StartupNorth

Tag: customer+development

  • GROWtalks in Toronto Feb 21

    GROWtalks

    Debbie Landa, Clare Ryan and the Dealmaker Media team are part of the reason that I love GROWConf and GROWtalks. They put on amazing events by putting entrepreneurs first, foremost, and front and centre. They are bringing GROWtalks to Toronto (Feb 21) and Montreal (Feb 19). And we have a discount code at the end of the post.

    “A hands-on playbook for creating startup success”

    I like learning by example. It’s a mixture of seeing what worked for someone else, and then trying the appropriate tactics customized for my situation. The challenge is trying to do with more efficiently than 9 or 10 coffee meetings. GROWtalks brings together the best entrepreneurs, who are killing it, and has them present what is working for them. THis is what GROWtalks is, an event for entrepreneurs with entrepreneurs sharing their strategy, tactics, metrics and successes, even the failures. (Full disclosure: I am MCing the GROWtalks event, however, I am not being compensated for this, but I do get the opportunity to participate and learn).

    Check out photos from the 2012 GROWtalks event in Vancouver:

    It’s rare we get this many awesome startup founders all talking about the hard part of their business. I know that all of these folks will be around throughout the day, they’ll be hanging out, answering questions. It’s going to be a fantastic day. Check out the line up:

    I might be biased. My employer is an investor in some of the presenters. My cofounder is one of the presenters. But I’m honestly stoked about the speakers. I’m really looking forward to hearing Beltzner, Rutter, Fitton and Morrill. The mix of product, early customer acquisition and understanding lifetime value are converations I have with almost every founder. I’m very curious to hear the opinons, experiences and thoughts of this group.

    Part of my MCing was to request StartupNorth logo tattoos for all the speakers (we’ll see if that happens), and a discount code. Register before Februrary 1, 2013 and get 10% off (use promotional code: startupnorth). It reduces the ticket price from $195 to $175.50.

    GROWtalks Toronto

    February 21, 2013, 10am-4pm

    Size: 200-300 people
    Speakers: 9 Industry leaders
    Time: 10am-4pm
    Website: www.growtalks.com
    Toronto: http://www.growtalks.com/events/toronto/

    GROWtalks is a one day conference focused on how to create simple, actionable metrics, and use them to make better product and marketing decisions for startup success. Industry experts will share actionable advice to startup teams on how to improve design, product and customer development, acquisition, retention, and more.

    Topics Covered:

    • Customer Development
    • UX/UI Design
    • Growth Hacking
    • Customer Retention
    • Fundraising
    • Customer Engagement
    • Product Development

  • Nail it before you scale it

    Editor’s note: This is a cross post from The Meaford Group written by Peter Smith (LinkedIn). This post was originally published in January 28, 2012 on The Meaford Group.

    The Homer by Carlos Bisquertt © 2007

    I love working with Robin Hopper, my co-EIR at the Innovation Factory, for the simple fact that the guy has more catchy cool acronyms and phrases that make me sound so smart when I repeat them. “Nail it before you Scale it” is one of his latest.

    Put simply, too many start-ups try to scale their marketing and sales organization before they have nailed their value proposition and the sales story that goes along with it. The consequences can be disastrous.  Over a beer, ask Robin about the story of how he blew through $3,000,000 in investment capital on one of his early start-ups because he expanded too early without really having the customer-compelling value proposition figured out.

    Howard Gwin talks about the need for first time founders to create momentum and velocity in order to overcome the investor bias against funding first-time teams. (The Three P’s of a Technology Company). If you haven’t read his blog, do so now. He offers sage advice to wait before seeking VC funding until you have “proof points and a traction story that is damn near breathtaking”. Beyond that, don’t fall into the trap of trying to create that momentum before you fully understand why the market wants your technology and how you package it for consistent, reliable and predictable sales.

    At the Innovation Factory, we work with many start-ups. Most go through one or more “Pivots” before they find the kernel at the core of their product or idea that will really sell.  Unfortunately, some will never find it because even though the idea or technology was interesting or cool, the product will never be compelling to an intensely competitive marketplace. Good entrepreneurs figure this out fast and kill the idea but then move on to another.

