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The market was down considerably with public valuations down 53–79% across the four sectors we were reviewing (it is since down even further). ==> Aside, we also have a NEW LA-based partner I’m thrilled to announce: Nick Kim. IRRs work really well in a 12-year bull market but VCs have to make money in good markets and bad.
I did a presentation this week at Coloft that looked at how Non-Technical Founders can go about getting their MVP built. The second bullet, getting feedback from customers is most often not valid either. And the back-end is something that a non-technical founder can manage. It had a passionate group of 50 people attending.
This is final part of a series that describes a sales methodology for technology companies or frankly many other types of companies, too. You know exactly when you want to sell to this customer and presumably it’s this quarter! Which customers to target: Elephants, Deer or Rabbits ? Unique Selling Proposition.
That doesn’t mean that entrepreneurs should ignore business and market realities, under the assumption that success is a random phenomenon. Don’t forget to consider customer alternatives, like trains versus airplanes. Find a recognized billion dollar and growing market. Check for intellectual property barriers in your way.
You need to do the duediligence to make that decision before you sign away your equity. As a former startup investor, I was often involved with duediligence on founders, and I felt that founders should do the same on co-founders, as well as investors. The same benefits also apply to a joint venture.
When polled 88% of marketing professionals said they couldn’t accurately measure the effectiveness of their marketing campaigns and the majority said lack of ROI measurement is their single greatest frustration with social media (Forbes). The other major pilot customer was. End of story. Or Likes – LIKES!
The second is that the retailers were constrained by their high costs of local real estate and service staff relative to the costs of centralized warehouses where goods could be stacked high, sorted by robots, managed by RFIDs and then shipped via overnight to eager, cost-conscious customers across the US. 10x the experience.
One of the largest concentrations of technical talent in Los Angeles is in Glendale, at YP -- staffed with a surprising number of Los Angeles startup vets. Our whole product and technology team is about 500 people. Talk about the technology behind your operations here? What''s your background and how did you end up at YP?
You’ll be able to give them an update on key hires, pilot customers, key tech innovations – whatever. Note that “performance&# on my chart is a loose term for my definition of perceived progress that can take the form of product, customer adoption, employees, investors, press or whatever. Dots produce bubbles.
Leading edge technology software and manufacturing require constant course corrections and iterative restarts. Customer-facing services, like call centers, should rarely be outsourced. Internal services, like marketing and accounting, are more manageable and have less customer visibility. Marty Zwilling.
He is not a technical person, but is somewhat web savvy. It's the same as when I've created financial models and then have it reviewed by a hard-core CFO, sophisticated investor or similar kind of expert. This should be an iterative process with advisors and customers providing feedback on the product. Founder : Umm.
This is the mysterious and dreaded duediligence process, which can kill the whole deal. Some entrepreneurs do very little to prepare for duediligence, assuming all the talking has already been done, and the business plan and results to-date tell the right story. Visit reference customers, partners, and vendors.
One of the largest concentrations of technical talent in Los Angeles is in Glendale, at YP (www.yp.com) -- staffed with a surprising number of Los Angeles startup vets. Our whole product and technology team is about 500 people. Talk about the technology behind your operations here? Louis and Atlanta.
They will often run all of the daily reports into them covering off for finance, sales, marketing, biz dev & HR. Many times they also pick up product and tech, too. Often times you find the CEO who really just likes to do product or tech. Similarly I talk to CEOs who can’t do a sales pipeline review with me.
If you’re a technology startup you need to excel at product, of course. But being best-in-class at online marketing is also a sine qua non to standout from your peer group. The starting point of product IS marketing, which is what a lot of young entrepreneurs that never studied business don’t realize.
There’s an article making the rounds in tech circles titled “ Growth Hacking is Bull ” written by Muhammad Saleem. I actually really enjoyed many of the points Muhammad made about marketing in general and I found myself nodding through the entirety of the article except for it’s core premise.
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. Nascent startup markets are like fine wine, they take time to develop.
Companies that have leveraged technology to make the procurement and delivery of food more accessible to more people have been seeing a big surge of business this year, as millions of consumers are encouraged (or outright mandated, due to Covid-19) to socially distance or want to avoid the crowds of physical shopping and eating excursions.
Clearly in an enterprise customer this is unlikely. We will have to build (or buy) technology in this area.” If they’re not buying you need to be marketing to them not selling to them. She might gladly tell you who gets decisions made, who is a pain in the arse, who is super technical, etc.
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. In my opinion no amount of clever marketing or chest beating at conferences can create a market if you don’t have an amazing product to begin with.
controlling your psychology ) you no doubt have heard me say that raising capital is a sales & marketing process. Building models to evaluate the deal and/or reviewingcustomer files, company financials, business plans, etc. If you’ve read any of my ongoing series on fund raising from venture capitalist (episode 1?— ?controlling
You’ll get sales information from your VP of Sales, marketing information from your VP Marketing, tech information from your CTO and so on. By going on sales calls you pick up directly the feedback of what customers want and also what they’re telling you about competition.
