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Your goal is that magical breakeven point and hockey-stick profit-growth curve. Waiting until you have something to sell before bringing on a sales and operations staff. Getting a sales contract before manufacturing inventory. Raising money from professional investors, even friends and family, takes time.
Your goal is that magical break even point and hockey-stick profit-growth curve. Waiting until you have something to sell before bringing on a sales and operations staff. Getting a sales contract before manufacturing inventory. Raising money from professional investors, even friends and family, takes time.
Your goal is that magical breakeven point and hockey-stick profit-growth curve. Waiting until you have something to sell before bringing on a sales and operations staff. Getting a sales contract before manufacturing inventory. Raising money from professional investors, even friends and family, takes time.
Your goal is that magical breakeven point and hockey-stick profit-growth curve. Waiting until you have something to sell before bringing on a sales and operations staff. Getting a sales contract before manufacturing inventory. Raising money from professional investors, even friends and family, takes time.
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
After many sales calls, early prospects showed little rush to buy it! Maysee now enjoys hockeystick revenue growth. Leveraging my marketing skills, I successfully made what Steve calls an “onslaught launch”, generating a lot of press coverage and apparent early success. But customers didn’t agree.
You already have the hockeystick and exponential growth. Just like catching a bug in development is cheaper than fixing it once it has been released, confirming lack of customer demand prior to ramping up a sales engine is cheaper than finding out once you have a paid sales team. The rest is just fluff.
Your goal is that magical breakeven point and hockey-stick profit-growth curve. Waiting until you have something to sell before bringing on a sales and operations staff. Getting a sales contract before manufacturing inventory. Raising money from professional investors, even friends and family, takes time.
Impress the investors with what you and your team have accomplished to date (sales, contracts, key hires, product launches, and so on). Customer acquisition: Marketing and sales strategy. If your financial chart shows “hockey-stick growth,” be sure to explain what happens to cause those inflection points.
Impress the investors with what you and your team have accomplished to date (sales, contracts, key hires, product launches, etc.). If your financial chart shows “hockey-stick growth,” be sure to explain what happens to cause those inflection points. Take some time to share the relevant traction you’ve had.
For a startup, having great sales DNA is a wonderful asset. This is the magic of sales: by learning about each customer in-depth, they can convince each of them that this product would solve serious problems. But here’s where a truly great sales artist comes in. They are closing orders.
Traction is evidence that your product or service has started that “hockey- stick” adoption rate which implies a large market, a valid business model, and sustainable growth. A graph that shows a hockey-stick “up and to the right” curve with at least three data points per key indicator is a great visual assist.
Organic growth (reinvesting profits only) will not allow you to build the “hockeystick” growth curve desired by premium buyers at exit, or financial analysts positioning you for public stock sale. Document processes and build online training videos so new people can come online quickly and consistently.
Traction is evidence that your product or service has started that “hockey- stick” adoption rate which implies a large market, a valid business model, and sustainable growth. A graph that shows a hockey-stick “up and to the right” curve with at least three data points per key indicator is a great visual assist.
Discovery, in contrast to search, took center stage as Pinterest displayed hockeystick growth (and raised VC money near a $200M valuation in late 2011). The viral nature of social media no doubt aided this growth, as did improvements in the online shopping experience. And Beyond….
Organic growth (reinvesting profits only) will not allow you to build the “hockeystick” growth curve desired by premium buyers at exit, or financial analysts positioning you for public stock sale. Document processes and build online training videos so new people can come online quickly and consistently.
If you take investor money, expect a push for hockey-stick growth and a liquidity event, like going public (IPO) or sale (M&A), to get the payback. Transition to a specialist role, plan to exit, be prepared to be pushed out, or plan to fail. The control and growth dilemma.
Organic growth (reinvesting profits only) will not allow you to build the “hockeystick” growth curve desired by premium buyers at exit, or financial analysts positioning you for public stock sale. Document processes and build online training videos so new people can come online quickly and consistently.
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
If you take investor money, expect a push for hockey-stick growth and a liquidity event, like going public (IPO) or sale (M&A), to get the payback. Transition to a specialist role, plan to exit, be prepared to be pushed out, or plan to fail. The control and growth dilemma.
Not only did their sales curve look like a textbook case of a VC-friendly hockeystick, but their Lessons Learned funding presentation was an eye-opener.). For its first year IMVU had funded itself with money from friends and family. Now with customers and early revenue, it was out raising its first round of venture money.
In my last post I described what happened when a company prematurely scales sales and marketing before adequately testing its hypotheses in Customer Discovery. The VC’s were very concerned that the revenue the financial plan called for wasn’t being delivered by the sales team. They don’t. All this takes time.” What went wrong?
