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Cracking The Code: State of the SaaS 13: Q1 2010 Sentiment

Cracking the Code

Friday, March 12, 2010. State of the SaaS 13: Q1 2010 Sentiment. So, here is the first edition, including the recent Q4 2009 earnings and the updated 2010 forecast. So, here is the first edition, including the recent Q4 2009 earnings and the updated 2010 forecast. ▼ 2010. (5). ► 02/20 - 02/27. (1).

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Tune In, Turn On, Drop Out – The Startup Genome Project

Steve Blank

In April 2010 I received an email that said, “I’m an incoming Stanford student in the fall and working on a project that a number of people suggested I get in touch with you about.&#. Ok, I get a lot of these. Is this some grad student or post doc who wanted to do some independent study? Hmm, now I’m getting intrigued.

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Designing startup metrics to drive successful behavior | For Entrepreneurs

www.forentrepreneurs.com

Blog About Log in Register Designing startup metrics to drive successful behavior Great companies are almost always run by great management teams. Good metrics should also be actionable, and drive successful behavior. In a follow up post, I will use this technique to walk through the design of a set of metrics for a SaaS company.

Metrics 55
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Groupon's S-1: From Zero to Like? Billions in 30 Months ? AGILEVC

Agile VC

Financial Snapshot: 2010 Revenue: $713M. Revenue Growth: 2241% YoY (2010 vs 2009), 1357% YOY (Q1 2011 vs Q1 2010). 2010 Gross Profit: $280M. Gross Profit Margins: 42% (Q1 2011), 39% (2010), 36% (2009) –> i.e. for every $1 of Groupons sold, the company currently keeps $0.42 in net revenue and passes $0.58

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Can You Trust Any vc's Under 40?

Steve Blank

My own metric is that you need experience >= 1.5 A serious study here: [link] concluded that younger people being more creative is a highly predictable at the aggregate level. We could for example, find warning signs in popular literature about e.g. finance suggesting rapid maturation in bond trading. Warning sign? At best. ~

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It's a startup, not a spreadsheet

Startup Lessons Learned

In a startup context, numbers like gross revenue are actually vanity metrics, not actionable metrics. Similarly, it’s easy to generate large aggregate numbers by simply falling back to non-disruptive or non-sustainable tactics (see Validated learning about customers for one example). June 8, 2009 1:16 AM Colin said.

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Marching through quicksand

Startup Lessons Learned

Despite all the energy invested in talking to authors about the size of their platform, very few gatekeepers have a rigorous set of metrics for measuring it. The problem is that there are no other metrics they can look at to judge the content of a book to know if it’s worth reviewing. Is that a lot? In that I see opportunity.