Steve Blank has one message for startup founders - Get out of the building
So what happens when founders go out of the building and have to do sales with no previous experience? This is what happened to me. I had no experience of how large companies work.
Here are a few lessons I picked up from my experience of selling to large companies.
1. Network - There is only one way to break into large companies independently, that is via your contacts and network. Go back to your alumni association, your family, your school and college buddies. Start working on your networking skills. Networking is all about first finding a common interest (say Open Source or you went to the same school) with someone and then getting to personally know them - their family, interests, goals etc.
2. Find the right audience - If you are selling a business product, find business users who may benefit from the solution, if you are selling a technical product, go to the technical users. If you are not sure, go to the business users - they are likely to find a use for your product.
3. Be patient and consistent - Large companies are usually bureaucratic and paranoid about startups. But even within large enterprises there are early adopters. Once you get someone interested in your service, keep them in the loop. Remember if someone takes interest in you, they will give you a pilot or refer you to someone
4. Dress and present well - Large companies are used to smart (power) dressing and glitzy presentations. Make a good presentation, polish your shoes, wear neat formal clothes and talk confidently and clearly. Be prepared to flash a knowing smile as often as you can. Everyone likes people who look and behave like them. So try and mirror your contact.
5. Blend in the culture of the company - This may be difficult if you are not too experienced, but try and look for signs. Are your prospects specific or vague? Do they act important or humble? Are they paranoid or risk-taking? Are they formal or casual? Tailor your pitch accordingly and try to fit into their culture.
6. Communicate and be serious about commitments - Once your foot is in the door, keep your contact in loop. Startups usually fail to grasp or estimate the true costs of executing a project. So it is best to under-promise and over-deliver. If you think you are going to run over deadlines, keep communicating. By communicating, you will get valuable feedback about how your project / pilot is progressing and if you need to make any changes to your solution or approach.
If all this is not for you, then you do not have the temperament to do large company sales... like me :-) All of this is usually time consuming and expensive. This is why enterprise products are so expensive!
Monday, September 27, 2010
Saturday, September 25, 2010
Finding the ideal team structure for Startups
A lot of what is written about managing teams is a discussion of the two basic classes of teams, centralized and decentralized teams. Both have their pros and cons and are best suited to different situations.
Centralized teams also give rise to a top-down structure of an organization. Top down teams can get a lot of work done as all members work in tandem. Independent and creative thinking can jeopardize the entire organization. The scope of work is divided into two classes, thinkers and doers. Thinkers do medium/long range planning, anticipate issues, allocate resources, manage motivation and doers execute the activities that the thinkers have identified on a transaction basis. Centralized teams are usually stable and provide security to all its members. Large companies and governments usually fall into this category.
De-centralized teams on the other hand are much more fluid and depend on creative and independent thinking members. These teams are usually upstarts and their objective is to find a niche that has not been exploited by others. Every member is a thinker and doer. The tasks are not stable and the position of each member is not secure if they are not willing to change their roles or learn new skills.
Truly decentralized teams are a much more rear phenomenon in business than centralized teams. Hence most people would have never experienced working in decentralized teams or even heard of anyone who worked in one. This also includes founders of start-up companies
A one to three person start-up does not face this problem, but when a start-up takes more risk than usual, the centralization / decentralization problem comes up. This is because most people have no experience / understanding of de-centralized way of working. As Steve Blank rightly points out, a start-up is a "search" for a scalable business model and hence what it requires is a de-centralized team. This is exactly what Jason Fried and company write about in "Rework"
Or the other option is to become ambidextrous. Be centralized and de-centralized at the same time. Let the need drive the structure. Say if you need to do extensive testing before a new feature release, make a centralized team and split planning and doing. If you need to build 10 new features in a month, keep it de-centralized. The catch here is that all the team members also have to be ambidextrous.
Centralized teams also give rise to a top-down structure of an organization. Top down teams can get a lot of work done as all members work in tandem. Independent and creative thinking can jeopardize the entire organization. The scope of work is divided into two classes, thinkers and doers. Thinkers do medium/long range planning, anticipate issues, allocate resources, manage motivation and doers execute the activities that the thinkers have identified on a transaction basis. Centralized teams are usually stable and provide security to all its members. Large companies and governments usually fall into this category.
De-centralized teams on the other hand are much more fluid and depend on creative and independent thinking members. These teams are usually upstarts and their objective is to find a niche that has not been exploited by others. Every member is a thinker and doer. The tasks are not stable and the position of each member is not secure if they are not willing to change their roles or learn new skills.
