Remove Distribution Remove Engineer Remove Product Development Remove Sales
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A Startup CTO’s Take on Early Technology Choices & Tradeoffs

View from Seed

Isaac Cambron is co-founder and CTO of Zensight.co , whose pre-launch product enables sales reps to find and use their best content to close more deals. Below, he answers questions about developing products from scratch, as well as the difficult technology choices and tradeoffs CTOs must make.

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Lessons Learned: Product development leverage

Startup Lessons Learned

Lessons Learned by Eric Ries Sunday, April 26, 2009 Product development leverage Leverage has once again become a dirty word in the world of finance, and rightly so. But I want to talk about a different kind of leverage, the kind that you can get in product development. Leveraged distribution channels.

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Changing the narrative on distributed teams in Silicon Valley

Version One Ventures

However, the pressure of sky-high housing costs, salaries and competition for suitable candidates is causing start-ups and investors to rethink their approach to distributed teams. Among our Silicon Valley-based portfolio companies, not a single company past “A” does not have a distributed team. Slack, Zoom). Slack, Zoom).

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8 Strategies To Drive Your Startup To Profitability

Startup Professionals Musings

Others do far too little, assuming the viral effect and word-of-mouth will soon kick in, and sales will suddenly grow exponentially. Continually add new marketing and distribution partners. Ask every employee to focus on sales. Aggressively enter new markets and sales channels. Real growth always requires real marketing.

Startup 335
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Why the Future of Tesla May Depend on Knowing What Happened to Billy Durant

Steve Blank

When Sloan arrived at GM in 1920 he realized that the traditional centralized management structures organized by function (sales, manufacturing, distribution, and marketing) were a poor fit for managing GM’s diverse product lines. billion in sales in today’s dollars). Yet, you never hear who built GM to that size.

Michigan 291
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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

After 20 years of working in startups, I decided to take a step back and look at the product development model I had been following and see why it usually failed to provide useful guidance in activities outside the building – sales, marketing and business development. So what’s wrong the product development model?

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A Simple Map for Innovation at Scale

Steve Blank

How to they use the new distribution channels competitors have adopted? How do they make these transitions without alienating and losing their existing customers, distribution channels and partners? How do they connect with a new generation of customers who had no brand loyalty? Are these the real problems?

Framework 395