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We are in the age of outsourcing, by any of many popular names, including subcontracting, freelancing, and virtual assistants. He is regarded by many as the number-one authority on virtual staffing and personal outsourcing, and is himself a successful entrepreneur based in the Philippines. Be flexible.
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. We also spoke about technology systems in the perspective of global competition. Some money out of every investment. No minority shareholder.
We are in the age of outsourcing, by any of many popular names, including subcontracting, freelancing, and virtual assistants. He is regarded by many as the number-one authority on virtual staffing and personal outsourcing, and is himself a successful entrepreneur based in the Philippines. Be flexible.
In addition to paying the consultant, you must invest time to educate them. In many instances, it is difficult to gain an adequate return on this time investment, as the knowledge transferred is lost once the consultant moves on to their next client. Fallacy: An entrepreneur’s two most precious assets are time and money.
We are in the age of outsourcing, by any of many popular names, including subcontracting, freelancing, and virtual assistants. He is regarded by many as the number-one authority on virtual staffing and personal outsourcing, and is himself a successful entrepreneur based in the Philippines. Be flexible.
We are in the age of outsourcing, by any of many popular names, including subcontracting, freelancing, and virtual assistants. He is regarded by many as the number-one authority on virtual staffing and personal outsourcing, and is himself a successful entrepreneur based in the Philippines. Be flexible.
We are in the age of outsourcing, by any of many popular names, including subcontracting, freelancing, and virtual assistants. He is regarded by many as the number-one authority on virtual staffing and personal outsourcing, and is himself a successful entrepreneur based in the Philippines. Be flexible.
Rejecting the paint-by-numbers approach to corporate communications deployed by most marketing executives, Brad has embraced unconventional guerilla marketing tactics to help establish his venture capital firm, Foundry Group, as a thought leader in early-stage tech investing. companies should… focus on building amazing products. Just be you.
With services, scaling the business often implies cloning yourself, since you are the intellectual property and the competitive advantage. For example, both need to provide exemplary customer service, build customer loyalty, and provide real value for a competitive price. You have no shelf life, so you can’t make money while you sleep.
It’s the whole basis of my investment philosophy, which I call “ The Entrepreneur Thesis.&#. I had my sales teams telling me we needed certain features to be competitive. The former was outsourced, the latter was our own team. This benefits you, the entrepreneur. It takes options off of the table.
The first thing to remember is that banks only do loans – they don’t do equity investments like angels and venture capitalists (and vice versa). You have to get past how great the product is to address clearly what your business rationale is, why it is different from the competition's, and why it will succeed.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. That’s why investors say they invest in people (bet on the jockey, not the horse), rather than the idea. The industry veteran.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. That’s why investors say they invest in people (bet on the jockey, not the horse), rather than the idea. The industry veteran.
► August (1) Invest in Transparency & Active Communication ► July (1) The Fear of Success ► May (2) Optimized for Speed = 30% Waste Happy 1st Birthday Rubicon Project! Outsourcing ► April (1) GoogleClick - Who owns your cash register? I have been outsourcing to India since before it became popular.
In these days of global competition via multiple channels, you need continuous marketing to find more customers. Trade shows and conferences can produce hundreds of new qualified leads for your business, as well as build relationships with industry leaders, outsourcing vendors, and potential partners. They won’t find you.
Typically some production and delivery is outsourced, requiring formal contracts and documentation. Even if you are not requesting outside funding, I would expect a clear process for sourcing and managing the investment you plan to apply. No mention usually means no plan and not competitive.
Strategic partnerships in this context can take the form of joint ventures, intellectual property licensing, outsourcing agreements, or even cooperative research. The information exchange from day-to-day interactions of engineers and marketers will drive you enhance your own processes to be more competitive. Think about the future.
Most new business owners I know feel the challenges of not enough time, money, and resources, and see these as problems rather than a competitive advantage. Foster experiments that don’t require major investments, rather than “big bang” solutions. Outsourcing of manufacturing is another option.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. That’s why investors say they invest in people (bet on the jockey, not the horse), rather than the idea. The industry veteran.
Typically some production and delivery is outsourced, requiring formal contracts and documentation. Even if you are not requesting outside funding, I would expect a clear process for sourcing and managing the investment you plan to apply. No mention usually means no plan and not competitive.
The first thing to remember is that banks only do loans – they generally don’t do equity investments like angels and venture capitalists (and vice versa). You have to get past how great the product is to address clearly what your business rationale is, why it is different from the competition's, and why it will succeed.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. That’s why investors say they invest in people (bet on the jockey, not the horse), rather than the idea. The industry veteran.
In reality, it doesn’t take a huge investment of money and time to build a prototype today. With a realistic prototype, you can get more accurate feedback from customers on their real need and what they might pay, before you invest millions on the final product. Time is money, and may be your primary competitive advantage.
Strategic partnerships in this context can take the form of joint ventures, intellectual property licensing, outsourcing agreements, or even cooperative research. The information exchange from day-to-day interactions of engineers and marketers will drive you enhance your own processes to be more competitive. Think about the future.
