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Like most startupentrepreneurs, when I began my first company in 1999 I had no formal sales experience. This is a very important to do when you first start a company. But before you achieve product / market fit you’re often in “consultative sales” mode where your objective is to tease out customer needs.
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 just assign out tasks to all of us.
Now we tackle the more difficult and subjective task of placing a value upon those startups that don’t fit into that mold. For those of us who’ve invested in early-stage companies, especially technology startups, we have confronted a universal problem. There is nothing wrong with changing the five tests to meet individual needs.
Many startups now go through accelerators and have mentors passing through each day with advice – usually it’s conflicting. There are bootcamps, startup classes, video interviews – the sources are now endless. Because I’ve asked more than 100 VCs similar questions I start to notice patterns in thinking.
I use George Bush vs. Al Gore as allegory and I’ve been using it with entrepreneurs for years to sink in a simple point about how to communicate with the market. Partisan rancor aside, we had just come off a boom decade – especially in tech – and many people at the start of the election thought Al Gore was a shoe in.
I had been thinking a lot about this recently because I’m often asked the question of “what I look for in an entrepreneur when I want to invest?” In the comments section a clever question popped up about whether I would have invested in myself before I became an investor. So I did, in fact, invest in myself.
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. I have had this discussion with many a first-time entrepreneur.
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.
How to define “success” for a startup? After speaking with many entrepreneurs over the years, each defines success in his or her unique way. To some it is financial security, building a base of wealth created from the increased value of the enterprise at the end point of sale or at an IPO. Vision, risk and capital, oh my!
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.
Recently I wrote a post arguing to make the definition of a Startup more inclusive than that to which Silicon Valley, fueled by Venture Capital return profiles, would sometimes like to attach to the word. Most of what I think about startup communities came from mentorship by Brad Feld through hours of private discussion and debate.
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!”
My initial reaction to Adeo when we spoke was that while it may have solved some issues (debt versus equity) it didn’t solve the ones that I’ve been warning entrepreneurs about most loudly. A standard entrepreneur retort I heard back then (2008-09) was “I don’t know what my company is worth now.
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. There are just as many bad entrepreneurs who do bad things.
One of the hardest things for most entrepreneurs to know is how hard to push in situations where people tell you “no.” ” But then again most entrepreneurs fail. I often describe “chutzpah” as being able to skate right up to the line of acceptability without crossing over it.
Preparing for the game… If you have been following our recent insights, you’ll be up to speed knowing that professional investors negotiate tough terms, from provisions of control over asset acquisition, eventual sale of the company, future investments, forced co-sale when others attempt to sell their shares and more.
For starting relationships today that won’t pay off for a year. It’s the entrepreneur’s equivalent of “ 10,000 hours.&#. It is a piece of actionable advice that if you put into practice starting next week will start paying dividends in the near future. Talented brand sales people?
I spend a lot of time with startups and thus hear many companies talk about their approach to sales and their interactions with customers. Given customers & sales are the lifeblood of any organization you’d imagine everybody would respect their customers. Starting with a positive. You’d be very wrong.
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. Funding is depleted before customer sales ramp up.
Most aspiring entrepreneurs believe that a great idea alone will assure business success. 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. No pain usually means no sales. Hardly anyone mentions selling principles.
One of the hardest decisions entrepreneurs make when they start a company and raise outside capital is figuring out what an acceptable “burn rate” is. That is, how much should your company be willing to lose in cash every month as you make investments in staff and equipment that funds technology, sales, marketing and management.
Dave’s note: This week we welcome guest author, David Friedman, to tell us about his favorite startup CEO, and his take after interviewing her – asking for her list of attributes for startup success. . I met Kirsten Mangers several years ago after she successfully sold her startup, Webvisible. By David Friedman.
Thus smart business professionals are rapidly becoming the new entrepreneurs. 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. For existing trained professionals, it’s an opportunity to become an entrepreneur.
