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After working many years in business, both in large companies as well as startups, I’ve realized that you can learn more from peers and mentors than from any formal education program. Of course, nothing beats learning from your mistakes , but that’s a painful and very time-consuming journey.
In billing we literally started thinking about all of the types of bills that would be generated for customers: full payment, partial payment, split payment, senior discount, student discount, level pay plan, etc. The wisest mentor I ever had was Ameet Shah , my partner on several projects. I started by doing billing systems.
and of course a relentless pursuit of helping founders succeed. So mostly we just had to listen to customer feedback from founders, VCs and LPs. The core of the investing job of course is investing dollars into startup companies and helping as a mentor, advisor and board member on the companies in which you’ve invested.
At VT KnowledgeWorks we screen prospective clients for their Market opportunity, for the Magic that they offer to their prospective customers, and for the Moxie displayed by the start-up team. There is a growing fellowship of special-case start-up programs operated by closely-knit, permanent groups of angel-mentors.
He shared tons of information about how how they were using marketing to quantitatively make marketing decisions at HauteLook and acquire customers for prices that were far cheaper than similar companies. Natural mentors – a desire to help. I instantly hit it off with Greg because we was a fountain of knowledge.
As the school year kicks off for college students, one of the big tasks of the year is buying books for their courses. What our site does, instead, is it integrates directly with a student course schedule, so you can just enter your course, and it automated the process of buying all of your books simultaneously.
I acted as the occasional mentor, advisor and coach to Ethan. And because I wanted Ethan to be able to attract a great team, build & iterate a product, test it with initial customers and refine his strategy before having to take the wrappers off of his company. The company was called Red Beacon. So there you have it.
Most of our mentors are people who have been successful entrepreneurs and investors, who have been there, and understand how to get a company to the next sage. Matt Stodder: The most important thing is to understand their customers, and who they are going after. Blake Caldwell: We believe heavily in customer in customer development.
As a long-time mentor and business advisor, I find it ironic that many look only to friends for advice. They forget that friends tell you what you want to hear, while good mentors tell you what you need to hear. When the message is the same from both, you probably don’t need the mentor anymore, but you always need the friend.
Of course I’m not preaching crazy, irrational spend or having Kid Rock at your next company party. You can do them all yourself, of course. You’re the coach, mentor, cheerleader. And while this might sound to the inexperienced person like a sensible idea – it is not. But at what cost?
In my experience working with startups, the best approach these days is to find and use a good mentor (been there, done that). Of course, mentoring is not new – it’s been the favored way to learn arts and crafts since way back in the middle ages. But I assert that mentoring in business is making a comeback.
I admit that I haven’t yet read it but I’ve had numerous discussions with Brad over the years about board structure & conduct and consider him a mentor on the topic. So we first turned to solve the question of how to better meet the needs of our growing customer base of large brands and media companies.
And that person has almost certainly chosen specifically to be a startup lawyer over serving other types of customers because he or she enjoys working with entrepreneurs. See there are tons of people who play the role of mentor in their own capacity. When everything went up-and-to-the-right of course they loved their VCs.
It goes without saying that if you find yourself in a really negative headspace PLEASE reach out to any trusted mentor, friend or family member. He produced a very detailed analysis of his customer base and which would be affected. Of course that doesn’t change the outcome, but it’s the humane thing to say.
As a mentor to startups, I see more startups that are really an individual professional, marketing themselves as a consultant or freelancer in this new gig economy. Of course, entrepreneurs delivering services have existed for some time, including business consultant, independent contractor, and freelancer titles.
Of course, if you want to be in that number, or you want that number to go up, you have to know how to locate potential investors who fit your profile, requirements, and expectations. Identify customer executives who need your solution. Reach out to your biggest fans for investor leads.
Once you are able to achieve some real “traction” with your business (paying customers, revenue stream), it may seem the time to relax a bit, but in fact this is the point where many founders start to flounder. The key is to make decisions from data and feedback, once your business has real customers and real products.
There is nothing more inspiring than seeing the results of your mentoring and leadership. Truly satisfied customers are a joy to every business person. Maybe it’s that first customer testimonial, or that first congratulations from someone you respect, or seeing your story in the newspaper. Your solution fills a real market need.
Of course, such actions are equally applicable to businesses at any stage. You may focus only on Facebook, and missing customers who expect to see you on Instagram and YouTube. Get interactive with online users and customer feedback. Publishing your content is positive, but responding to customers online multiplies your impact.
In fact, as a mentor to entrepreneurs and an investor, I recommend that entrepreneurs avoid using the term disruptive with investors, since many see it as implying extra high risk, a long time for payback, and extensive marketing to build the new market. Look for sizable customer populations unattractive to incumbents.
In my own business career, many years as a business advisor, and mentor to aspiring entrepreneurs, I have validated the following strategies to practice and guide you. A broken process or a subtle quality issue can generate a flood of customer satisfaction problems, cost overruns, and loss of market share. Then pick the best one.
Yet I find, as a mentor and outside consultant, that many of you focus only on working conditions and compensation as the key factors determining team engagement , health, and productivity. by Donna Cutting, who is a globally-recognized guru on employee culture and optimizing customer service. Emotional stability. Social interactions.
