Category Archives: Launches

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 6th, 2016 by Crowded Ocean

Building your startup: start with the press release

A VC partner whom we greatly respect, and who shared some valuable lessons that we incorporated into our book (that’s The Ultimate Startup Guide—which we’re shamelessly thinkingstrategpromoting here—due out Jan 23) approached us a while back with an interesting proposal. In conversations with him about past shared clients, we talked about what it takes to get founders’ attention—to really make them commit to what they’re all about and translate that essence into the core positioning of their company. And we all agreed that it was the press release. Powerpoint can be changed, whiteboards are too vague. But seeing your company, product and news and the claims behind them in a legal-looking doc—that seems to get the attention.

Company building by press release

So this VC told us that, for his next company, he wants us to come in and do our regular workshop. But, unlike most of our engagements, where we come in 3-4 months before the company (or product) launch, he wanted to do the workshop at the company’s founding. Then based on what we heard in the workshop, we were to write (with the involvement of the team) the press release for the new company and its product. And then he wanted his team to work to make the claims and promises in the press release a reality.

Screen Shot 2016-08-12 at 8.04.28 PMExpand a tactic of PR firms and web design firms

It turns out that this is a tried-and-true planning practice already employed by many public relations firms and web design firms. PR firms will ask the management team during the message planning phase to identify the key headlines and takeaways for the reader of targeted media that you want to compel to cover your news. This exercise can help focus everyone on simplifying your message and making it consistent while also identifying different approaches or angles to your story.

Web design firms typically have an input session where they will ask the management team to identify the key takeaways of a visitor to your future website. They are looking for words, tone, attitude and treatments. And some of this is the “same stuff” that writing that press release early will help identify and make consistent across your marketing tool set.

Posted On October 18th, 2016 by Crowded Ocean

Is “momentum” part of the secret sauce of startup success?

When a startup team is heading into launch, ‘momentum’ can be that intangible ingredient that helps fill in gaps in execution, blurs missteps and invigorates a team that is flagging from staff shortages, high expectations and competitive pressures.

moneySuccess, according to the “Yoda of Silicon Valley”, Sam Altman, CEO of startup accelerator Y Combinator is:

something like idea times product times execution times team times luck, where luck is a random number between zero and ten thousand.”

In other words, who the hell knows. Or, if someone did know the secret to a winning startup, there’d be an algorithm for that.

This recent article in the New York Times contrasts the rising “mojo” of social media favorite Snap (the channel formerly known as Snapchat) to the tumbling fame (and valuation) of Twitter. Not too long ago (before we moved to a new slugfest) it was Google vs. Yahoo or Slack vs. Hipchat. The point that matters is that momentum can be a powerful force that helps accelerate success in startup teams.

So how do you foster momentum across your team? From our vantage point as CMO guns-for-hire, teams with momentum share a few basic attributes that are always modeled by the founders. These may not be all of the steps to momentum, but they are our top favorites:

  • Goal setting: Everyone on the team knows what the company goals are and how their own job goals support those goals.
  • Accountability: Maybe it’s an individual or maybe it’s a team but there’s an owner for every deliverable and it’s understood across the organization, from top to bottom.
  • No excuses: When mistakes are made, they are acknowledged and the team pulls together to fix them and move on. No finger pointing. No blame.
  • No assholes: When there’s a new-hire who’s a bad fit, culturally, or who brings a toxic style to the office, they never last long. Mistakes in hiring happen, unfortunately. But life is too short to tolerate them.

 

Posted On September 20th, 2016 by Crowded Ocean

5 Steps to Take Your Startup to the Next Level

  1. Write your launch press release as early as possible to unify sales and marketing messaging

As much as startups like their white boards, when it comes to their core positioning, lone-survivorproduct capabilities and supporting messaging, they don’t take anything seriously until they see it in print (or in PPT or HTML). As important as a launch is to a startup—and as important as press coverage is to the launch—you’d think they’d recognize the fundamental importance of the press release and act accordingly. And yet most startups don’t write the release until about 3 weeks prior to launch. Only then are fundamental inconsistencies and misunderstandings revealed, causing everyone to scramble, from website authors to the PR firm. Instead, draft your news release as early as possible to crystallize messaging. Start by writing your ideal headline for the launch, then write the release that will best generate that headline. Then take the components of that release and insert them into all your key marketing and sales materials.

