ohub nola –funding ready · ¤what projects would you do if you had the cash? ¤how much free...
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Copyright DKParker, LLC 2019
OHUB NOLA – Funding Ready
Dave Parker
@DaveParkerSEA
www.dkparker.com/blog
@DaveParkerSEA
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Copyright DKParker, LLC 2019
House Keeping
¤ WIFI –
¤ Resources https://www.dkparker.com/ohub-nola
¤ Presentation https://www.slideshare.net/daveparkersea/ohub-kansas-city-month-1-september-2019
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Copyright DKParker, LLC 2019
Program Outcomes
¤ Session 1 – Today ¤ Marketing Growth Plan¤ Quarterly planning & milestones to optimize free cash to
reinvest in growth plan
¤ Session 2 – 12/13 ¤ Recruiting ¤ Starting with revenue roles
¤ Session 3 – January 17¤ Fundraising & M&A ¤ Financial modeling
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About Dave
¤ 5X founder, Board Member, former SVP Programs at UP Global (Startup Weekend + Startup America)¤ Startup Next creator ¤ Startup Week
¤ Author – soon to launch “6 Month Startup – Ideation to Revenue”
¤ 8 transactions – 6 sell side, 2 buy side
¤ VC/Investor
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Copyright DKParker, LLC 2019
Rules of the Road
¤ #GiveFirst – you have complimentary skills around you
¤ Don’t Ramble – I’ll interrupt
¤ Network – you need to build you network for the future starting today
¤ Ask questions as we go
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Introduce yourself & Q&A
¤ Before breaks, we’ll pause for Q&A
¤ Ask your questions
¤ Introduce your company
¤ Follow the prompt
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Growth Plan Requires Data
¤ Tracked over time
¤ Marketing Spend to ROI in Days
¤ All of these factors are inputs into your financial model
¤ Need to show incremental growth without (prior to) additional funding
¤ Funding escalates plan
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Funding Ready
¤ Predictable Revenue
¤ Gross Margin
¤ Cost of Sale ¤ Marketing Efficiency ¤ Sales Efficiency
¤ Other variable to drive free cash is Pricing
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Copyright DKParker, LLC 2019
Website Review
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Website Reviews
¤ Website Mechanics ¤ Forward reports
¤ Sites are used to validate your pitch & Proposal ¤ Customer education & nurture
¤ General observations ¤ HTTPS ¤ Lack of Call to Action ¤ Google Analytics
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Web Report Details
¤ Backlinks
¤ SEO PDF Report ¤ Top competitors based on the tool ¤ Site Analysis – e.g. what Google sees, mobile friendly, etc¤ Conclusions
¤ Competitor Data
¤ Organic Keywords
¤ Referring Domains
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Marketing Plan
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Marketing Overview
¤ Value Proposition¤ Stated in Customer Language
¤ Marketing Funnel Breakdown
¤ Sales Methods Overview
¤ Business Development
¤ Pricing
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Value Propositions
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Positioning
¤ Positioning is holding a place in your customer’s mind –not as everything, what’s memorable?
¤ Who is the initial customer
¤ Think about limiting service and customer first – before you expand ¤ You’re not precluded from selling other services or products
¤ What claim or promise will you make?
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Value Proposition Uses
¤ Tagline on your title page
¤ Madlibs description
¤ Website and marketing content
¤ Repeatable by investors
¤ Learn from each pitch
¤ How did you competitors change over time? “WaybackMachine”
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Don’t Bury the Lead
¤ Think of this like journalism
¤ What’s the headline?
¤ What’s the Lead?
¤ What’s the Story?
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Workshop
¤ Write out: ¤ What makes you different? ¤ Why should people buy from you?
¤ Write your websites tagline and opening paragraph
¤ What claim/promise will you make
¤ This will be part of your Pitch
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Copyright DKParker, LLC 2019
Marketing – Finding the right customers
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Marketing – Finding Customers
¤ Messaging/Value Proposition ¤ Does it resonate with the target customer segment ¤ They are the hero of the story ¤ Is it repeatable?
¤ Strategy ¤ Outbound first¤ Inbound second
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Key Metric Terms
¤ State your hypothesis ¤ CAC – Customer Acquisition Cost ¤ LTV – Lifetime Value ¤ ARPU – Average Revenue per User ¤ Churn ¤ Time to Close ¤ Customer engagement
¤ Time on Site
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Exercise
¤ What is your current Lifetime Value (LTV)
¤ What is your Customer Acquisition Cost (CAC)
¤ What’s your average time to close a sale – from first contact?
¤ What’s the LTV:CAC Ratio
¤ How has it changed over time?
¤ How does it change by customer type or Channel Type
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Org
anic
Sea
rch
Paid
Sea
rch
Wor
d o
f Mou
th
Sale
s Ca
lls
PR
Mira
cles
!