Others are really marketers out to make money fast, and believe that they can entice customers to any offering. Of course, discovering your entrepreneur type is only the beginning. Ultimately, most get the best help from business advisors and mentors. External forces (competitors and customers). Some are very positive.
As a mentor, my mission is to recommend actions that can strengthen your image with investors and peers, as well as help you get the startup job done. Of course, these must always be balanced with winning business practices for maximum value. Focus on customers and people over profits and ego. billion buyout.
The creators of the renowned StartupWeekend — a place where random ad hoc teams work frantically for 54 hours to build a demo of a new business and then complete for fame and fortune — have picked up where StartupWeekend left off and have birthed a new course for entrepreneurs who need to level up called StartupWeekend Next.
As a long-time business advisor and mentor to entrepreneurs, I consistently find that the most thriving businesses are people-centric, and those team members create the best processes, rather than the other way around. Leaders who focus on team communication are also more successful in dealing with partners and customers.
Our founder, Yves Sisteron, was my mentor and board member at my first startup. Neither is very strategic nor in the best interest of either set of customers that VCs have (portfolio companies & LPs). They have trust, short-hand communications, know each other’s strengths & weaknesses, etc. Writing a book will be fun.
In addition, today’s customers judge a company by perceived people relationships through social media, phone conversations, and sales experiences. Of course, some balance is required. Customers demand more engagement and flexibility. In the end, engagement drives customer retention, sales, growth and profit.
Many entrepreneurs I have mentored make big mistakes in this area, by hiring low-cost friends and family, with minimal skills or training, and expecting them to have the same work ethic , passion, and business knowledge as the founder. Direct customer-facing non-technical roles should be the last ones outsourced.
However, just as Uber pushed its way into recalcitrant East Coast cities because of intense customer demand, the TMP marshaled a critical mass of the University''s resources due to tireless student activism and the resoundingly positive feedback (and donor dollars) from the parents of TMP graduates. All-Star Alumni. Am I biased?
How-to get that guy as your mentor - Gabriel Weinberg , September 20, 2010 Forming a couple of good mentor relationships can help bridge the gap between startup failure and success, especially for first-time entrepreneurs. But how do you actually get the right people to be your mentors? Want to start up in France? It’s simple.
Great marketing is required to generate revenue and grow every business, especially new businesses which have no brand recognition nor loyal customer base. Yet, as a business consultant, I still find many of you business leaders relying primarily on your technology, word-of-mouth , or location to attract necessary customers.
I often think of the scope of this example in my role as mentor to a struggling entrepreneur who is quick to blame his problems on employee mistakes, or even changing customer expectations. You are in the best position to take the initiative to address growth, emerging technologies, and changing customer needs.
When I heard a friend and business mentor say, “Your startup won’t fail if you don’t quit,” I realized that every entrepreneur should adopt “never give up” as their mantra. Of course, they may be out of money as well, but that is often more of an “excuse” than a reason. So why do most startups fail?
In my role as mentor to business professionals, I often get the question about your potential of going out on your own as an entrepreneur, versus your current role of working for a boss at an established company. Most importantly, you have to deal with customers, and understand their wants and needs.
As a mentor to startups, I see more and more startups that are really an individual professional, marketing themselves as a consultant or freelancer. Of course, entrepreneurs delivering services have existed for some time, including business consultant, independent contractor, and freelancer titles. Marty Zwilling.
Of course, as you work with contract players, explore the potential for a long-term relationship, and wait until your organization matures to pursue career positions. Freelancers and consultants have to demonstrate results, without training and mentoring, so they can help you more quickly and probably at a lower total cost.
In my experience as a business mentor, one of the biggest challenges I see is a failure to focus. Here are the key elements that I look for as an entrepreneur mentor, as indications of a top level of focus: Willing to share your personal story to build credibility. Documented business objectives and a timeline.
As an advisor to technical entrepreneurs, the most common mistake I see is the “If we build it, they will come” approach with no sales plan, under the assumption that the technology is so spectacular that customers will buy the product. Effective value propositions are quantified and personalized for each customer or target segment.
One of the most frequent questions I get as a mentor to entrepreneurs is “How do I find the money to start my business?” Of course, every alternative has advantages and disadvantages, so any given one may not be available or attractive to you. Negotiate an advance from a strategic partner or customer.
As a mentor to aspiring business owners. The tougher question is whether you are also wise, in the sense of cultivating the right relationships, understanding team dynamics, and keeping to the correct side of the ethical line to maintain the trust of team members and customers alike. Be willing to adapt quickly as conditions change.
The market is changing so fast these days, and if you are not planning a solution today for tomorrow’s customers, you may be setting yourself up for failure and don’t even realize it. There are many free generalized tools, including Google Trends , which can be used to track customer behavior in looking for things that don’t exist yet.
As a mentor to aspiring entrepreneurs, I often feel the frustration of someone trying to build a startup in the wrong place and time, and wrongly attributing their struggle to personal limitations. You need partners, mentors, and investors who can complement your own resources to make it a win-win for all involved.
How can you beat finding someone who has been there and done that, able to mentor Gen-Y, has lots of connections to people in your industry, and is often willing to work for equity alone? Customer Service. Most actually have the time and inclination to help you, rather than compete with you. Angel Investor. Interim Executive.
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