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Posted On February 22nd, 2017 by Crowded Ocean

Two-word descriptions you’ve probably never heard before

Barista robots: an automated coffee shop called CafeX in San Francisco (of course) is now using robots as baristas.

Artisanal infographics: the always popular, chart- and icon-heavy infographic is a popular marketing tools for brands around the globe. But instead of using data visualization tools or highend graphic design software to create them, some designers are pursuing the hand-crafted look. In other words, don’t throw out that napkin that captured your original genius. It might just work as an “artisanal infographic”

Live chilling: the new way to hang out for the so-called Generation Z, ages early teens to early 20’s, is using live chat applications (Facebook Messenger, etc.) to communicate with a group of friends without ever leaving the house.

Posted On February 7th, 2017 by Crowded Ocean

When should your startup focus on diversity?

When should your startup focus on diversity?

How much should diversity figure into any startup’s mindset and business plan? This used to be a conundrum for founders and their backers: on the one hand, they could, to borrow from Spike Lee, ‘do the right thing’. On the other hand, they’re in business—and they’re now not just beholden to friends and families but to the VCs who just bankrolled their startup.

But whether the above conundrum was real or imagined, it’s in the past. Studies tell us that diversity is good business. It turns out that doing the right thing literally pays off because businesses with diverse teams make better decisions, according to survey data. Not only do diverse teams lead to better decisions and greater success, but companies that put women in leadership positions are more profitable. Why? Because different backgrounds and ways of thinking lead to better outcomes. Women and people of color bring different ways of thinking that improve problem-solving which can foster an environment where new ideas can prevail.

Diversity doesn’t just happen. It takes planning as well as a certain pragmatism. Which is part of the reason why we see established companies like Salesforce, Apple, Google and Facebook, and now private companies like Slack, publishing their “diversity stats”.

But how can founders of an early-stage company make diversity a reality when they are hanging on for dear life and trying to overcome the 75% mortality rate of startups?

The answer is it starts with the definition of diversity. “Diversity” these days is focused almost exclusively on gender. Which is how it should be, given how much talent has sat on the sidelines as the Nerds sat in their technology tree houses that had everything except a ‘No Girlz Aloud’ sign on it. But, for a company to be truly diverse—and to leverage that diversity into success—a broader definition (and a sequence of phases) to building diversity is required.

Phase one: A diversity of founders

The vast majority of founders of tech companies are engineers—not the most social or outgoing group on the planet. As one of our founders remarked: “How can you tell if an engineer is an extrovert? He’s the one who looks at your shoes, rather than his own, when he talks to you.”

As founders look to their core team—and VCs look to fund them—our strong advice is that there needs to be an outward-facing person (generally in the CEO role) and an inward-facing person (usually the CTO or product architect.) This diversity and complement of talents and focus is essential to early success for a startup.

Phase two: expand your core founding team with misfits and oddballs

If your startup is funded at the seed-round or Series A stage (or even bootstrapped like an early Atlassian), the goal of building a team that’s ethnically and gender-diverse should really be a longer-term goal, like profitability. In the early days, startup founders should seek out misfits and oddballs. It’s a given that your startup will struggle in the talent wars against companies like Google, Apple, and Facebook that can offer richer compensation packages. So in the beginning, early-stage startups should think about seeking out candidates who “think outside the box” (and are risk takers on compensation) to bring a diversity of thinking to the team, regardless of their gender or ethnicity.

One of the nouveau practices among corporate HR policies today is the idea of blind hiring. The effort to diminish the influence of a job applicant’s resume and to focus instead on their talents is in vogue to try to rule out bias and to foster more diversity in hiring. We would go a step further and recommend that startups seek out candidates with non-traditional career tracks who attended non-elite schools as well as job applicants with quirky personalities. To advance your disruptive solutions, a few disruptive-thinking employees (especially in the beginning stages) might just help you retain the new and creative thinking you need to achieve your goals.

Phase three: institute “the Rooney Rule” after the second year of life. Once you have (1) hired your founding team; (2) put your product in the hands of early customers, and (3) focused your team on customer development, re-think who you want at a manager level in your company. Now is the time to focus on building gender and ethnic diversity, not before. To support that goal, mandate that every short list of finalists for a position that manages a team include female candidates and candidates of color, aka The Rooney Rule. Be like Slack and make it an HR policy.

