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
There can be nothing more important in your business planning that selecting the proper pricing niche, making your story clear using that niche, and the defending your position against the competition. They are: Price. Companies that compete on price rarely compete against others who emphasize service or quality.
He was price signaling without knowing it. My view is that investors in this situation start to form ideas about what the valuation would be even though you aren’t naming a price. If you’re hot you might be able to push this down to 15-20% depending on the investor and the competition. It was the silent killer.
In real life, you can just about bargain a price for anything you want to buy--a car, a house, even that new stereo from your local electronics store. Joe Marrapodi: GreenToe is a name your own price marketplace for products. It''s very similar to the Priceline.com model, where you name your price for a flight or hotel.
He said it was better than the Yellow Pages because he would provide pricing transparency. I brought up the fact that I find many larger companies abusing the patent system to slow down smaller competitors which is actually anti competitive. If it worked in the Yellow Pages, why not on the Internet?
As an advisor to new business owners, I’m accustomed to seeing primarily the simple traditional product pricing strategies , usually driven by competitor prices, or cost plus a reasonable margin. I often wonder whether you as the entrepreneur have worked as hard on your pricing strategy as you have on your innovative solution.
Porter proposed his Five Forces framework for analyzing the competitive environment which I think makes even more sense today. Every existing business, as well as every startup, needs to reassess their product or service in the context of these five forces: Intensity of competitive rivalry. Way back in 1979, Michael E.
The rest of the purchase price was concocted from a brew of zero-coupon bonds (where the face value is many times the invested amount until the reduced cost bonds mature thirty years later), and borrowing using the target company’s accounts receivable and other assets as collateral for a loan to purchase the company. What power!
2 preamble issues having read the comments on TC today: 1: I know that the prices of startup companies is much great in Silicon Valley than in smaller towns / less tech focused areas in the US and the US prices higher than many foreign markets. You can be pissed off, but I don’t set prices. That’s stupid.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
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.
Some objections are real and they end up becoming changes to your product, your service plan or your pricing / bundling. 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.
They like a solid product, well defined pricing, good references to sell against, a clear quota and well defined competitors. Sales people will often blame your pricing. They lost the deal because your competitors dropped price. Customers seldom buy on price. Sure, you need to be competitive on price.
Don’t bash the competition. Every investor knows how vulnerable a new startup is to competitors, so investors always ask about your sustainable competitive advantage in the marketplace. That says you are competitive today, have a real barrier to entry, and the potential to remain ahead of the competition for a long time.
I’ve written about the topic of convertible debt at length before specifically about how angels & entrepreneurs should think about pricing. Convertible debt is an investment that “converts&# into equity in the future usually at a discount to your next funding round price and sometimes has a “cap&# (maximum price).
Competition. And the reality is that if you have no competition it will likely be perceived as a negative, not positive. And the reality is that if you have no competition it will likely be perceived as a negative, not positive. Here’s some thoughts on the competition slide and also how to talk about it: Competition.
Know your market and competition, or don’t spend a dime on anything else. That year, some of you will recall, the first digital cell phones were released to the market, smaller, cheaper and priced with roaming plans that made it no premium cost to carry these digital phones to cities far from home. There is no competition.”
The rest of the purchase price was concocted from a brew of zero coupon bonds (where the face value is many times the invested amount until the reduced cost bonds mature thirty years later), and borrowing using the target company’s accounts receivable and other assets as collateral for a loan to purchase the company. What power!
In this context, even “satisfied” is only a “meets-minimum,” and does not put you ahead of your competition. This means real customer value emphasis in all interactions and marketing, versus low price and price concessions. You may find that “ cost-plus” pricing results in giving away margin and losing incremental profits.
VC firms see thousands of deals and have a refined sense of how the market is valuing deals because they get price signals across all of these deals. As an entrepreneur it can feel as intimidating as going to buy a car where the dealer knows the price of every make & model of a car and you’re guessing at how much to pay.
XPRIZE , the nonprofit organization which has been using large dollar prize competitions to spur innovation in a wide range of areas, has booted up a brand new, $2M prize around ocean health, the group said this week. xprize ocean health carbon dioxide emissions competition prize' READ MORE>>.
I call this “arming & aiming&# your sales teams where you need to standardize both the assignment of territories, industries & accounts (aiming) as well as the process of selling, the collateral, the legal agreements & pricing. We moved toward more standardized pricing (e.g. Ditto the CFO.
They like a solid product, well defined pricing, good references to sell against, a clear quota and well defined competitors. Sales people will often blame your pricing. They lost the deal because your competitors dropped price. Customers seldom buy on price. Sure, you need to be competitive on price.
