template to DEMO Path

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Florin Muresan

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For you to build your sales process, you need to identify a Core Customer profile to go after and prospect against.

Once you have that, here’s a sample email you can use to reach out cold and kick off the conversation.

Subject: quick request

Hey [first name],

I hope this email finds you well! I wanted to reach out because [explain how you got their contact information and how you relate to them: talked to a colleague, saw your company online, etc.].

[Name of company] has a new platform that will help (your team at) [organization name]. [One sentence pitch of benefits].

I know that [our product] will be able to help [name of your company] [insert high level benefit here].

Are you available for a quick call [time and date]?

Cheers,

Signature

That should at least get your foot in the door…

… then you continue diving deeper with the prospect around the following info using the B.A.N.T. framework:

  1. Budget: Is there a budget set aside?
  2. Authority: Who is involved in the decision?
  3. Need: Do they have a problem?
  4. Timeline: Is this a now or later thing?
  5. Etc…

Once you’ve got that, then you want to schedule a demo for them with one of your Account Execs or what I like to call my “Product Specialists” (nicer word for salesperson :).

That’s the outbound sales model.

Go out there, add value, connect, identify needs and try and schedule them with a product specialist for a demo.

During the webinar I’m going to go over what makes a KICK ASS demo.

One where the prospect pulls out their credit card on the spot to get signed up and deployed.

But before that, you’ve got to do some homework…

  1. Who is your Core Customer?
  2. Do you have a list of them? (if not, I can help you below)
  3. Do you have a process for prospecting?
  4. Are you qualifying them?

During tomorrow’s webinar, I’m going to be breaking down the SaaS business model.

>>> Register here for The SaaS Model Masterclass

We’ll be covering what metrics matter most, and what sequence you should be attacking them in.

It’ll be a compressed version of my SaaS Academy Metrics but it will give you an actionable game plan to execute against.

More to come…

Dan “selling is my jam” Martell

good way to look at next goals and features for product dev

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from Startups Live:

1. Assume no one has the answer (because the don’t) so all efforts are just around questions and how to answer them. It’s not “what feature do we build?” as much as “what don’t we know about our customer and how could a feature help us learn?”

 

[6:43]
2. Keep milestones incredibly small, short. Focus on what’s done by Friday, not this quarter. The fastest way to get lazy is to give yourself more time.

Two Things Required to WIN in SaaS

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Florin Muresan

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from Dan the man Martell:

(warning – long email ahead PACKED with value)

Want to know the non-negotiables / absolutes / must haves / can’t build a business without it things required in Saas?

Here they are…

Solve painful problems.
Solve it in a way the customer wants it solved.
Do this wrong and you’ll move sideways in frustration under the false belief that you’ve got something awesome and that any day now customers will realize it.

Nail this and you’ll have millions of people signing up for your software every month (FYI: Dropbox generated 4M referred signups in 15 months!)

Great SaaS companies solve really painful problems.

ONE:

So your solution needs to be a Painkiller!

Problems like:

Team collaboration/communication missteps
Marketing program inefficiency
Losing sales
Managing infrastructure
Financial risk
The opposite of that kind of solution is a Vitamin. Something that may make you better but doesn’t address an immediate pain.

Like taking a vitamin… it’s preventative.

Things like:

Individual productivity
Marketing presentations
Business reporting
Employee morale
Improving documentation
These are all great things to have in your business but they don’t stand out as solving an immediate painful problem.

Never forget that: People buy what they desire, businesses buy what they NEED.

For someone to buy from you, two of the following things need to be true:

The customer has to have a budget to solve it.
The customer has it as a goal to solve.
Their career depends on solving that problem.
The good news is that many times, the issue is not the product, it’s the positioning.

If you look at both lists above (Painkiller vs. Vitamin) you may notice that all I did was take the same list but reframed them…

… I’m talking about the same issues but with a different “lens”, or positioning.

If you’re having trouble selling your solution, it’s probably because you solve a painful problem for the customers but they can’t connect the dots based on how you explain it.

