The modern SaaS startup asks marketing to fill the top of the funnel, sales to qualify and close leads, and customer success to retain customers. Conceptually, this trinity works in unison to grow a business rapidly. But sometimes, SaaS companies struggle with this model, particularly when churn rates increase in a business.
Most interviews are a waste of time. According to Adam Grant, a professor of Organizational Behavior at Wharton, "standard interviews only accounted for 8% of the differences in performance and productivity." The typical interview fails to predict performance accurately because it is subject to interviewer biases and candidate biases, and fails to compare the candidates with a consistent rubric.
Capital is plentiful. Startup infrastructure costs continue to plummet. App stores and other novel channels of distribution are flourishing. At this point, a startup's most challenging task, aside from finding the right idea, is recruiting and retaining a great team. But if you needed another push to found a startup, just take a look at the data.
Most startups play defense when discussing pricing with customers. They dance between asking for too little, leaving money on the table, and asking for too much, only to lose the customer's interest. The very best companies lead their customers in that dance. They use pricing as an offensive tool to reinforce their product's value and underscore the company's core marketing message.
The typical equity stake of US venture-backed post-Series A CEO has increased from 15% to 21%, a 40% increase in five years. This trend is also manifested in Series Bs, but as the chart above shows, post-Series C and D, total founder/CEO equity positions have remained constant.
What a difference a few quarters make! In the past nine months, Series A valuations have skyrocketed. In fact, 2014 Series A pre-money valuations have surpassed Series B valuations from 10 years ago, accounting for inflation. The same is true for Series B valuations exceeding median Series C valuations a decade before.
It's Q3 earnings season and about half of the major public tech companies and recent startup IPOs have reported their figures. I keep track of earnings to get a sense for how these companies perceive their markets. Meeting or exceeding earnings indicates companies can forecast their growth and demonstrates how predictable these businesses are. The more predictable, the more stable the business environment and consequently, the fund raising environment for startups.
The real promise of the Internet of Things isn't simply linking millions of devices together, just like the real innovation of the web wasn't networking a bunch of computers. Instead, the true and still unrealized potential of IoT is to transform business models; it’s enabling companies to sell products in entirely new and better ways that benefit both the company and the customer.
At some point, most startups will begin to measure their customers' happiness. Customer satisfaction is an important predictor of loyalty and can foster fantastically efficient word-of-mouth growth. Many companies employ Net Promoter Score, a metric pioneered by Bain & Company, to quantify customer satisfaction. NPS estimates customer loyalty by measuring the fraction of a customer base which are promoters and detractors of a company's product. I've been told that NPS scores greater than 50 are impressive, but this is simply a rule of thumb. So what's the right way to evaluate a company's NPS report?
When we analyzed the impact of location on a startup's ability to raise capital, we found no statistically significant difference. Startups in San Francisco, Seattle, Pittsburgh, Austin and many other cities all demonstrated similar ability to raise follow-on rounds. But is the same true for investors of various locations? Do investors across the US invest similarly across Seed, Series A and Series B? They do not. In fact, there is a statistically significant difference in investment patterns of investors depending on their location.