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Having a set of metrics that you watch & that you feel are the key drivers of your success helps keep clarity. And the more public you can make your goals for these key metrics the better. You will likely have multiple sets of metrics you keep depending on the company’s stage, one’s function in the company and level.
As a founder, when you’ve been dealing with these kinds of objections for a couple of years it becomes natural and you easily handle objections on price, product & competition without much thought. Some examples of common objections across many companies: 1. It is tacit knowledge. You can have best of both worlds.
In case you hadn’t noticed, the key elements of a competitive advantage for your business have changed as businesses move online, and your domain is instantly global. As a business advisor, I have to recommend even to established companies that they review and revamp their competitive strategy now, even if it appears to be working today.
It is most often missed assumptions about the market, the competition, the speed of adoption, or other critical metrics you’ve researched, or selected, or even just guessed at to create your plan. No-one challenged this number, and it became an unattributed source of the metric for market size for years. Or cost estimation.
So while the simplest way that people often evaluate stocks is by P/E ratios (price-to-earnings), one also needs to look at other metrics such as the PEG (price-to-earnings-growth). [of Fast early growth in a market is often eroded when competition gets fierce and prices are forced down due to competition.
While you all recognize that reacting to weak market signals is critical to staying in business and staying competitive, I find that many don’t have the skills and focus to trigger change decisions on a timely basis. An example is the transportation industry moving to electric – key player positions are changing rapidly.
Competition is fierce. I always ask when somebody sends me a deal, for example, are you already a shareholder in the company? He called me 15 months later excited to show me his metrics and wanted to talk about his A round. I outlined here my views on “ proprietary dealflow.” ” That’s precisely it.
For example, I commonly see metrics to keep track of revenue per employee, overtime, and absenteeism, but I don’t often see measures of overall customer satisfaction with individual employees. Incentives should be a combination of metrics and recognition to highlight results. Incent and reward employees who delight customers.
For example: If you were to invest $41 million into a company (and one could assume that you owned between 33-50%) then the company is worth $82-123 million at funding. while acknowledging that San Fran deals are often higher valuations due to increased competition amongst investors. Use competition to make sure you get a fair price.
Often board members themselves don’t do the work to say “what metrics would we like to see.” Any great board member should tell you, “please don’t create any performance metrics or materials that analyze the business that you’re not already creating for your own management’s use.” Sometimes they don’t even know.
It is most often missed assumptions about the market, the competition, the speed of adoption, or other critical metrics you’ve researched, or selected, or even just guessed at to create your plan. No-one challenged this number, and it became an unattributed source of the metric for market size for years. Or cost estimation.
The most competitive startups do both, all the time and every time. In today’s competitive world, with its accelerating rate of change, no competitive advantage lasts long. The only sustainable competitive advantage is creativity. Creativity is the ultimate competitive advantage. Maximize diversity.
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. See some recent examples in the 10 of the Top Social Media Campaigns of 2021.
It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals. For example, Mark McClain, cofounder and CEO of SailPoint Technologies , created an employee growth culture resulting in growth of forty percent a year, with more than $100 million in revenues.
For example, it’s great to pursue a higher purpose, like feeding the hungry, but don’t forget that running any business is a hungry mouth you have to feed. For example, if you have ever watched the Shark Tank show on TV, they always ask about the cost of customer acquisition. Postulate competitive reactions and your responses.
For example, I have a friend with a Ph.D. Then, he'll need to patent it and create a plan to show opportunity, competition, and financial projections. For example, I often cite the case of Bill Gates and Steve Ballmer , who grew Microsoft together. Create a written plan, with target milestones and metrics.
For example, Blake Mycoskie of TOMS Shoes attributes his ability to raise a seed round and build a $400M company to his commitment to provide a free pair of shoes to the underprivileged for every pair sold. You need to show you have a “Plan B,” and a never-give-up mindset, in handling any competitive threat or customer reaction.
If you are a genius at invention, for example, then that is the role you should seek to keep you motivated and productive. I like his model and examples from the field to help you identify the type of work that is your forte, and will likely bring you joy and energy, rather than frustration and burnout.
In my experience advising businesses, large and small, I have often been surprised by the level of complacency and general malaise I find in the ranks, with a resultant direct loss of productivity and competitiveness. Develop metrics to monitor work intensity. Let that be part of their job satisfaction.
For example, if it’s getting harder to charge a price premium for the product you’re marketing, or others are offering your subscription service for free, it may be time to start thinking in a new box. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books.
For example, in a conflict over the right branding logo , it may help to understand who and how the ultimate decision will be made, including key elements driving the decision, such as targeted customers and competition. Make sure the process is respectful of their needs as well as yours. Always postulate or support a win-win solution.