So, to fix the Product Positioning method by filling in the blanks:

Who is your primary customer?
What 2 problems do you solve?
What 3 ways do you do this?
Then use this format:

We help [type of customer] with [problem 1] and [problem 2] by [solution 1], [solution 2] and [solution 3]

This will do a few things:

It’ll get you crystal clear as to what problem you solve – that your customer cares about.
It’ll force you to differentiate why your solution is different from other solutions in the market.
It’ll keep things short and to the point.
Most entrepreneurs are horrible at explaining what they do, who they do it for, and what problem they solve.

This process will get you there.

TWO:

The second problem you need to fix is building your solution in a way the customer wants it solved.

I can’t tell you how many times I’ve been pitched a product and thought…

… who in the world wants to solve that problem that way?

I’m talking crazy things like requiring a company to:

Give a solution access to all their corporate emails
Migrate their current solutions to a new platform
Force them to complete several form fields to get something created
The better way is to work backwards from the customer’s pain, and solve it in an elegant way that…

Doesn’t require any setup work
Works with their existing products / solutions
Doesn’t change the way they work
Because if you don’t, that just adds friction and could slow down adoption.

What you want to do instead is ask them the IPO Question…

The question is simple:

“If you could wave a magic wand and have this problem solved by a software solution, how would you want it to work?”

Then sit back and listen…

Ask that question to 10 of your potential customers all with the same problem, and look for the 80% that’s shared amongst their answers.

That’s how you should solve their problem!

Now, that doesn’t mean you can just build that and win.

Nope, you’re not off the hook… you’ll still need to take into consideration other factors like:

Technology landscape
Competitive solutions
Business goals
But their answers will at least align your product to solve the problem in an elegant way that won’t add issues to your sales process which we cover in my next email.

So until then, be sure to complete the following:

Write out your positioning statement
Email your customers and ask them the IPO Question
Dan “more painful, more money” Martell

Republishing – check outlets doing republishing

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Florin Muresan

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I'm a youtuber who loves showing you different online marketing tools that help you get growth for your business
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This approach helped Sarah to get over 1,000 new subscribers in 60 hours with $0 spent

You’ve created an awesome article, it gained a bunch of shares and a good position on Google.
You invested a week to create it and 2 weeks to promote it.

Now the only way to grow more is to invest 3 more weeks into another epic article.
Right?

Wrong.

Sarah Peterson used a different approach, invested one day, and got over 1,000 new subscribers in 60 hours. All while spending $0.

The approach is called republishing.
Here’s how you can apply it:

1. Find media that accepts republishing.
Here’s a simple hack on how to do this fast:
Just Google:
YOUR_TOPIC “this article was originally published”

2. Send an email similar to this:
Subject: [Something eye-catching and not generic]
Body:
Hi [Editor name],

[Personal connection point]

I recently wrote an article about [topic] which my audience has enjoyed. I think [publication name’s] audience would love the article as well, because [why?].

I’ve included the article in the body of this email below, and if you’d rather check the original article out here is the link:

[link].

If you enjoy the article and think it would be a good fit, I would love to have it republished on [publication name].

Let me know what you think.

[Your name]

3. When your article gets accepted, ask to place a canonical tag to your original article (it helps Google to understand where the original article is):
<link rel=”canonical” href=”YOUR_URL_HERE”>

Source: sumo.com
Created by Aladdin Happy. Copy edited by: Eric Sundal (he is a great growth hacker)

lol now this is a growth hack – the Princess

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Florin Muresan

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// taken from a guide on Guides.co

‘Cause A Problem’ To Reach Out To Customers
The Hack – Cause a Problem Intentionally to Reach Out to Users

AARRR stage – Retention

Growth Problem – How to Get Users to Contact Customer Support

Haxplanation:

You’re intently staring at your screen, trying to get something important – no – crucial done. That one big task, which will tip the balance of your day’s productivity on the ‘getting shit done’ scale. And then your SaaS app crashes. OMG! WTF! NOOOO!!!

