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Most innovators don’t have a technical background, so it’s hard to evaluate the truth of the situation. And unless they have a tech background, they can’t look under the hood themselves. The answer is to engage a trusted outside source for a TechnicalReview – a deep-dive assessment that provides a C-suite perspective.
I did a presentation recently for a graduate class from The Founder Institute around getting online/mobile products out the door. But what was interesting to me was that I found myself recommending that each of them should have a technical adviser. Third party products are used appropriately. Review the code being built.
I did a presentation this week at Coloft that looked at how Non-Technical Founders can go about getting their MVP built. Investors my tell you that, but what they can look at your product on paper and tell what it does and they will understand if it can be built. And the back-end is something that a non-technical founder can manage.
Why do this without the right technical advisor? Just like attorneys, technical advisors can help navigate waters that many find murky. Actually, many startups need two kinds of technical advisors. CTO Founder – Do they really still need a technical advisor? Then, a month later, the product is still 90% done.
Many of you have read or at least know the primary thesis of “ Crossing the Chasm &# the seminal book on marketing your products to mainstream consumers by Geoffrey Moore. It influenced a generation of techmarketers. We all intuitively know this curve now but we don’t all market effectively to it.
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). Clicks are also a simple measure that you can get from basic link tracking packages.
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. Before that, I was running product at Spotrunner. Our whole product and technology team is about 500 people. Talk about the technology behind your operations here?
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.
When you’re with them lower the bar by telling them, “we haven’t shipped product yet, we have lots of decisions still to make, but we’d like to show you our prototype&# or obviously if you’re more advanced show what you have and what your roadmap looks like. Hopefully by then you’ve made good progress.
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. Before that, I was running product at Spotrunner. Our whole product and technology team is about 500 people. How big is YP.com? Louis and Atlanta.
Today’s $24 billion storage market in the US has these same key disadvantages and that was the genesis of Sam Rosen’s initial idea for MakeSpace , which I initially funded 15 months ago. ” This laughable customer experience is practically parodied in real life by the popular reality TV show, “ Storage Wars.”
Leading edge technology software and manufacturing require constant course corrections and iterative restarts. Internal services, like marketing and accounting, are more manageable and have less customer visibility. But customers are not looking yet another homogeneous product or service, so be careful. Marty Zwilling.
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.
We will have to build (or buy) technology in this area.” The thing is … what I see many sales execs do is burn up countless hours on mid-level campaigns that get torpedoed when the go up the organization due to lack of budget, a desire to own that core IP or other more pressing organization priorities.
Who are the top tech companies to work for in Los Angeles? positions on its site, ranging from software, sales, marketing, to finance. NastyGal -- which was just about unheard of a year ago -- has rocketed to a over $100M business, driven by women's clothing, shoes, and other products. The firm, based in Pasadena, has dozens of.
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. If you run product then it’s easy – VP Product.
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. My best advice is to stick to the middle ground.
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.
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.
The press around the raise & company was fantastic and the promise of their technology – wireless charging that works as easily as WiFi – would positively affect many of our lives. uBeam’s tech does work and I have safely seen it demo’d in the real life many times. Working on it. And being ambitious.
You need to first create a compelling product. 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. You need product / market fit. Product / market fit is everything.
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 was certainly the case when I invested in a small YouTube video production company called Maker Studios that recently sold to Disney for just shy of $1 billion. They point out perceived market risks, they might question the management team’s experience, they might worry about regulatory risk or incumbent competitive powers.
While many of my friends bragged about their 5 condos in Florida I kept talking about how the real estate market was in a bubble – their gains an illusion. above inflation yet in many markets in the US & Europe prices were rising at 10-25% per year. “Yeah, but there is a shortage of supply.
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. Addition of new services or product lines.
So when they spoke about character development, repeatable gaming experiences, bringing games to multiple platforms (in the industry we call this “ Transmedia “) and physical products my ears naturally perked up. TechMarket Analysis Upfront Ventures' We met in August (so much for VCs taking the Summer off!)
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?
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. You help them prioritize their objectives and review the results. You set direction.
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. My best advice is to stick to the middle ground.
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.
You’ll get sales information from your VP of Sales, marketing information from your VP Marketing, tech information from your CTO and so on. Similarly I liked to keep myself apprised of the technical decisions we were making. But as a CEO you can’t rely solely on this information.
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.
More people are focused on the beginning of the product lifecycle; very few are focused at the end.”. The end of the product lifecycle is where Murthy and Kaplan feel Ghost has “an enormous opportunity to help people be more efficient in that process,” Murthy added. Ghost is not alone in developing technology focused on inventory.
There are obvious reasons the industry has had less-than-desirable returns, including: massive over-funding of the sector, huge increases in inexperienced venture capitalists that took a decade to peter out, and the massive correction in the value of the public stock markets that closed many exit opportunities for half a decade.
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.
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. Is it one product line or multiple? ” The Details.
The entrepreneur cannot wait to show me their product via a demo. You’re the first one I’ve met who didn’t want to see our product.” I then explain that I evaluate the veracity of a product by seeking guidance from current, past and prospective users, rather than relying on a product demonstration. Don’t Demo Me Bro.
While I have some sympathy with not investing too heavily in sales people until the product has properly been tested and commercialized in the enterprise environment, in the end it’s a fact that it takes sales people to move product through large organizations. We only want software revenue.” Let me explain why: 1.
Companies like DogVacay solve a real need in the market. They can read reviews, see pictures and even talk to the family before confirming. I then clicked on reviews, looked at pictures and read the owners descriptions of what they were looking for. I told her the story of Aaron, the company, the reviews, etc.
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. This is probably because many founders are product or technology people. So I hope these posts will be useful to all and not just those who need road warriors. I only found out through customer meetings.
He taught me, amongst other things, the benefit of “ top down thinking &# that changed the way I analyzed markets, companies and people. We worked together at Andersen Consulting between 1996-99 when the markets were booming. See, Mark, in a booming market you can never tell the winners from the losers.
According to a recent Forbes article , UC Santa Barbara''s Technology Management Program offers students a superior startup education over the University of Pennsylvania (home of Wharton), as well Harvard, Northwestern and even its acclaimed southern neighbor, the University of Southern California. Want to be an entrepreneur? Techpreneurs.
Proving your Business Model Works - Build, Define, and Review But how do you prove your numbers? Start by building just enough of your product to get early CAC and CLV signals (they won’t be perfect). Finally, review the numbers with your partners. cto , infotech , innovation , product , project , saas
Like most products, I heard a lot of hype about Asana so I thought I better check it out to see what it was all about. I enjoy playing with new products and figuring out how I might use them to make my life – or the world – a better place. It might go really well on a product team or in a marketing department.
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