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I did a presentation this week at Coloft that looked at how Non-Technical Founders can go about getting their MVP built. Once you build it, they will now ask you about the key metrics that they need proven in order to see if you really are a good investment. " Once you have the metrics defined, it focuses your effort.
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?
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. Only one guy in the room knew – their tech lead. Customer Acquisition. Do you have a customer referral program?
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. First in late-stage tech companies and then it will filter back to Growth and then A and ultimately Seed Rounds.
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.
Entrepreneurs have no trouble focusing on how to build a product, and the good ones know how to find and nurture those first critical customers. What I’m talking about here is a level of discipline and skill necessary to collect and analyze the relevant business data, known as metrics. Customer loyalty and retention.
I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. It depends on the business, people, technologies, etc. Each situation is just a bit different.
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.
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 technologies. Review financial statements – up to 3 years if available.
It is what is commonly referred to as “vanity metrics” as in, “Look at how many more followers I got us! Customers have long included some of the biggest names in social commerce and online gaming plus startups like TopSpin, Local Response, Maker Studios, StockTwits and the like. The other major pilot customer was.
At TechEmpower, we frequently talk to startup founders, CEOs, product leaders, and other innovators about their next big tech initiative. After all, that’s what tech innovation is all about. Who are the customers? What are your key Startup Metrics ? Do you have a custom algorithm or other technology?
What are the biggest areas of technical risk? What technology research is required? What technologies will we use? What do we need to do to make sure we can survive technicalduediligence by investors and partners? What specific technical innovations might make sense? How can we address this risk?
There has been a lot of public debate over the past several weeks about whether it’s a good thing to be “gross margin positive” or not and commentary always reminds me that some people at startups don’t quite understand financial metrics or even how to think about which ones are healthy. Customer acquisition cost. That bit is easy.
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).
A closer analysis often indicates the cause to be a lack of diligence in handling common business finances. Don’t forget to add all pesky “overhead” costs, with fixed elements, like rent, insurance, and administration, and variable elements, like delivery, customer support, and commissions. This difference will kill your profit margin.
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. In those years I learned to properly build product, price products, sell products and serve customers.
Exec Summary: Most companies (98+%) in the world (even tech startups) should be very profit focused. If you had huge customer growth but just didn’t focus on revenue that’s a different story. If you spent the 3 years perfecting some hugely differentiated technology IP that may also be different.
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.
Nearly every successful tech startup I’ve observed over the past 20 years has gone through a similar growth pattern: Innovate, systematize then scale operations. 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.
Most of the entrepreneurs I meet as an investor and advisor have no shortage of right-brain thinking, showing vision and creativity, but often don’t realize that their potential is being limited by a balancing focus on results, metrics, and customer specifics. Listen to customer feedback and tune your vision.
I review these tenets with my entrepreneurial students at UC Santa Barbara at the beginning of each quarter to reinforce many of the key topics we will cover in the following weeks. Obsess About Customers, Not Colleagues Or Competitors. “We We see our customers as invited guests to a party, and we are the hosts.
A closer analysis often indicates the cause to be a lack of diligence in handling common business finances. Don’t forget to add all pesky “overhead” costs, with fixed elements, like rent, insurance, and administration, and variable elements, like delivery, customer support, and commissions. This difference will kill your profit margin.
I have been close to the tech & startup sectors for more than 20 years and I can’t think of a period in which I felt more optimistic about the innovation and value creation I see in front of us. Try charging customers for your product when you have 12 competitors giving the product away free finances by $20 million of VC.
Anyone could submit an idea, and others in the customer community could participate by upvoting and commenting on the ideas they liked best! How feature voting forums failed us And how productboard’s Portal fills the void… Remember the elation when the first feature voting forums arrived on the scene? Read more… ?? ?? ?? Read more… ??
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience continues to decline. You have to start with hiring only people who are willing and able to make serious customer service happen.
A closer analysis often indicates the cause to be a lack of diligence in handling common business finances. Don’t forget to add all pesky “overhead” costs, with fixed elements, like rent, insurance, and administration, and variable elements, like delivery, customer support, and commissions. This difference will kill your profit margin.
You get to have interesting conversations with founders and review business plans and then see how these businesses evolve over the years. " Revenue doesn't pay your bills, GM does — @msuster 2/ Founders obsess with revenue as a vanity metric. Some even grow "bad" revenue just to show growth.
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.
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.
Not so long ago, every business assumed that the keys to success were the highest quality product, the best value for the buck, and the best customer service. Now all we hear about is providing the best “customer experience.” You have to hear your customer’s dreams, goals, passions, and aspirations.
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience has not improved. You have to start with hiring only people who are willing and able to make serious customer service happen.
And NOT even because they give until death refunds if a customer is ever dissatisfied with a purchase. He says he cares most about “focusing on customers for life”. To prove that point, tonight I had the privilege of hearing him speak at Lean LA , a Los Angeles group that helps high tech start-ups build great companies on a budget.
If you are the hot-shot technical innovator that invented your solution, make sure you have an equally adept business and marketing expert to complement your skills. “If Bill Gates was the technical genius, but Steve Ballmer, from Procter & Gamble, ran the business side of the equation.
But the reality is that sellers are no longer in charge of the customer buying process. Recent reports suggest that 90% of today’s shoppers skip marketing pitches, to research online before they buy, and over 50% check user reviews before making a decision. The best way to do this is with real customer interviews.
In his classic book, “ The Leadership Capital Index ,” Dave Ulrich, a best-selling author, business consultant, and business school professor, provides some real insights and metrics on what makes up the elements of goodwill in the minds of top valuation experts. I have paraphrased his key points here as follows: Leader personal impact.
It’s always tempting to think that more product variations will satisfy more customers and lead to new sales. Unit costs are important, but don’t forget about the cash flow hit, extra storage costs, and the probability of obsolete inventory due to necessary updates or pivots. Use multiple small orders at first.
The law of large numbers, platforms that can make your company blow up unexpectedly and the trendy nature of tech markets can be deceiving. Or app companies that went viral due to spammy friend requests to download in an app store only to have a community backlash and subsequent crash. Not vanity metrics.
In the short term you need customers to find you at any price, and in the longer term you need revenue, profit, and return loyalty. In my experience, even in startups, longer-term strategy often gets pushed off the agenda due to current challenges. Hone your process for duediligence and integrating these new elements.
In his classic book, “ The Leadership Capital Index ,” Dave Ulrich, a best-selling author, business consultant, and business school professor, provides some real insights and metrics on what makes up the elements of goodwill in the minds of top valuation experts. I have paraphrased his key points here as follows: Leader personal impact.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers.
Sets goals and milestones, with metrics to track progress. They define metrics for each goal, and diligently track themselves against these metrics. Focus all initiatives around value to your customers. A business must be all about listening to customers, delivering value, and customer satisfaction.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers.
According to most investors I know, traction is some clear evidence that the “dogs are eating the dog food” – usually meaning that you have at least one customer paying full price for your solution. Another term often mentioned is “momentum,” or growing visibility and advocacy within your customer set.
Yet the value of real relationships, as with consumer customers, has become critical to your business services growth and success. In my experience, the good news is that everyone is becoming more and more comfortable with relationships via the new media and technology. Maximize online referrals and positive service reviews.
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