    I recently met one of these entrepreneurs. He built and sold his first company when he was 19 for $100,000. (It may not sound like much but I wish I had a hundred grand when I was 19). His second company was a professional services company. He built it, had success and then killed it because he realized he could never scale it fast enough to fulfill his dream. His third company was a software company and dealt with project management infrastructure. The idea and technology were good but the market was crowded and more importantly, the sales process would be long. There also were too many factors out of his company’s control in the value chain of customers getting value from his product. He had arranged Angel funding and was ready to launch but instead he listened to advice and killed the company before taking the investment. His fourth company looks like a winner. It is in a hot space, has uniqueness, has the ability to scale quickly around a solid value proposition and he has surrounded himself with a good team. He has also already pivoted at least once on his value prop in order to get ready for traction.

    So, if you are early in your game, my advice to you is simple:
    1. Figure out your value prop
    2. Keep pivoting it and your company until you have proof points that you can create massive momentum and traction quickly
    3. Use Friends & Family and Angel funding to keep you going through these phases
    4. Then go talk to VC’s.

    In other words, “Nail it before you Scale it.”

    Editor’s note: This is a cross post from The Meaford Group written by Peter Smith (LinkedIn). This post was originally published in January 28, 2012 on The Meaford Group.

  • CanCon 3.0

    I was doing some evening reading I came across and interesting  thought on the intersection of social networks and content:

    Media is fast-becoming an important area for the social network. The news feed, long a place for friends to share personal photos and thoughts, is becoming more of a content discovery engine

    I’ve posited elsewhere on the role of content in the evolution of the Internet. In a nutshell, if Web 2.0 is the social web, then I respectfully submit for your consideration that Web 3.0 is the content web. What I mean by this isn’t that the Web 3.0 is about taking traditional content that has been available in traditional media (literature in books; movies on film; music on CDs) and putting them on the web, obviously we are well into that trend. What I’m referring to is entirely new forms of content that have yet to be created for the social web

    Then my thoughts drift to Canada and the potential behind Canadian start-ups. Canadians have always been innovators in content, even if that innovation didn’t happen at home. Note:

    So does all this bode well for Canadian content companies? As we think about national competitive differentiators, aspects of a country’s economy that sets it apart from the rest of the world- should we be thinking content?

    If Canadian start-ups could combine technology smarts and content smarts, could the result be a whole new class of content, the likes of which we haven’t seen yet?

  • The Entrepreneur’s Guide to Customer Development

    The Entrepreneur's Guide to Customer DevelopmentI was reading Eric Reis’ Lessons Learned blog yesterday and he talked about The Entrepreneur’s Guide to Customer Development. I begrudgingly read Steve Blank‘s Four Steps to the Epiphany, which is a must read for any entrepreneur (begrudgingly read because it is not the easiest reading). It is a great book, but it’s tough reading.

    “And Steve is the first to admit that it’s a “turgid” read, without a great deal of narrative flow. It’s part workbook, part war story compendium, part theoretical treatise, and part manifesto. It’s trying to do way too many things at once. On the plus side, that means it’s a great deal. On the minus side, that has made it a wee bit hard to understand.” Eric Reis

    I bought a copy yesterday based on Eric’s recommendation. It is a phenomenal resource for learning Customer Development. Patrick and Brant have done a great job writing an understanable how-to guide for using Customer Development and Agile Development in a Lean Startup. The book includes a shout out to our friends Dan Martell at Flowtown and Sean Ellis at 12in6.  

    The book incorporates the wisdom and experience of real world practitioners of Customer Development in the 5 years since the inital publication of The Four Steps. For the first time a lot of entrepreneurs will hopefully begin to understand a technology adoption lifecycle and the marketing of products/services. I wrote a chapter in Cost-Justifying Usability back in 2005 where I had first encountered Steve’s Customer Development Methodology from his course notes in 2004 at Stanford (yeah, I know that’s crazy). In the chapter, titled “Valuing Usability for Startups”, I argued that getting out talking to customers and testing your hypotheses were key to success. However, I proposed using the Bell/Mason Diagnostic for evaluating the stage of corporate development in order to calculate Return-on-Investment of usability. In hindsight, I probably should have instructed entrepreneurs and usability professionals to look at processes like Customer Development to search for a “repeatable and scalable business model”.

