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The challenge is to recognize and recruit that ideal partner match early with minimal cost and risk. In fact, I would broaden the definition of partner from co-founder to “business partner.” The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO.
Business partners can be co-founders in a startup, multiple owners of an existing business, or a joint venture. In every case, a partner can be an asset, bringing new skills and perspectives to the business; or a burden, making every decision more difficult, and taxing your lifestyle satisfaction.
Today we’re announcing that my partner Kara Nortman is becoming Co-Managing Partner at Upfront Ventures and I can’t tell you how thrilled I am to welcome her to her new role. So mostly we just had to listen to customer feedback from founders, VCs and LPs. Please help me welcome Kara into her role as Co-Managing Partner.
To customers, to investors, to press, to team members, to potential hires, to partners. As a cofounder you are *always* selling. Even if you’re the most technical CTO out there, you have to get comfortable with this reality. Being ‘ PLG ‘ doesn’t solve for this. Hiring a recruiter doesn’t solve for this.
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 first on finding more of the right customers.
Whether you are trying to increase your revenue or improve your customer satisfaction, taking your business to the next level means looking at all of your strategic opportunities. It could also be improving customer retention. This can only lead to more customers. This is what is actually going to make you achieve it.
For entrepreneurs, effective networking is required to find investors, partners, and customers. They are too busy with the “crisis of the moment” to focus on follow-ups that may save a major customer, close a partner deal, or solidify a process that isn’t working well. Customer retention. Investor negotiations.
As an example, I worked with Bill Gates early on, but I fear he may have failed without partners Steve Ballmer and Paul Allen. You will find that your team, partners, and vendors feel the same way. Gates was a software developer genius, but Ballmer upheld the marketing and business side. Paul Allen was the idea visionary.
The market was down considerably with public valuations down 53–79% across the four sectors we were reviewing (it is since down even further). ==> Aside, we also have a NEW LA-based partner I’m thrilled to announce: Nick Kim. To that end I’m really excited to share that Nick Kim has joined Upfront as a Partner based out of our LA offices.
The next default of waiting until later is equally bad, since partners who bow out early will still expect an equal share of that first billion you make later. Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers. Now comes the reality check.
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. You have to start with hiring only people who are willing and able to make serious customer service happen.
Others schedule exhaustive training sessions for everyone on the team, including showcase customers, to make sure that everyone paints a consistent picture. Due diligence always involves on-site visits, informal discussions with any or all members of the team, vendors, and good customers as well as bad. Traction in the marketplace.
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. I have paraphrased his key points here as follows: Leader personal impact.
Investors and partners now look only for a framework of your business essentials, within the context of your opportunity, solution, and financials. Building a minimum viable product, with customer validation. Early customer feedback will position your solution, and help you make pivots before critical time and money are lost.
Every young entrepreneur needs an experienced partner for credibility with investors, and as a trusted cohort for strategy and growth discussions. Manage customer service. Marketing and sales to Gen-Y customers. Supportive co-founder and executive positions. Software and hardware development architects and designers.
Use Contracts to Your Advantage Whether you’re hiring employees, working with vendors, or entering into agreements with partners, contracts are essential. For instance, non-disclosure agreements ( NDAs ) can protect confidential business information, and service agreements can clarify terms of service with clients or partners.
As a business consultant, I can get you started in this transformation, but I was pleased to see more detailed guidance, including things to watch out for, in a recent book, “ The Ecosystem Economy ,” by Venkat Atluri and Miklos Dietz, both senior partners at McKinsey & Company with much experience.
Sometimes entrepreneurs are so focused on making change happen for customers that they forget that continually changing themselves and their company is equally important. Seek out customer trends before they become an avalanche. Don’t stop doing the in-depth communication with customers that brought you initial success.
Advancements in technology can streamline processes and enhance customer experience, setting businesses apart from their competitors. Investing in technology can create a more efficient and user-friendly service, ultimately contributing to positive customer feedback.
Is there a real customer willing to give a testimonial? Don’t be sidetracked by potential customers in the middle of a free trial, or friends of the founder. These questions are the key ones in every due diligence effort, always done by accredited investors, but almost never done by key employees and new partners.
I suggest looking for painful problems to solve, rather than “easier to use” or “nice to have” solutions, for customers with money. Customers line up to believe and buy from people who are viewed as leaders or experts relative to a specific solution. Get support from credible industry groups and partners.
People respond to positives, such as new growth, versus problems implying costs and loss of customers. This also applies to key customers as well as strategic partners. Solicit partners with complementary strengths. This requires reframing problems to motivate creative thinking and finding new approaches.
