Taking your business to the US workshop was headed by Mr.B V Jagadeesh.
Starting with the basics of Entrepreneurship and starting up a company to growth and expansion of the business, this presentation covers all the key points to keep in mind for expanding your business abroad.
The workshop also covered the following:
1. Lead Gen methodologies
2. Positioning
3. Building sales and channel teams
4. Picking the right geographies
5. Early adapters Vs late adapters
6. Product Marketing Needs
7. Importance of analyst relationship
8. Importance of demonstrating thought leadership
How to Get Started in Social Media for Art League City
Selling in global markets - Taking your business to the US
1. SELLING IN GLOBAL MARKETS
BV Jagadeesh
KAAJVentures
“Entrepreneur’sTrusted Partner”
2. ISSUES DISCUSSED
Building Great companies
Product – Market Fit
Positioning
Winning Early Customers
Building Early Sales teams
Marketing
Geographies
Funding andValuations
SELL SELL SELL
5. STEP BY STEP START-UP BUILDING
Initial
Validation
Customer
Feedback
Pitch to
Investors
Build the
product or
service
Beta Test
with
Customers
List Early
Adapters
Sales and
Mktg
Strategy
Grow
Business
Cycle Repeats. New
Products, expanded
mkts etc.
6. BUILDING A GREAT COMPANY …
Identification of problem
and ability to solve
Eco-system – Investors,
Mentors and others
Market adoption / Execution
Build reliable and
cost effective product
4 Key Pillars of a start-up success
7. EARLY STAGE DESIREDTEAM LEADERS
• CEO
• CTO
• Product Mgmt
• Engineering
• Business Development / Sales
• Marketing
8. ROLES OF EARLYTEAM MEMBERS
• CEO:
1. Great execution, understand market, optimist + realist
2. Ability to attract talent,
3. Go in front of customers, Early stage validation, First sales
person for the company
4. Delegate, Lead team, Honest, Strong values
5. RAISE MONEY
• CTO:
1. Market vision + customer needs
2. Competition
3. Technology differential
9. ROLES OF EARLYTEAM MEMBERS
• Product Management
1. Clearly define market segments, identify targets
2. Understand key features per target segment
3. Work with Engineering to commit + deliver product/s
that generates revenue upon FCS
One of the most critical positions in a start-up company.
10. ROLES OF EARLYTEAM MEMBERS
• Engineering
1. Building world-class team
2. Work closely with CEO/CTO/PM + customers to properly
architect /design/ deliver quality product in timely manner
3. Work with field to quickly turn around + enhance product to
close sales
11. ROLES OF EARLYTEAM MEMBERS
• Business Development / Sales
• Identify initial customers per direction of CTO/CEO/PM
• Help bring first 10-15 customers
• Constant Interface between Customer and Company
• Feedback on Pricing and Product Features and Quality
• Get PO’s from these early customers.
12. EARLY STAGE DESIREDTEAM MEMBERS
• Hard to build a team with all needed functions 1st few months
• Founding team needs to wear multiple hats…depending on
expertise + background.
e.g. Founding Team A – Sales + Eng’g background
Sales: CEO, BD, fundraising
Engineering: CTO, Prod Mgmt, help CEO in funding
e.g. Founding Team B – Eng’g + Prod Mgmt Background
Prod Mgmt: BD, PM, fundraising, acting CEO
Engineering: CTO, Eng’g
13. Hiring Someone
1. Just because you know them
2. To “help them out”
3. As partner because you can’t afford them
4. To do a bit of everything
5. Top-down vs. bottom-up
6. Not knowing what jobs you want the person for
7. For the job you hate
Pitfalls to Avoid when Building aTalentedTeam
14. HIRINGTIPS
Do’s
1. Build your company brand
2. Get concerned people involvement in hiring process
3. Recruit constantly
4. Do things professionally
5. Focus on personality + cultural fit
6. Take fast action when hiring mistake is made
Don’t
1. Don't oversell stock options
2. Don't over hire
15. 1993 Today
Founded Fouress
Merged into Exodus
Exodus
IPO
NetMagic
Acquired by NTT
Ankeena
Acquired by
Juniper
3Leaf
Inabling
NetScaler
Acquired by Citrix
Edurite
Acquired by
Pearsons
Ocarina
Acquired by
Dell
Arkin Rakya Cloud Vel
Attivo Whodini
ScaleArc
MobileForce
Fine line between Success and Failure
Televital Numerify
Nutanix
Woxi
16. Fine line between Success and Failure
Is itTechnology?
Is it Execution?
Is it the Market?
Is it the Luck?
Is it the Attitude?
