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It’s a very important concept for me because in a startup you are constantly under pressure and have way too many distractions. 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.
You took the risk to start your company. All of a sudden you know you’re going to be judged. ” Your peer group is envious of your finally doing what they’ve always wanted to do but found it too hard to give up the golden paycheck and predictable future. They can’t wait to hear your brilliant idea.
If you’re a Web-based startup, for example, show me how many unique visitors you think you can get in the beginning, and what you’re using for an estimated conversion rate (buyers to browsers). And it’s surprising how few startup founders think in those terms. Part of those questions are around StartupMetrics.
This is part of my ongoing series on Startup Advice. 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. Large companies can be strange sometimes. Sometimes it actually does.
I find it amusing when a journalist writes an article about a prominent startup (either privately held or preparing for an IPO) and decries that, “They’re not even profitable!” Exec Summary: Most companies (98+%) in the world (even tech startups) should be very profit focused. One of them is profitability.
Something happened in the past 7 years in the startup and venture capital world that I hadn’t experienced since the late 90’s — we all began praying to the God of Valuation. How might our next phase of the journey seem brighter, even with more uncertain days for startups and capital markets? What happened? There was no money train.
The idea of “going deep” with customers has always shaped how I think. Shallow and superficial and racing from segment to segment in search of some take up has never been a strong strategic plan for me. I have written this up before if you’re interested – I call it Deflationary Economics. Business Model.
Continuing my series of posts that I’ve been collecting that live at the intersection of Startups and being a Startup CTO : Startup CTO Top 30 Posts for April 16 Great Startup Posts from March here are the top posts from May 2010. It is to out friend. Enjoyed this post? We get it! I Be specific. Tesla is not.
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. So here are some more details ….
Under the heading, “The Book On Bezos,” the callout lists ten actionable and impactful nuggets of startup advice. We don’t give up on things easily. We didn’t give up.”. “ If you’re not stubborn, you’ll give up on experiments too soon. We are stubborn on vision. We are flexible on details…. The Two Pizza Rule.
For what ever reason we’re wired to have amnesia during the run up and prescient memories of how we ‘knew it all along’ as soon as the slide begins. Once you understand both sides of the cycle you start to recognize signs of behavior during each phase. Your favorite investor told you this was a bad idea.
In a move to convert that huge pile of data into something much more meaningful, Los Angeles-based Ninja Metrics (www.ninjametrics.com) launched a new predictive analytics product for the industry. Explain what Ninja Metrics is doing? Talk about how your research led to this startup? How is it you do that?
If you want to get in better shape and haven’t read that you might start there. I started advice with the premise that no amount of exercise or food eating plan would help with long-term fitness or weight goals unless you first had a mental plan and a set of measurements to track your progress. I want to share with you how I did this.
There are very few people in Silicon Valley who have such a precise grasp on what defines success of early-stage startup companies than Eric Ries. Importantly we also discussed: should startups raise small amounts of money or large? how should you organize teams in a startup? And make sure to pick up a copy of his book.
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. Innovate In the early years of a startup there is a lot of kinetic energy of enthusiastic innovators looking to launch a product that changes how an industry works.
I’m convinced that this “me too” or incremental thinking is one of the key reasons that ninety percent of new startups fail, and most of the investors I know won’t sign non-disclosure forms, since they claim to hear the same startupideas over and over again. Marketing should begin even at the idea stage.
I received a great question via LinkedIn: I'm the founding engineer and working hard to launch my startup. What can I do to best equip myself to step up when the need to officially fill this role arises? I've previously addressed the role of a CTO in early-stages in my post Startup CTO or Developer. A skills gap will emerge.
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. Later he posted about his experience in Challenges of Startups.
So, I’ve developed the three step dance in order to help form a repeatable method of how to create a great company from an early idea. Even if you know it all – wouldn’t it be an excellent plan to try your idea out on enough actual or potential customers to measure reasonable feedback? Startingup Positioning'
There were no metrics. Him: On metrics. If we priced it based on any metrics your company would likely be worth less than 7 figures at your A round. I can’t imagine any rational investor would sign up to that. If it’s important to you wouldn’t you discuss it up front? Your A round? Objectively.
Where did the idea come from? That allowed me to take a summer to develop the new idea, and transform it into a business. Exatly a year ago was the very beginning of KarmaGoat, where I was trying to come up with something that would work as a marketplace donating items. We have a really good team that brought this site up.
But very few are talking about how to measure your results, and the right metrics for optimizing your marketing environment. Jim Sterne, who has written six books on Internet advertising, marketing, and customer service, tackled this complex world of social media metrics in his book titled " Social Media Metrics."
Let me start by saying that Clayton is one of the most influential people on my thoughts about markets that led to both the concept behind my first startup and my main theses in investing. Startup Grind was a truly awesome conference and Derek the consumate host. .” Who else does Clayton pray for? Stay Out of Jail.