Part of phase three includes seeking out an equal blend of experienced employees and newbies. The only way to ensure you have a team that knows how to build and manage an operation at scale is to hire employees that can bring first-hand experience of best practices and processes at a large company. For many startups, this is an aspect of diversity not to be overlooked. In other words, startup experience is great, but if that’s the only experience a candidate brings, pass.

Decide up front who gets to be work remotely and who must be on site. To state the obvious, making your “virtual” policy explicitly in the beginning will help your team vet the right people for the right roles (which is part of building a successful and diverse team.)

Phase four: celebrate diverse cultures to make “going global” an early reality. Startups like Snowflake Computing (Sutter Hill, Redpoint) and Sumo Logic (Greylock, Sutter Hill) were founded by immigrants who, from day one, embraced their collective heritage of different cultures and ethnicities. The founders and their early hires reinforced diversity by sharing their own cultures and histories at internal company celebrations, office décor and even in company blogs.

Posted On January 30th, 2017 by Crowded Ocean

We use new words, the best words in Silicon Valley

The frightful five: That’s the behemoth tech giants that dominate globally: Amazon, Apple, Facebook, Alphabet (Google) and Microsoft.Screen Shot 2017-01-29 at 6.32.53 PM

Mini-IPO: When a hot robot startup raised a small amount of money, and from an uncommon source, it was called a mini IPO.

“The Pipeline Effect” When companies put women on boards, more women make it into leadership roles at that company.

Phygital: a blend of physical and digital marketing has been dubbed “phygital” and (puhleeze) let’s see if this one sticks.

“The adjacent possible” A new mathematical model that describes how innovation arises is described in an article published January 13, 2017 in The Technology Review as “The adjacent possible is all those things—ideas, words, songs, molecules, genomes, technologies and so on—that are one step away from what actually exists. It connects the actual realization of a particular phenomenon and the space of unexplored possibilities.”

 

Posted On January 24th, 2017 by Crowded Ocean

Walking in Another’s Shoes: Sales/Marketing Integration

Sales and Marketing may not be from Mars and Venus—or descended from the Hatfield and McCoys—but they aren’t natural allies, either. Sales carries the burden of a quota, screen-shot-2017-01-23-at-7-22-38-pmand when that quota isn’t attained, Sales will sometimes look for someone to blame. Maybe it’s the product (we’ve over-promised performance, ease of use or implementation, or we’ve mistakenly omitted key features), but more often it’s Marketing (our messaging is wrong; our claims are unsupported on the website; we don’t have enough leads—and the ones we do have are for shit).Screen Shot 2015-02-23 at 5.27.57 PM

Without sounding too much like Dr. Phil, the solution to this gap is ‘empathy.’ And the CEO has to steer Marketing towards being the one to take the first step in building an integrated sales and marketing plan. An easy first step is to have every person in Marketing listen in on an Inside Sales call. Or better yet, move their desk to the middle of the Inside Sales bullpen so that they can let these calls wash over them, even if they’re only hearing half of the conversation. And, when geography and budgets permit, have everyone in the company—nerds included—go out on a sales call.

Insist Upon Weekly Sales & Marketing Meetings

The next step is organizational: have someone from Marketing sit in on the weekly Sales meetings. Or better yet, have a regular meeting between the Sales and Marketing principals, with representatives from the lower ranks of each department participating and presenting (and listening) where appropriate. Make the content of that meeting both qualitative and quantitative. What can Sales report, fresh from their latest customer interactions and pitches, and what does the data-driven Marketing team report?

Once Marketing takes the initiative, it’s up to Sales to reciprocate. Sales needs to recognize how important, for example, reference accounts are—for the website, for PR (you can’t do a launch without customers that the press and analysts can contact) and for sales collateral (case studies). And if referenceable accounts aren’t part of a sales person’s quota and goals, they should be.

Screen Shot 2015-02-10 at 9.04.47 PMMeasuring the Cost of Customer Acquisition

Thanks to digital marketing systems like marketing automation tools, CRM, as well as a myriad of website tracking tools that help measure conversions of inbound traffic to your website , Marketing can now see both the quality of the leads it generates and what Sales is doing with them. This kind of collaboration between Marketing and Sales, fostered and modeled by the CEO, will enable your startup to answer the essential question: “what is the customer acquisition cost?”

Understanding Marketing Contribution to Sales

We’ve never met a startup that has modeled Marketing contribution to Sales. Startup CEOs will say instead that they want their Sales team to be much more productive, and that they want those productivity gains to be derived in part by having the right marketing programs and content to build market awareness for their company and customer preference for their solution.

