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If you have a softwaredevelopment background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe.
If you have a softwaredevelopment background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe.
deliver profitable revenue that while on gross margins of 50% vs. software at 85-95% it is still profits to help you cover fixed costs. You don’t want to run the risk that having a PS business that takes your eye of off the ball of growing a large software business. That is the software business. rollout support.
As organizations we have become more open and I believe this is great for businesses and their customers. We spent time out in the marketplace talking with customers, looking at their solutions, comparing ourselves with our competition and then squirreling ourselves away in our offices designing our next set of features.
I've previously addressed the role of a CTO in early-stages in my post Startup CTO or Developer. for a Lead Developer: How much will it cost to build what we need to build? for a Lead Developer: How much will it cost to build what we need to build? How can I control costs but effectively get stuff developed? Accounting?
The second bullet, getting feedback from customers is most often not valid either. Even with these, you will have paper-tested your MVP, but the reality is that customers will not be able to assess the value to them until they actually use it. The real reason to build an MVP is to do early tests of key Startup Metrics for the business.
Key Functions with High Impact Generative AI is revolutionizing sales by enabling dynamic pricing and personalized customer interactions, boosting conversion rates and customer satisfaction. Post-sale, AI analyzes customer data to improve service and loyalty, making it a cornerstone of modern sales methodologies.
The era of VCs investing in successful consumer Internet startups such as eBay led to a belief system that seemed to permeate many enterprise software startups that hiring sales or implementation people was a bad thing. We only want software revenue.” How do you get referenceable customers? I believe it’s flawed.
If you have a softwaredevelopment background like mine, Im sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe.
One customer assumed that poor usage rates at a particular station was due to a lack of EVs in the area, Terry recalled in a recent interview. Demand for ChargerHelp’s service has attracted customers and investors. ChargerHelp takes a workforce-development approach to finding employees. Powering up.
NEOGOV , which has quietly built an enterprise software company supplying human resources software to the government and public sector. Currently, we have over a thousand customers, with customers ranging from anywhere from 100 employees to clients with more than a 100,000. In the past, we had been a one product company.
Now, more than ever, government agencies in the US and abroad are lousy startup customers. I am not a government contracting expert. Some startups opt to partner with larger companies which have pre-established relationships with government customers. The Downside Of Government Contracting.
Most every business can take advantage of continuing, recurring revenues from its customer base. We immediately recall the razor and blade analogy to illustrate the point when planning product development and release. Sometimes, products are designed to make all of their profit upon the recurring revenues from supplies or support.
In the initial phases of any new market you’re developing a product (hopefully with a minimal set of features), getting feedback from customers, refining your product based on user feedback and then re-launching your product. Markets develop for a complex set of factors that are often beyond all of our control.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Conflicting visions won’t work.
Ask your customer why you lost. I had been competing to win a contract at Thames Water, the largest water company in the UK. They were looking for a collaboration tool to manage all of their large water development projects. I was to tell noone until the contract was signed. Make sure you learn your lessons from losses.
As noted in Pour and Stir Part I , the key to the successful execution of this strategy is managing the following equation: The cost to acquire a customer < lifetime value of a customer. Decreasing Your Customer Acquisition Costs. This is equivalent to being handed a free customer for every ten customers you acquire.
If you have a softwaredevelopment background like mine, I’m sure you often get questions about when to outsource, versus building the solution in-house. Outsourcing is defined as contracting the work to another company, usually located in a developing country, like India, China, or Eastern Europe.
Ask your customer why you lost. I had been competing to win a contract at Thames Water, the largest water company in the UK. They were looking for a collaboration tool to manage all of their large water development projects. I was to tell noone until the contract was signed. Make sure you learn your lessons from losses.
I suggest looking for painful problems to solve, rather than “easier to use” or “nice to have” solutions, for customers with money. Customers line up to believe and buy from people who are viewed as leaders or experts relative to a specific solution. Collaborate with customers to tune your solution.
At Inverted Software we often help our clients manage offshore and onshoredevelopment teams. Our proprietary processes and unique experience helps us evaluate and correct softwaredevelopment practices that have proven inefficient and instill practices that insure productivity and success.
If you had huge customer growth but just didn’t focus on revenue that’s a different story. And when you’re looking at even earlier-stage companies (as VCs do) you might be even more focused on customer growth than revenue growth. million in revenue three years later is, “So effing what?” Not necessarily.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Similar values and goals.