    The Entrepreneur’s Guide to Customer Development is a short mandatory introduction to using customer and agile development to search for a  repeatable and scalable business model.

    Discount for StartupNorth Readers

    A few quick emails to Patrick today, and he offered to provide StartupNorth readers a 25% discount on any version of the book. First ten StartupNorth readers to go to CustDev.com can use the discount code.

    Discount code: STARTUPNORTH (limited to the first 10 users)

    Good luck!

  • Engines for Massively Scaleable Startups

    I was excited to attend MeshU (maybe a little too excited). I love it when events over deliver. MeshU was a fantastic conference. I saw two of the best in-the-trenches startup sessions with Sean Ellis and Dan Martell. They both presented ideas that are changing how I think about product design and go-to-market activities. April Dunford then added an updated framework  for product marketing which was a great evolution of traditional product marketing. Sean Ellis added his model for Key Elements of Massively Scaleable Startups that presented a new idea of the marketing basics that need to be present for high potential startups.

    Key Elements of Massively Scalable Startups – A Marketing Framework based on April Dunford & Sean Ellis

    The breaking down of 4 elements coupled with traditional strategy and tactics make for a very effective marketing evaluation of most startups.

    Gratification Engine

    The Gratification Engine was a new piece of the marketing activities. What differentiates must have products and services? How do you reward your customers? How does your application turn “cold prospects into highly gratified customers”? This is a change in my thinking about the role of making your users feel like rockstars.  

    “you can’t force customers to want, need or like what you have created.  Building an effective gratification engine is an iterative process driven by a lot of prospective customer feedback.  Once you get the basics right, your process of gratifying users can be optimized with tools like Performable for landing pages and KISSmetrics for full funnel tracking/improvement (I’m an advisor to both).” – Sean Ellis

     It builds upon seminal work of Kathy Sierra about engaging users. The Gratification Engine pushes this out beyond the existing experience but treats the conversion and effectiveness of new users.

    Making a Bestseller
    Making a Bestseller by Kathy SierraHow fast and how far can you take your users? by Kathy Sierra

     Where this hit home for me was starting to think about the game mechanics used for upsell and cross sell offers for new customers. Dan Martell, Dave McClure, Marc Gingras and I had breakfast at StartupCampMontreal and discussed how to build effective offers for existing customers to invite their friends to an application. There was a great discussion about using game mechanics around the offer. You have existing users that if they invite new users, i.e., their friends, where if the friends sign up that both the friend and the user get new unique functionality. It changed my thinking about many times I’ve received an offer to sign up from a friend for a service, and how the effectiveness of this would change with some basic game mechanics:

    “Jevon has invited you to join X. Jevon is 1 sign up away from enabling the super awesome next level feature. Sign up now and enable the feature for both you and Jevon”

    This all has to be done in an open, honest and unintrusive manner. But it’s about how do you enhance the lives and experiences of customers and potential customers. There are great opportunities to use game design and mechanics to help improve the experience and conversion rates in web and mobile applications.

    Putting the Fun in Functional

    View more presentations from amyjokim.

    Power to the Players

    View more presentations from amyjokim.

  • Marketing metrics

    Photo by Darren_Hester

    Mike McDerment from FreshBooks gave  a great presentation on the basics of web application marketing metrics. He focuses on the metrics, systems and reporting that all companies should be building into web and mobile applications. It is a must read for any entrepreneur building a web application.

    Metrics

    Cost Per Acquisition (CPA)
    How much does it cost you to get a customer? It’s a simple enough calculation, how much do you spend on sales and marketing to acquire each customer. Roll up your staffing costs, your ad buys, your outbound marketing, etc.
    Average Revenue Per User (ARPU)
    How much revenue do users generate? How do you track it? Does it change based on segment? How do you increase it?
    Churn
    What percentage of your existing customer base leave every month? This is different than CPA because this is about customer satisfaction and retention. Don’t think this is important? According to April Dunford churn is a killer. “The probability of selling to an existing customer is 60-70%. The probability of selling to a new prospect is 5-20%”
    Lifetime Value (LTV)
    How long does a customer continue as a subscriber? Does their ARPU change over time? Do you have ways to increase their spend or reduce their churn?