But then… As if by magic, you see an email pop up in your inbox from the Customer Success team of this already-foresaken app developer (which is now on your ‘to unsubscribe as soon as I find a suitable alternative’ list). In a very excited, slightly self-indulgent tone, the mail points out that their system has picked up on a problem with your app instance but the issue has already been fixed by their developers.

They also offer you a 30% discount on their annual subscription as an apology. “WOW! That’s some pretty outstanding customer support” you think and straight-away reply thanking them for saving your day. You then promptly take the app off your ‘to unsubscribe as soon as I find a suitable alternative list’ and purchase their annual plan. In short, you are now a BELIEVER.

But guess what? You just got Growth Punk’d! (now THAT would be a cool show)

Just Hack It:

Wha?! Let me repeat that. Growth. Punk’d.
“But, why? They seemed so nice!”
Uh-huh, that’s what they all say. Anyway, you have just experienced a very clever hack from the ‘customer success as marketing’ playbook
If you think about it, it’s Psychology 101: save the princess, be the hero. And that’s exactly what you are now. A princess…
Now that you know, don’t be so gullible next time. Look after yourself in that gangster’s paradise a.k.a. the SaaS startup world
And definitely have a think about whether you can ethically replicate this hack for your own users
Just be careful how you do it – the last thing you want is to lose any customers this way. Not everyone is as gullible, princess…
Source or Inspiration:

SaaS Marketing: 21 Growth Hacks to Test Today

7 Steps to the Success of Mint and the 170 M Acquisition

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Florin Muresan

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[Study] How a solo founder managed to make $170 million in 3 years…

You probably know Mint, founded by Aaron Patzer in 2006.
Usually, startups are founded by a team. This guy founded it alone.

In 3 years, the company was acquired for $170 million.

Here‘s the path Aaron followed to achieve this result:

#1. Starting from 2006, Aaron focused on high-quality blogging.
Delivered finance tips, link roundups, videos and infographics.

#2. At the end of every blog post, he had a beta list email opt-in.

#3. Mint‘s articles went viral on Reddit and Digg.

#4. In 9 months, they built a list of over 20k emails before even launching their app.

#5. Asked their users to embed a badge saying “I want Mint” on their blogs and social media page in exchange for VIP access.
Result: got links on 600+ blogs while the users competed for access.

#6. Participated in startup events. Result: won TechCrunch40.

#7. Hired PR agency that secured Aaron about 550 interviews in a couple of years. For 1 week every two months, Aaron did a press tour.

75 Startup Accelerators in United Kingdom

startup accelerators in united kingdom
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This is a really big list of all Accelerators and Startup Incubators in the UK.

SEE IT HERE.

This is a really big list of startup accelerators in United Kingdom.

It has about 75 of them, that you can see in the Google Spreadsheet linked to above.

[Product Design] The Hierarchy of Engagement

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Florin Muresan

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[Article from:: https://www.linkedin.com/pulse/hierarchy-engagement-sarah-tavel]

Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.

I think of user engagement as the fuel powering products. The best products take that fuel and propel the product (and with it, the company) forward. Just how products do that is something I’ve been thinking about for most of my career.

At the Habit Summit this week, I presented a framework for how I evaluate non-transactional consumer companies I’m looking to invest in that synthesizes some of this thinking — I call it the Hierarchy of Engagement. The hierarchy has three levels: 1) Growing engaged users, 2) Retaining users, and 3) Self-perpetuating.

As companies move up the hierarchy, their products become better, harder to leave, and ultimately create virtuous loops that make the product self-perpetuating. Companies that scale the hierarchy are incredibly well positioned to demonstrate growth and retention that investors are looking to see.

I encourage you to use the Hierarchy of Engagement framework when thinking about your own product, and building out your product roadmap. But, like most frameworks, I am continuously improving the hierarchy and would love to hear your thoughts.

Let me know what you think.

And here’s the presentation on SlideShare:

 

the Jobs of a CEO

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Florin Muresan

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this is not original. this is just a great piece of text that any startup CEO should read.

And then come back to re-read it.

Needless to say: here’s the link to the original.

The awesomeness starts here.