Many first-time entrepreneurs have grown up digital natives so have a really good intuitive feel for technology & design but don’t yet have the business basics down. . I’m not talking only about a sales call, getting past the assistant or anything like that. Phone calls. How Can I Help?
He first came to see me in 2008 when we was raising money for his 1st startup – NextMedium. As more consumers were skipping commercials the idea of authentically integrating brands into media seemed obvious to me and ended up informing a lot of my investments in 2009 and 2010. Startup DNA. The idea immediately resonated.
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.
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex custom development project, usually costing a million dollars or more. Almost anyone can start a company today on a shoestring budget, following these cost-cutting recommendations: Establish a solid legal structure for your business.
I often advise startup companies not to try and pin all of your brand equity into an announcement. It’s something you must earn over time by living up to the name you define. We are trying hard to live up to the guidelines we laid out for our investors, our portfolio companies and our community. It would be out of sync.
I write about sales often both because it’s the lifeblood of any organization and because in my experience it is the area in which more startups are least experienced or inclined. I also write and talk about it frequently because raising capital is a part of sales and this is important for entrepreneurs to understand.
I have long advised startup companies that if you don’t control your messaging somebody else will and your potential customers will form impressions of you shaped by somebody else or by nobody at all. My starting salary was $27,000. I can’t make this up. I have published many of these PR Tips before. ” F**k.
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. Startup Grind was a truly awesome conference and Derek the consumate host. The numerator (return) encourages more sales, which is fine.
It starts with sharing the opportunity and upside. Think of startups and early stage businesses whose entrepreneurs you know. We should think of the creation and growth of a high valued company as the sum of three parts, with three distinct classes of participants helping to make real value out of a raw start-up.
Most aspiring entrepreneurs understand that you can’t build a business if you won’t commit to delivering a product or service, but many are hesitant or refuse to commit to any financial forecasts. Thus, financial projections for up to five years are a necessary element in every business plan. Forecast sales-volume expectations.
In my role as a mentor to aspiring entrepreneurs, I find that most have the technical challenges well understood, but many are a bit short on some basic street smarts , or basic business realities. Thus I often recommend that before you kick off your own business, you join another startup or existing business to see how things really work.
If you have been following our recent insights, you’ll be up to speed knowing that professional investors negotiate tough terms, from provisions of control over asset acquisition, eventual sale of the company, future investments, forced co-sale when others attempt to sell their shares and more.
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.
Yesterday I wrote a post about “ the politics of startups ” in which I asserted that all companies have politics, which in its purest sense is just about understanding human psychology. – while the other might want a quick sale and pocket some bucks while the tech market is hot. She started it with a partner, 50-50.
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. PR is an insanely valuable activity in early-stage companies. They are silent.
In my role as advisor and mentor to many new entrepreneurs, I often find myself suggesting that they think bigger. We all are excited to hear real innovation, and struggle daily to increase every potential entrepreneur’s scope of thinking. For example, smart entrepreneurs look for recognizable patterns in disconnected domains.
In my experience in large businesses as well as years of advising startups, I see far too much focus on product skills, and too little on people and process skills. His focus is on sales, but I see the same skills needed for entrepreneurs. It’s up to you to clear the way. Diagnosing and understanding the customer problem.
When you run a startup you’re always on borrowed time. It’s why so few can really start a business from scratch. Start Early The single biggest mistake founders make is waiting until they have too little cash in the bank before fund raising.
Entrepreneurs who experience success with their first startup are often amazed to realize that the risks and fears of doing it right the second time go up, rather than down. Encores are tough, especially in the high-risk world of startups, yet every entrepreneur I know can’t wait to start over and do it again.
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.
Here’s my advice: A got an email from a young, super bright entrepreneur today. Let’s say it’s for biz dev purposes, or you’re pitching investors, recruiting, or it’s a sales meeting – whatever. Follow up : Sometimes it’s OK on a follow up to ask people to your office.
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