  1. Ditch the “elevator pitch”; use a 20-second “bold claim” instead

The “elevator pitch” is a time-honored marketing exercise and tool for distilling your company’s value proposition. But we’re living in an ADHD world where your prospective customer is addicted to nonstop interruptions in multiple streams delivered on multiple screens. So forget the elevator ride: you don’t have that long. Imagine you’re on an escalator instead, with 30 seconds to make your pitch. Lead with your ‘bold claim’. It starts with: “what if I told you that…” (An example: ‘What if I told you that you could wash your car while driving it home from work?’) An effective bold claim poses a question that redeye failuregenerates this customer response: “I don’t believe you can do that, but I’ll take your card.” It’s a statement that sits at the core of your sales pitch, PPT decks and website–one provocative enough to grab your customer’s attention and initiate the sales process.

  1. Build a company “war room” around your “buyer persona”

Defining the buyer persona is a best practice supported by business books, courses, institutes and online tools. And it makes more sense than ever now because customers have more power and more options. But for so many companies creating a customer persona is just a paper exercise. The key is to develop a 3-D understanding of your persona’s personality and affinities, knowledge that you can then apply to your website, sales pitches, and white papers—and to make it a company exercise. The more advanced startups not only create these 3-D images of their customer, they name them and put an image (or imagined photo) of them on their walls, reminding everyone of what (and whom) they’re working for. This is particularly true of the Sales “war room,” where the customer persona should have equal wall space with all of your competition’s material, a constant reminder to stay focused on your customers—their needs, their options and their reasons to choose you.

  1. Bring your “chief content officer” to the leadership table

Think about it: in an enterprise product sale, the average sales process requires seven ‘touches’ (or interactions) with your prospect. So, to support their transition from prospect to buyer, you’ll need at least seven pieces of original content. And yet, for many startups, content is a last-minute addition to their launch and sales efforts.

Content needs to move to the top of a startup’s Maslow hierarchy. And it has to be everybody’s job. The problem is that every team at early-stage companies is so busy iterating on their product—both in features and possible business applications—that crafting sales content for lead nurturing and demand gen often takes a back seat. We recommend designating a “chief content officer” and giving him/her a seat at the big table for sales pipeline reviews, product planning meetings, maybe even board meetings. Make generating topics and content ideas a corporate-wide function, then recognize and reward those who generate this content—blogs, mini-white papers, etc.

  1. Set diversity goals (just like growth/revenue targets) and report on them just as frequently

Diversity is not only good for a company’s culture, it’s good for business, paying off in better decisions and improved profitability. But how to achieve it? A few innovative startups like Slack have adopted the Rooney Rule that requires that “persons of color” and women be candidates for strategic hires within an organization. Meanwhile, VC firm and startup builder Kapor Capital has taken the Rooney Rule a step further by requiring their own firm be diverse. Now, Kapor Capital partners are requiring the startups they invest in to create a culture of inclusion from the beginning. They ask their startup founders to sign a diversity pledge, then deliver a diversity report every quarter to investors.

Tech titans like Apple, Google and Salesforce have diversity initiatives that they report on publicly. Startups can build diversity in from the ground up by giving it the same status in their business plan as goals for customer acquisition, revenue and profit. And, by reporting on those goals every quarter to your board, investors and your team you’ll be able to reinforce diversity as a value and a business goal that will help set your startup apart.

 

 

Posted On August 30th, 2016 by Crowded Ocean

The Anatomy of a Successful Startup Launch

Ask anyone in Silicon Valley and they’ve got a theory on how to launch a startup. Most of them revolve around the role of Marketing. Those who doubt the value or efficacy of Screen Shot 2015-02-10 at 9.04.47 PMMarketing cite the success of such startups as Slack, Atlassian and WhatsApp, who launched with limited investment in Marketing. But the other 95 need Marketing to grow their enterprise—click by click, demo by demo, free trial by free trial.

