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The message I hear publicly from most entrepreneurs is that you have to think outside the box and take big risks to ever beat the odds and be among the less than ten percent that experience real success. Don’t look to customers for breakthrough ideas. You now have many bosses, including partners, investors, and customers.
For decades, efforts to satisfy customers have been built around demographics – capitalizing on race, ethnicity, gender, income, and other attributes. Customer personalities define customer experience, and sets what they love, and what they hate. There is no one set of exceptional experiences that will work for all customers.
Having the best solution is a good start these days, but a solution alone is no longer enough to keep customer attention and loyalty. Start with feedback from real customers, set measurable objectives, and make sure rewards and incentives are tempered by customer experiences, rather than only internal thresholds.
The best part of being an entrepreneur is having the independence to make your own decisions, the flexibility for a better work/life balance, and personal satisfaction from driving change. The road to business success is filled with challenges and frustrations that most aspiring entrepreneurs never even imagined.
In my role as mentor to business professionals, I often get the question about your potential of going out on your own as an entrepreneur, versus your current role of working for a boss at an established company. Most importantly, you have to deal with customers, and understand their wants and needs. There are no startup expert roles.
We are living in a new generation of business, where customers drive the experience, and highly engaged employees are required to keep up with customer expectations. Their experience as executive coaches and entrepreneurs gives real credibility to their assessment of some new leadership approaches that are required in business today.
As a long-time business executive and adviser to entrepreneurs, I see a definitive shift away from customer trust in traditional business messages, and the executives who deliver them. I believe that the sooner every entrepreneur and brand builder adapts to this emerging trend, the sooner they will find success.
Most of you aspiring entrepreneurs probably have long searched for that special idea that will catapult you and your startup to success. True entrepreneurs are born, not made. It’s true that some people are natural risk-takers, but these often do not make the best entrepreneurs. Every inventor is an entrepreneur by default.
Yet every business and every entrepreneur I know struggles with this challenge, focused on hiring the right people and implementing the right process. I was happy to see my own view reinforced in the classic book, “ Innovation Thinking Methods for the Modern Entrepreneur ,” by long-time entrepreneur and innovation expert Osama A.
Out of curiosity, I often ask aspiring entrepreneurs like you, who come to me for help, what drives them to take on the workload and risk of a new startup. I ask every entrepreneur to first take a hard look inside for one or more of the following key intrinsic drivers, before they start: Satisfy a driving need to be in control of their life.
The story begins with the unwitting, future customer relaxing and reading the paper. However, typical of an Optimistically Pessimistic entrepreneur, Sam never loses hope, and does gives up. However, he realizes that he is forming a long-term relationship with his customer, which must be based on mutual respect.
Net Promoter Scores (NPS) are the darling of many Big Dumb Company (BDC) product marketing and customer support executives. Created by consultants to generate additional fees, such scores attempt to rate a company’s overall customersatisfaction. The higher your company’s NPS, allegedly the higher your customersatisfaction.
Many experts are certain that successful entrepreneurs are the ones with the most inspiration (passion and dream), while others will assert that it’s about more perspiration (working harder). Here are five key ones to celebrate: Enjoy the feedback from every satisfied customer. In my experience, both are always required in heavy doses.
Many startups and mature businesses have not yet accepted the fact that customersatisfaction 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.
Net Promoter Scores (NPS) are the darling of many Big Dumb Company (BDC) product marketing and customer support executives. Created by consultants to generate additional fees, such scores attempt to rate a company’s overall customersatisfaction. The higher your company’s NPS, allegedly the higher your customersatisfaction.
As an advisor to entrepreneurs, I find that I often have to remind them that the world of customers has changed since they started their last business. Pushing yourself on customers by touting features and price doesn’t work anymore. Use analytics to see why customers are buying, as well as what.
As a small business and startup advisor, I find that entrepreneurs often love to talk about their latest idea, but not their execution. For example, Elon Musk is recognized as a visionary entrepreneur, but his fortune and his impact has come from the great companies he has built, including SpaceX, Tesla Motors, and PayPal.
Billionaire entrepreneur and "Shark Tank" co-host Mark Cuban is an outspoken proponent of the all-in early approach in a video interview, and made it clear that he gives no credibility and low odds to founders seeking funding who have not fully committed their time and efforts to their cause. The early entrepreneur lifestyle is not much fun.
Most businesses spend big money testing their brand logo, catchy marketing phrases, and demographics, but spend little time training and validating that their employees can and do deliver memorable experiences to their customers. Keep your team happy to create engaged customers. An unhappy team member can’t create an engaged customer.
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. Customer receivables collection and vendor payments. Solution development and delivery.
Attracting the right customers is the key to success in business, whether you have a new startup or a mature enterprise. For example, Xerox tried to broaden the use of "xerox" as the standard term for "photocopying" to extend their existing customer segment into office automation and all kinds of computing.
As a mentor to aspiring entrepreneurs, I’m always surprised by the fact that some never seem to be able to that first startup going, while many others never seem to stop, starting their second or third initiative before the first one is fully hatched. I’m now convinced that serious entrepreneurs relish the startup process more than success.
