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by Zain Jaffer, serial entrepreneur and the Founder and CEO of Zain Ventures. In the early stages, it isn’t uncommon for businesses to bank their earnings on a handful of customers (or sometimes, just one). The loss of these major customers can have a dramatic impact on both internal (employees) and external contributors (investors).
As a logical and data-driven business advisor, I have long focused on facts, technology, and quantifiable pain in guiding entrepreneurs. I now offer the following additional guidelines for how to attract customers and position your product: Find the latest social trend, or even create it. Highlight benevolence to customers and society.
Entrepreneurs must take proactive measures to protect their business from a wide range of threats, including legal issues, financial losses, cybersecurity risks, and more. Image Credit Here’s how entrepreneurs can plan to protect their business and ensure long-term success and sustainability.
As a mentor to aspiring entrepreneurs, I’m always surprised by the fact that some never seem to be able to that first startup going, while many others never seem to stop, starting their second or third initiative before the first one is fully hatched. I’m now convinced that serious entrepreneurs relish the startup process more than success.
For decades, efforts to satisfy customers have been built around demographics – capitalizing on race, ethnicity, gender, income, and other attributes. Customer personalities define customer experience, and sets what they love, and what they hate. There is no one set of exceptional experiences that will work for all customers.
As an entrepreneur mentor, my mission is to foster the attributes in you as a startup founder that I believe will lead to success. For example, I worked with an entrepreneur a while back who was clearly intelligent, had a great idea, and communicated well. I sometimes find entrepreneurs who highlight that their strength is “ideas.”
by Deb Boelkes, author of “ Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring “ Happy employees are the best kind. They work hard, keep customers loyal, and stick around to help your organization accomplish its mission. This could tempt leaders to think that employees are lucky to have a job at all.
New entrepreneurs tend to focus only on getting the product right, and assume that the right culture and ethics will come later simply by hiring good people. These can be as simple as how to handle customer over-payments, or more complex in how to handle the choices every employee may face between conflicting customer and company interests.
Every new business I know dreams of building momentum in their business, where growth continues to increase, customers become your best advocates, and employee motivation is high. Unfortunately, with limited resources, this isn’t possible, and it frustrates customers and the team. Focus on the mainstream customer majority.
Many entrepreneurs think that adapting to the new technologies, like smart phones and Internet commerce, are the key to attracting new customers. High-technology product startups, without customers, don’t make a business. During today’s dynamic customer journey, consumers often find themselves at a point of indecision.
People who have been followers too long as an employee don’t realize how hard it is to be a leader. Every new entrepreneur has to initiate the right actions to be perceived as a leader in their chosen business domain by their team and by their customers, or the road to success and satisfaction will be lost along the way.
Venture Studios are an “idea factory” with their own employees searching for product/market fit and a repeatable and scalable business model. Most are founded and run by experienced entrepreneurs that have previously built companies and who understand the difference between theory and practice. How Venture Studios Work.
The rate of new entrepreneurs increased between 2013 and 2021, from 280 to 360 out of 100,000 of the adult population. Of course, that’s both the good news and the bad news for aspiring entrepreneurs, since it means more competition, and the business landscape is changing faster than ever. The cost of social media done well is low.
Very few entrepreneurs have the range of skills and experience to be the solution creator as well as business creator, or operational as well as sales leader. Most entrepreneurs work long hours and weekends to get the job done. The challenge is to recognize and recruit that ideal partner match early with minimal cost and risk.
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience has not improved. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it.
In addition to being the startup entrepreneur, there are other key roles where Boomers can be a force in driving successful startups, in concert with leaders from Gen-X and Gen-Y: Early-stage angel investors. Manage customer service. Marketing and sales to Gen-Y customers. Supportive co-founder and executive positions.
The most valuable assets of a new startup are the people on the team, and the most challenging task of the entrepreneur and team leaders is to spend their leadership time and energy productively. Effective team leadership, or leadership inside the box, is really only half the challenge that every entrepreneur faces.
Every startup lucky enough to get some traction gets to the point where they decide to hire some “regular employees” for sales, marketing, and administrative tasks. What they should be doing is hiring only “entrepreneurs,” meaning people who think and act as if this is their own business. Employees will lose focus on their work.”
The rate of new entrepreneurs increased between 2013 and 2019, from 280 out of 100,000 to 310 out of 100,000 of the adult population. Of course, that’s both the good news and the bad news for aspiring entrepreneurs, since it means more competition, and the business landscape is changing faster than ever.
Every entrepreneur and business leader I know realizes that it takes a dedicated team to build and run a successful business, and nurturing that team is one of your most important priorities. Thus I was pleased to see a much more complete and broader perspective of employee support recommendations in a new book, “ Employees First! ”
For startups, the entrepreneur and founder is almost always the face of the company. Investors, partners, team members, and customers implicitly value or devalue a startup based on the leader’s physical presence, emotional identity, social skills, intellectual agility, moral values, and past performance in the domain.
In addition to being the startup entrepreneur, there are other key roles where Boomers can be a force in driving successful startups, in concert with leaders from Gen-X and Gen-Y: Early-stage angel investors. Manage customer service. Marketing and sales to Gen-Y customers. Supportive co-founder and executive positions.