Having launched 42 startups, we’re often asked what are the ‘best practices’ in launching a company. So much depends on the market the startup is in as well as the company’s focus (B2B vs. B2C), but there are still some guidelines that apply across the spectrum:

  1. Launch with a cross-functional team. According to a feature in the latest Harvard Business Review, 75% of cross-functional teams are dysfunctional. That stat caught our eye because the heart of every successful startup launch is the launch team—which by its very nature is cross-functional. That’s product, support, sales, marketing, and the CEO/founder coming together to introduce a new solution that solves a real pain point. The dependencies, tradeoffs and decisions that need to be made to meet the goals of launch can be made faster and more effectively with a cross-functional team.trough
  1.  CEOs need to be on the team, but as players, not coaches. If you want your launch to happen fast and well, put your CEO or co-founder on the cross-functional launch team. Otherwise you’ll spend more time socializing options and hunting down decisions than on getting things done. But make it clear to the CEO and everyone else: the CEO is a member of the team, not the leader. That role is reserved for Marketing. The CEO’s job is to reinforce the goals, deadlines and accountability of the launch. When tough decisions need to be made, it’s the team’s job to make them, the CEO’s job to support and implement them.
  1.  Banish pixel polishing. Part of the Steve Jobs legacy is his famous/infamous attention to the details of Apple product design that bordered on obsession, a habit we call “pixel polishing.” Now Jonathan Ive and Elon Musk are celebrated for their same rabid focus on product details ; and while this pursuit of perfection may be admirable in established companies, it can be fatal to a startup. A startup team in launch mode doesn’t have the time or the money to afford pixel-polishing. Just say no to pixel polishing and yes to “Done is good.”
  1. Beware nomadic board members. In a successful launch, board members should be heeded but not seen. Getting their input offline is both good business and good politics; but when we see board members ‘dropping in’ to the startup’s offices frequently prior to launch, it’s usually a red flag, a signal that the CEO is not strong enough to manage his board. In launch mode, feedback can be hugely valuable. But, it’s better to get feedback from early customers, not board members.
  1. Bring PR to the table early. There are two types of PR firms: ‘upstream’ strategic firms that have a seat at the big table in developing positioning and messaging and ‘downstream’ implementation firms. Startups should hire only upstream firms, then use their experienced outsider perspective to build a solid story that will attract attention and followers among media, analysts and industry influencers. Encouraging the team to challenge assumptions, build and test the message and advocate their point of view at the table.
  1. Build content early and often. Once positioning and messaging are established, start to work on the content. Launches are often delayed—once, even twice—due to product issues or customer feedback; but they should never be delayed because of lack of supporting content. You can never have enough content, so start developing—and reviewing—it the moment your positioning is finalized. Since iteration is a way of life in startup marketing, start drafting content early to hit your deadlines.
  1. Website UX trumps brand – if the founder starts talking about favorite brand colors and fonts, that’s another red flag. The most important thing for your launch website is designing the information architecture and content to drive conversions. Yes, design is integral to a successful site. Yes, building your brand is a process that starts with launch. But you need to focus on content and conversions first, or you’ll wander off into discussions of fonts and colors. See dangers of pixel polishing above.
  1. Anticipate—and prepare for–the trough. Before you launch, be sure to have a post-launch PR plan as well as two months of demand gen programs defined, funded and queued. Otherwise, you run the risk of allowing all of the visibility, brand awareness and site traffic from early adopters to vaporize. To leverage the blood, sweat and tears of launch and leverage early market momentum to build early sales, use smart planning to avoid the post-launch trough.

According to a CBInsights article from May 2015, your startup has a 1.2 percent chance of becoming a unicorn (a private company valued at $1 billion or more). Even so, there are a record number (but shrinking) number of unicorns roaming the Valley today. Success in unicorn-land has a lot to do with vision, team, and timing, but it also depends upon strong marketing and a great launch.

 

 

Posted On June 29th, 2016 by Crowded Ocean

Why startups still need to fear the trough

The concept of the startup “trough of sorrow” coined by VC titan Paul Graham of YCombinator has clicked with Silicon Valley in a big way. The trough is a stumble in the life troughof a startup, just after launch, when marketing momentum stalls out, customer acquisition slows (and the words “customer traction” are no long uttered).

Having launched 42 startups, we’ve lived through our share of troughs and now make ‘trough avoidance’ part of every launch plan.

