marketing executives. Competitive Rivalry - Constructive internal competition that does not derail a startup from achieving its strategic goals will enhance your teams overall performance.
In the competitive realm of business, you only get one chance to make a great first impression. Since we all lose when an entrepreneur with a great idea is held back by a failure to communicate, I would like to offer a quick summary of business writing basic strategies. You can’t afford that competitive disadvantage.
Yesterday I had lunch with a really interesting and capable serial entrepreneur who is raising his A round. Many serial entrepreneurs who have been burned would use something less kind than quotes. When they promise to help you with marketing, sales, distribution, integrated product development, etc. Yeah, I know.
On this blog I’m often trying to combine lessons for entrepreneurs and market commentary. What matters is that this is a great team with two really hardworking founders that have always stayed positive about their competition. Yesterday it was my turn for the lesson. It’s my personality to do this. Congrats, GroupMe team.
As a startup investor in this age of the entrepreneur, I see many more startups, but innovation is still hard to find. An entrepreneur looking for a sure thing will never innovate. Creating intellectual property, including patents, is the key to long-term value and a sustainable competitive advantage. No risk, no innovation.
As a startup advisor and investor, I’ve met many aspiring entrepreneurs, and I often get asked the question, “I have a great idea for a startup – do you agree that it real potential?” If you are dreaming of an opportunity to get rich quick, the entrepreneur route is not for you. You enjoy building relationships as well as products.
I get paid (well) for interesting people to come in and tell me how they want to change the world – Being an entrepreneur is like having blinders on. At least for the best entrepreneurs. Some people do the conference circuit too much, get involved in lots of side projects and attend every entrepreneur dinner. I love it.
entrepreneur” and by Forbes as “New York’s Archangel”, David is a former Inc. 500 CEO, serial entrepreneur and the founder of New York Angels. collaborate with over 250,000 entrepreneurs in 95 countries. collaborate with over 250,000 entrepreneurs in 95 countries. By David S. Steve Jobs or Steve Wozniak?
We talked about how business school historically hasn’t positioned entrepreneurs well for success. I wrote about that before in a post about “ whether MBAs are necessary for entrepreneurs. His class reading lists could be a primer for any entrepreneur, not just MBAs.
I believe that it is part of the DNA of an entrepreneur – being so competitive that you’re practically sick when you lose. Entrepreneurs are neurotic about it. They’re competitive. I later learned one of my biggest lesson in sales. They decided to re-open the competition for 3-4 more weeks.
Most aspiring entrepreneurs understand that you can’t build a business if you won’t commit to delivering a product or service, but many are hesitant or refuse to commit to any financial forecasts. Forecast sales-volume expectations. This should always be a “bottoms-up” commitment from your sales team, not your own optimistic guess.
Due to competitive markets we ended up with a pretty good term sheet until we needed to raise money in April 2001 and then we got completely screwed. And for some strange reason entrepreneurs didn’t share this information. I’ve started from day one trying to build total transparency into my process with entrepreneurs.
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