Загрузка...
+7 (495) 766-30-88
 

Прошедшие семинары

     

4:45pm - Betty Kayton

 

Plan has to have:

 

1) A dynamic roadmap for the company

-Has to be adjusted as you grow

 

2) Quantified, measurable goals

-What is important?

ARPU - Average revenue per user

CAC - Cost of customer acquisition

MRR - Monthly recurring revenue

 

Science project

 

3) Variance analysis and feedback loops

 

6:12

Historical-based budget

Bottoms-up budget

 

11:05

Revenues:

-# of customers (acquired, churn, acquisition plan)

Churn - how many users leave (do we have a contract lock-up?)

Friction - no contract, but therefore more customer? VS Churn

 

LTV/CAC > Value (business-specific)

 

Land Grab

 

 

 

20:10

Cost to generate revenue:

-Salespeople and commission

-Revenue split & affiliate fees

-Sales channels

 

Hiring plan

-Ahead of (or behind) the curve

-# of employees/consultants

-Total cost of workforce (includes taxes/benefits - 20-25% extra)

 

Other Costs

-Customer Service

-Quality Assurance

-G&A

 

27:00

Preserve Capital vs Grab Market Share

 

2nd derivative

 

 

4pm - Buy Adwords

 

$400K per person - AcquiHire

 

 

BACKLOG (unbilled orders)

Bookings (new orders) - Billings (Invoices) - Cancellations (De-bookings)

Deferred revenue (billed, not delivered)

 

1:18

KPI

 

Hockey-Stick Revenues and Profits

 

High $ potential - but not unrealistic

Gary Stewart - oDesk

Where you going?
How to get there?
Clearly define areas of responsibility
-what to do
-what not to do
Be clear about how to measure performance

Staying on top of things is the most important thing, and
communication is the key

Product manager & product architect start, and developers build it -
best and highest use
People should do what they know best

Igor Shifot

6:20
Viral Marketing Intro

9:15
All businesses use or should use viral marketing techniques

9:45
Why things go viral:
-It is innately viral
-Viral tools (secret sauce)
-Viral workflow (very subtle)
-Viral incentives (Not monetary)
-Viral training (user interests-centric)
-Viral seeding (Not astro-turfing or spamming)
-Viral communications (tactful but sticky- how often? which channels?)
-Viral themes (sexy, scary,etc.)

Invitation virality
Location virality

18:55
Sex sells
Scary stuff to grab attention
Free stuff
Usability as a viral mechanism

24:00
Make sure viral mechanisms are well-targeted

32:00
Viral Incentives
- Non-monetary

32:40
Viral seeding
-Where are the people who need your product?
-Find influencers on those platforms
-Do Q&As, not spam


Viral if:
People need other people to use the product

12:41pm
International Branding Strategy Discussion. Tony Wessling, Managing
Principal, Chromium Brands


US: Be green. Save money.
hK: Purify and cool the air.
RU: Ice box + Ice queen
SG: Happy and prosperous
IN: Bollywood dreams
MX: Colorful fiesta
IT: Bella cucina
CH: Clean and orderly

Product & image are adopting to the culture.

15:00 Rabobank & US expansion

20:04 Relevance - Companies like Apple and Google control the
distribution of YOUR products

25:05 Difference in values - Marlboro cowboy example

26:50 Music is universal, people are different

Narrative can make or break a company (Chicken truck example)

Failure is opportunity - you just have to find out what this opportunity is

51-50
Rational - We build this
Emotional - So this can happen
Mission, character, personality - associate your brand with them for
better rapport

Tour & Presentation of RocketSpace/USMAC. Alfredo Coppola, President of USMAC

10:15am - Intros and pitches

Everything in software industry is based on traction

23000 starups in Silicon Valley


Try to focus on the single thing you do very well

No VC in the last five years has funded an on-premise software play (only SaaS)

 

Generate buzz

Focus on specific customers

 

Organizations have "sales barriers"

 

SaaS suppliers should be using data center providers with biometric security and guards with guns

 