Time
to C
lose
Mon
th 1
Mon
th 2
Mon
th 3
Mon
th4
$Spend
#
Conv
#
Conv
#
MRR
Time
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Copyright DKParker, LLC 2019
Marketing Channels
¤ Paid Search
¤ Organic Search
¤ Word of mouth
¤ Sales calls
¤ Public Relations
¤ Affiliate
¤ Email marketing
¤ Social
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Marketing Qualified Leads
¤ Define qualified vs list
¤ Suspects
¤ Prospects
¤ Qualified Prospects
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Sales Qualified Leads
¤ Hand off to Sales
¤ Identify steps to close
¤ Number of calls
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Time to Close
¤ Lead attribution
¤ Source time
¤ Compressing or Expanding
¤ Trend by source
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Copyright DKParker, LLC 2019
Tracking
¤ Data allows you to know where to double down and where to hold back
¤ Conversion ratios
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Monthly Budget
¤ Hypothesis: ¤ $1000 in Marketing spend will create #____ MQL
¤ Monthly Amount
¤ Channels
¤ Track your results
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Sales – capturing value created
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Copyright DKParker, LLC 2019
How will they buy?
¤ Web Direct – place the order to buy on the web
¤ Direct – outbound sales, inside/outside
¤ Indirect/Channel – fulfills demand, doesn’t generate
¤ Retail – BestBuy, etc
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Sales Model Hypothesis KnownMarket
Unknown Market
Low Price Point
High PricePoint
KnownSearch Words
Unknown Search words
Web Direct
Direct
Indirect
Retail
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Copyright DKParker, LLC 2019
Sales
¤ Model – Pick one, why?
¤ Strategy ¤ Who
¤ Tactics ¤ How
¤ Tools ¤ Sales tools
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Copyright DKParker, LLC 2019
Business Development
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Business Development
¤ Strategic relationships
¤ Who has the list you want
¤ How do you get the partnership
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Copyright DKParker, LLC 2019
Business Development
¤ Strategy ¤ Who should you get as a partner
¤ How will you build the relationship?¤ What channels
¤ Tactics ¤ Messaging/Value proposition
¤ Tools ¤ CRM
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Dave’s Madlibs Pitch Hi, I’m <your name here>, and my company <your Company
name here> the problem I’m solving is <insert problem here>. Our
product <insert product info here> is designed for our target
customer of <insert target customer here>. We make money by
<insert method here> and our team is the right team because
<insert why you’re awesome here>. I need help with <insert help
needed here>.
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Break
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Company Road Map
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Company Roadmap
¤ Where will you be in 18 Months ¤ Product ¤ People¤ Customers ¤ Owner of category
¤ Should map to your financial model
¤ Should double your enterprise value
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Q1
• Customer Acquisition• Revenue• Product or Service• People• Ops• Important Things We're Not Doing Yet• Owner for each
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Google DocExcel Doc
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Quarterly Board Milestones
¤ Every topic has one owner
¤ Realistic quarterly goals ¤ Customer Acquisition ¤ Revenue ¤ Product/Service ¤ People ¤ Ops
¤ Important list of things were not doing yet
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Customer Acquisition
¤ Who owns new customer acquisition
¤ How much will you spend this month/quarter?¤ Today ¤ Channel effectiveness
¤ Who owns proposals
¤ Budget
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Revenue
¤ Who owns Revenue?
¤ Profitability by project/product
¤ Collecting cash¤ DSO/DPO/DIO
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Product/Service
¤ Who owns product and service innovation
¤ Any product or service changes or innovations? ¤ Where will it create competitive advantage ¤ What will they cost to develop or implement ¤ How will it make or save you money
¤ Budget
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People
¤ Who Owns People
¤ Right People on the Bus?
¤ Right Seats
¤ Wrong People off the Bus
¤ What staffing changes do you need to make this quarter and each following quarter?
¤ Budget
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Ops
¤ Who owns Ops?
¤ Product or Service delivery improvement ¤ How will you measure the result
¤ Who owns inventory?
¤ Who owns Employee Satisfaction ¤ How will you measure it
¤ Budget
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Important Things We’re Not Doing Yet
¤ CEO Owns – this is a focus topic
¤ What projects would you do if you had the cash?
¤ How much free cash do you need to create to deliver those projects? ¤ Estimate the free cash + time ¤ Drop these projects into that specific quarter
¤ Budget
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Fundraising Plan
¤ Your plan reflects what you’re doing with or without a funding partner
¤ Marketing and Sales inputs create your Forecast vs Actual ¤ These Assumptions go into the model
¤ Funding risk goes down with a plan that is already being executed
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Workshop
¤ Start filling you quarterly plan ¤ New customer acquisitions goals ¤ Revenue and profit targets
¤ Investments ¤ Place new projects or people in a future quarter based on
your best estimate
¤ Aspirations – as long as they are in future quarters
¤ Rule of 40 - 20% growth + 20% Profit
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One Page Business Plan Review
¤ Office Hours Format
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