Is it the Money?
Is it the People?
What’s the Fine-Line?
17. “It is mainly the People with the right
Attitude and ability to Execute what the
Market wants with an Innovation and
some amount of Money and Luck’’
What Clicks Between Success and Failure ?
18. Navigate during changing markets
Assign right resources to better execute
Manage finances at all times
Change the priorities based on Needs
Hire best people without just money
Lead and bring right leadership
People Figure Out how to
19. PRODUCT MARKET FIT
Who’s your customer
What problem are you solving
What is the value of your product to the customer
ROI ?
customer willing to do a POC?
Willing to write a check for POC
Go beyond POC to production?
Is the product ready for main stream?
20. PRODUCT MARKET FIT
(SLICING AND DICINGTHE MARKET )
F500, HighValue, High $$, More
complex environment ( 1B+ )
Mid Size Business( 500 – 1+ B )
Small/Mid Size Business
Small Business
Very Small Businesses
Size of Business Vertical Markets
MFG High
Tech
Oil &
Gas
Health
Care
Web
Centric
Auto Retail Fin Media
&
Ent
21. POSITIONING
Know how and when to say NO
Know what markets
Know what features are needed for that market
Focus on few things and do it right
Know who the buyer is
Let it be large Market
Avoid trying to satisfy every customer – you will become
consulting company
22. HOWTO WIN EARLY CUSTOMERS
Your or your board/investors contacts
Hiring Sales/BD
Domain expert or hunting sales guys
Smart ways of finding customers
Work through product deficiencies
Offer good discount for being an early customer
Use LinkedIN, Hotjobs, Monster
Google Ad words, SEO
Case Studies – Exodus, NetScaler, Nutanix, Netmagic
23. PRODUCT CONTINUITY
Every Market you pick the product has to go deeper
At some point of time you have to expand into other markets
Don’t ignore the first market – product needs to evolve constantly
Packaging of your product with engg changes can take you to new opportunities
Acquisition of other companies – Company culture, product integration, people
continuity is very important for a better success
24. MARKETING
Lead Gen Programs
Marketing Collateral – Case Studies – Public/Private without revealing names
Analyst influence
Pricing
Packaging
Company launch and Product launch
Events.
25. EXODUS REVENUE GROWTH
1994 – 200K
1996 – 2M
1997 – 12M
1998 – 48M
1999 – 200M
1995 – 600K
2000 – 800M
Uncertainty Phase ~ 3.5 years
Winning Hotmail
Aug ‘94- first Sales/BD VP
Nov’93 Birth of
Company
Start Channel Operations
26. EXODUS TIMELINE
Internet Data Center evolution
Founded by
2 people with
~10K
personal $
1993
October
Kicked Off Business
Internet Solutions
1994
Introduced
Internet Consulting, 1st
form of Hosting
Still No funding, House
Mortgaged, Loans from
other companies
1995
August - Built 1st ever
Internet DataCenter)
Feb’96
Series A- $3.5M
October’96 Series B
- $7M
1996
Got rid of various
consulting business,
ISP. Focus on IDC mkt.
Web centric companies
early customers
May - Raised another 20M
Mezzanine round
1997
IPO in March
350M mkt cap. Raised
75M
1998
30. PARTNERSHIPS
Two small companies partnering is generally hard and risky
Partner with a big company – do it when you don’t have to allocate all your
resources to that one company.
Investment needs to be well thought out – what the implications are with other
similar companies
Case Studies – Ocarina – Dell, Exodus- Akamai, NetScaler – Juniper
31. GEOGRAPHIES
West Coast – California and EastCoast NY are generally the first mkts to go after
Depending on the product you expand next locations intoTexas, LA, Chicago, DC
Next cities would be Seattle, Detroit, Boston
UK and Japan first international countries
UK similar culture to US. Easier for market adoption
Japan – love to have US references. Slow to adopt. Once loyalty is built lasting relationship
Very expensive proposition – make sure to have good valid points
Other European countries – preferred to start as consultants
Other Asian countries – Korea,Taiwan, HongKong, Singapore
Channel/Distribution would be ideal in most countries.
32. INVESTMENTS ANDVALUATIONS
Seed, Angel, Initial services revenue,VC funding, Strategic investment
No standard formula for valuations
First time entrepreneur – most often takes hit.
Let the market set the valuation
Pedigree Helps
Have some revenues and customer validation. Seek money for expansion
Don’t overly worry about valuation - 100% of 0 is 0
33. The Next Big Shift
Content
Distribution
Network
Messaging SaaS
Any Enterprise
Storage and
computing
?
(What a startup company can do)