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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. 4 times / 100 means if a customer uses your app frequently (say 10-20 times / day) then they are crashing nearly every day.
That’s how you would feel if you ran your company without a dashboard containing relevant metrics that drive your company. Email readers, continue here…] Metrics should be created by you and your managers to measure near real time progress for your enterprise. These measures of progress must be fresh and meaningful.
This is part of a series on sales & marketing. I previously covered how early phase sales teams should be “evangelical&# and consultative in nature. The first post on scaling sales dealt with “aiming&# your sales teams – making sure they were focused on the right opportunities.
That’s how you would feel if you ran your company without a dashboard containing relevant metrics that drive your company. Metrics should be created by you and your managers to measure near real time progress for your enterprise. These measures of progress must be fresh and meaningful. Positioning.
Yet, as a business consultant, I often find minimal focus on improving employee engagement and assessing their customer-facing performance. 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.
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. I found myself in violent agreement with Fred’s blog post(s).
The most obvious way to explain this is with sales people. If you hire 6 sales reps in January at $120,000 / year salary then you’ve taken on an extra $60,000 per month in costs yet these sales people might not close new business for 4-6 months. “COGS” represents the amount that each sale costs you.
Steve's first question was, “Who are our customers?" I) took the 300 latest cards, personally wrote a questionnaire and called 300 customers. SuperMac's main customer base were color desktop professionals. All of a sudden I now had customers telling what market, how to reach them and what applications are important.
Selecting the right sales channels is one of the first strategic decisions that every startup faces. Hidalgo recommends a focus on engagement stage indicators including customers by channel, conversion ratio, and cost per revenue. Understanding culture is paramount, but measuring results is even better. Lead-stage content performance.
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. Around 2006, they opened up a sales office here, with a couple of guys talking to the film and games business. Editor's note: you can see Image Metrics "Emily" demo on their web site ).
As startup entrepreneurs we all want to work with them because having their name as reference clients makes it so much easier for marketing, PR, selling to other customers, fund raising and even recruiting. While I’m a huge believer that sales bonuses should always be uncapped, I think capping PBW’s is a good idea.
Most struggle with the idea and practice of marketing and sales, and see these as a necessary evil, if even required. A great resource for all is a new book by Drew Williams and Jonathan Verney, “ Feed the Startup Beast: A 7-Step Guide to Big, Hairy, Outrageous Sales Growth.” Focus your resources to convert prospects to customers.
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.
Our interview today is with Amos Schwartzfarb , the author of Sell More Faster: The Ultimate Sales Playbook for Start-Ups , which comes out tomorrow, Wednesday. We caught up with Amos to learn about his new book, and to gain some tips for startup entrepreneurs on how to figure out when you're actually ready to scale your sales team.
The Most Important Metric. Near the conclusion of our discussion, I asked each CEO to name any non-obvious metrics by which they guide their businesses. 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.”.
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. Word of mouth is not adequate for marketing and sales.
Obsess About Customers, Not Colleagues Or Competitors. “We We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.”. You can be customer-focused or competitor-focused. Be Simpleminded.
Sometimes we measure things and see that in the short term they actually hurt sales. But we do it anyway, because we believe that the short-term metrics probably aren''t indicative of the long term.”. We know this is a feature that’s good for customers. Let Your Competitors Chase The Quick Buck. You have to use your judgment.
Selecting the right sales channels is one of the first strategic decisions that every startup faces. Hidalgo recommends a focus on engagement stage indicators including customers by channel, conversion ratio, and cost per revenue. Understanding culture is paramount, but measuring results is even better. Lead-stage content performance.
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.
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.
This site aggregates and filters content from thought leaders who talk about topics such as Marketing , Sales , Design , Revenue , Hiring , Social Media , Business Models , Metrics , PR , Venture Capital , Angel Investors , Bootstrapping , Incubators , Agile and many others.
Too many business owners still think of “ customer support ” as an after-sale process to rectify customer problems with completed transactions. With the advent of instant communication and social media, customer service starts at the first hint of interest by you, and never ends for repeat customers.
That’s how you would feel if you ran your company without a dashboard containing relevant metrics that drive your company. and great, relevant metrics? Email readers, continue here…] Metrics should be created by you and your managers to measure near real time progress of your enterprise. The post Go ahead!
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.
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. Word of mouth is not adequate for marketing and sales.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. Set milestones and meet them. Ownership. Value creation.
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.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. Set milestones and meet them. Ownership. Value creation.
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. Ask every employee to focus on sales. Aggressively enter new markets and sales channels.
I agree with the classic book by Ros Taylor, “ Creativity at Work: Supercharge Your Brain and Make Your Ideas Stick ,” which outlines some key psychological impediments to creative business thinking and change: Just use the data metrics. Even good decisions today will require adjustments as the environment or customers change.
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. Ask every employee to focus on sales. Aggressively enter new markets and sales channels.
Every new business I know dreams of building momentum in their business, where growth continues to increase, customers become your best advocates, and employee motivation is high. Unfortunately, with limited resources, this isn’t possible, and it frustrates customers and the team. Focus first on finding more of the right customers.
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.
Major innovation, with major payback, requires real change, addresses a major pain point, and hits a large customer segment who can pay. You may be a product expert, but have little experience with running a business, or marketing, or sales. For example, smart entrepreneurs look for recognizable patterns in disconnected domains.
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. As an investor, I would like to see one month of sales, and see how that compares to your projections. Customer acquisition cost.
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?
They are tasked with “getting deals done” so they race around talking to tons of potential partners inking anything from channel sale deals , product integration, international distribution agreements, co-marketing arrangements, M&A discussions, etc. Here’s how it goes: You have a business development group with two people.
Switch your focus from product development to sales. Explosive growth to an enterprise normally requires a scalable sales model, a well-documented process with incentives, training, and metrics for tracking and management. Of course, customer relationships, and penetration into new market segments are also critical elements.
Selecting the right sales channels is one of the first strategic decisions that every startup faces. Hidalgo recommends a focus on engagement stage indicators including customers by channel, conversion ratio, and cost per revenue. Understanding culture is paramount, but measuring results is even better. Lead-stage content performance.
This is not an article about the high moral purpose and the nobility of listening to your customers. It is an article about how to make your company worth a fortune by listening to your customers. It gives the best customer experience of any phone. Listen to your customers and grow rich. Why does Google dominate search?
I was on an airplane 2-3 times / week meeting potential customers, investors, employees, business partners and the press. I stayed up late every night after a day of meetings doing email until 3am so that I didn’t feel out of touch with our product and sales pipelines. I scheduled runs with teammates and even with customers.
." Revenue doesn't pay your bills, GM does — @msuster 2/ Founders obsess with revenue as a vanity metric. Payback periods on customer acquisition way more important to you in the near-term. Some even grow "bad" revenue just to show growth. Things happen, people tire, sometimes tragedies.
Every entrepreneur’s first priority should be the alignment of interests across the range of constituents required for success – partners, investors, customers, vendors, and employees. If you have had to pivot from the consumer market to enterprise customers, that requires new pricing models and new sales channels.
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