If you take investor money, expect a push for hockey-stick growth and a liquidity event, like going public (IPO) or sale (M&A), to get the payback. Transition to a specialist role, plan to exit, be prepared to be pushed out, or plan to fail. The control and growth dilemma.
By 1992 Research in Motion (RIM) had been in business for eight years, had 16 employees, sales of about $500,000 a year, and three or four business lines. Their intent: initial sales would come from users who already understood what the product could do so adoption would occur rapidly. RIM sales were $15 billion in 2010.
If you take investor money, expect a push for hockey-stick growth and a liquidity event, like going public (IPO) or sale (M&A), to get the payback. Transition to a specialist role, plan to exit, be prepared to be pushed out, or plan to fail. The control and growth dilemma.
More likely, you'll be back for more money in less than 2 years, saying what everyone says: "it's taking longer than we thought" Investors won't believe your numbers anyway, so your over-sized hockeystick betrays your naiveté. See investment criteria #1 from TCA.
You need to get to a point in your funnel where you have enough people coming in that you can get to that conversion rate that will get you the sales that you need to drive your business forward. Sales is obviously the company’s paycheck. As I was mentioning, sales aren’t free. There’s tools to do all of that.
So for me, what makes a sales forecast credible? I want to see a sales forecast with drivers. And I’m also going to look outside of the sales projection for credibility in the projected marketing spend. Well then, that helps makes a sales forecast credible. Sales and Marketing Writing a Business Plan'
Business forecasting is essentially guessing (or predicting, or estimating) future numbers such as future sales, cost of sales, and operating expenses, by month, quarter, year, and so on. A forecast is more common for projecting sales, and budget more common for projecting spending. How is forecasting different from budgeting?
When I asked the standard “How are you,” he answered: “If I see another hockeystick forecast this week, I’m going to throw something at somebody.”. That was so long ago that I had to ask him to explain the hockeystick metaphor. ” See Also: How to Forecast Sales. Growth is good.
As a result, unfounded hockey-stick graphs and unicorn promises give way to financial fluency, realistic expectations, frank conversations about what a business can credibly achieve, and transparency. . Typically stable, high margins; repeatable sales model; clear path to profitability; and high growth potential.
In my own portfolio I have companies that are generally perceived to be extremely successful with high profile customers and lots of sales…but they just happen to have a liquidation preference ladder of $25 million!
When it comes to starting and managing a business, forecasting your sales is essential. Having a sales forecast can help you budget and manage your business’s funds, create a plan for expansion, and avoid unpleasant surprises. The basics of sales forecasting. How to Forecast Sales. Just Do a Sales Forecast.
With that implicit assumption, startups hire a VP of Sales with a great rolodex and call on established mainstream companies while marketing creates a brand and buzz to create demand and drive it into the sales channel (web, direct salesforce, etc.) If they had done this, there would have been zero dollars in sales.
It’s a very different animal than an enterprise sales strategy. We experience good and bad sales tactics as customers, and that might make us better or worse salespeople. Although, a number of investors were so enamored with the revenue growth that they weren’t as interested in the cost of continuing up the hockeystick.
We are trained to think of business as sales minus costs and expenses, which equal profits. Business plans can be different things: they are sometimes just sales documents to explain a new business. Hockeystick” shaped growth projections. Here’s how we suggest creating your sales forecast. We spend cash.
If you take investor money, expect a push for hockey-stick growth and a liquidity event, like going public (IPO) or sale (M&A), to get the payback. Transition to a specialist role, plan to exit, be prepared to be pushed out, or plan to fail. The control and growth dilemma.
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
When I ran Opsware, we had the non-linear quarter problem also known affectionately as the hockeystick. The hockeystick refers to the shape of the revenue graph over the course of a quarter. Our hockeystick was so bad that one quarter, we booked 90% of our new bookings on the last day of the quarter.
Organic growth (reinvesting profits only) will not allow you to build the “hockeystick” growth curve desired by premium buyers at exit, or financial analysts positioning you for public stock sale. Document processes and build online training videos so new people can come online quickly and consistently.
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
Organic growth (reinvesting profits only) will not allow you to build the “hockeystick” growth curve desired by premium buyers at exit, or financial analysts positioning you for public stock sale. Document processes and build online training videos so new people can come online quickly and consistently.
You get more traffic, more conversions, more money – in an endless hockeystick shaped cycle. Remove the image and Google will remove it from the search results causing you to miss the 100 uniques (and probably decent sales because the visitor is searching for the product). Of course, it’s not so simple.
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