    These basic metrics are expanded by Dave McClure in AARRR! Startup Metrics for Pirates. Where the metrics are divided into 3 main categories:

    1. Get Users (Acquisition, Referral)
    2. Drive Usage (Activation, Retention)
    3. Make Money (Revenue)
    Startup Metrics 4 Pirates (Montreal, May 2010)
    View more presentations from Dave McClure.

    It seems so simple on surface, but as CEOs and startups we need to be committed to building the systems and metrics into our products. I was just floored at MeshU when I heard Dan Martell talk about the Flowtown.com Startup Immune System where they are beginning to use the lower level business performance metrics to automatically rollback design changes based on performance against the baseline. You can only start doing if you’re building on top of metrics. The idea of having automated your software deployment and sufficiently built business metric baselines that you could autoroll back poor performing changes. At Nakama, I wanted this so much. Not because I had bad developers but because we often made design decisions based on limited customer feedback and I wanted the system to protect me from my own hubris.

    Metrics are good place to start. One of the best ways to understand how your company is performing is to begin measurement. Mike has done a great job

  • SxSW fallout – you should attend MeshU

    There’s been a lot of bitching about the state of SxSWi and why it sucks!

    “Too many people, not enough tech.”

    Jay Baer provides the best observations about what is working, what is broken, and some general themes from the event.

    1. There is more than one SxSW
    2. Bigger Isn’t Necessarily Better
    3. The Conference isn’t that Good
    4. The Periphery Exceeds the Core

    The great news is that there are fantastic opportunities for entrepreneurs in Toronto (and across Canada, but we’ll come back to that). There are a number of small focused events. MeshU and Mesh are firecode limited at MaRS to 450 attendees. They are excellent opportunities to connect with entrepreneurs, designers, developers, marketers and funders. The event is tight and there are multiple tracks, however, the core keeps getting stronger every year. The core speakers are fantastic.

    MeshU is a one day event. Perfect. My attention span can’t handle 5 days (never mind the 5 nights). It is happening Monday, May 17, 2010 which is right before Mesh Conference and OCE Discovery. MeshU is the supporting event to these 2 larger events. The supporting role has allowed it to focus on delivering great value.

    Education-based aka the strong core

    MeshU, May 17, 2010, Toronto, ON
    MeshU, Toronto, ON May 17, 2010

    The mesh team has always put on a great set of events, however in 2010 they have added one speaker that will justify the entire price of the ticket for me. Sean Ellis runs Startup-Marketing.com and 12in6 Inc.

    12in6 specializes in helping startups unlock their full growth potential.  Our metrics, survey and experiment driven approach has evolved over 15 years of taking startups to market as VP marketing, interim VP marketing and as an outside advisor/consultant.  The first five startups our principal (Sean Ellis) helped take to market were:

    1. Uproar (IPO)
    2. LogMeIn (IPO)
    3. Xobni (Khosla Ventures – rapid user and revenue growth)
    4. Eventbrite (Sequoia Ventures – rapid user and revenue growth)
    5. Dropbox (Sequoia Ventures – rapid user and revenue growth)

    5 projects that include 2 IPOs, and fuding from Khosla and Sequoia Ventures. Startups that have opportunity to learn about the Customer Development methodology from one of the best executors. This session will justify the price of the MeshU ticket for most startups.

    There are other fantastic speakers including Aza Raskin from Mozilla Labs, Joe Stump from Digg, and Meredith Noble from Usability Matters.

  • One small step for startup kind

    “I believe this Nation should commitment itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish." – John F. Kennedy

    Yesterday was the 40th Anniversary of the lunar landing. The Apollo program is an interesting concept for early-stage startups. It was a self-imposed race to beat the Soviets. A lot of startups need to feel the pressure to succeed, and having timelines, constraints and competition often helps amp up the sense of impending doom.