One of the realities of being an entrepreneur is that you have to keep learning and changing to survive. Unfortunately, in mature companies, a larger and larger percentage of employees forget company survival and customers as the objectives, and focus only on their own personal gain. Optimizing risk, not minimizing it.
As a startup advisor, I see many aspiring entrepreneurs whose primary motivation seems to be to work part time, or get rich quick, or avoid anyone else telling them what to do. Yet, for those with more realistic expectations and the right motivation, the entrepreneur lifestyle can be the dream life you envisioned.
According to most definitions, an entrepreneur is one who envisions a new and different business, meaning one that is not a copy of an existing business model. Many entrepreneurs have a passion and an idea, or even invent a new product, but are never able to execute to the point of creating a startup. Funding and rollout stage.
According to most definitions, an entrepreneur is one who envisions a new and different business, meaning one that is not a copy of an existing business model. Many entrepreneurs have a passion and an idea, or even invent a new product, but are never able to execute to the point of creating a startup. Funding and rollout stage.
Every business wants and needs top performers, but most entrepreneurs and executives assume that if they hire and train the smartest and most experienced people, they will get exceptional performance. Thus paying only for sales volume, when you desire high customersatisfaction, is not productive.
Most entrepreneurs believe they are “different,” but they can’t quite understand how. The classic book, “ Hunting in a Farmer's World: Celebrating the Mind of an Entrepreneur ,” by serial entrepreneur and business coach John F. Dini makes the case that entrepreneurs are hunters, while the rest of us (large majority) are farmers.
Many entrepreneurs think that adapting to the new technologies, like smart phones and Internet commerce, are the key to attracting new customers. High-technology product startups, without customers, don’t make a business. During today’s dynamic customer journey, consumers often find themselves at a point of indecision.
Having the best solution is a good start these days, but a solution alone is no longer enough to keep customer attention and loyalty. Start with feedback from real customers, set measurable objectives, and make sure rewards and incentives are tempered by customer experiences, rather than only internal thresholds.
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. So what should an entrepreneur do to convince themselves, as well as potential investors, that they have a viable business model before it is totally proven?
Anyone who works with entrepreneurs will tell you that all are different. Others are really marketers out to make money fast, and believe that they can entice customers to any offering. The Opportunist is the speculative part of the entrepreneur in all of us. Of course, discovering your entrepreneur type is only the beginning.
One of the big differences between an entrepreneur and an employee of a big business is that employees tend to have a very narrow focus on their job, while entrepreneurs have to keep the broader focus on business. Both want personal satisfaction and financial success. Focus your role on solving the customer problem.
Every new entrepreneur has to initiate the right actions to be perceived as a leader in their chosen business domain by their team and by their customers, or the road to success and satisfaction will be lost along the way. No entrepreneur can build a business alone. Constantly strengthening your network of relationships.
An entrepreneur has to engage with team members, partners, investors, vendors, and customers. I will talk here primarily about building the internal team of a startup, but the same principles apply outside to your “extended team” and customers. Don’t confuse engagement with satisfaction. Facilitate and use feedback.
Eighty percent of new entrepreneurs use this approach, with only six percent using investor funding. The remaining entrepreneurs borrow from family and friends, or acquire a loan. If you chose the entrepreneur lifestyle to be your own boss, don’t accept money from anyone. Entrepreneurs need to start small and pivot quickly.
Greathouse: Your collective experiences have clearly made bootstrapping a viable option for you, more so than might be the case for a typical, younger entrepreneur who needs more direction, doesn’t have cash discipline, etc. We have customers from so many different industries like software, financial services, healthcare, and media.
For decades, efforts to satisfy customers have been built around demographics – capitalizing on race, ethnicity, gender, income, and other attributes. Customer personalities define customer experience, and sets what they love, and what they hate. There is no one set of exceptional experiences that will work for all customers.
In my years of working with entrepreneurs, I have heard many times the promise that their new idea will create the next Amazon or Apple, but I rarely hear the more important promise that the founder will practice all the good habits of winning entrepreneurs like Jeff Bezos and Steve Jobs. Seek first to understand, then be understood.
Unfortunately, many entrepreneurs seem to prefer to fail their way to the top, rather than do some research and learn from the successes and mistakes of others. In general I try to focus on the positives and tell entrepreneurs what works, but sometimes it’s important to reiterate the common things that simply don’t work.
As a long-time mentor to new entrepreneurs and business owners, I have noticed that many no longer associate more fulfillment and satisfaction with more money, power, and success. It seems that fulfillment to these new entrepreneurs is all about changing the world and legacy.
We had a spirited discussion regarding a number of issues related to blowing past $10M in annual recurring SaaS revenue, in front of a sold-out crowd of about 400 entrepreneurs. He started by stating, “We track customer success.” In other words, are we measure whether or not we are truly making our customers more successful.”.
I believe that most entrepreneurs today, at least in the technology domains I frequent, still work in the business (“Technician’s Perspective”), rather than on the business (“Entrepreneurs Perspective”). The Entrepreneurial Perspective sees the business as a system for producing outside results for the customer, resulting in profits.
For decades, efforts to satisfy customers have been built around demographics – capitalizing on race, ethnicity, gender, income, and other attributes. Customer personalities define customer experience, and sets what they love, and what they hate. There is no one set of exceptional experiences that will work for all customers.
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