“Flipping” your Company to the US?

I mainly help U.S.-based companies set up shop and scale for revenue in non-US regions. But I see more and more interesting deals where European or Asian companies are coming to the U.S. (Disclaimer!) There are usually two considerations why companies (startups and enterprises alike!) set up a dedicated U.S. entity: international regulations and litigations, … Continue reading “Flipping” your Company to the US?

Negotiations: Focus on What You Don’t Know.

I remember one sentence from the many books I read while doing business in Europe, the Middle East, and Asia: Your relative power in a negotiation is your capacity to use resources to influence another’s circumstances. In 1962, Richard Emerson published Power-Dependence Relations. I found that Richard's focus on "In how many ways can I demonstrate my … Continue reading Negotiations: Focus on What You Don’t Know.

Bring me Problems.

The management-craze of "bring me solutions" has gone too far. I recently met with two spin-out teams of enterprises where the engineers and interim-CEO were scared to share any challenges or problems with corporate management because they were expected to be more "solutions-oriented." When I went back to one of the senior executives with a problem … Continue reading Bring me Problems.

Scaling First Revenue: Why Are We In This Account?

I've written about Core, Near-Core and the Outfield. There will be scope creep. And the Definition of Core will continue to develop. With usually longer enterprise sales cycles that can be a problem. Ask your salespeople: Why are we in this account? This is especially true with Near-Core opportunities: There will be a class of … Continue reading Scaling First Revenue: Why Are We In This Account?

The Last-Mile Delivery Experience Sucks.

The last-mile delivery experience sucks. There are so many venture-capital-subsidized delivery services in the bay area. They double park, block traffic, dump the stuff on the front door, sheepishly smile if you happen to catch them, some even might utter a word or two. They are the workforce behind the "sharing economy" (I wonder who … Continue reading The Last-Mile Delivery Experience Sucks.

Scaling First Revenue: Core Customers.

You closed your first customers, all friendlies who you worked with for the past 15-18 months to refine the product (so much for your "three months sales cycle from GA to bookings - that was easy!"). So who's next? You can categorize your prospects into three categories: Core (Hunt): This is the category where you actively … Continue reading Scaling First Revenue: Core Customers.

Do you Know Your Transformational Value?

"If I ask CEO <x> about what your most transformational value on the board was over the last twelve months, what would she say?" My firm also invests in other venture capital funds, known as 'fund-of-funds'. I recently met a long-time friend from a great fund in enterprise software who I deeply respect.  When I asked … Continue reading Do you Know Your Transformational Value?

Scaling First Revenue: Don’t Forget ARPU Expansion.

Most Enterprise markets are somewhat finite regarding the number of customers: F1000 by definition has exactly 1,000 companies (d'oh!). Getting new customers is good. That usually comes in cycles: yay, the first customer! Oh no, who's next? I think I figured it out.... Darn copy-cats! You will hit the point where competition isn't sleeping anymore. … Continue reading Scaling First Revenue: Don’t Forget ARPU Expansion.