Earlier I mentioned that the only universal job description of the CEO is to make sure the company wins. Although that’s true, I wanted to talk a little more specifically about how a CEO should spend his or her time.

Screenshot 2015-11-07 19.17.54

A CEO has to:

1) set the vision and strategy for the company,

2) evangelize the company to everyone,

3) hire and manage the team, especially in areas where you yourself have gaps

4) raise money and make sure the company does not run out of money, and

5) set the execution quality bar.

In addition to these, find whatever parts of the business you love the most, and stay engaged there.

As I mentioned at the beginning, it’s an intense job. If you are successful, it will take over your life to a degree you cannot imagine >> ”the company will be on your mind all the time. Extreme focus and extreme intensity means it’s not the best choice for work-life balance.

You can have one other big things in your life ”your family, doing lots of triathlons, whatever” but probably not much more than that. You have to always be on, and there are a lot of decisions only you can make, no matter how good you get at delegation.

You should aim to:

be super responsive to your team and the outside world

always be clear on the strategy and priorities

show up to everything important

and execute quickly (especially when it comes to making decisions others are blocked on.)

You should also adopt a “do whatever it takes ” attitude >> there will be plenty of unpleasant schleps. If the team sees you doing these things, they will do them too.

Managing your own psychology is both really hard and really important.

It’s become cliche at this point, but it’s really true :

”the emotional highs and lows are very intense, and if you don’t figure out how to stay somewhat level through them, you’re going to struggle. ”

Being a CEO is lonely. It’s important to have relationships with other CEOs you can call when everything is melting down (one of the important accidental discoveries of YC was a way for founders to have peers.)

A successful startup takes a very long time, certainly much longer than most founders think at the outset.

You cannot treat it as an all-nighter.

You have to eat well, sleep well, and exercise.

You have to spend time with your family and friends.

You also need to work in an area you’re actually passionate about.

Nothing else will sustain you for ten years.

Everything will feel broken all the time. The diversity and magnitude of the disasters will surprise you.

Your job is to fix them with a smile on your face and reassure your team that it’ll all be ok.

Usually things aren’t as bad as they seem, but sometimes they are in fact really bad. In any case, just keep going. Keep growing.

The CEO doesn’t get to make excuses.

Lots of bad and unfair things are going to happen. But don’t let yourself say, and certainly not to the team, ” if only we had more money ”  or ” if only we had another engineer “.

Either figure out a way to make that happen, or figure out what to do without it.

People who let themselves make a lot of excuses usually fail in general, and startup CEOs who do it almost always fail.

Let yourself feel upset at the injustice for 1 minute, and then realize that it’s up to you to figure out a solution. Strive for people to say “X just somehow always gets things done” when talking about you.

No first-time founder knows what he or she is doing.

To the degree you understand that, and ask for help, you’ll be better off.

It’s worth the time investment to learn to become a good leader and manager. The best way to do this is to find a mentor.

Reading books doesn’t seem to work as well.

A surprising amount of our advice at YC is of the form “just ask them” or “just do it”.

First-time founders think there must be some secret for when you need something from someone or you want to do some new thing.

But again, startups are where tricks stop working. Just be direct, be willing to ask for what you want, and don’t be a jerk.

It’s important that you distort reality for others but not yourself.

You have to convince other people that your company is primed to be the most important startup of the decade, but you yourself should be paranoid about everything that could go wrong.

Be persistent. Most founders give up too quickly or move on to the next product too quickly. If things generally aren’t going well, figure out what the root cause of the problem is and make sure you address that.

A huge part of being a successful startup CEO is not giving up (although you don’t want to be obstinate beyond all reason either. This is another apparent contradiction, and a hard judgment call to make.)

Be optimistic. Although it’s possible that there is a great pessimistic CEO somewhere out in the world, I haven’t met him or her yet.

A belief that the future will be better, and that the company will play an important role in making the future better, is important for the CEO to have and to infect the rest of the company with.

This is easy in theory and hard in the practical reality of short-term challenges. Don’t lose sight of the long-term vision, and trust that the day-to-day challenges will someday be forgotten and replaced by memories of the year-to-year progress.