If your startup is great enough to get a term sheet from angel investors or a venture capitalist, the next step for the investor is to complete the dreaded duediligence process. Some startups do nothing to prepare for the duediligence process, assuming the people and business plan documents will speak for themselves.
This is the mysterious and dreaded duediligence process, which can kill the whole deal. Some entrepreneurs do very little to prepare for duediligence, assuming all the talking has already been done, and the business plan and results to-date tell the right story. Visit reference customers, partners, and vendors.
I pointed out that the storage market in the US alone is ~$30 billion / year and there is no dominant provider — the largest player has < 10% market share. So how did a company that provides storage grow so fast (we’ll exit 2017 with 10’s of millions in recurring revenue), why is it so defensible and is it really a tech startup?
All parties need to perform duediligence to ensure that the assumptions are correct, that neither partner has financial issues which could affect the partnership, and that the opposite partner has the skills to contribute to the partnership. Access to new markets. Access to new technologies. Is it by committee?
Traditional marketing says you have to “push” your message out to customers, over and over again, to get you remembered. A more effective approach in today’s Internet and interactive culture is to use “pull” technology to bring customers and clients to your story. Refresh it often. Skip the Flash videos. Make it fast.
And of course the most successful technology companies: Google, Facebook, Salesforce.com [duh], Oracle, Microsoft all have loads of sales people. The most important way to sell a product for an early-stage business (or frankly any stage) is to have strong referenceable customers. How do you get referenceable customers?
The main thrust of the post is that with YouTube taking a 45% of revenue and talent taking 70% of the remaining revenue, YouTube Networks didn’t have sustainable businesses unless they invested heavily in technology as a tool to increase margin and provide defensibility. That is the definition of Disruptive Technology.
The New York Times recently ran an article titled, “ Tech Companies Leave Phone Calls Behind.” Tech Companies most certainly do take calls. But only from customers. That’s because you are not their customer. The customer are advertising agencies and brands themselves. Let me explain: 1.
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 summarize the key elements of the transformation as follows: Customers are seeking control in a run-away world.
It surprises me that anybody would buy a car without this data because as most people know MSRP on cars is mostly an irrelevant data point used for marketing purposes. “Invoice price” is an equally meaningless marketing tool. It got me thinking about the tech industry. But I digress. They want to be ballers.
A while back I wrote a bunch of posts on Sales & Marketing and have been meaning to get back to that theme for a while. I see way too many startup founders who don’t have experience in selling and probably don’t feel that comfortable going to customers and asking for orders. I only found out through customer meetings.
Whenever a VC assesses a potential investment opportunity, they attempt to match the entrepreneur(s), their solution, and intended markets with a pattern they have previously encountered. It represents a deal in which the management team has deep domain expertise and the venture’s value proposition has been market validated.
As a consumer, I rarely pay attention to your marketing pitch, but I certainly always remember a exceptionally positive total experience with your team, based on a memorable set of interactions from first contact to discussions with friends. Incent and reward employees who delight customers. That approach still is meaningful today.
But if you level up , raise capital and grow customers, revenue and staff – life changes. Eventually you need a VP of Product to handle your product roadmap, a CTO for engineering leadership and VPs of sales, marketing & biz dev. The “span of control” for a growing tech startup is probably 6-9 people.
Exec Summary: Most companies (98+%) in the world (even tech startups) should be very profit focused. As I like to say, “If you’re really on to an enormous idea then other people in the market are going to spot that and want to compete with you. You may have leverage when you DO need to fund raise. ” The Details.
As a logical and data-driven business advisor, I have long focused on facts, technology, and quantifiable pain in guiding entrepreneurs. I now offer the following additional guidelines for how to attract customers and position your product: Find the latest social trend, or even create it. Highlight benevolence to customers and society.
Because of the rapid pace with which Venture Capitalists review investment opportunities, they must employ pattern matching techniques which include identifying common fundraising deal breakers. A version of this article previously appeared on Forbes. Such deal breakers come in a variety of colors and styles.
Chris Dixon is one of my favorite people in tech and writes one of the few blogs I read religiously. If you don’t read it and you care about tech & entrepreneurship, you should. He’s thoughtful about markets, investors, products and is always very well reasoned in his arguments. West Coast”).
Every technical entrepreneur is an early adopter of technology, so naturally they build things with people like themselves in mind. Unfortunately, for most solution markets, early adopters represent only 10 to 15 percent of the total opportunity, so it’s easy to get mislead on the real requirements of mainstream customers.
How does it meet customers’ needs? One way to approach that last question is to use this simple model: Customer Acquisition Cost (CAC) How will your business reach prospects? Customer Lifetime Value (CLV) How much money will your business generate from each converted customer? What does the business do?
How might our next phase of the journey seem brighter, even with more uncertain days for startups and capital markets? And then in the late 90’s money crept in, swept in to town by public markets, instant wealth and an absurd sky-rocketing of valuations based on no reasonable metrics. What happened? People were building.
In the Ad Tech world PS revenue often means providing “media services” as a value-add to using your product. This might mean helping customers buy traffic, arb’ing deals, helping with RTB pricing or trading, etc. Minimize Any Custom Work That Will Not Feed Back Into Your R&D. rollout support. configuration.
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