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Like most startup entrepreneurs, when I began my first company in 1999 I had no formal sales experience. It’s what I call “ the evangelical phase ” of a company in which you’re out trying to persuade customers that a product you’ve designed is going to meet their needs better than other solutions on the market.
Eventually you need a VP of Product to handle your product roadmap, a CTO for engineering leadership and VPs of sales, marketing & biz dev. Of if your VP Sales isn’t complaining about marketing she’s trying to get the function reporting to her. And then there’s product management. Engineering?
Was this the latest Chinese product to take off in the US? He was driven by wanting to provide a great product. How much could the new generation of entrepreneurs learn from that? While still owning the business he now does $60 million in annual sales built from nothing. Extreme product passion. What did it mean?
One of the most common questions that entrepreneurs who meet me for the first time like to ask is, “Do you miss being an entrepreneur? I thought I’d talk a bit about the differences I’ve experienced between being an entrepreneur & a VC – you know, from “both sides of the table.&#. On Being an Entrepreneur.
To be a great entrepreneur you really do need talent. You need to be great at something: technology back-end, front-end design, usability, sales, marketing, quantitative analysis, leadership –> whatever. You have to build a product that people really love. DJ’s couldn’t help but want to play his records.
The people we spoke with told us that CRM sucks, and sales people have to use this software, but don''t like to use it. Nikolaus Kimla: We started to promote the product, and saw immediately that it was rocking around the world. The manager is our buyer, but the sales people using it really like the software.
I use George Bush vs. Al Gore as allegory and I’ve been using it with entrepreneurs for years to sink in a simple point about how to communicate with the market. Most Silicon Valley tech entrepreneurs I know are more like Al Gore. Or what about your sales team? It is election season. But here’s the thing.
It also facilitates determining your proper product and market fit before your startup is under a white-hot media spotlight. Many entrepreneurs naively hire a PR firm to launch their nascent products in the hope of leveraging the firm''s industry contacts. Public relations at a startup is a sales process. Share and Enjoy.
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. But the “no sales people” mantra isn’t what I’m here to take on. I believe it’s flawed.
The entrepreneur cannot wait to show me their product via a demo. Most entrepreneurs seem confused by my reaction and often say something like: “VCs love demos. You’re the first one I’ve met who didn’t want to see our product.” GUI Fever – Entrepreneurs are often justifiably proud of their clever, clean user interfaces.
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. This benefits you, the entrepreneur. Rinse & repeat.
” I mention journalists here because they perpetuate the myth that focusing on profits is ALWAYS the right answer and then I hear many entrepreneurs (and certainly many “normals”) repeating the same mantra. The most obvious way to explain this is with sales people. Is it one product line or multiple?
Most aspiring entrepreneurs believe that a great idea alone will assure business success. Yet in this age when customers have a thousand alternatives, and are overwhelmed by a multitude of messages, sales efforts can make or break a business. No pain usually means no sales. Customers set value based on similar products found.
I spend a lot of time with startups and thus hear many companies talk about their approach to sales and their interactions with customers. Given customers & sales are the lifeblood of any organization you’d imagine everybody would respect their customers. Contrast that with a VC conversation I had.
Because market is such a broad topic, I’m restricting these lessons to PR marketing (as opposed SEO, SEM, product marketing, etc.). My general rule is that it’s good to be stealth in the early days while you’re building your product and testing your market. You need some guidelines to make decisions.
As an advisor to new hardware entrepreneurs, I often hear the myth that a business plan is no longer required to find an investor, if your idea is good enough. What you don’t realize is these famous investors only deal with entrepreneurs who sold their last company for a $100M dollars or more. You need both to survive.
And here’s an important point that I think modern entrepreneurs often forget: Investors are “co-owners” of your business. Over time you start to figure out who you customers are and how to sell to them or how to get them to adopt your products if you’re a consumer-oriented startup. As You Start to Mature.
Here’s the ultimate thing about entrepreneurism. Resources such as money, experience, statistics about your target, experienced marketing and sales talent, and especially a compelling need and attractive product are all important to the ultimate success of an enterprise. The post Entrepreneurism is all about personal risk.
Then there is the EIR (entrepreneur in residence) who is usually at a VC for a temporary period of time and other individuals such as venture partners or operating partners. The process for raising money from a VC is a sales process and as such much of what is taught in enterprise sales can be applied.
The most important advice I could give you before you set out in fund raising mode is to understand that fund-raising a sales & marketing process and needs to be managed. Somehow many first-time founders equate “sales” with something that is beneath them. In sales there are also three rules: Qualify, qualify, qualify.
I write about sales often both because it’s the lifeblood of any organization and because in my experience it is the area in which more startups are least experienced or inclined. I also write and talk about it frequently because raising capital is a part of sales and this is important for entrepreneurs to understand.
