Aggregator Customer Development Management Metrics 
David Teten
APRIL 1, 2021
Once you have assembled the right core team, I recommend prioritizing as follows: First, meet with your portfolio company management. aggregates resources from all the VCs. I have developed a founder curriculum on my blog. Customer Development. I propose here a framework for prioritizing your platform buildout.
Steve Blank
NOVEMBER 25, 2013
Investors sitting through Incubator or Accelerator demo days have three metrics to judge fledgling startups – 1) great looking product demos, 2) compelling PowerPoint slides, and 3) a world-class team. And we can offer investors metrics to play Moneyball – with the Investment Readiness Level. We think we can do better. Here’s how.
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David Teten
SEPTEMBER 23, 2017
An investor had few hard metrics other than the actual financials, and little technology to make the process scaleable. Over the past few decades, better metrics became available, and investors could take a more analytical, data-driven approach. 4) Manage deal flow. Pitchbot.vc 3) Originate investments.
Startup Lessons Learned
AUGUST 31, 2015
Every year, our team conducts more than 500 customer development calls to understand what challenges the community is facing. It all started with a small group of founders and product enthusiasts who self-aggregated into an online community. We come across some interesting stories from people who are really making things happen.
Steve Blank
SEPTEMBER 14, 2009
Filed under: Customer Development , Venture Capital | Tagged: Entrepreneurs « Customer Development Manifesto: Market Type (part 4) Customer Development Manifesto: The Path of Warriors and Winners (part 5) » 16 Responses Jon Ziskind , on September 14, 2009 at 9:19 am Said: Steve – Great post and really great advice.
SoCal CTO
AUGUST 3, 2010
That’s @MeganBerry to you, blogger and social media expert, marketing manager of Klout.com. Metrics availability. 0160; If I need $250,000 to get to 100 customers, or $1 million to get to X, and I can raise both amounts from either Angels or VCs, where do we turn? Each of those domains would get one point in the aggregated list.
Startup Lessons Learned
JUNE 5, 2009
Imagine a general manager that has read The Innovator’s Dilemma and related books, and is therefore trying hard to help her organization make a transition to a new product category via disruptive innovation. Still, this manager is going to spend the company’s money, and needs to be held accountable. So far, so good.
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