For example, if you see a TV spot for Toyota, and then Google it, or you see a display ad on CNN and then open up a tab in your browser, talk about it on Facebook, or even walk into the dealership, we're able to quantify, very specifically, what combination of what kinds of media drove that sale and how that activity interacted with each other.
We also allow the users to have a custom URL, for example, resumebucket.com/joshstomel. For example, they spend a lot of time reading resumes, and want to have the latest updated version, and candidates often don't have them with them. Is this at all competitive with LinkedIn? So this fixes a lot of problems.
Good examples of startup focus before success include Google with their search engine, Facebook with friends networking, and Apple with personal computers. Well-articulated goals and metrics. Maintain an intimate knowledge of the competition. Every advisor and investor will tell you to keep your focus or spotlight.
For example, if it’s getting harder to charge a price premium for the product you’re marketing, or others are offering your subscription service for free, it may be time to start thinking in a new box. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books.
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. Marty Zwilling.
The most competitive startups do both, all the time and every time. In today’s competitive world, with its accelerating rate of change, no competitive advantage lasts long. The only sustainable competitive advantage is creativity. Creativity is the ultimate competitive advantage. Maximize diversity.
For example, many investors I know tell me they look for business plans that allocate the largest portion of a requested investment to marketing, but most often see the top “ use of funds ” to be further product or service development. The smart ones were already working on new features, and able to counter competition quickly.
See the story of Elizabeth Holmes and Theranos for an example of product snags leading to a disaster. Your customers and competition make unexpected moves. Examples abound of startups who had to pivot for success, including Twitter moving from podcasts to social commentating, and Yelp moving from email to online.
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. See some recent examples in the The 10 Best Social Media Campaigns of 2018.
A winning linked focus example is to choose a higher purpose common to all cultures, such as protecting the environment, or helping the underprivileged. At every Ritz-Carlton , for example, employees are authorized to spend up to $2,000 per guest to solve any guest issue and make the stay positively memorable.
For example, if it’s getting harder to charge a price premium for the product you’re marketing, or others are offering your subscription service for free, it may be time to start thinking in a new box. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books.
The most competitive startups do both, all the time and every time. In today’s competitive world, with its accelerating rate of change, no competitive advantage lasts long. The only sustainable competitive advantage is creativity. Creativity is the ultimate competitive advantage. Maximize diversity.
In the case of MakeSpace we had huge initial successes in New York City as Rahul led the scaling of our drivers, our trucks and our warehouses and we figured out the right price points to beat the local competition. An example of the systems companies build are pricing & revenue management tools to best help to optimize yield.
The most competitive startups do both, all the time and every time. In today’s competitive world, with its accelerating rate of change, no competitive advantage lasts long. The only sustainable competitive advantage is creativity. Creativity is the ultimate competitive advantage. Maximize diversity.
They randomly churn for hours a day on a couple of their favorite social media platforms, with little though 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. Marty Zwilling.
For example, if it’s getting harder to charge a price premium for the product you’re marketing, or others are offering your subscription service for free, it may be time to start thinking in a new box. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books.
The most competitive startups do both, all the time and every time. In today’s competitive world, with its accelerating rate of change, no competitive advantage lasts long. The only sustainable competitive advantage is creativity. Creativity is the ultimate competitive advantage. Maximize diversity.
For example, even though Mark Zuckerberg built Facebook as an innovative product, most experts believe it was successful due to his relationship with Peter Thiel and other top VCs that he convinced to invest early. Using metrics to measure results and commitments. Marketing your personal brand and your vision.
How does any entrepreneur define the right balance, and then measure their performance against real metrics? Current examples include Conscious Capitalism® , popularized by John Mackey, The B Team , founded by Sir Richard Branson, the 1% for the Planet organization, and the Benefit Corporation (B Corp) now available in 35 States.
So how do you use financial projections as valuation metrics when you know the odds of those being accurate predictors of the future are so very unreliable? For example, $500,000 maximum value to each element yields either a maximum pre-money enterprise valuation of $$2 million or $2.5
How does any entrepreneur define the right balance, and then measure their performance against real metrics? Current examples include the Conscious Capitalism® movement led by John Mackey, The B Team , led by Sir Richard Branson, the 1% for the Planet organization, and the Benefit Corporation (B Corp) now available in 20 States.
For example, consider Whole Foods , whose focus on healthy foods and a sustainable environment is legendary, even though their prices are often a bit higher. Highlight the competitive edge you bring to the market. Put operational systems and metrics in place early. Align your mission with a higher purpose in the economy.
For example, I’m an introverted product guy who doesn’t care so much about building the personnel relationships needed to keep a motivated team. A strong vision and deep insight may get your business off the ground, but long-term success requires constant data analysis, metrics, and attention to your customer feedback.
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