Does all of this mean that the lion will suddenly lie down with the lamb? Nope. But it gives each party a solid understanding of the other’s jobs and pressures, which is a great start.

Posted On January 17th, 2017 by Crowded Ocean

Delegation: a much-needed startup CEO skill

Most startup CEOs are like those guys you know who built their own house: they have a wide range of impressive skills and an accompanying high level of confidence. screen-shot-2017-01-16-at-9-37-22-pmWhich can make them great founders and lousy leaders at the same time.

One of the hardest skills for a startup CEO to acquire is the ability to delegate. And it’s understandable why it’s problematic. When it’s your company and you’ve done everything at the start—perhaps including writing the initial website—it’s tough to watch someone with less knowledge about the company or technology try to do something that you could do more quickly, and probably, better.

But the inability to delegate is a one-way ticket to dual destinations: failure (for your company) and the fun house (for you). The key is: how to learn to delegate without seeing your product or company degrade during the process.

Applying “Successive Approximation” as a Training Tactic

The key is the old psychology term: ‘successive approximation’. If it’s a task that can be shared, do it the first time with your successor. Then do a little less the next time and the time after that, until the little bird can fly on its own. If it can’t be shared, then monitor it more tightly (daily, if necessary) so that it doesn’t get too far off track.

Many startups with a great idea or early market success stall out because of their inability to scale. Sometimes it’s the product/technology that can’t scale—or the ability of Sales and Product to support wider success. But just as often, it can be due to the inability of your talent to scale. Which means you never learned that most critical management skill: delegation

 

 

Posted On January 10th, 2017 by Crowded Ocean

Market traction and market momentum: are they the same?

Successful VC investors are famous for wielding the power of their intuition or gut instinct when assessing a startup founder or her company before making an investment. That little challengesvoice that speaks to the VC investor about a hot opportunity is also informed by due diligence on the market size, team and growth.

A company on the move…

A startup that can demonstrate market momentum is a positive sign for investors. But, market momentum is generally largely qualitative. It’s that quality of a company “on the move” that’s largely unsupported by any graphs on charts but is still an indicator of market opportunity.

Market traction = market adoption

Market traction, on the other hand, is quantitative and it’s based upon real indicators of growth and market adoption.

Angel List co-founder Naval Ravikant describes market traction as “quantitative evidence of market demand.” In other words, do customers want your product? When it comes to an early-stage company, VC investors will take a measure of a company’s traction using private market data that go beyond publicly available info like the track record of the team, market size and financing rounds.

Quantitative evidence of market demand

In the absence of traditional metrics like average deal size and the true cost of customer acquisition, non-traditional measurements like share of voice, website traffic and social media growth and engagement do shape market traction of an early-stage company. Take note, startup founders! A focus on growing social media engagement can favorably affect the perception of your brand, but also of your market traction.

book-cover-largeOf course, quantitative growth and trends do count. Growth in average deal size, for example, is an early meaningful signal of market traction. Showing that you understand the sales cycle of your business and that it is shrinking is another meaningful early signal of market traction.

Bottom line, demonstrating market traction is the way to de-risk the idea of “more” (investment, hiring, partnerships, office expansion, etc.) for your stakeholders and investors. You can always celebrate market momentum, but what matters more is measuring market traction.

 

Posted On January 2nd, 2017 by Crowded Ocean

The Ultimate Startup Guide: Revisiting the MVP

In our upcoming book, The Ultimate Startup Guide, we address a major consideration for many clients: how to develop and release their products. book-cover-largeThe concept of Minimal Viable Product (MVP) and its role in a startup’s early success was popularized in the last few years by tech leaders and authors like Steve Blank and Eric Ries. Adherents of MVP have strong opinions that this is the only way to go to market; others caution more restraint in the process, ironing out more of the product before pushing it out into the fast-moving stream.

Here’s what we had to say:

The decision on what you’re going to sell may be the most important one you make in the early stage of your company. This may seem like a stupid question—or at least one with an obvious answer: ‘the product we’ve been working on all this time.’ Duh.

But wait. It’s extremely rare that what a company is developing is exactly what the market wants—or thinks it wants. So what do you do with the ‘delta’, the difference between the two?

The MVP (Minimal Viable Product): Let’s start with the definition provided by one of its inventors, Eric Ries: “the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.” Those last two words are what some people seize on, leading them to portray the MVP process as a lazy one: ‘throw shit at the wall and see what sticks.’ But that’s hardly the case: MVP is a structured approach, one that requires a lot of discipline and diligence to be effective. Once you’ve created and released a ‘minimal’ product, you have to then be in constant contact with the market and then constantly iterating the product in line with that feedback. Done right, MVP can be very effective.