For startups, the entrepreneur and founder is almost always the face of the company. Investors, partners, team members, and customers implicitly value or devalue a startup based on the leader’s physical presence, emotional identity, social skills, intellectual agility, moral values, and past performance in the domain.
One of the most stressful and unanticipated challenges that comes with starting a new business is hiring and managing employees. While this approach appears to cost more on the surface, it often actually costs you less, when you consider the hidden costs of rework, poor customer satisfaction, employee management, and training required.
For best results, my advice is to think like an entrepreneur, even if you are a corporate employee. According to many studies, entrepreneurs tend to be happier , and over 80 percent of self-made millionaires are entrepreneurs. They don’t realize that customers are the source of all business payback.
Many aspiring entrepreneurs are looking to the Internet as an opportunity to get rich quick, instead of a place where you can start a business you love, for very little capital and minimal technical expertise. Provide website forums to help customers solve their own problems. Generate revenue around the clock.
In the interests of helping you work smarter and last longer, I would like to offer my top ten list of key resource drains to avoid in early businesses and startups, based on my years of advising entrepreneurs and my own business experience: Expanding your product line too quickly for scaling. Make employee management a proactive process.
Even after many years mentoring entrepreneurs and advising businesses, I continue to be surprised by the primary focus on products and processes, and the often incidental attention to hiring and nurturing the right people. It’s the same for customers and products, where analytics have long proven their value.
In my experience as an angel investor for new startups, I’m always surprised by how many entrepreneurs are looking for funding without outside advisors. The sooner you face these issues, the more success you will garner from investors and customers. What you learn will apply to employees.
I believe that most entrepreneurs today, at least in the technology domains I frequent, still work in the business (“Technician’s Perspective”), rather than on the business (“Entrepreneurs Perspective”). The Entrepreneurial Perspective sees the business as a system for producing outside results for the customer, resulting in profits.
Some of the most common innovation myths that Barbee mentions or I have encountered in my work with entrepreneurs around the world include the following: True innovation can only come from R&D and geniuses. Many product innovations come from quality improvement focuses, like the Japanese Kaizen initiative.
Most entrepreneurs I meet are reluctant to disclose anything about their idea to investors before getting a signed confidential disclosure agreement (CDA). Yet I can assure you that people who are paranoid, or want to avoid all risks, won’t be happy as entrepreneurs, so it’s all about balancing the risk-reward scale. Marty Zwilling.
For decades, efforts to satisfy customers have been built around demographics – capitalizing on race, ethnicity, gender, income, and other attributes. Customer personalities define customer experience, and sets what they love, and what they hate. There is no one set of exceptional experiences that will work for all customers.
I hear too often from business owners and entrepreneurs that they are bombarded by so many requests and problems, that they have trouble sorting out the daily crises from opportunities with a major payback for the business. In fact, you need to carve out time every day for improving customer relationships.
As a long-time business advisor, and an investor in startups along the way, I’m always on the lookout for an entrepreneur who is responding first to a problem in the marketplace , rather than bringing a new technology to the market, assuming it will find a problem to solve. A recurring expense was turned into a recurring revenue.
Too many entrepreneurs I know still believe that that their great idea will carry the startup, and they may even minimize their own value, especially if they have introvert tendencies. Yet most investors agree that the “idea” is worth nothing alone, and it’s the entrepreneur execution that counts. Remember the rule of one.
Business success is all about having the best team, yet the average entrepreneur has little prior experience with hiring people and building top-notch teams. Most new entrepreneurs assume their passion will attract and motivate the right team members. Hiring before organizational structure is defined. Quick to hire and slow to fire.
People who have been followers too long as an employee don’t realize how hard it is to be a leader. Every new entrepreneur has to initiate the right actions to be perceived as a leader in their chosen business domain by their team and by their customers, or the road to success and satisfaction will be lost along the way.
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience has not improved. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it.
Unfortunately, many entrepreneurs seem to prefer to fail their way to the top, rather than do some research and learn from the successes and mistakes of others. In general I try to focus on the positives and tell entrepreneurs what works, but sometimes it’s important to reiterate the common things that simply don’t work.
Make sure the Business Plan and all related documents are current, synchronized, and in the hands of every key employee. This is a good time for the CEO to present the final investor charts, and answer any questions from employees. Contact key vendors and existing customers. Personnel situation is stable. Size of the market.
Here you can learn some areas to focus on and what to consider as a new entrepreneur. Focusing on Customer Satisfaction As an entrepreneur, you’ll want to make sure you’re making your customers a top priority. Do so by focusing on customer satisfaction and the customer experience.
Thus it behooves every entrepreneur to start watching these things more carefully from the very start. This business phase is where every entrepreneur starts. A common practice is to hire local employees who know the geographic culture, even though this may well dilute the company culture. Consider MySpace and Webvan.
With real-time online reviews and feedback via the Internet, and instant relationships via social media, a voice from the top that is inconsistent with what is heard from the firing line defines a dysfunctional and noncompetitive company for today’s customer. Thus team makeup is the critical success factor.
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