Venture studios create startups by incubating their own ideas or ideas from their partners. The studio’s internal team builds the minimal viable product, then validates an idea by finding product/market fit and early customers. In return for the lower risk, a venture studio typically takes a larger percentage of equity.
Discussions with potential strategic partners. Most often, the best potential partners are already in a business complementary to yours. If that doesn’t get their attention, it probably won’t get any customer attention either, and that’s the best feedback you can get at that stage. Build trust first. Marty Zwilling.
based digital marketing agency serving over 70,000 customers, offers relief through its integrated approach to online marketing. Our call volume has increased, and the number of leads leading to new customers has increased as well.” Hibu] has a different approach [and] listens to the customer and makes recommendations that fit.”
Often, despite your passion and expectation, customers don’t immediately see the value and need that you see, and you have no idea why the initiative is stuck , and what could be the real customer issue or fix. Customers won’t buy what they can’t find or don’t understand. Customers need supporting approvals to fully benefit.
For example, I believe Bill Gates would have failed without his partners Steve Ballmer and Paul Allen. Look for validation from your mainstream customers. “If we build it, they will come” doesn’t work in today’s worldwide information overload. It takes the right team to build a great business.
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. Don’t wait for competitors to force the need for better products, lower prices and better customer service.
You may feel good when that first burst of customers arrives, but don’t assume that “ word of mouth ” and those early adopters will grow your business to match your dreams of success. In these days of global competition via multiple channels, you need continuous marketing to find more customers. They won’t find you.
Others schedule exhaustive training sessions for everyone on the team, including showcase customers, to make sure that everyone paints a consistent picture. Due diligence always involves on-site visits, informal discussions with any or all members of the team, vendors, and good customers as well as bad. Traction in the marketplace.
In those years I learned to properly build product, price products, sell products and serve customers. I had realized that I didn’t have it within me to be as good of a player as many of them did but I had the skills to help as mentor, coach, friend, sparing partner and patient capital provider.
While these investors, and early customers, will always argue that they found you, I’m convinced that there is no substitute for aggressive networking on your part. Ability to relate aspirations to customer needs. You need to show insights to real customers and their needs, that get beyond your passions and projections.
Investor due diligence on a startup is not a mysterious black art, but is nothing more than a final integrity check on all aspects of your business model, team, product, customers, and plan. Know your partner well before you get married. Marty Zwilling
Providing SEO services through a trusted white label partner builds client trust and retention. This strengthens customer relationships and drives long-term growth. These providers handle technical aspects, allowing businesses to focus on customer relationships and growth strategies.
Most of the entrepreneurs I meet as an investor and advisor have no shortage of right-brain thinking, showing vision and creativity, but often don’t realize that their potential is being limited by a balancing focus on results, metrics, and customer specifics. Listen to customer feedback and tune your vision.
It’s not just about moving goods but also about optimizing routes and providing exceptional customer service. By nurturing these relationships, brokers secure repeat business and build a reputation as reliable partners in logistics.
All this was done without damaging anyone’s credibility, or stealing customers. It’s very unusual for two competitors to have exactly the same strengths – in development, marketing, distribution, or customer support. Ability to up-sell customers with related products. Capitalize on shared costs and common distribution.
In my experience of many years as a business founder, consultant, and executive, I offer the following list of situations that always imply a real need for people and business leadership, and have the potential for long-term positive impact to your bottom line and business success: Your business image is slipping in the eyes of customers.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Find a strategic partner to accelerate growth.
Work with a partner you can trust. Listen to your customers to arrive at acceptable and marketable solutions. The best way for a first time entrepreneur to learn problem solving is to find a partner who has “been there and done that.” This is where I say “two heads are better than one.”
Should they go after high-tech nerds for partners, or professional technologists? The right answer for a good business partner today is neither of the above. Startups succeed most often when the founding partners know how to build and run a business, rather than how to build and run technology. Are you there? Martin Zwilling
So instead, we fill it with a completely custom blurb, written just for him: Hello! Thanks to his custom blurb, instead of closing his browser and feeling inadequate for the rest of the day, Mark completes his bio and becomes a happy customer. Which means better conversions and happier customers.
Even when they have talked to multiple developers or development firms, we’re often the first to ask basic questions like “Who are your customers?” Who are the customers? Can you provide specific examples of different types of customers, what they need, and what the system will do for them? will you leverage?
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. You have to start with hiring only people who are willing and able to make serious customer service happen.
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