The trough is a period when marketing, understandably, comes under tremendous scrutiny. Everyone from the office manager to the Board will ask for website traffic stats, lead status, and metrics. Here’s our advice to help your startup go into launch with a strategy to avoid the trough.the creative process

  1. Plan ahead: Easier said than done, but no startup team should claim they are ready to launch without a 90-day marketing plan in place. In other words, the quarter after launch should be a fundamental component of the launch plan. That way, the visibility that your launch creates can be converted into visibility, leads, and mindshare with less cost and downtime.
  1. Invest in value nurturing : As our marketing colleague Anne Janzer stresses in her book Subscription Marketing, successful marketing teams focus not just on lead nurturing, but on value nurturing in order to maximize the loyalty, longevity and revenue potential of their customers. Value nurturing is the logical next step after lead nurturing and should be part of the best practices of every launch strategy.
  1. Test, measure, and iterate: After launch, the path to customer traction also depends upon an iterative approach to messages, materials and focus. In other words, expect to tune your plan. Successful startup teams go into launch with the idea of listening, testing, measuring feedback and iterating their sales focus, content and tools based upon feedback and learning from launch.

Bottom line, think of your launch as a major milestone, rather than the destination, along the path to growing your startup.

Posted On May 3rd, 2016 by Crowded Ocean

Anatomy of a successful startup launch

Ask anyone in Silicon Valley and they’ve got a theory on how to launch a startup. Most of them revolve around the role of Marketing. emblemmatic-sales-based-marketing-logo-4Those who doubt the value or efficacy of Marketing cite the success of such startups as Slack, Atlassian and WhatsApp, who launched with limited investment in Marketing. But the other 95 need Marketing to grow their enterprise—click by click, demo by demo, free trial by free trial.

Having launched 42 startups, we’re often asked what are the ‘best practices’ in launching a company. So much depends on the market the startup is in as well as the company’s focus (B2B vs. B2C), but there are still some guidelines that apply across the spectrum:

  1. Launch with a cross-functional team. According to a feature in the latest Harvard Business Review, 75% of cross-functional teams are dysfunctional. That stat caught our eye because the heart of every successful startup launch is the launch team—which by its very nature is cross-functional. That’s product, support, sales, marketing, and the CEO/founder coming together to introduce a new solution that solves a real pain point. The dependencies, tradeoffs and decisions that need to be made to meet the goals of launch can be made faster and more effectively with a cross-functional team.Screen Shot 2015-04-26 at 2.18.07 PM
  1.  CEOs need to be on the team, but as players, not coaches. If you want your launch to happen fast and well, put your CEO or co-founder on the cross-functional launch team. Otherwise you’ll spend more time socializing options and hunting down decisions than on getting things done. But make it clear to the CEO and everyone else: the CEO is a member of the team, not the leader. That role is reserved for Marketing. The CEO’s job is to reinforce the goals, deadlines and accountability of the launch. When tough decisions need to be made, it’s the team’s job to make them, the CEO’s job to support and implement them.
  1.  Banish pixel polishing. Part of the Steve Jobs legacy is his famous/infamous attention to the details of Apple product design that bordered on obsession, a habit we call “pixel polishing.” Now Jonathan Ive and Elon Musk are celebrated for their same rabid focus on product details ; and while this pursuit of perfection may be admirable in established companies, it can be fatal to a startup. A startup team in launch mode doesn’t have the time or the money to afford pixel-polishing. Just say no to pixel polishing and yes to “Done is good.”Screen Shot 2015-02-16 at 8.35.59 PM
  1. Beware nomadic board members. In a successful launch, board members should be heeded but not seen. Getting their input offline is both good business and good politics; but when we see board members ‘dropping in’ to the startup’s offices frequently prior to launch, it’s usually a red flag, a signal that the CEO is not strong enough to manage his board. In launch mode, feedback can be hugely valuable. But, it’s better to get feedback from early customers, not board members.
  1. Bring PR to the table early. There are two types of PR firms: ‘upstream’ strategic firms that have a seat at the big table in developing positioning and messaging and ‘downstream’ implementation firms. Startups should hire only upstream firms, then use their experienced outsider perspective to build a solid story that will attract attention and followers among media, analysts and industry influencers. Encouraging the team to challenge assumptions, build and test the message and advocate their point of view at the table.
  1. Build content early and often. Once positioning and messaging are established, start to work on the content. Launches are often delayed—once, even twice—due to product issues or customer feedback; but they should never be delayed because of lack of supporting content. You can never have enough content, so start developing—and reviewing—it the moment your positioning is finalized. Since iteration is a way of life in startup marketing, start drafting content early to hit your deadlines.
  1. Website UX trumps brand – if the founder starts talking about favorite brand colors and fonts, that’s another red flag. The most important thing for your launch website is designing the information architecture and content to drive conversions. Yes, design is integral to a successful site. Yes, building your brand is a process that starts with launch. But you need to focus on content and conversions first, or you’ll wander off into discussions of fonts and colors. See dangers of pixel polishing above.
  1. Anticipate—and prepare for–the trough. Before you launch, be sure to have a post-launch PR plan as well as two months of demand gen programs defined, funded and queued. Otherwise, you run the risk of allowing all of the visibility, brand awareness and site traffic from early adopters to vaporize. To leverage the blood, sweat and tears of launch and leverage early market momentum to build early sales, use smart planning to avoid the post-launch trough.

