This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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.
Me: At what price? Him: It wasn’t priced. So you did raise with a price. It’s just a maximum price. Him: But when I raised my first round we didn’t know how to price the company. There were no metrics. How will you price the next round? Him: On metrics. We raised a seed round.
2 preamble issues having read the comments on TC today: 1: I know that the prices of startup companies is much great in Silicon Valley than in smaller towns / less tech focused areas in the US and the US prices higher than many foreign markets. You can be pissed off, but I don’t set prices. That’s stupid.
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.
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.
It’s a conversation that creeps up from time-to-time. For a combination of reasons I didn’t end up talking with the CEO in time and the company quickly became over subscribed. They might want you to start lean. This post was prompted by an email exchange I had with a young entrepreneur. That’s OK, too.
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. LEAN STARTUP MOVEMENT. INNOVATOR’S DILEMMA. He’s awesome to learn from. Business Model.
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 ….
Here are some recent great posts that I’ve come across that generally fall in the intersection of startups and CTOs. They have a related post: Designing startupmetrics to drive successful behavior | For Entrepreneurs , but I think that looking at my StartupMetrics post provides a bit broader set of metrics to consider.
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.
As a tech startup grows it needs to develop more process & management if it is to scale. Some objections are real and they end up becoming changes to your product, your service plan or your pricing / bundling. More experienced sales leaders seldom compete on price. It is tacit knowledge.
I promised to do this post as a follow-up to the session to provide additional links and information. 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. The real reason to build an MVP is to do early tests of key StartupMetrics for the business.
In addition to being a thought leader within the Lean Startup Movement , Steve is also a professor at Stanford and Berkley. And then they said one thing that most marketers go their whole career never hearing, 'Listen Steve, price is irrelevant, it is speed that matters.' The first thing I did was raise our prices.".
At our mid-year offsite our partnership at Upfront Ventures was discussing what the future of venture capital and the startup ecosystem looked like. This happens slowly because while public markets trade daily and prices then adjust instantly, private markets don’t get reset until follow-on financing rounds happen which can take 6–24 months.
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. Here is my selection of ten key metrics that every six-sigma joint like GE tracks without thinking, but too many small businesses only monitor haphazardly, if at all: Sales revenue.
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. Today you have funders focused exclusively on “Day 0” startups or ones that aren’t even created yet. By definition?—?I’m two founders in a garage?—?(HP
I work with a lot of startups. I start to notice when bad behavior creeps into the system as a whole. The minute you try to monetize now they have metrics with which to beat you up and say you’re business has limitations.” They would prefer you always move up-and-to-the-right. Again, all true.
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!”
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. As the end of the year approaches, it’s a good time for every startup to assess the metrics, technology, and platforms they’re using to manage the business. Customer loyalty and retention.
Yesterday, I was talking to a startup founder about their MVP and they said something that finally got me to write this post: "I have a few investors interested but they want to see a product." If you do build the MVP and show it to them, they will ask you about your metrics. They really want metrics, not a product.
My friend Ethan Anderson put it best to me after the panel, “You probably shouldn’t have been up there. I wrote about it here (mostly starting at point 7) and Chris Dixon wrote a great post about it here. So in the past we needed VC to really get a startup going. I said almost nothing in the 30 minutes.
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.
As a startup, you need to use your limited resources to excel at a few core things for your best customers, in order to stand out and get the momentum going. Pick a single metric that is the focus for all growth. Customers today have adapted to a fast-moving world, and they expect every business to keep up. Less is more.
They decide to wake up early to read the materials. In town board members also only scan it because they, too, have morning meetings before the board meeting starts. The meeting starts. It probably starts late. If you put up 5 slides on “what should we order for lunch today” the board will spend 30 minutes debating that.
When you see startups like SpaceX and Pinterest grow from a low valuation to a billion dollars in just a few years, it’s easy to assume that if you just keep doing what you are doing, you can get there as well. Of course, that means a mindset willing to give up much more equity, and taking on a whole new level of risk.
