Continuous Deployment Metrics Sales Search 
Startup Lessons Learned
FEBRUARY 28, 2009
I used to think that investments in metrics were a form of waste. Customers dont care if you have good metrics, only if you have a good product. The only reason we learned the art of metrics-based decision making at IMVU was out of necessity. We set sales targets from day one, $300 the first month.
Startup Lessons Learned
JULY 28, 2010
If you havent seen it, Pascals recent presentation on continuous deployment is a must-see; slides are here. To acquire new money managers, the company makes traditional sales calls, which means they’ve interviewed many, many professionals and gotten a strong sense of their needs. says Rachleff. says Rachleff.
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Startup Lessons Learned
APRIL 9, 2009
So instead of having sales, marketing, and business development, we have a problem team implementing customer development. dalelarson : "Metrics are people, too." leanstartup ericnsantos : #w2e #leanstartup Metrics should be Actionable, Accessible and Auditable. Metrics are a key questions startups face.
Startup Lessons Learned
JUNE 8, 2009
That’s because many of our reports feed us vanity metrics: numbers that make us look good but don’t really help make decisions. Yet even among those who have access to good actionable metrics, I’ve noticed a phenomenon that prevents taking maximum advantage of data. Case Study: Continuous deployment makes releases n.
Startup Lessons Learned
SEPTEMBER 12, 2008
In an enterprise sales context, this is called a "repeatable and scalable sales process" - once you know how to do this, your company can graduate from early adopters and make an attempt at the mainstream. Case Study: Continuous deployment makes releases n. Problem is, you inevitably become yesterday’s old news.
Startup Lessons Learned
SEPTEMBER 15, 2008
Focus on the output metrics of that part of the product, and you make the problem a lot more clear. To promote this metrics discipline, we would present the full funnel to our board (and advisers) at the end of every development cycle. Max Levchin of Slide and Paypal has noted that 10% of Slides headcount is devoted to metrics only.
Startup Lessons Learned
APRIL 14, 2009
Every board meeting, the metrics of success change. For a startup, having great sales DNA is a wonderful asset. This is the magic of sales: by learning about each customer in-depth, they can convince each of them that this product would solve serious problems. But here’s where a truly great sales artist comes in.
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