ASIDE: A good friend of Crowded Ocean—and of many people featured in this book—is associated with a concept known as the “Sales Ready Product” (SRP) in the same way that Steve Blank and Eric Ries are associated with MVP. The late Don Templeton perfected not just the SRP process but a means of shortening it so that it was at least competitive with, if not superior to, the MVP. In Don’s honor the folks at Sequoia named his process “The Templeton Compression Factor”. The process, executed correctly, could shrink an enterprise-level sale (which normally takes 180 days) to 30-60 days. (To learn more about Don’s Compression Factor and SRP, please see the link at the end of this chapter.)

authors1So which approach—Minimal Viable Product (MVP) or Sales-Ready Product (SRP) is right for you? It depends on your product team and your market. The younger/newer you are as a company, the more forgiving the market—as long as your product group revs the product, quickly and accurately. But we’ve also had established companies who try to practice MVP and their Sales department complains that they’re getting killed out there—that their customers expect something more fully-baked from them. And if your product is (to use a phrase that has been done to death) mission-critical, then SRP is probably the route to go.

We saw this difference of approach play out with our most recent client—a 14 year-old open-source player moving from a professional services model to a product/service focus. Their core constituency in the past has been the open-source community, which expects its product for free and is tolerant of early product flaws. But the new targets—government agencies and enterprises—while appreciating all the benefits of open source, are not as forgiving. For the money we’re talking about here, they’re expecting a more finished product and have little interest in being part of the testing and development process.

Who’s right? If the client can convince their customers that they are now functioning as a startup (with the major shift into the product area) and inviting the customer under the tent, then the MVP approach can work. But if they get pushback, they should pivot quickly to the more traditional SRP approach.

Posted On December 28th, 2016 by Crowded Ocean

Book excerpt: how to launch a startup by Hogan and Broadbent

Our new book, The Ultimate Startup Guide, is launching January 23, 2017. That’s less than a month, people! Check out an excerpt from Chapter 15, “Launch” below. It was originally published in VentureBeat.

Screen Shot 2016-08-12 at 8.04.28 PMEveryone in Silicon Valley has their own theory about how to launch a startup. There’s the “Soft Launch,” the “Rolling Launch,” the “Steady Drumbeat Launch.” You get the idea.

Then there’s the founder who brags that he didn’t spend a dime on marketing and sold his company for a gazillion dollars (that rarity — of which WhatsApp is a great example — is responsible for more company failures than we can count).

But for 98 percent of us — the ones who haven’t caught the market at the perfect time with the perfect product — there is “The Launch.” It’s your coming-out party, the milestone that moves your company officially from stealth or “in the bunker” into the public marketplace with a generally available product. In other words, this is it. Don’t screw it up.

To make the most of that once-in-a-lifetime opportunity requires planning, care, collaboration, and creativity. Even in the era of The Lean Startup, with its iterative approach to tuning your product feature set and product applications based upon active customer feedback, nailing the official debut of your company is a huge deal. It’s possible to survive a botched launch but not likely.

Some startups launch to “legitimize” their business in the eyes of customers and potential investors. Everything that takes place prior to your launch — even if you have a preliminary website — can be regarded as trial and error. Typically, your launch is your announcement to a wide variety of audiences — customers, investors, market analysts, the press, the competition — that you’re serious and open for business. You’ve polished and defined your market message through components like your website, sales content, and PR. Perhaps you’ve even upgraded your office space. All because customers want to do business with a brand they trust, one that they believe has staying power. Same for the next round of investors. Same for employees. Every startup wants to look larger than they are, and an official public debut (including favorable press coverage) can go a long way to achieving those business goals.

There are other reasons to launch. Some startups will tell you that their launch was key in attracting the right talent to build their team in a competitive job market. Others say that, post-launch, they were approached by investors or potential partners who wouldn’t return their calls prior to launch. Bottom line: Your launch is about investing in getting your story out into the marketplace in a powerful, differentiated, memorable, and unified way in order to connect with stakeholders so you can grow your business and scale your company.

The soft launch

In contrast to a one-time, major launch, some companies will choose a soft launch, which is usually phase one of a two-phase launch that involves a greater focus on the company than on the product. It may focus primarily on the founding team, its market space and the funding it has received. It may also involve a limited release of the product but without significant details.

