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Your customers know what they want more than you do. This week’s insight came from personal experience and from a good friend who advanced the notion of the “teacher-customer” years ago. The customer would be the first to receive the new functionality in a new release. Find one to teach you.
Tracy DiNunzio, Founder and CEO of Tradesy , recently shared her insights regarding the best approach for entrepreneurs to address competition. Tracy''s frank, pragmatic and somewhat controversial comments were presented as part of UC Santa Barbara''s Distinguished Lecture Series. competition''s a really interesting thing.
He presented the idea at the TED conference in the mid 90′s and was literally boo’d while he was on stage. Funny story, after Bill presented at TED (back when Amazon was still a small company) Jeff Bezos was in the audience. All of that are in this week’s episode of This Week in VC. Overture (Goto.com).
Competition. And the reality is that if you have no competition it will likely be perceived as a negative, not positive. And the reality is that if you have no competition it will likely be perceived as a negative, not positive. Leaving your real competitors off of you presentation to a VC is not recommended.
Your customers know what they want more than you do. Find one to teach you. This insight came from personal experience and from a good friend who advanced the notion of the “teacher-customer” years ago. Together we would work out solutions in the form of new functions, new controls, new reports, and new safeguards.
Your customers know what they want more than you do. This week’s insight came from personal experience and from a good friend who advanced the notion of the “teacher-customer” years ago. The customer would be the first to receive the new functionality in a new release. Providing feedback to your teacher customer.
Most entrepreneurs spend far too much time thinking negatively about competitors, and can’t resist making derogatory statements to their own team, to investors, and even to customers. As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition.
Tuesday, March 20, 2012 -- Competitive Intelligence: 007 Market Intel. Your mission, should you choose to accept it, is to estimate market size, competitive market share, how many potential customers are there, and price points. Several case studies will be presented, although the names will be changed to protect the innocent.
Most entrepreneurs spend far too much time thinking negatively about competitors, and can’t resist making derogatory statements to their own team, to investors, and even to customers. As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition.
Most entrepreneurs spend far too much time thinking negatively about competitors, and can’t resist making derogatory statements about them to their own team, investors and even to customers. As an investor, I always listen carefully to what an entrepreneur says, and does not say, about competition.
As an entrepreneur, I understand your passion when pitching your solution to investors and customers, but passion alone won’t make one more technology pitch stand out above all the rest. Good relationships are the primary basis for trust in business, leading to supportive investors, loyal customers, and effective partnerships.
Tuesday, May 25, 2010 -- TechAmerica Century City Greater LA Finance Network Group Presents: 5 Financial Strategies that will always beat your Competition. 5 5 Financial Strategies that will always beat your competition: 1. Have provable and quantifiable customer benefits 5. Invest in CPI 3.Improved
As a member of the local angel group Selection Committee, I’ve seen a lot of startup presentations to investors, and I’ve never seen one that was too short - maybe short on content, but not short on pages! Every startup needs both a business plan and an investor presentation, completed before you formally approach any investors.
And that behavior results in leaving little time for outreach to the most critical component in your chain – your key customers. During CEO roundtables which I attend regularly, fellow CEO’s analyze a compatriot’s use of time during the once-a-year personal presentations each makes in turn. But, do your customer know that they want?
My list of excuses includes: product, pricing, competition and lack of sales support. I think it works well for startups because in startups there are inherently less rules and with customers there is less clarity about your product category. This includes presentations, ROI calculators, competitive analyses and so forth.
Most entrepreneurs are quick to assert to potential investors that their product or solution will kill the competition, but unfortunately your opinion alone is not enough to convince most experienced investors. A competitive advantage to a non-problem or tiny niche is not interesting to investors.
In my own effort to keep up with the times, I just finished a new book by Landy Chase, titled “ Competitive Selling: Out-Plan, Out-Think, Out-Sell to Win Every Time.” This concept applies equally well to convincing investors to fund you, employees to join you, or customers to buy from you. Establish the competitive playing field early.
We talked with Noah about how the company grew out of a business plan competition at the University of Southern California, his recent funding from the Maverick Angels, as well as how the firm hopes to stand out among a crowded list of comparison shopping sites. Noah Auerhahn: Our difference, is we're customer centric.
Turning these into statements instead of questions provides a framework for the sales presentation from the highest levels of collateral materials and marketing support, to the salesperson on the front line. Is your product or service one that responds to a customer need, real or perceived? Why buy it?”.
Turning these into statements instead of questions provides a framework for the sales presentation from the highest levels of collateral materials and marketing support, to the salesperson on the front line. Is your product or service one that responds to a customer need, real or perceived? Why buy it?”. Why buy MINE? .
In the first part of this post I talked about how sales in a startup is often evangelical , requires as consultative sale and needs constant adjustments based on customer feedback. Or the sales decks will all be customized by your “feet on the street&# and won’t resemble the way you THINK your company is being positioned.
You can always tell during this discussion whether the entrepreneur has logged into their products, talked to their customers, read all the news stories and gotten all of the back channel info on the competition. You can tell if they have a deep-seated competitive spirit. Can’t go a mile deep on competition?