Truly decentralized teams are a much more rear phenomenon in business than centralized teams. Hence most people would have never experienced working in decentralized teams or even heard of anyone who worked in one. This also includes founders of start-up companies
A one to three person start-up does not face this problem, but when a start-up takes more risk than usual, the centralization / decentralization problem comes up. This is because most people have no experience / understanding of de-centralized way of working. As Steve Blank rightly points out, a start-up is a "search" for a scalable business model and hence what it requires is a de-centralized team. This is exactly what Jason Fried and company write about in "Rework"
Or the other option is to become ambidextrous. Be centralized and de-centralized at the same time. Let the need drive the structure. Say if you need to do extensive testing before a new feature release, make a centralized team and split planning and doing. If you need to build 10 new features in a month, keep it de-centralized. The catch here is that all the team members also have to be ambidextrous.
Saturday, September 11, 2010
Frugal Engineering: Jugaad is the new Kaizen
The rise of Japanese manufacturing in the 80s gave rise to "Lean Manufacturing". Lean is based on core values that are a part of the Japanese culture of minimalism, automation and elimination of waste. As Industrial Engineers, we even learned these concepts with their Japanese terms like "Kaizen" (continuous improvement), "Jidoka" (automation), "Poka-yoke" (full-proof) in school. Using the Japanese versions of these terms forces us to create a new meaning to the concepts keeping with the spirit in which the Japanese companies applied.
With the turn of the century, the recession and the rise of Indian companies in the eyes of the world, a new paradigm shift is just beginning to take place, "Frugal Engineering". C.K. Prahlad's book "Bottom of the Pyramid", Tata Motors new $2500 car the "Nano" and Bharti Airtel's telecom business model are the main stories around this new concept of Frugal Engineering. With billions of people from developing countries around the world, joining the "mainstream" market, companies need new thinking on how to succeed with this big opportunity.
A new management jargon that is heard often these days is the Indian word "Jugaad" (to get a solution where there is a scarcity of resources). As with the Japanese terms, it is the spirit in which it is spoken in India that makes it unique. When you want to do a Jugaad, you look for an out-of-the-box solution using existing cheap resources and you want it quick
So if "Frugal Engineering" gets popular like "Lean" and managements around the world start looking for ideas on how to cater to developing countries, like Jugaad, what are the core cultural elements of Indian companies that will be talked about? Here is a proposal:
1. Cutting (micro-consumption): The concept of "Cutting" is you provide in the minimum possible serving size. Cutting is used in relating to tea, where a "Cutting" tea is half-a cup of tea, roughly 50ml. Huge majority of tea drunk in Mumbai is Cutting tea. The majority of mobile phone re-charges (in India most mobile-connections are pre-paid, i.e. you pay first and use later) are for Rs 10 (20 cent). What Cutting does is that it allows for mass consumption of a service or product at very low costs. Cutting is micro-consumption to services like micro-finance is to banking.
2. Zor-laga-kay (the-push): When there is a big problem that needs to be fixed quickly, a large number of people stop whatever they are doing put in effort to solve it. In India more people are likely to be a Jack-of-all-trades rather than specialists. Indian companies are also more chaotic where it is hard to put people into fixed roles and functions. There are obvious down-sides to this, but the upside is that when there is a major problem that threatens survival, everyone contributes. The team self-organizes itself around the problem and everyone puts in synchronized effort to "push" the problem out. A new team spirit and confidence emerges and seemingly impossible tasks get accomplished with Zor-laga-kay.
3. Chalta-hai (take-it-easy): This term is usually used by high-minded Indians as a self-critical symbol of laziness, fatalism and poor quality. But if taken in the right spirit, this concept has a great balancing and harmonizing effect. Indians are more likely to make a compromise rather than pick a fight. In my opinion, the west is too result oriented and sometimes forgets that the journey is as important as the destination. As you enter the developing world, the problems are plenty, your resources are limited, and most things are not in your control. So be prepared to suck it in, calm your mind and say "Chalta-hai".
4. Fat-a-fat (instantly): This means, what ever you want to do, do it NOW. Don't think too much, use your instinct and move on. Sometimes in the West, a lot of resources are used to strategize and plan. The Fat-a-fat principle says, that you don't have much resources or time to plan so just get on with it. Fat-a-fat brings a sense of urgency in an otherwise slack environment. In developing countries, things often seem to move very slowly, with people taking their own sweet time to get things done. Like Narayana Murthy of Infosys said "In India articulation is often mistaken for accomplishment". So if you are feeling interia, just do it - Fat-a-fat.
