The only credibility that is needed is knowing that other customers are satisfied. – Michael Wolfe, Startup Advisor and Investor In larger companies, often the people you deal with are constrained in what they can do publicly. Even the best-intentioned customers might have their hands
If prospects bought too fast, it means it wasn’t expensive enough. If prospects didn’t want to buy, it might mean it was too expensive. – Andre Gilbert, B2B Sales Veteran Great — you were able to convince the stakeholders to sign on. Now, you need
You can’t be everything for everyone. – Gary Swart, oDesk CEO It’s a common problem. Because entrepreneurs collect data on ten or fifteen problems during the problem interviews, and because a lot of these problems seem solvable, they try to fix two, three or more
This bottom up SaaS purchasing model makes it difficult for legacy systems to embrace and protect their “own turf ” when businesses are generating value from these smaller SaaS companies — all it needs is a credit card. – Peter Levine, Andreessen Horowitz Venture Partner
We already talked about how starting with domain or industry expertise can help reduce the risk of starting up. However, as Martin Ouellet, co-founder of Taleo demonstrated, sometimes not being an industry expert can help innovate and disrupt stagnant B2B industries. Taleo → Disrupting B2B
Startups are risky. As a founder, you decide the level of risk you’re willing to take. Startup founders with domain expertise (functional or industry expertise) and the skills to create quality solutions (solution expertise) can capitalize on business opportunities much faster than entrepreneurs with only
Pete Koomen joined Google as an Associate Product Manager in 2006. At Google, he had the chance to work on many large projects and meet Dan Siroker who, at the time, also served as the Director of Analytics for the Barack Obama presidential campaign. Together,