When is a soft launch appropriate? Here are four reasons to go that direction:

1. Recruiting.  Startups, especially in the super-heated and super-competitive job market of Silicon Valley, will often soft launch in order to use the visibility it generates to be able to recruit top talent to build out their team.

2. Competition. A startup may believe a competitor is going to beat it to market. In order to be first – to define the market on its own terms and to set the stage for why its technology is superior – the startup will launch in two phases, with a soft launch intended to blunt the competition and relegate them to second-to-market.

3. Buzz-building. To be the shiny new thing in tech, even in a less sexy, geeky market segment, can be a very valuable, momentum-building period. Social media and press buzz can help a startup accelerate recruiting, fundraising, and customer development.

4. Enterprise-ready. Large enterprises are more sophisticated these days about the value of new technology from young startups. But that doesn’t mean they want to risk a vital portion of their IT operation and budget on a product from a newly minted startup. But, the market validation and favorable coverage by analysts and press of a soft launch can convey a great deal of legitimacy to a young startup that can help it close pivotal deals with early-adopter, brand-name enterprise customers.

The un-launch

Companies like Slack and WhatsApp have famously boasted that they spent next to nothing on marketing, that they never launched, that they just released their new product “into the wild” to gauge public reaction. This strategy is one that has worked well for a very select group of startups. It’s not a “thumb your nose” strategy, where the company is deliberately flaunting established market presence. Instead, it’s an experiment that goes so well that it obviates the need for the traditional launch. So if you want to go that route, take your shot. Just remember that press and analysts do their research, and if you come back to them because there was limited market response to your “un-launch,” they normally won’t cover you, since you’re yesterday’s news.

The serious launch

You need a lot of things lined up in order to launch. Here are the key ones:

Launch leader: The heart of every successful startup launch is the cross-functional team chartered to build the story and tools to put your startup on the map. While marketing is in charge of the launch, it’s an all-hands effort, with the founders and representatives from product, support, and sales joining the marketing team to craft the value and benefits of a new solution that solves a real pain point.

While everyone still has their day job (finalizing product, supporting early customer trials, and staffing critical job functions across the company), the launch will only come off if it is Job One for the entire company. To that end, we recommend creating the position of Launchmeister and telling everyone (founders included) that during launch period everyone (again, founders included) reports to the Launchmeister. Without that commitment you’ll either miss your launch date (which looks bad) or produce a half-ass launch (which looks worse).

We’ve covered who should be involved in the launch. There’s also the matter of who shouldn’t be. When board members, or well-meaning investors (or the founder’s spouse) start chiming in to “help” with such launch items as messaging, materials, or taglines, that’s problematic. In fact, when we see board members dropping into the startup’s offices frequently prior to launch, it’s usually a red flag.

PR: An important goal of any launch is favorable media coverage. Which means investing in PR. You’re going to need PR earlier than you think — and pay more for it than you want. By “earlier than you think,” we mean that, ideally, your PR agency has been in on the positioning and messaging process from the beginning. Ideally, they’ve even been a participant in the process, giving their feedback on what their market — analysts, press, and market influencers — will accept/believe and what won’t play with them.

This is also the point at which you find out how good your agency is. In launching as many startups as we have, we’ve worked with too many PR agencies to count. And the most important thing is to have an active partner in this process.

Product: Unfortunately, almost every launch will hit a snag. If a launch date slips, it’s usually one of three reasons: product issues, customer problems, content delays. Products have a nasty habit of taking erratic paths to completion. In the technology world, the unstated expectation is that products will slip at least twice on their way to market. Plan accordingly.

Customers: The union of product and customer — especially in early days — is a delicate one. On the one hand, early adopters are pioneers, willing to take on an incomplete product so that they can play an active role in its finishing. But early adopters are also notoriously squirrelly, sometimes working without the knowledge or approval of their company. So, we have a rule of thumb: We won’t launch a startup unless/until it has three referenceable customers — people who will take calls from press and analysts and say glowing things about their experience with the product, both in its current state and long-term. There are exceptions, such as the secretive cyber-security market, where getting companies to deliver a public “testimonial” is problematic. (Press, in particular, won’t write about a product without a customer as reference; they’ve been burned too often by company claims about their product that simply aren’t true.) The reason for requiring three is that there’s at least a 50 percent mortality rate of referenceable customers due either to product malfunction or company policy about talking to the press.