So next time, hear these words as management jargon, remember where your read them first. And I am sure you would have many suggestions, please write them in the comments!
Note 1: These are terms that are usually spoken in Hindi in Mumbai, every region of India is unique and has their own terms. But I am sure the spirit and culture is very similar.
With the turn of the century, the recession and the rise of Indian companies in the eyes of the world, a new paradigm shift is just beginning to take place, "Frugal Engineering". C.K. Prahlad's book "Bottom of the Pyramid", Tata Motors new $2500 car the "Nano" and Bharti Airtel's telecom business model are the main stories around this new concept of Frugal Engineering. With billions of people from developing countries around the world, joining the "mainstream" market, companies need new thinking on how to succeed with this big opportunity.
A new management jargon that is heard often these days is the Indian word "Jugaad" (to get a solution where there is a scarcity of resources). As with the Japanese terms, it is the spirit in which it is spoken in India that makes it unique. When you want to do a Jugaad, you look for an out-of-the-box solution using existing cheap resources and you want it quick
So if "Frugal Engineering" gets popular like "Lean" and managements around the world start looking for ideas on how to cater to developing countries, like Jugaad, what are the core cultural elements of Indian companies that will be talked about? Here is a proposal:
1. Cutting (micro-consumption): The concept of "Cutting" is you provide in the minimum possible serving size. Cutting is used in relating to tea, where a "Cutting" tea is half-a cup of tea, roughly 50ml. Huge majority of tea drunk in Mumbai is Cutting tea. The majority of mobile phone re-charges (in India most mobile-connections are pre-paid, i.e. you pay first and use later) are for Rs 10 (20 cent). What Cutting does is that it allows for mass consumption of a service or product at very low costs. Cutting is micro-consumption to services like micro-finance is to banking.
2. Zor-laga-kay (the-push): When there is a big problem that needs to be fixed quickly, a large number of people stop whatever they are doing put in effort to solve it. In India more people are likely to be a Jack-of-all-trades rather than specialists. Indian companies are also more chaotic where it is hard to put people into fixed roles and functions. There are obvious down-sides to this, but the upside is that when there is a major problem that threatens survival, everyone contributes. The team self-organizes itself around the problem and everyone puts in synchronized effort to "push" the problem out. A new team spirit and confidence emerges and seemingly impossible tasks get accomplished with Zor-laga-kay.
3. Chalta-hai (take-it-easy): This term is usually used by high-minded Indians as a self-critical symbol of laziness, fatalism and poor quality. But if taken in the right spirit, this concept has a great balancing and harmonizing effect. Indians are more likely to make a compromise rather than pick a fight. In my opinion, the west is too result oriented and sometimes forgets that the journey is as important as the destination. As you enter the developing world, the problems are plenty, your resources are limited, and most things are not in your control. So be prepared to suck it in, calm your mind and say "Chalta-hai".
4. Fat-a-fat (instantly): This means, what ever you want to do, do it NOW. Don't think too much, use your instinct and move on. Sometimes in the West, a lot of resources are used to strategize and plan. The Fat-a-fat principle says, that you don't have much resources or time to plan so just get on with it. Fat-a-fat brings a sense of urgency in an otherwise slack environment. In developing countries, things often seem to move very slowly, with people taking their own sweet time to get things done. Like Narayana Murthy of Infosys said "In India articulation is often mistaken for accomplishment". So if you are feeling interia, just do it - Fat-a-fat.
So next time, hear these words as management jargon, remember where your read them first. And I am sure you would have many suggestions, please write them in the comments!
Note 1: These are terms that are usually spoken in Hindi in Mumbai, every region of India is unique and has their own terms. But I am sure the spirit and culture is very similar.
Tuesday, August 31, 2010
Driving Traffic to your Site - The Real Story
There is tons of stuff on the net about driving traffic on your site - mostly by SEO/SEM marketers, but whats the real story?
An easy way to understand this is to imagine this - you are opening an restaurant - why do you think people would come to eat at your place? Here are common reasons:
So what is it that you want people to know? Its your USP - what makes you stand apart. Your first target has to be to drive the "initial" customers, then if you believe you are doing a good job, they will come again and bring in their friends too!