If I’m covering a company can I get evidence of what the competition is doing so the story is balanced? Do I have data or facts to present so the story has legs? You can imagine the press release, “New innovative model allows us to do audits differently than the competition!” I am a VC. I hand out money.
He has forgotten that new technologies are perceived by most customers as causing more pain than the problems they hope to eliminate. Yet we all know that many customers delay their adoption of the latest software platform, and fancy new hardware, for a year or two until all the “kinks” are worked out of them.
after all you aren’t presenting this at TED. Summary: Send the Deck Pitch decks are sales & marketing decks and like in any sales activity, any great sales person assumes his or her competition will eventually get their deck. Competition isn’t won or lost by your marketing decks?—?it’s What should be in your deck?
Customers are harder to sign than you want. You’ve got to accept customer losses as learning experiences and see how you can improve next time. You’ve got to put the competition into perspective. I presented a revised plan that I had created in 24 hours with the help of my team. Not lose your cool.
Second, some of the original employees, occasionally one or two friends of the founders, are discovered to be falling behind as more professional employees show them up to be less competitive in their jobs. So management reorganizes the structure of the organization to fit the new needs of the growing enterprise.
Much has been written recently about the requirement to focus today on the total customer experience, as a competitive edge or even for survival. The challenge I hear from savvy business owners and entrepreneurs operating on a shoestring is that providing a superior customer experience costs money.
There is nothing more pure than building a product, putting it out in the world and seeing paying customers using your product and in some cases loving it. As companies get this initial customer feedback on their product they start to have to ask harder questions about unit economics: How much does it cost us to acquire a new customer?
One of our core tasks was “market analysis,&# which consistent of: market sizing, market forecasts, competitive analysis and then instructing customers on which direction to take. There are so many ways to present data to tell the story you want that I can’t even list every way data is skewed. How is it skewed?
The recent pandemic was a strong signal for change, and I see most of you entrepreneurs and business owners responding to the business changes required and new opportunities presented. Here are some key strategies that I recommend to prompt you when changes to your business may be required: Look for a changing customer sense of value.
As a member of the local Angel group selection committee, I’ve seen a lot of startup presentations to investors, and I’ve never seen one that was too short - maybe short on content, but not short on pages! Every startup needs both a business plan and an investor presentation, completed before you formally approach any investors.
As a CEO you never stop needing to go on sales calls (or to work the phones in telesales or customer support) and ceasing to do this as your company grows because you’re focusing on investors, recruiting, PR or whatever is a mistake. I also make visits to senior level customers of portfolio companies with which I’m involved.
Your concept has to be understood by customers and investors in 30 seconds or less, and everyone needs to immediately see how awesome it would be, or that they would be nuts not to have it. I’m looking for the “hook” right up front, or I lose interest quickly, just like every customer and investor these days.
To keep you on a positive track with potential investors, I recommend the following logic principles, to balance your passion in presenting your vision of a new business: Make sure your plan includes some business metrics. For example, if you have ever watched the Shark Tank show on TV, they always ask about the cost of customer acquisition.
The elevator pitch should be the first few paragraphs of your business plan, your executive summary, your investor presentation, and the first page of your web site. Ask for time to give a full presentation, or ask for a referral to someone who can help. Unlike [competition], we [differentiation].” Quantify the market.
It’s clear things have changed for good and the need for managing remote communities of employees, customers and partners has become ever more important. In marketing materials founders often refer to their customer base as a “community”, but there’s a huge gap between having customers and creating a community.
If so, is it one critical customer or a trend? Is it time to focus more resources upon collections, credit research, or even time to “fire some customers” who continually break your rules or take up too much of your resources? A missed cash discount by your accounting department probably means that cash flow is getting tighter.
Partly out of the fact that in 1 week I depart for England to speak at LeWeb, attend our DataSift board meeting and generally make myself available to the DataSift team to meet their customers, partners and employees. In Rob’s spare time he always seems to be going to a boxing class or some other competitive, physical activity.
TechCrunch Europe ran an article in November of last year that European startups need to work as hard as those in Silicon Valley and I echoed the sentiment in my post about the need for entrepreneurs to be maniacal about their businesses if one wants to work in the hyper competitive tech world. Our first big institutional round was $16.5
Those selling property want to present ready-to-inhabit homes for a quicker turnaround and to lower the barrier to sales. That’s presented an opportunity for developers (or as they are more commonly called in the US, property investors) who buy up those properties and put in the work themselves to make them more sales-friendly. .”
As a member of the local Angel group selection committee, I’ve seen a lot of startup presentations to investors, and I’ve never seen one that was too short - maybe short on content, but not short on pages! Every startup needs both a business plan and an investor presentation, completed before you formally approach any investors.
Amarillo’s advice is consistent with my comments in the Startup Competition ; get to know your competitors on a personal basis, while appearing as innocuous as possible. Be vigilant and keep your eyes on your competition, especially when they are dealt their hands. The same is true with poker. Seven Card Entrepreneurial Stud.
Are you working with or selling to a particularly important competitor to your target customer? Dropping that name will often immediately draw a response if the decision maker is curious or particularly competitive. Let me reinforce this: never reveal competitive information to gain access or advantage. But what power.
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