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Most technology startups seem to be funded by product people or business people. Specifically what is often not in the DNA of founders are sales skills. The result is a lack of knowledge of the process and of sales people themselves. My first startup was no different. Sales people: Are motivated by cash.
Like most startup entrepreneurs, when I began my first company in 1999 I had no formal sales experience. I did have the wherewithal to visit potential customers and try to understand the pain points that I thought could be solved with our solution. This is a very important to do when you first start a company.
In my first enterprise software company we developed a methodology for sales that we called PUCCKA. Having a methodology instead of just going on random sales visits helped force a bit of rigor and honesty amongst team members about how well or not we thought we were doing. The best sales meetings are discussions.
I spend a lot of time with startups and thus hear many companies talk about their approach to sales and their interactions with customers. From these meetings you can really tell the leaders that care deeply about their customers and those the look down on them. Starting with a positive. You’d be very wrong.
The era of VCs investing in successful consumer Internet startups such as eBay led to a belief system that seemed to permeate many enterprise software startups that hiring sales or implementation people was a bad thing. But the “no sales people” mantra isn’t what I’m here to take on.
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!” The most obvious way to explain this is with sales people. One of them is profitability. You may have leverage when you DO need to fund raise.
One of the questions I’m most often asked by CEOs is how to hire sales people. I’ve written a lot about recruiting and hiring at startups including my controversial post on whom not to hire and my rapid response to the flame war. Clearly in an enterprise customer this is unlikely. It’s too strategic.
When you work inside a startup with lots of clever and motivated staff you’re never short of good ideas that you can implement. Each one incrementally sounds like a good idea, yet collectively they end up punishing undisciplined teams. That channel deal that you thought would take no times ends up burning scarce calories.
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. The idea of “going deep” with customers has always shaped how I think. I found myself in violent agreement with Fred’s blog post(s).
In a VC business when you raise additional capital you need to “level up” and act the round you are. I’d say 20% of startups I see level-up early after their A round. These are important leveling-up activities but the CEO is often still up at 10pm f **g around with QuickBooks entries.
There are certain topics that even some of the smartest people I talk with who aren’t startup oriented can’t fully grok. It’s common cocktail party chatter to hear people confidently pronounce that some well known startup is sure to blow up because, “How could they succeed when they’re not even profitable!”
Hyundai Motor Group said it will jointly develop an electric vehicle platform with Los Angeles-based startup Canoo, the latest startup tapped by the automaker as part of an $87 billion push to invest in electrification and other future technologies. Hyundai Motor Group has committed to invest $87 billion over the next five years.
One of the vivid memories I have from being a startup CEO is the feeling that most people in your company have a look in their eyes that like they can do your job as well as you. But if you level up , raise capital and grow customers, revenue and staff – life changes. How hard could it be? You set direction.
When you first start your company and raise initial venture capital your board probably consists of 1-3 founders and 1-2 VCs. Most experienced VCs won’t push you to give up founder control at this stage of the business nor should they. As You Start to Mature. In the Early Days. Mentorship.
Young startups claim they are going to change the world, large companies that dominate that sector scoff at how low quality these new entrants are, until l ike frogs boiling in water they come to the realization that “this s**t is real.” Luddite dealers started petitioning state governments to make TrueCar illegal.
Postmates is now rolling out what could be the biggest update to the company’s service in a long time — adding a retail option for users to shop local stores and for local merchants to set up a virtual on-demand storefront in the app. We started the test in Venice Beach in Abbott Kinney… that’s where you’d find the best coverage.
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.
Yet in this age when customers have a thousand alternatives, and are overwhelmed by a multitude of messages, sales efforts can make or break a business. In fact, I believe modern entrepreneurs need to be super sales people, in the most positive sense, to their team as well as customers. No pain usually means no sales.
Having the best solution is a good start these days, but a solution alone is no longer enough to keep customer attention and loyalty. The challenge is to transform and hardwire your entire team to think in these terms, rather than the default focus on distinct towers of product quality, closing the sale, or fixing a complaint.
I was never into spicy foods growing up but after living in the UK for nearly a decade and having so much great Indian food around me all of the time I developed more of a taste for it. I moved back to the US and after a stint in Palo Alto moved to LA where I started to notice Cholula sauce at some of the best Mexican restaurants I visited.
Very few investors understand this and even fewer startups. When you’re an early-stage business every dollar matters and because many startup teams these days are very product & technology centric they often miscalculate the importance of PR. So does the enemy who is fighting for the customer to choose another vendor.
Today’s customers are much more in control of their buying decision, as they have more choices and more information than ever before. Bloom’s classic book, “ The New Experts: Win Today's Newly Empowered Customers.” Great startups manage to continually improve the relationship through outstanding follow-on support and service.