Read Geoffrey Moore - Crossing the chasm

 

Developing value proposition:

-Problems solved

-Test and rank

-Get a shorter list of problems

-Test and rank again

-Have 1-2 problems left on the lists

-Before/After (comparison of the prop)

-Value hallucination (distinguish between assumptions and facts)

-Value premise

-Value Matrix

-Message/title

-Testing with prospects

-Closing orders

 

 

Inability to express value you are providing is the biggest problem

 

A non-buyer who does not take up your time is valuable

A non-buyer who does take up your time is bad for business

 

Check out the materials at Marketo website

 

Filtering model - determine who is likely to buy, and focus on them

 

Focus not or features but on how you can improve their business

 

SaaS - Analytics-driven development (analyze usage and adopt product)

 

 

Founder sells first - 1st Client (Discovery)

Executive team - 3-4 Clients (Learning)

Sales team - >20 (Execution)

 

Give the privilege of becoming your customer to someone :) (if you are selling to enterprise clients, you are closing a limited amount of deals)

 

Be cautious about implementing freemium model in B2B (conversions are very low)

 

 

Departmental Solution

-Solve a problem of one department and then expand into the other ones

-Free trials do not generate much sales

 

 

Go back to your customers after they use your product for a while and ask them what they really think about it and how they are using your product

 

When adjusting value proposition, make sure to include real-life statistics on how you helped your customers improve revenue, decrease costs, etc.

 

Use numbers:

(Ex.:Deploy a call center 97% faster, 70% cheaper, and save 2 hours of wasted time (per employee per day))

No VC in the last five years has funded an on-premise software play (only SaaS)

 

Generate buzz

Focus on specific customers

 

Organizations have "sales barriers"

 

SaaS suppliers should be using data center providers with biometric security and guards with guns

 

Read Geoffrey Moore - Crossing the chasm

 

Developing value proposition:

-Problems solved

-Test and rank

-Get a shorter list of problems

-Test and rank again

-Have 1-2 problems left on the lists

-Before/After (comparison of the prop)

-Value hallucination (distinguish between assumptions and facts)

-Value premise

-Value Matrix

-Message/title

-Testing with prospects

-Closing orders

 

 

Inability to express value you are providing is the biggest problem

 

A non-buyer who does not take up your time is valuable

A non-buyer who does take up your time is bad for business

 

Check out the materials at Marketo website

 

Filtering model - determine who is likely to buy, and focus on them

 

Focus not or features but on how you can improve their business

 

SaaS - Analytics-driven development (analyze usage and adopt product)

 

 

Founder sells first - 1st Client (Discovery)

Executive team - 3-4 Clients (Learning)

Sales team - >20 (Execution)

 

Give the privilege of becoming your customer to someone :) (if you are selling to enterprise clients, you are closing a limited amount of deals)

 

Be cautious about implementing freemium model in B2B (conversions are very low)

 

 

Departmental Solution

-Solve a problem of one department and then expand into the other ones

-Free trials do not generate much sales

 

 

Go back to your customers after they use your product for a while and ask them what they really think about it and how they are using your product

 

When adjusting value proposition, make sure to include real-life statistics on how you helped your customers improve revenue, decrease costs, etc.

 

Use numbers:

(Ex.:Deploy a call center 97% faster, 70% cheaper, and save 2 hours of wasted time (per employee per day))

Bridging basic research and commercialization
Mostly funded by the US Government


Silicon Valley - the most patents filed every year, worldwide

Palo Alto, University Avenue - key startup hub

SRI Five Disciplines of Innovation
1) Important customer and market needs
2) Value creation
3) Innovation champions
4) Innovation teams
5) Organizational Alignment

Accelerators - defined time period
Incubators - undefined time period
Choose accelerators to validate ideas faster

Non-profit - government, university
For-profit - VCs, angels
Choose for-profit so they push you towards achievements

When something is invented at SRI:
1/3 of proceeds go to the inventor
1/3 goes to the department
1/3 goes to SRI

Ближайшие мероприятия