Whether it’s a killer software or physical inventory, don’t leave yourself open to a major loss or legal claim with no protection. You will need this granularity not only for successfully managing your business, but also when preparing for funding pitches and during investor duediligence. Legal Expertise.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Similar values and goals.
The company--which is in the business of operating a content delivery network (CDN) to accelerate the delivery of web graphics, multimedia, applications, and more to end users-- recently disclosed it more than doubled its revenues in 2012, and has grown to over 230 employees--all due to a huge amount of demand for CDN services by its customers.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Similar values and goals.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Similar values and goals.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Conflicting visions won’t work.
I had been competing to win a contract at Thames Water, the largest water company in the UK. They were looking for a collaboration tool to manage all of their large water development projects. The initial contract was worth about $500,000 and the whole value of the contract would have been worth a couple of million over the years.
Application developers once considered their products as licensed in what would closely be allied to a single sale. Can you convert your model without losing your customer base? We immediately recall the razor and blade analogy to illustrate the point when planning product development and release. Call it the Netflix effect.
The United States is now a debtor nation to China and that the bill is about to come due. Equity-Only CTO and Equity-Only Developers - SoCal CTO , November 1, 2010 I had a recent email dialog with the founder of a company looking for a CTO for their startup. Was it a Startup Founder Developer Gap ? But I don’t think so.
Traditionally, these between a rock and hard place problems have been solved with a limited pool of expensive options – usually associated with long contracts and high billables for “MBA quality” work. What if you could combine the flexibility of outsourcing with the quality level of highly skilled strategists?
PG&E shut down over 550,000 customer accounts on Wednesday, affecting what some have estimated to be as many as 2.5 It's unknown what the financial arrangement by PG&E and Esri looks like, or if the ability to handle the millions of people hitting the site is part of an existing contract between PG&E and Esri.
Stacy Stubblefield: We do two factor authentication, which basically means we send text messages with the codes you get when you log into a web site or even when you're just registering for a website. What enabled you to get that first customer on board? We were really focused on customer acquisition. How did the company start?
With his wealth of business experience and expertise as a top economic development consultant, he confirms my own view that the top five myths in starting a new business commonly include the following: You have to be able to do every job in your business. Partner with experts who share the risk. It’s the execution that’s hard.
If one of your core values is exceeding your customer expectations for quality and service, and your potential partner ascribes to the low cost, high profit mantra, a successful partnership is highly unlikely over the long-term. Look at the big picture first of development, finance, and marketing/sales. Conflicting visions won’t work.
Most employers, due to fear of lawsuits, will only confirm employment data and give you positive feedback over the phone. If you already have some technical people on board, like softwaredevelopers, and need a new manager, you supply the candidates based on credentials, and let them do initial interviews and make recommendations.
Most employers, due to fear of lawsuits, will only confirm employment data and give you positive feedback over the phone. If you already have some technical people on board, like softwaredevelopers, and need a new manager, you supply the candidates based on credentials, and let them do initial interviews and make recommendations.
As a rule, you need to review your burn rate every month, and manage it every day. Another one to avoid cash burn for softwaredevelopment is a contract for percent of future revenue. This will equate to 2 working founders (taking no salary), hiring a 5-person development team for a year.
As a rule, you need to review your burn rate every month, and manage it every day. Another one to avoid cash burn for softwaredevelopment is a contract for percent of future revenue. This will equate to 2 working founders (taking no salary), hiring a 5-person development team for a year.
For our interview today, we have an interview with Gabe Grifoni , CEO and founder of Rufus Labs (www.getrufus.com), which has has developed an Android-based, wearable device which is aimed at use in the enterprise, warehouses, and factories. Plus, they don't collect data, and use really old, limited software. That's a huge step.
We slowly realized that Microsoft’s value went far beyond his technical contributions, due to his connections with key softwaredevelopers and relationships with hardware manufacturers who could make the PC revolution universal. Build connections with key customers and competitors.
Way back in the early eighties, I was privileged to be part of the original IBM PC development team, led by Don Estridge. The culture of a large technology company is to rely on internal development or large, stable, and proven external vendors. Internal legal reviews and required new processes were slow to finalize.
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