With services, scaling the business often implies cloning yourself, since you are the intellectual property and the competitive advantage. For example, both need to provide exemplary customer service, build customer loyalty, and provide real value for a competitive price. You have no shelf life, so you can’t make money while you sleep.
Common choices include manufacturing in-house, outsourcing, off-the-shelf parts. Competition. Investors look for a sustainable competitive advantage, like a patent. A viable and investable business model is one of the first things you need to highlight in your business plan. Production. Distribution.
Typically some production and delivery is outsourced, requiring formal contracts and documentation. Even if you are not requesting outside funding, I would expect a clear process for sourcing and managing the investment you plan to apply. No mention usually means no plan and not competitive.
With services, scaling the business often implies cloning yourself, since you are the intellectual property and the competitive advantage. For example, both need to provide exemplary customer service, build customer loyalty, and provide real value for a competitive price. You have no shelf life, so you can’t make money while you sleep.
In reality, it doesn’t take a huge investment of money and time to build a prototype today. With a realistic prototype, you can get more accurate feedback from customers on their real need and what they might pay, before you invest millions on the final product. Time is money, and may be your primary competitive advantage.
Common choices include manufacturing in-house, outsourcing, off-the-shelf parts. Competition. Investors look for a sustainable competitive advantage. A viable and investable business model is one of the first things you need to highlight in your business plan. Be specific on sales channels and marketing initiatives.
Common choices include manufacturing in-house, outsourcing, off-the-shelf parts. Competition. Investors look for a sustainable competitive advantage. A viable and investable business model is one of the first things you need to highlight in your business plan. Be specific on sales channels and marketing initiatives.
In reality, it doesn’t take a huge investment of money and time to build a prototype today. With a realistic prototype, you can get more accurate feedback from customers on their real need and what they might pay, before you invest millions on the final product. Time is money, and may be your primary competitive advantage.
Competitive advantages are rapidly vaporizing on these. Outsourcing and manufacturing “offshore” have become the norm. With e-commerce, Internet, and smartphone apps, anyone can be an entrepreneur today for a few hundred dollars, without a huge investment, bank loans, venture capitalists, or angels.
In reality, it doesn’t take a huge investment of money and time to build a prototype today. With a realistic prototype, you can get more accurate feedback from customers on their real need and what they might pay, before you invest millions on the final product. Time is money, and may be your primary competitive advantage.
Others hire consultants, or outsource much of the real work. In his book, “ Out-Executing the Competition ,” seasoned executive Irv Rothman provides tips to corporate executives on how to dig in and “get their fingernails dirty.” Clean hands won’t out-execute the competition for long in any business. Marty Zwilling.
Strategic partnerships in this context can take the form of joint ventures, intellectual property licensing, outsourcing agreements, or even cooperative research. The information exchange from day-to-day interactions of engineers and marketers will drive you enhance your own processes to be more competitive. Think about the future.
I’m sure you can think of better examples, but here are some comments that we have all heard from people who are trying to avoid accountability before the fact, who are setting themselves up for failure: “I’d love to start a new company, but nobody will invest in me.” Exceeding customer expectations is my competitive advantage.” “I
I’m sure you can think of better examples, but here are some comments that we have all heard from people who are trying to avoid accountability before the fact, who are setting themselves up for failure: “I’d love to start a new company, but nobody will invest in me.” Exceeding customer expectations is my competitive advantage.” “I
They come to me wanting to know first, will I invest myself? Okay, then will I connect them to someone who will invest? When I get funded,” the entrepreneur thinks, “I can build a prototype, hire a development team, go to market, scale more quickly, and beat my competition.” Those often don’t occur simultaneously.
Others hire consultants, or outsource much of the real work. In his new book, “ Out-Executing the Competition ,” seasoned executive Irv Rothman provides tips to corporate executives on how to dig in and “get their fingernails dirty.” Clean hands won’t out-execute the competition for long in any business. Marty Zwilling.
Competitive advantages are rapidly vaporizing on these. Outsourcing and manufacturing “offshore” have become the norm. With e-commerce, Internet, and smartphone apps, anyone can be an entrepreneur today for a few hundred dollars, without a huge investment, bank loans, venture capitalists, or Angels.
Competitive advantages are rapidly vaporizing on these. Outsourcing and manufacturing “offshore” have become the norm. With e-commerce, Internet, and smartphone apps, anyone can be an entrepreneur today for a few hundred dollars, without a huge investment, bank loans, venture capitalists, or Angels.
I’m sure you can think of better examples, but here are some comments that we have all heard from people who are trying to avoid accountability before the fact, who are setting themselves up for failure: “I’d love to start a new company, but nobody will invest in me.” Exceeding customer expectations is my competitive advantage.” “I
The first thing to remember is that banks only do loans – they don’t do equity investments like angels and venture capitalists (and vice versa). You have to get past how great the product is to address clearly what your business rationale is, why it is different from the competition's, and why it will succeed.
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