Закрыть
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 Igor Shifot 12:41pm Tour & Presentation of RocketSpace/USMAC. Alfredo Coppola, President of USMAC 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 2-3-2 |
||