Dell’s response would be something like “Quality custom computers more quickly than the competition.” And in this company example, both quality and speed are the critical factors in competitive advantage. Its reputation is based upon fast food in a minute, with quality that is acceptable but not discernibly above the competition.
Other investment bankers insist that the company create competition for a deal, even if the buyer has already submitted a letter of interest to the seller. Competition opens the deal to more public access, slows the deal and could give competitors wind of an otherwise confidential process. Is there any conflict of interest?
<== Our conclusion was that this isn’t a temporary blip that will swiftly trend-back up in a V-shaped recovery of valuations but rather represented a new normal on how the market will price these companies somewhat permanently. When you look at how much median valuations were driven up in the past 5 years alone it’s bananas.
When they look at buying your company they often think in terms of “how long will it take until I earn back the profits to pay for my acquisition price?” I also try to understand things like how you’re pricing your product, how your competitors price and what your pricing expectations will be in the future.
It must be understandable, written down, and verifiable, with regular measurements and metrics to make it real, benchmarked against the competition. Leaders have found that keeping everyone on top of changes in technology, competition, and customer demands is critical to success. Make your service deliver process “happy.”
Porter proposed his Five Forces framework for analyzing the competitive environment which I think makes even more sense today. Every existing business, as well as every startup, needs to reassess their product or service in the context of these five forces: Intensity of competitive rivalry. Way back in 1979, Michael E.
We are an offer-based platform that allows users to negotiate the price they buy and sell tickets for, on the secondary market. Wes Brodsky: The ticketing industry, since its inception, has been on a fixed price model. For example, at an event, say at the Staples Center, of the 20,000 seats they might have four or five price groups.
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. The price / share is actually $2.40 (not $3.00), which is $3,000,000 pre-money / 1,250,000 shares (because you had to create the 250,000 share options).
OPEC (the organization of petroleum exporting countries) is a cartel that was set up in the 1960′s and represents the interests of the 12 biggest oil producing countries in the world with the goal of increasing prices of oil, a good supplied in limited quantities to a world that had insatiable demand for the product. Why the limitation?
Avoid a simple pricing mistake which could sink your startup. Vendors often respond by discounting their prices at the 11th hour, in the hopes a lower price will spur a purchase. However, if you never offer price discounts to anyone, you can resist all such requests by deferring to your company “policy.”
My list of excuses includes: product, pricing, competition and lack of sales support. This includes presentations, ROI calculators, competitive analyses and so forth. When you are ready to hire sales staff I don’t recommend bringing in people who are too experienced.
Before the health crisis shutdown most of Italy, Energica had already seen larger demand for its high-performance e-motos, with a price range of $17,000 to $23,000. The venture is also one of the few e-motorcycle companies drawing engineering tips from competition. Track competition is a secondary arena for Energica.
Most entrepreneurs are quick to assert to potential investors that their product or solution will kill the competition, but unfortunately your opinion alone is not enough to convince most experienced investors. A competitive advantage to a non-problem or tiny niche is not interesting to investors.
In fact, the incumbent is usually very dismissive of this new competition as our the large buyers of the incumbent’s products. First, over time Salesforce.com’s technology got better and better yet the price didn’t shoot up dramatically relative to Siebel. They are radically lower in price. So what did happen?
It’s building a product that is substantially differentiated, and, as Bill Gross, one of the most prolific tech entrepreneurs of our era says, “ It needs to be 10x better than the competition ” (because if you shoot for that then in competitive markets you might achieve 3x.
But that doesn’t mean that people are paying rational prices as investors based on intrinsic value. Rational people can disagree and some may argue that today’s prices are rational and under-pinned by economic drivers. All of that might be true, but the 2006 price might still be over-valued. That’s fine.
But if you raise the money at the big price (or any price) please go in with the expectation that you are going to build a large, long-term business. Raising a large round at whatever price will almost certainly take many potential buyers off the table. to justify a “strategic” price. Think about it. .”
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.
But for most, the true sign of success and potential for even more is in the landing of a major account, one that validates the pricing, quality and competitive advantages of a company’s offering. For this reason alone, it makes sense for most of us to aim high once we have worked the kinks out of our offering with smaller customers.
Although that is still a good idea in many cases, there is a recent alternative available to some entrepreneurs on a competitive basis that seems most attractive and positive. I used to tell them to find a partner with knowledge in business creation and management.
If a round of funding does happen then this debt is converted into equity at the price that a new external investor pays with a “bonus&# to the inside investor for having taken the risk of the loan. They also trust VC’s to determine the right price to pay for the company securities that they buy.
Competitive sportswoman. Kara on one side of the table showing me market sizes, competitive dynamics, product roadmaps, pricing plans for physical products with COGS and gross margins. Remember, it’s about Lines, Not Dots. I first met Kara 5 years ago. I considered her one of LA’s great talents. Stanford MBA.
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