Content: In today’s arena of immediately available online information, the adage that “you can never have enough content” is true. It’s true for your website, simply as a means to make it richer (keeping viewers on-site longer, building brand loyalty), but it’s even more true for your sales efforts. These days, unless you’re selling an impulse-buy product, you need to nurture your prospects. It’s estimated that the normal enterprise sale requires 5-7 interactions (or touches) with your prospect. That means, unless you want to approach them empty-handed, with nothing new to justify the contact, you better have 5-7 pieces of content (it could be a white paper, data sheet, a demo video, a copy of your CEO’s latest article, a new blog on topic, etc.) available at launch and beyond. So don’t let your launch be delayed — or incomplete — because of a lack of content.

Demand programs: In the run up to launch, we recommend that your launch team develop at least three months of demand generation programs so that you have some “canned” programs available subsequent to launch that can help turn the increased awareness and interest generated by launch into sales leads. Otherwise, you run the risk of allowing all of the visibility, brand awareness, and site traffic from early adopters that respond at launch to go unleveraged.

Measurement: On the quantitative front, look at the conversions that were planned into the website and whether you are actually seeing the signups, downloads, and registrations you were aiming for. On the qualitative front, it’s about what the sales and customer support/success team are reporting. What are they actually hearing in conversation with customers and prospects, live and on social media? And does it validate or contradict what the data from your website is telling you.

Posted On December 20th, 2016 by Crowded Ocean

Some new, some old: the latest lingo of Silicon Valley

It’s time once again for NEW WORDS and PHRASES bubbling up in Silicon Valley…

Screen Shot 2016-04-26 at 10.47.06 AMGAFA: the rest of the world looks upon the technology giants of the left coast (Google, Apple, Facebook and Amazon) and simply refers to them as GAFA.

TAFT: the acronym for “tell them any frigging thing” was the unscrupulous sales practice at Wyndham Vacation Ownership, the nation’s largest time-share operator.

Rat-fucking: made famous in the Watergate era, ratfucking was the term for dirty tricks instigated by Republican operatives on the campaign to re-elect Richard Nixon. Yes, the term is back.

Screen Shot 2015-05-19 at 9.01.45 AMMechanical pixels: scientists are exploring a new display technology based upon graphene to build flexible, durable, energy efficient screens that are superior to LED screens.

Sexist algorithms: it turns out that there is a gender bias inherent in the data sets, called word embeddings, that are being used to train AI tools like chatbots, translation systems and recommendation engines.

culture, marketingPerfect forward secrecy: a security feature built into the end-to-end encryption of programs like WhatsApp that “future-proofs” your messages from new hacker attacks.

Posted On December 14th, 2016 by Crowded Ocean

Growth hacking without sales integration? Fuggedaboutit

This article by the co-founder of Iterate.ai about the value of rapid experimentation by teams within Amazon got us thinking about how often we see a lack of integration across marketing and sales teams at startups. Perhaps it’s the emphasis on speed and everyone’s love affair with “failing fast” that causes an integrated plan to get left behind. And perhaps that’s because an integrated plan takes time to get input and buy-in from both marketing and sales and seems to conflict with today’s bias for constant revision.

Screen Shot 2015-04-12 at 12.25.42 PMSometimes it’s the sales team that’s out of synch. For example, we will see a sales team that’s prioritized a particular use case or industry segment without telling marketing, which runs the risk of the vital supporting product or customer content not being accessible on the website. Or, it’s the web team (typically a part of marketing) conducting a test of new page layout, calls-to-action, colors, headlines, etc. or the paid advertising team trying out a new offer, content or keyword. But when these tests are led by marketing without communicating to the inside sales team responsible for lead development, missteps and wasted effort are inevitable.

Growth Hacking or Rapid Iteration?

Whether you call it “growth hacking”, or traditional incrementalism, or maybe “rapid iteration” to increase sales, the ingredient that can be costly to omit from startup marketing is integration across the sales and marketing plan. We see this omission very often in early-stage companies when content is being planned or when the “journey” through the website is being mapped out. In the crush of deadlines, no one talks to the head of sales or the inside sales team before finalizing those priorities. In other words, speed trumps integration which can turn into a misfire that translates into lost time and money when you have to stop and correct programs that are not in synch across sales and marketing.

To fix the lack of integration in startup marketing and sales, our advice to startup marketers everywhere is to convene a standing weekly 30 min meeting of sales and marketing as a pillar of your company culture. The meeting includes a review of all marketing programs, content, and metrics along with a review of sales pipeline. This meeting can also become the forum for brainstorming new experiments to answer questions for both the marketing and the sales teams. And it will reinforce that wonderful company value: we’re in this together!