Do you have a NZ start-up that would benefit from a month in Silicon valley / SF ?
- Return flights for 2 people to San Francisco;
- Accommodation in San Francisco for 30 days; and
- Up to 2 desks at the new kiwi run, SOMA district office space “The Landing Pad” to work from during your stay.
The total prize is limited to NZD$10,000, so depending on how schmancy you are with your accommodation, you might have some spending money left over too
NB. This competition is not restricted to web startups. You might have a growing business that wants to enter the USA market or just a great idea that you want to make fly. If the idea is good and the passion is clear then you’re in the running.
Entries close on August 14th 2011 full details on the booster seat site.
There are other competitions in the US such as DEMO and various Launchpad events organised by O’Reilly that would be great to work into the timetable if you win.
I wrote about some of these at “is R & D Spend a useful Measure of innovation?
Being on the ground in Silicon Valley is the very best kind of R & D – big wave to Nicole Fougere & Rich Chetwynd for funding this competition.
24 07 2007
The most successful businesses that I know follow a clearly structured sales methodology and a detailed plan to get there. It shouldn’t be too surprising that in order to get to a big sales goal there are a whole series of much smaller structured activities that need to be followed through.
Here are some outlines on key learnings from many years of successful marketing and sales campaigns.
1. Define Objectives
Typically a business will select a CRM because they want new customers or new business. They see this as a sales hunting exercise and often have other sales people for farming or account management duties. The sales “farmers” are looking to grow the business by selling more products or more volume of the same products and services to the same people.
So the first step in more successful sales plan is to decide whether you have new customers/new business goals or account management goals and your strategy will be different. Remember – a CRM allows you to treat different customers in different ways according to their needs, goals and desires.
Yesterday, 24 July 2007, 2:27:24 a.m. | Marc Andreessen
In September 1999, at the height of the dot com boom, a small group of colleagues and I started a new company, Loudcloud, based on the idea that the huge Internet infrastructure buildout then underway — by startups and big companies alike — required a new approach to running modern datacenters and computer systems at high scale: automation.
The eight years that have followed have been an unbelievable journey.
To read the rest of the story go here
Before the advent of Tylenol, Advil, Motrin or Excedrin, the world somehow got by on aspirin for general aches and pains. But marketers never rest in looking for ways to gain competitive advantage, hence, the myriad of pain relievers available today for every discomfort imaginable. For example, there’s Tylenol for a cold, flu, sinus, arthritis and a slew of other ailments.
The difference between aspirin and many of the pain relievers available today is more about packaging and positioning than it is about ingredients. Each brand of pain reliever uses a common ingredient or platform plus a sprinkling of additional ingredients for specific ailments.
Translate this concept to B2B products and services and witness how ERP software in the 90’s has become enterprise solutions for retail, healthcare, non-profit and automotive. Telephone service has matured into telecommunication solutions for large enterprises or small and medium businesses. The concept can be applied to any product or service. The key is RELEVANCE.
Much like pain relievers, most B2B products and services use a common platform and emphasize specific features that constitute an industry specific solution.
Why make the transformation?
For starters, solutions drive higher ticket sales because they generally offer multiple products or services. Who doesn’t want more revenue? Throw in the stickiness factor because multi-product solutions reach a broader base of users within each customer account. And finally, history has proven that companies offering solutions have far greater market appeal than those just selling generic products or services. Apple didn’t invent downloadable music or the portable music player. They simply delivered both as an integrated solution.
Three Steps to Make it Happen
- Determine the best way to segment your target customers. It’s usually a good idea to refer to them as they refer to themselves to keep the relevance factor high, i.e., pharmaceutical, retail, small business, etc. Begin with the segments where your products or services are the best fit today.
- Formalize the product marketing function (not to be confused with product management) and organize it according to your chosen industry segments. Assign solutions marketing managers by market segment instead of the traditional product centric alignment.
- Develop value propositions around common problems in each segment and deliver those value propositions in communications targeted to specific audiences.
The essence of solutions marketing is to utilize your marketing horsepower, which is limited in most companies, to the segments where you can succeed the fastest. IT shouldn’t prohibit you from selling into other segments if the product is a good fit. It just means you’re not going to dedicate any resources to segments beyond your chosen priorities.
Focus is the biggest challenge in every company. Those who make a habit of it become market leaders.