I'm going to be looking at aspects like: Things to consider before building your MVP Features often overlooked when documenting an MVP for developers Understanding important metrics you want to measure Risks and challenges in developing an MVP. What's Going to Go Wrong A lot of founders don't really understand Lean Startup principles.
I recently got together with Aaron Shechet and an early stage startup to discuss the direction the company might want to take. It was a great conversation and I thought it would be a good idea to do some visible networking with Aaron to get to know him better. Any thoughts on my recent post StartupMetrics ?
I realized a while back that creating a new company for the first time is a lot like whipping up a great dinner entrée for the first time – you need a recipe, even though it may look simple. Yet you may not be so sure where to start, and how to put it all together. Emeril Lagasse is always ready to “kick it up a notch!”
In a move to convert that huge pile of data into something much more meaningful, Los Angeles-based Ninja Metrics (www.ninjametrics.com) launched a new predictive analytics product for the industry. Explain what Ninja Metrics is doing? Talk about how your research led to this startup? How is it you do that?
A startup begins with a great idea, but all too often, that’s where it ends. Ideas have to be implemented well to get the desired results. That’s why investors invest in entrepreneurs, rather than ideas. Recognizing and understanding deviations enables a startup or any business to take corrective action quickly.
Here are some recent great posts that I’ve come across that generally fall in the intersection of startups and CTOs. Of course, one of the best ideas around this is to have Negative Customer Acquisition Costs. Of course, one of the best ideas around this is to have Negative Customer Acquisition Costs. Great stuff.
As a frequent advisor to new entrepreneurs and startups, I often hear your frustration with being treated differently from other startups by investors, on expectations for valuation , traction, and market size. This is normally the domain of technologists and idea people, often using the term “disruptive innovation.”
One of the topics that came up in my post Mobile Internet Apple Facebook was around open vs. closed platforms. This issue comes up at the start of almost every new startup company in a variety of forms. Does it Make Sense for Other Startups? The same value proposition applies.
One thing I have learned the hard way in business is that implementing new ideas is usually much more difficult than conceiving the idea in the first place. That’s why I caution my aspiring entrepreneur clients against proclaiming to investors that they are a great “idea” person. For example, I have a friend with a Ph.D.
I’m over-paying for every check I write into the VC ecosystem and valuations are being pushed up to absurd levels and many of these valuations and companies won’t hold in the long term. However, to be a great VC you have to hold two conflicting ideas in your head at the same time. By definition?—?I’m The legends of Silicon Valley?—?two
What happens to careful planning, sure-fire metrics, quality test scenarios, market research, a good business plan – all in place before pulling the trigger of a new opportunity. They want to know that their money is not just being thrown at an idea that will become a trial by fire – literally. Ready, FIRE, aim. And who is right here?
Not just in measured results per second (several metric crap tonne), but in number of tests measured (~1830), number of framework permutations tested (~464), number of languages included (26), and total execution time of the test suite (67 hours, or 241 billion microseconds to make that sound properly enormous). It's lost in the noise.
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. Even the strongest relationships are often tested and broken by the stresses of a new startup.
In a move to convert that huge pile of data into something much more meaningful, Los Angeles-based Ninja Metrics (www.ninjametrics.com) launched a new predictive analytics product for the industry. Explain what Ninja Metrics is doing? Talk about how your research led to this startup? How is it you do that?
I see entrepreneurs every day who are trying to change the world with a new idea, and startups that are trying to survive their hyper-growth phase by changing processes to meet demand. Phil Buckley, in his book “ Change With Confidence ,” provides practical answers to fifty of the biggest questions that keep change leaders up at night.
The entrepreneurs I see are always talking about “disruptive innovation” ideas, but the plans I read are more often linear extensions of a current hot offering, like one more social network with the best of Facebook and Twitter, one more dating site dimension, or another “must-have” accessory for smartphones.
So I promised that I would provide a follow-up after the session. This is that follow-up and hopefully it’s useful to people outside of the session as well. Challenges I started by asking the founders in the room to tell me some of the challenges they have working with developers. Have they considered everything?
It may not be as sexy, but starting a new business which builds on an existing technology or business model is usually less risky than introducing that ultimate new disruptive technology. There are many levels of innovation that go beyond copying someone else’s idea, but stop short of pushing the leading edge (bleeding edge).
For today's interview, we caught up with Clark Landry , the chairman of GraphEffect (www.grapheffect.com), a Santa Monica company which is helping other companies to hone their advertising on Facebook. I learned quite a bit from James, who knows more about this than anyone I've ever encountered, and who came up with the idea to start this.
Although many won’t admit it, true entrepreneurs can’t wait to exit their current startup, and build a new and better one with their next great idea. For these reasons, I always look for an overt exit strategy in every startup I might consider for an angel investment. Set your startup health gauges and use them.
Image via Pixabay In my role as a new business advisor and occasional investor, I hear lots of people talking about their dreams of “someday” starting and running a new venture. They can talk with passion about their innovative new idea, and ask lots of questions, but never seem to really get started.
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