Among your most important jobs are defining the mission and defining the values. This can feel a little hokey, but it’s worth doing early on.

Whatever you set at the beginning will usually still be in force years later, and as you grow, each new person needs to first buy in and then sell others on the mission and values of the company. So write your cultural values and mission down early.

Another cliche that I think is worth repeating: Building a company is somewhat like building a religion.

If people don’t connect what they’re doing day-to-day with a higher purpose they care about, they will not do a great job. I think Airbnb has done the best job at this in the YC network, and I highly recommend taking a look at their cultural values.

One mistake that CEOs often make is to innovate in well-trodden areas of business instead of innovating in new products and solutions. For example, many founders think that they should spend their time discovering new ways to do HR, marketing, sales, financing, PR, etc. This is nearly always bad.

Do what works in the well-established areas, and focus your creative energies on the product or service you’re building.

Squirrly is registered in London, United Kingdom – How we started it – legal docs

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Florin Muresan

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This is a thing I wrote a really long time ago and people have been asking me about it.

Due to having so much information on my computer and external hard drives, it’s become very hard to find it.

Now that it finally came to life again, here it goes.

The big list of starting a company in the United Kingdom:

 

http://www.investopedia.com/terms/n/nominalvalue.asp#axzz2701O11qp

ca sa nu gresiti ca si mine la structura de capital: diferenta dintre nominal value si market value
http://www.simpleformations.com/share-holder.htm

About shares in the UK
http://en.wikipedia.org/wiki/Private_company_limited_by_shares

Important ca fapt general

http://en.wikipedia.org/wiki/Authorised_capital

Idee de Authorised Capital.. diferit fata de US si scos in 2006. e util in caz ca ati vazut si idei de US, sa stiti ca in UK nu exista.

https://duckduckgo.com/?q=change+shares+capital+in+uk+limited&kl=ro-ro

Exemplu de Share Capital si Motor De Cautare U-T-I-L: ii foarte bun pentru research.. mai bun decat Google. Da rezultate relevante. Il folosesc
mereu pt research-uri

http://www.companieshouse.gov.uk/forms/formsContinuation.shtml#SH19

Nu neaparat important pt voi, dar de aici puteti DOWNLOADA SI VEDEA formularele necesare pt firme in UK

https://www.facebook.com/permalink.php?story_fbid=10151186324378130&id=258047698129&notif_t=feed_comment

Exemplu de cat is de tari oamenii cu care ne-am deschis noi firma. Primiti consultanta gratuita pt deschiderea firmei. Raspund pe email (ticket),
twitter si Facebook la intrebari. Se ocupa super serios de tot si ofera si spatiu de birou in the UK (nu se plateste, dar e necesar ca iti da
adresa de UK pt firma)
http://www.companiesmadesimple.com/project/blog/

Cei de mai sus, dar site-ul oficial. Sunt cei mai tari. Ne-a costat cu tot ce am vrut noi + shipping de documente apostilate in Romania 300 EUR pt
deschidere.
Taxele se iau in evidenta doar la 3 Luni dupa ce ati primit primii bani. Deci pana nu primiti bani nu va intereseaza. Pe urma, in termen de 3 luni va
inregistrati. In termen de 9 luni dupa aceea platiti CORPORATE TAX, ceva de genul 20% pe profit, deci ce nu e salar sau cheltuiala.
si acum pt investitii: – si State si Europa.. cum sa faceti documentele. Noi dupa astea le-am facut si au iesit super profi.

http://www.florin-muresan.cif2.net/what_specific_free_documents_can_entrepreneurs_use_for_seed_funding-pag397-article_id28683.html

http://www.florin-muresan.cif2.net/seriesseedfi__standardized_free_seed_investment_legal_documents_for_finland-pag397-article_id28684.html

http://www.florin-muresan.cif2.net/open_source_seed_documents-pag397-article_id28697.html
Cateva idei de pe Quora legate de costuri:

http://www.quora.com/What-is-the-approximate-cost-of-incorporating-and-running-a-limited-liability-corporation-in-the-UK