Today’s customers are overloaded and overwhelmed by too much information, so making a decision is a challenge. You may think this is only important to your marketing and sales people, but in reality it doesn’t matter how great your product or technology might be, you won’t succeed if you don’t understand your target customer decision process.
I often describe “chutzpah” as being able to skate right up to the line of acceptability without crossing over it. Years ago I started using the term “politely persistent” to remind people that you still need to be likable even if you have gumption. It’s your job to persist. Nothing beats a warm intro.
Today, one of the companies that is supplying produce and other items both to consumers and other services that are in turn selling food and groceries to them, is announcing a new round of funding as it gears up to take its next step, an IPO. ” I don’t doubt that he means it.
Making money on livestreams has never been easier thanks to a suite of tools from the Los Angeles-based startup Maestro , which just nabbed $15 million in financing to grow its business. But what started in the gaming world quickly spun out as the company slashed prices to $500 per month for its services.
The most important advice I could give you before you set out in fund raising mode is to understand that fund-raising a sales & marketing process and needs to be managed. Somehow many first-time founders equate “sales” with something that is beneath them. In sales there are also three rules: Qualify, qualify, qualify.
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. This world changes rapidly, and needs a professional with experience in digital and conventional media to keep up. Sales Professional. Staffing Professional.
With the advent of the Internet, social media, and instant communication via texting, customer expectations for service, as part of their entire customer experience, have changed. They expect you to be there, to know their history as a customer, and to treat them with priority and respect.
Yet, as a business consultant, I often find minimal focus on improving employee engagement and assessing their customer-facing performance. For example, I commonly see metrics to keep track of revenue per employee, overtime, and absenteeism, but I don’t often see measures of overall customer satisfaction with individual employees.
In reality, a simple Excel spreadsheet model customized around your assumptions can save you hours and avoid a wasted expense in validating alternative vendor and marketing decisions. For maximum value with the least effort, focus on only the “what ifs” that are the highest priority in your mind for your own startup.
Startups are hard. You join teams that got good write-ups on TechCrunch, have great VCs, have star CEO’s, whatever. ” Who cut you in on their bonus because even though you’re “just an sales engineer” they know you really deserved more credit for this deal. We tell startup stories.
seems like an unlikely place to grow one of the next billion-dollar startups in the booming Los Angeles tech ecosystem. But it’s here in the (other) Valley’s southernmost edge that investors have found a startup they consider to be the next potential billion-dollar “unicorn” that will come out of Los Angeles.
Thus, financial projections for up to five years are a necessary element in every business plan. Per the words of an old country song, “if you don’t know where you’re going, you will probably end up somewhere else.” If you are losing money on every unit, it’s hard to make it up in volume. Forecast sales-volume expectations.
The link-in-bio business is heating up as more mobile website builders compete for a coveted slice of real estate on a creator’s TikTok, Instagram or Twitter. Linktree has been around since 2016 and has more funding than its up-and-coming competitors. Now, Snipfeed enters the ring with its own $5.5 Image Credits: Snipfeed.
So why is online video such an attractive market to build a startup? These markets represent about $600 billion of total spend between them, leaving tons of opportunities for startups to disrupt and grow large. But a market in which every network competes to sign up the largest talent by throwing rev share deals at them is also stupid.
A common pain of startups after an exhilarating first surge of early adopters is a long and frustrating plateau of slow growth, where it seems like nothing you do will get your business to profitability. Others do far too little, assuming the viral effect and word-of-mouth will soon kick in, and sales will suddenly grow exponentially.
I’m convinced that this “me too” or incremental thinking is one of the key reasons that ninety percent of new startups fail, and most of the investors I know won’t sign non-disclosure forms, since they claim to hear the same startup ideas over and over again. Collaborate with experts and people with experience.
For our interview this morning, we talked with David Wood , the Founder and CEO of Eventene (www.eventene.com), an early stage startup, bootstrapped startup developing event management software. David--a veteran of Microsoft, having been the lead developer of Microsoft Exchange--tells us why he started his company.
” She grew up in Houston and went on to attend Stanford and major in engineering. The company Winters was working for sponsored her MBA to Harvard Business School, and it was there that she came up with the idea for Upgrade. One of Britney Winters’ goals is to “live a less tangled life.” The company, which raised $1.7
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. Don’t be afraid to test your ultimate entree on customers.
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.
Many passionate entrepreneurs fight to add more features into their new products and services, assuming that more function will make the solution more appealing to more customers. Focus is the art of limiting your scope to the key function that really matters for the majority of customers. It’s tough for an elephant to be agile.
If you need to know how to do something, just look it up online. My message today is to avoid the consultant stigma by signing up to do the job, not just talk about it. There are a myriad of ways to make this happen in the world of startups. Share the everyday life of the startup team you are working with.
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