In my experience in large businesses as well as years of advising startups, I see far too much focus on product skills, and too little on people and process skills. His focus is on sales, but I see the same skills needed for entrepreneurs. Great entrepreneurs are able to think on their feet, and are always prepared.
Jim Semick: I’ve been launching and managing software products for 15 years now, going back to when you and I worked together at Expertcity before it was acquired by Citrix. I have always worked on early stage products. Some of the products I’ve helped validate and launch include GoToMyPC, GoToMeeting and AppFolio.
With the appearance of do-it-yourself services on the Internet, entrepreneur curriculums at every university, and a wealth of new books on the subject, the need for expensive consultants and business advisors has also been mitigated. Social media facilitates marketing and sales. Use freelance and work-at-home to reduce payroll.
Most technical entrepreneurs I know demand the discipline of a product specification or plan, and then assume that their great product will drive a great business. Serious investors, on the other hand, look for a professional business plan or summary first, and hardly ever look at the product plan.
Inevitably a certain number of entrepreneurs feel compelled to attend every conference. I have a really productive head of products cranking out code.&#. When you’re on the road all the time you’re not as productive. I think I know the root cause. I work hard on my flights and in my hotel room?
As a mentor to entrepreneurs, I tend to see many of the same obstacles appearing in every new startup, and since I don’t want to appear to be a downer , I’m not sure how to properly warn people ahead of time to be on the alert for these challenges. Each of these can go astray as follows: Your product or service hits unexpected snags.
There is a mythology amongst some LPs (funds that invest in VCs) and some VCs that “entry price doesn’t matter – only investing in the absolute best entrepreneurs.” You need to understand motives of buyer (talent, product, revenue, strategic purchase) and where you fit in. ” That’s b t.
In my role as a mentor to aspiring entrepreneurs, I find that most have the technical challenges well understood, but many are a bit short on some basic street smarts , or basic business realities. Most investors I know have heard many passionate entrepreneurs chanting “ If we build it, they will come ” in lieu of a credible marketing plan.
Most technical entrepreneurs focus hard on building an innovative product, but forget that an elegant solution doesn’t automatically translate into a successful business. Defining the right business model requires the same diligence as designing the right product, but the approach and skills required are different.
Many people are too cautious in sales processes and as a result when they present their solutions they end up sounding milquetoast and undifferentiated from anybody else in the market. I recently wrote about the three rules of sales. In sales we often call these USPs (I wrote about them here: Unique Selling Propositions ).
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. Technologists building cool new platforms, just because they can, won’t find investor interest.
As an entrepreneur mentor, my mission is to foster the attributes in you as a startup founder that I believe will lead to success. For example, I worked with an entrepreneur a while back who was clearly intelligent, had a great idea, and communicated well. I sometimes find entrepreneurs who highlight that their strength is “ideas.”
Entrepreneurs who experience success with their first startup are often amazed to realize that the risks and fears of doing it right the second time go up, rather than down. Encores are tough, especially in the high-risk world of startups, yet every entrepreneur I know can’t wait to start over and do it again. Eat your own dog food.
The company aims to have its first product approved by European regulators by 2023 and notching commercial sales by 2025. These products don’t get at the full potential for cellular technology according to Daan Luining, Meatable’s chief technology officer.
Earlier this month, the annual Montgomery Summit conference was held in Santa Monica, including a special portion of the conference dedicated to the Rise of the Female Entrepreneur. I see you were involved in the Rise of the Female Entrepreneur effort at the Montgomery Summit this year, tell me a little about what that is all about?
Most technical entrepreneurs I know demand the discipline of a product specification or plan, and then assume that their great product will drive a great business. Serious investors, on the other hand, look for a professional business plan or summary first, and hardly ever look at the product plan.
Most products out there suck so mom gets stuck with angst of wanting to have decorations, activities and chatzkies for other kids to take home. The honest truth is that we took on a little bit too much and so while we launched this beautiful experience we found ourselves without a broad enough set of products (skus) to drive repeat purchases.
There are many ways to project the value of a company for purposes of pricing an investment, but all rely upon the revenue and profit projections of the entrepreneur as a starting point. Sound Idea (basic value, product risk) $1/2 million. Prototype (reducing technology risk) $1/2 million.
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.
On sales I often talk about “ Why Buy Anything, Why Buy Now, Why Buy Me ” as a tool to think about a sales process. On teams I have a framework for tech teams “ CTO vs. VP Eng ” or on sales I have “ Journeymen, Mavericks & Superstars ” 5. Improving startup productivity ?
The most obvious way to explain this is with sales people. If you hire 6 senior 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 6 months. I often ask entrepreneurs to consider, “What’s your objective?
It seems like everyone wants to be an entrepreneur and get rich these days. It’s really a multi-step process, with the first step getting you from an idea to a viable product, and the remaining steps creating a sustainable business. Attend trade shows and network to find the right players and pitch your product.
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