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Sales Kids With Grit – Web 2.0 Paper Routes

InfoChachkie

Sales – Many publishers, including Grit, encouraged newspaper boys to create new routes and expand existing ones by aggressively selling subscriptions to non-subscribers. This pay-per-newspaper formula directly rewarded the children’s sales efforts and sparked a life-long entrepreneurial fire in generations of newspaper boys.

Web 2.0 222
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Why Misunderstanding Startup Metrics Can Cost You Your Business

Both Sides of the Table

profitable and companies like Amazon who chose to focus on growth > profitability were not losing money on each book sale (ie they were gross margin positive). If you acquire 10 customers a month at $100 per customer and this scales to 100 customers at the same price you may make assumptions about 1,000 customers that don’t hold.

Metrics 150
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How Luxury Link Is Growing Its Travel Marketplace, With Scott Morrow

socalTECH

Scott Morrow is an Internet and startup veteran, having run such companies as Oversee.net and ThisNext, and headed up product marketing for IAC/Citysearch. When I first came on board, we were not very sophisticated with our search engine marketing. We grew our SEM and improved our ROI. Scott Morrow: There were two things.

Pricing 256
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How to Decrease the Odds That Your Startup Fails

Both Sides of the Table

Lately I’ve been having to say things I thought I’d never have to remind people, like, “getting to positive gross margin in several territories is a very low bar to claim success” or “profitable excluding marketing costs” is not actually a real thing. Market Size. MakeSpace provides physical storage.

Startup 150
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Pour And Stir II – Managing Your Cost Per Customer

InfoChachkie

This entry focuses on how you can minimize your cost per customer acquired by systematically establishing the infrastructure necessary to track the results obtained from a variety of online and offline marketing vehicles. Ultimately, your overall customer acquisition costs should calculated as an average of a variety of marketing channels.

Customer 164