For this morning's interview, we spoke with Los Angeles-based Halla , a venture backed startup, focused on personalized recommendations for the food ordering industry. We spoke with CEO and co-founder Spencer Price to learn more about the company. Spencer Price: That's a fair question. The company has raised $1.9M What is Halla?
Our marketplace is organized like a used item marketplace, like Amazon or eBay, or Craiglist, in that a seller lists an item, picks a cause, and sets a price. 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. Where did the idea come from?
I asked some of the same questions I ask in my Free Startup CTO Consulting Sessions and then I get to a very common conversation: Me : Do you have specs? In fact, let me provide an important warning: If you create these documents, don't have input from a technical resource, take it to a development shop and they provide you a price.
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. The number of startups being created has increased by an order of magnitude. Thank you, Aaron Sorkin! Some will pay off, others will not.
Many startups fail before reaching that magic “cash-flow positive” position they have been striving for, despite seemingly reasonable financial projections. Always use a break-even analysis to measure what volume and price are required to offset total costs. A startup must ensure that the payments are collected per agreed terms.
Many startup businesses – tech or otherwise – fail. Trying outrageous new things or even trying mundane things but in new ways but with extreme quality & innovation is what fuels the tech startup industry. But today I want to give you advice on how to decrease your odds of failure in a startup.
Young entrepreneurs and startups, in particular, often remain naively unfocused, despite their passion, of what it takes to provide the high-quality service expected. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it. Yet the average perception of customer experience has not improved.
As a bonus, the “quick read&# eBook and Kindle editions are priced as “singles&# at only $2.99 Each book is dedicated to one subject: Startingup, raising money, positioning for success, growing your business, building great boards, protecting your business, managing your workforce, and finally – cashing out.
Almost every early-stage startup who has approached investors for funding has heard the innocuous sounding rejection “I love your idea, but come back when you have more traction.” A graph that shows a hockey-stick “up and to the right” curve with at least three data points per key indicator is a great visual assist.
It''s a line from an old movie "Field of Dreams" which is still leading to the demise of too many startups, led by entrepreneurs who really started their business to build an exciting new product or service. Of course, for a price, there are many marketing organizations and gurus willing to come to your aid.
In fact, he’s personally started 34 businesses and run 17 of them. He started a car washing business as a way to be able to drive other people’s fancy cars. So while it started more about finding solutions to get him driving cars more or logging airline miles he also focuses on big, industry-changing ideas.
By definition, every startup is predictably unpredictable, since new solutions have no proven track record, startups are usually building a new market, and the world around them is changing faster than ever. The market changes faster than your startup. The money runs out before revenues start.
That should make you wonder - how do you measure traction in a metric? While thinking about the parameters of traction, and how to measure it, I was impressed with a new book, “ Scaling Lean: Mastering the Key Metrics for Startup Growth ” by Ash Maurya, a serial entrepreneur, and creator of the one-page business modelling tool Lean Canvas.
It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals. In most companies, maintaining momentum requires the right strategic partners and acquisitions, in lieu of short-term price adjustments and special sales.
I love cars--I grew up in SoCal, and my father was really into cars, and didn't have sons. How long has the site been around, and when did it start? Tara Weingarten: We're starting our third week. Tara Weingarten: We had no metrics when we started, and even now, we had a big week with 1900 uniques on one day.
The top 10 companies only make up 45 percent of the entire space. In the last few years, we've seen a spurt of activity where technology has started to penetrate the industry, and has started to change it. Scott Cannon: We started in 2012, when it was basically a couple of people on a telephone and the yellow pages.
" Revenue doesn't pay your bills, GM does — @msuster 2/ Founders obsess with revenue as a vanity metric. But if you raise at too high a price you make it harder to raise next round. But if you want to add some in the comments section on Medium and I’ll make sure to read them.
I was speaking recently to the team at NuOrder , an LA-based company we’re an investor in about “realism in startups” — an impromptu talk I have given to any of our portfolio companies who ask. I prefer to compete more with other startups than with giants. Mission driven, commercially focused. Early stage.
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. Risk is more manageable with subscriptions and even freemium pricing. Use metrics to measure results of marketing initiatives. Marty Zwilling.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content