So where would you start? If you are at a convenient location, you just need to put up a nice welcoming banner and people will start coming. If you have a unique cuisine, you can start targeting that clientele by showing a presence at community events or doing a targeted mailer. If you offer value, make sure your message covers it well.
Driving online traffic to your site works in the same way! Its all about people, place, product, price - Once you know your USP, it will be logical for you to find out who will be interested. Whats more, if you have an offering that is truly unique and benefits a particular community, people will WANT to talk about it.
The corollary is that if you can't figure where your offering fits, then you need to do that first. Driving traffic is not about some technical wizardry. Its about figuring your marketing USP and asking the basic question - "why would people be interested in visiting my site"
Then its a matter of contacting a few people who could help you and the rest will follow!
An easy way to understand this is to imagine this - you are opening an restaurant - why do you think people would come to eat at your place? Here are common reasons:
- Your restaurant is at a convenient location where people commute or work and don't prepare food
- You have a cuisine that is unique and not offered anywhere around
- You have healthy, tasty food at a good value - something that the overpriced restaurants around you are not fulfilling
- You have a great atmosphere with live music where people can spend a happy evening.
So what is it that you want people to know? Its your USP - what makes you stand apart. Your first target has to be to drive the "initial" customers, then if you believe you are doing a good job, they will come again and bring in their friends too!
So where would you start? If you are at a convenient location, you just need to put up a nice welcoming banner and people will start coming. If you have a unique cuisine, you can start targeting that clientele by showing a presence at community events or doing a targeted mailer. If you offer value, make sure your message covers it well.
Driving online traffic to your site works in the same way! Its all about people, place, product, price - Once you know your USP, it will be logical for you to find out who will be interested. Whats more, if you have an offering that is truly unique and benefits a particular community, people will WANT to talk about it.
The corollary is that if you can't figure where your offering fits, then you need to do that first. Driving traffic is not about some technical wizardry. Its about figuring your marketing USP and asking the basic question - "why would people be interested in visiting my site"
Then its a matter of contacting a few people who could help you and the rest will follow!
Wednesday, August 25, 2010
ERP or Accounting Software?
This this a question I have been grappling with for a long time:
What category do we fit in? Are we an accounting software or an ERP?
Here are the arguments either way:
Accounting Softwares are smaller in scope and are used by small businesses. They may also contain additional workflows for stock keeping, but usually are simple. There is not much scope to tag your data across territories etc and not much scope of setting budgets, rules on discounts etc.
ERPs on the other hand are traditionally used by large and mid-sized businesses. They have the capability to handle large volume of data. The core functionality is still accounting, stock keeping, pre-sales, invoicing etc. There are lot more options to categorize your customers, territories, sales people. You can set targets and complex rules.
So where does iWebNotes fit in?
My take is that it fits into both the categories, it has the multitude of options that required for real businesses and also is simple enough to use for small businesses. So we are trying to blur the gap.
Ideally, we must combine the functionality of the ERP and simplicity of the Accounting Softwares so that customers get the best of both world.
What category do we fit in? Are we an accounting software or an ERP?
Here are the arguments either way:
Accounting Softwares are smaller in scope and are used by small businesses. They may also contain additional workflows for stock keeping, but usually are simple. There is not much scope to tag your data across territories etc and not much scope of setting budgets, rules on discounts etc.
ERPs on the other hand are traditionally used by large and mid-sized businesses. They have the capability to handle large volume of data. The core functionality is still accounting, stock keeping, pre-sales, invoicing etc. There are lot more options to categorize your customers, territories, sales people. You can set targets and complex rules.
So where does iWebNotes fit in?
My take is that it fits into both the categories, it has the multitude of options that required for real businesses and also is simple enough to use for small businesses. So we are trying to blur the gap.
Ideally, we must combine the functionality of the ERP and simplicity of the Accounting Softwares so that customers get the best of both world.
Thursday, July 22, 2010
Two Years of Web Notes - Slow but steady
Dan Pallotta has written a great blog on "misfit" entrepreneurs who see a different world and try to do something about it. http://blogs.hbr.org/pallotta/2010/07/misfit-entrepreneurs.html
Obviously it feels good to reads blogs like these to provide relief to the suffering (ego) :-)
Today we complete two years of the Web Notes experiment. After dabbling with solutions for a while we finally "pivoted" to the products model because that is what our calling is.
