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Praying to the God of Valuation

Both Sides of the Table

2001–2007: THE BUILDING YEARS The dot com bubble had burst. We had nascent revenues, ridiculous cost structures and unrealistic valuations. In those years I learned to properly build product, price products, sell products and serve customers. Until we weren’t. Nobody cared about our valuations any more.

Valuation 466
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Want to Know a Secret? Your Customers Do.

ConversionXL

The New York Times, January 2001. Finally, in December 2001, came the big reveal: Ginger was the Segway. . Torment your customers,” Stephen Brown advocates , tongue only partially in cheek. It playfully suggests differentiation via extraordinary customer service—while creating real differentiation by entertaining its recipients.

Customer 108
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Want to Know a Secret? Your Customers Do.

ConversionXL

The New York Times, January 2001. Finally, in December 2001, came the big reveal: Ginger was the Segway. . Torment your customers,” Stephen Brown advocates , tongue only partially in cheek. It playfully suggests differentiation via extraordinary customer service—while creating real differentiation by entertaining its recipients.

Customer 101
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Is the Lean Startup Dead?

Steve Blank

Reading the NY Times article “ Jeffrey Katzenberg Raises $1 Billion for Short-Form Video Venture, ” I realized it was time for a new startup heuristic: the amount of customer discovery and product-market fit you need to find is inversely proportional to the amount and availability of risk capital. ” Fire, Ready, Aim.

Lean 335
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Ecommerce: How to Survive its Troughs

ReadWriteStart

The rise of ecommerce started in 2001 – during the growth of the commercial availability of the internet in households. million annual customers. To be able to pick up on cost-effective sales , it’s essential to understand why and how ecommerce has become a success story. This is where customer retention comes into play.

eCommerce 152
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Marketing and Growth Lessons for Uncertain Times

ConversionXL

Yet in expansionary periods, successful leaders spent significantly less on [selling, general, and administrative costs] than did their former peers. A focus on cost cutting—every decision is viewed through a loss-minimization lens. They do more of the same with less, often lowering quality and customer satisfaction. Promotion.

Marketing 121
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Be Careful not to be Penny Wise, Pound Foolish

Both Sides of the Table

.&# I took it to mean, “making decisions with small amounts of money (pennies) that end up making bad sense for affecting larger amounts of money (pounds, as in Great British Pounds).&# I thought of it as people who cut corners on small costs but paid dearly in terms of lost productivity on expensive staff.

Warrant 333