According to a CBInsights article, your startup has a 1.2 percent chance of becoming a unicorn (a private company valued at $1 billion or more). Even so, there are a record number (but shrinking) number of unicorns roaming the Valley today. Success in unicorn-land has a lot to do with vision, team, and timing, but it also depends upon strong marketing and a great launch.

 

Posted On April 27th, 2016 by Crowded Ocean

Crowded Ocean in Q2: 42nd launch; 12th exit

422infographic

Posted On March 21st, 2016 by Crowded Ocean

Startup marketing mantra: content, customers, competition, conversions

As we work with startups that are preparing to launch (or retool or pivot) and that are, by definition, strapped for time, talent and resources, we find ourselves turning to the mantra of the four C’s: content, customers, competition and conversions. These four priorities should dominate the focus of your startup marketing team in order to drive customer acquisition and growth:

edited.COcoverContent – It’s a rule of thumb in B2B startup marketing that there is never enough good content to tell your story. For written (not rich media) content, that means well-crafted, easily accessible, visually-rich content that drives your message home for your different targets (buyer, partner, analyst, etc.) and moves them through the sales cycle. That’s why we urge every client to start as early as possible to lay out a plan for content so that there is ample time to write, edit and review your content and to ensure that every piece is designed to move a prospect to the next stage in the sales process.

Planning for more time, somewhat conversely, also allows for your content to “gel” so that they can be shorter, pithier and more substantive. And more time will allow your content team to plan for ways to repurpose, say, that 5- to 7-page white paper into blog posts, contributed articles, and perhaps newsletter copy.

Screen Shot 2015-02-16 at 8.35.59 PMWhen it comes to creating a new website for launch, we know from experience that it’s almost always the content that lags, not the design or coding. That’s why we recommend you start your content development early.

Customers – It should almost go without saying that the customer needs to be front and center as a startup team prepares to launch. Customers are essential public validation (as logos on your website, quotes for the media, case studies for sales) for market launch that are almost always a prerequisite for launch. To make that customer focus a reality, the Chief Revenue Officer is involved in our launch planning and deliverables from day one.

Competition – Every startup preparing to launch benefits from having an enemy. Having a clear competitor gives your team a target to focus on and it helps to force your team to shift its aim from the internal development and early support issues to external customer development and sales. We recommend assigning someone on your team to study and monitor your competition and to regularly report on their progress to the rest of the startup to help your team be externally focused on sales growth and customer satisfaction.

Conversions – When preparing to launch your startup, it can be an endless distraction for a startup team to dive into logo design, taglines, and other elements of brand, especially the website. It’s a common wasteful detour for a startup team designing their launch website to engage in what we like to call “pixel polishing.” (that’s a form of “camel marketing”, or design-by-committee) That’s why we steer our clients to think about conversions instead. What is the path through the site for your target prospect? At every step through the site, what action do you want your target to take? What content do you have to move your target through the sales process? In other words, how do you convert a website visitor into a sales prospect as quickly as possible.

If your team is preparing to launch, repeat after us: content, customers, competition and conversions.

Posted On March 1st, 2016 by Crowded Ocean

Congrats to PatternEx team on their launch

We’re excited to celebrate with the PatternEx team on their launch last month and their showcase at the annual RSA Conference under way this week in San Francisco. (That’s the 41st launch for Crowded Ocean!) We were really pleased with the turnout at co-founder and CTO Kalyan Veeramachaneni’s talk on Tuesday at RSA on Artificial Intelligence for InfoSec.

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Congratulations to CEO Uday Veeramachaneni and his team. Check out highlights from the launch party.

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Below are co-founder Costas Bassias, CMO Travis Reed, and Company Advisor Ray Cotton.

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Head of Security Solutions Erik Bloch explains the PatternEx Threat Prediction Platform.

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Ankit demonstrates AI for InfoSec:

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