Our goal is to provide "usable" enterprise class systems at low prices. We also want to make it open source and provide unbeatable value to customers.
Sure, we have problems, but we will fix a problem every day, until the product becomes ready to use by pragmatic mainstream customers. And we are getting there. Slowly but surely.
Obviously it feels good to reads blogs like these to provide relief to the suffering (ego) :-)
Today we complete two years of the Web Notes experiment. After dabbling with solutions for a while we finally "pivoted" to the products model because that is what our calling is.
Our goal is to provide "usable" enterprise class systems at low prices. We also want to make it open source and provide unbeatable value to customers.
Sure, we have problems, but we will fix a problem every day, until the product becomes ready to use by pragmatic mainstream customers. And we are getting there. Slowly but surely.
Friday, July 16, 2010
Major Release this August
We are very excited as we prepare for our first major upgrade after the launch. The upgrade is planned for 1st August if we are able to get things right.
In this release, we further push the barriers of the ERP by including social networking features. A company is also a social organization along with being a commerical one. We want our users to be able make social relationships in the company, communicate in familiar ways and share information using our social networking features.
We are also planning is to throw open our powerful customization tools to the users. In the first release, we restricted the customization to ensure ease of setup but with more and more customers demanding it, we are planning to throw all the settings open.
We also have learnt from our your feedback on making the setup process simpler, so we are going to completely re-design our setup tools. We studied other apps such as Salesforce.com, Zoho and Freshbooks to understand the best practices in each of them. We will now bring all setup under one page so that you know where to go when you setup the system.
Along with this we will also release numerous patches and fixes and also launch a brand new Maintenance Module. We are also aware of the quality issues many of you have reported. We as an organization have discussed this extensively and will include more and more ways to release with testing as many scenarios as we can.
Cheers
In this release, we further push the barriers of the ERP by including social networking features. A company is also a social organization along with being a commerical one. We want our users to be able make social relationships in the company, communicate in familiar ways and share information using our social networking features.
We are also planning is to throw open our powerful customization tools to the users. In the first release, we restricted the customization to ensure ease of setup but with more and more customers demanding it, we are planning to throw all the settings open.
We also have learnt from our your feedback on making the setup process simpler, so we are going to completely re-design our setup tools. We studied other apps such as Salesforce.com, Zoho and Freshbooks to understand the best practices in each of them. We will now bring all setup under one page so that you know where to go when you setup the system.
Along with this we will also release numerous patches and fixes and also launch a brand new Maintenance Module. We are also aware of the quality issues many of you have reported. We as an organization have discussed this extensively and will include more and more ways to release with testing as many scenarios as we can.
Cheers
Saturday, June 26, 2010
Building a "beautiful" product
This is again a "pivotal" stage for the company. We have built a certain product, persistently over years and is there for everyone to see. While early adopters take their time, we keep on the cycle of continuous improvement and people start recommending our product, there is bound to be a lull in strategy. Not being aware how long this phase will last, there must be an integrating theme to the phase.
This is a phase in which our progress will no longer be measured by the number of features we produce (we are already past that) or how much revenue we generate (we are still to get there).
The target for this phase should be - to build a "beautiful" product. To get a sense of progress, there must be a measurable. How do we measure this?
Lets break this up:
This is a phase in which our progress will no longer be measured by the number of features we produce (we are already past that) or how much revenue we generate (we are still to get there).
The target for this phase should be - to build a "beautiful" product. To get a sense of progress, there must be a measurable. How do we measure this?
Lets break this up:
- The product must be easy to understand - headings, labels, actions and exit must be clearly marked
- The product must be consistent - similar paradigms to be used throughout
- The product must look familiar in terms of other applications that the users might be using
- The product must be stable
- Messages must be clear and suggestions must be given if there are stoppages
- There must be "sign-posts" (suggestions) for users to reach a particular target. We can put in "scenarios" for users to understand the product.
Friday, June 25, 2010
Starting a new blog
Usually I write on our company website but I am starting to write here so that our friends in Google can index better! Will write on technology and startups.
As Steve Blank rightly puts it, a startup is a search for a business model. Hence the tendency by startup entrepreneurs to think a lot about their strategy and business model. So I hope this blogs helps others as much as it will help me in straightening out my thoughts!
As Steve Blank rightly puts it, a startup is a search for a business model. Hence the tendency by startup entrepreneurs to think a lot about their strategy and business model. So I hope this blogs helps others as much as it will help me in straightening out my thoughts!
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