Remove 2000 Remove Bootstrapping Remove Business Model Remove Revenue
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Pricing determines your business

A Smart Bear: Startups and Marketing for Geeks

Consider the consequences of these monthly pricing possibilities: $0/mo means your goal is to maximize growth (trust and usage) instead of revenue. Your product is designed with natural tripwires to trigger other pricing ( Freemium model ), or not (business model left as an exercise to your future self). Think: GoDaddy).

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Fermi estimation for startup business models

A Smart Bear: Startups and Marketing for Geeks

Often your best estimate of any metric or market behavior or business model component is at best accurate within a power of ten, for example “expected conversion rate between 0.5% and 5%” or “cost to acquire a customer between $50 and $500″ or “average monthly revenue per customer between $20 and $200.”

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The rise of the “successful” unsustainable company

A Smart Bear: Startups and Marketing for Geeks

invested, IPO’ed in 2000 for $32/share — stock price now $2. After I sold Smart Bear, that division has increased revenue and profit every year, for five years, even through the 2008/2009 economic disaster. Freeloader — On $3m invested, sold for $38m in 1996 — shut down in 1997. Support.com — On 2.5m

IPO 240
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The pioneers of Silicon Valley’s fast culture on how to grow quickly, not recklessly

Reid Hoffman

What makes this tricky is that markets evolve, and an innovative technology or business model can transform a normal market into a Glengarry Glen Ross market. Google realized that being the way to find the world’s information was a blitzscalable market, thanks to the network effects in its AdWords revenue engine.

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Q&A Wednesday :: GuruStorms

Austin Startup

It’s also financially rewarding, with up to $2000 in rewards for a great idea. The current business model for expert consultants is a brick and mortar industry with revenues of about 1/2 a Billion dollars per year. GuruStorms has been completely bootstrapped thus far. BountyStorms launched in early 2009.

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The Venture Capital Secret: 3 Out of 4 Start-Ups Fail

online.wsj.com

The results were similar when he examined data for companies funded from 2000 to 2010, he says. If failure is defined as failing to see the projected return on investment—say, a specific revenue growth rate or date to break even on cash flow—then more than 95% of start-ups fail, based on Mr. Ghoshs research.