    For the Apollo program there was competition. There were extreme timelines. There were budget constraints. All of these were much bigger and longer than the plans for startups. But there was a clear goal (“landing a man on the moon and returning him safely”), and constraints (“before this decade is out”). And most importantly the money wasn’t the end, it was a necessary means to accomplish the larger goal.

    Clear Goals

    Beating the Soviets. Recovering national pride after the failed Bay of Pigs invasion. It was an effect of the Cold War. But there was competition. The historical analysis of the program looked at a variety of success factors including Big Hairy Audacious Goals that included:

    • “a chance of beating the Soviets by putting a laboratory in space”
    • “a sporting chance of sending a 3-man crew around the moon ahead of the Soviets”
    • “an excellent chance of beating the Soviets to the first landing of a crew on the moon (including return capability, of course)”

    The definition of goals included both the engineering constraints but also a prediction of the potential of the competition. Startups need to set big goals. The goal should specify the desired outcome, not the path/method for achievement. 

    Competition

    The goals need to be in context of their operating environment including that of their competitors. I really hate when an entrepreneur tells me they have no competitors. The number of times that this is true is rare. Most companies and products have competition. Stop being afraid to talk about your competition. Understanding where you fit in the competitive landscape can help you figure out your product offering, your time to market, potential marketing events. It makes it a lot easier to know who is the bad guy? Trust me, you should be diligent and honest about who you are competing against. Having a clear competition makes it easier to see where you should spend marketing dollars, what conferences to attend or avoid, and build strategies that either embrace or ignore the competition.

    Constraints

    Money is one of the easiest constraints to understand. Unfortunately, when you’re working part-time out of your basement/garage/spare room, you don’t have the impending sense of doom that money is a constraint. The runway for side projects is a long. I think this leads to thinking that raising money is the end goal.  “We’ve raised a million dollars”. This is meant to be the beginning of the journey. The money is for a purpose, it’s meant to help you grow, build, market, acquire, etc. Raising money enables you to do the real work. It allows you to either increase the rate of acceleration or lengthen the runway. But it’s just the beginning. Equally said, SR&ED is a great benefit to companies, however, when you decide to focus on SR&ED credits to keep the company afloat instead of finding new customers you’re doing the wrong thing.

    Money in the bank/Monthly expenses = How long until we are dead – Phil Morle

    The change over the past 20 years is that the monthly expenses have decreased. It no longer costs hundreds of thousands of dollars for hardware, development environments, net access, etc. The price of servers continues to fall, and with the advent of cloud computing and dynamic loads it is becoming variable with the load on your site or application. Development environments are free. Usually the single biggest cost for a startup is talent. Oh wait, you’re not paying yourself and you don’t have any employees. This has 2 side effects, it reduces the monthly expenses thus lengthening the runway, but it can also have adverse side effects like not forcing entrepreneurs to be self critical of their ideas and their progress. 

    Figure 1: The Startup Runway 
    Figure 1: The Startup Runway from Phil Morle on Pollenizer

    I like Phil Morle’s method for using the runway:

    Pick a date in the future (this is point D on Figure 1). Let’s say 18 months from now because that’s roughly what John Doerr of Kleiner says is good runway. And then begin working backwards, determine the point where you will need raise more money or find a paying customer (this is point C). This point needs to be a few months before the end of the runway to allow you a margin of error and the time necessary to close financing or the deal. Continuing backwards in time, you need to be at feature complete (point B on Figure 1). Yes, there is a long time between points B & C but this is to allow you to drive adoption, build press and momentum and refine your existing product and pricing. It brings us to right now, what is the minimum feature set that you can plan, design, build, test and deploy between now and 6-12 months from now.

    Lessons for Startups

    “Startups fail from a lack of customers, not product development failure” – Steve Blank

    You’re goal is to prove your business before time runs out!

    1. Define the end of the runway
    2. Set clear goals and metrics that will prove your business
    3. Identify the constraints – financial, talent, technological, etc.
    4. Focus on customers and markets from day one

    Additional Reading