Here are a few things I noticed while joining Bhavesh from Brands.live, Amit from AllEvents and Mahendra from Matrubharti to talk about scaling startups and businesses.
๐ ๐๐๐จ๐ฎ๐ญ ๐๐ฎ๐ง๐๐ซ๐๐ข๐ฌ๐ข๐ง๐ :
Couple of questions had an interesting undertone. A 'no' from an investor was being taken as a validation on whether or not their startup could work.
I think that an investor could say no for great many reasons. Ultimately, a founder should try to look at their startup as a financial product in an asset class. It will be difficult to do so - but it has to be done while pitching.
This financial product needs to be put in front of atleast 100 investors before we take their responses as a validation. It is a full time activity for 1 founder for 4 months.
๐ ๐๐๐จ๐ฎ๐ญ ๐ฆ๐๐ซ๐ค๐๐ญ๐ฌ:
Some bits were being asked around 'how to get customers to change their habits/behaviour?'
An arguable opinion of mine about this is that we should not. Changing consumer/customer habits is extremely difficult and an expensive exercise. We must understand that we will have to learn to fall out of love for our idea and build what the market wants.
Atleast in B2B, more often than not, change management is a huge responsibility that no-one on the client side wants to take. As long as you are cheaper, better or faster at enabling them to save time, save money or make more money - that should do the trick.
๐ ๐๐๐จ๐ฎ๐ญ ๐๐ฎ๐ฌ๐ญ๐จ๐ฆ๐๐ซ ๐ฌ๐ฎ๐๐๐๐ฌ๐ฌ:
Couple of interesting hacks were being shared around handling and dealing with negative reviews. These ranged from 'responding to negative reviews quickly' to 'offering the reviewer something for free'.
While these are great for consumer brands, they don't work for B2B. For B2B SaaS, the customer doesn't leave a review. They just churn. At Clientjoy (Acquired by Synup), Anupama and I had a strict schedule of speaking to 1 churned customer every week and we invested significantly in ways to identify churn related behaviours to detect early signals.
After $100K in MRR, a SaaS company is more of a retention game than an acquisition game.
๐ ๐๐๐จ๐ฎ๐ญ ๐๐จ-๐๐จ๐ฎ๐ง๐๐๐ซ๐ฌ:
Everyone is looking for co-founders for their own business idea. People who have specific skills are also searching for problems to solve.
What I noticed interestingly is no one is saying that 'I am a great AI engineer - I am looking for a business person who has identified a problem, is trying to build a solution and join them as a co-founder.'
It seemed like people felt they should work only on their own ideas and in absence of that, look for ideas. In my opinion, and most other founders, ideas are dime a dozen. Look for people with complimentary skills and relentless persistence.
At Momentum Ventures, I am proud of the structure and working relationship Jay, Harsh Koushikram and I have created as co-founders.
Lastly, thank you Jatin and eChai Ventures for the opportunity and i-Hub Gujarat for the venue.
Looking forward to the next one!
๐ ๐๐๐จ๐ฎ๐ญ ๐๐ฎ๐ง๐๐ซ๐๐ข๐ฌ๐ข๐ง๐ :
Couple of questions had an interesting undertone. A 'no' from an investor was being taken as a validation on whether or not their startup could work.
I think that an investor could say no for great many reasons. Ultimately, a founder should try to look at their startup as a financial product in an asset class. It will be difficult to do so - but it has to be done while pitching.
This financial product needs to be put in front of atleast 100 investors before we take their responses as a validation. It is a full time activity for 1 founder for 4 months.
๐ ๐๐๐จ๐ฎ๐ญ ๐ฆ๐๐ซ๐ค๐๐ญ๐ฌ:
Some bits were being asked around 'how to get customers to change their habits/behaviour?'
An arguable opinion of mine about this is that we should not. Changing consumer/customer habits is extremely difficult and an expensive exercise. We must understand that we will have to learn to fall out of love for our idea and build what the market wants.
Atleast in B2B, more often than not, change management is a huge responsibility that no-one on the client side wants to take. As long as you are cheaper, better or faster at enabling them to save time, save money or make more money - that should do the trick.
๐ ๐๐๐จ๐ฎ๐ญ ๐๐ฎ๐ฌ๐ญ๐จ๐ฆ๐๐ซ ๐ฌ๐ฎ๐๐๐๐ฌ๐ฌ:
Couple of interesting hacks were being shared around handling and dealing with negative reviews. These ranged from 'responding to negative reviews quickly' to 'offering the reviewer something for free'.
While these are great for consumer brands, they don't work for B2B. For B2B SaaS, the customer doesn't leave a review. They just churn. At Clientjoy (Acquired by Synup), Anupama and I had a strict schedule of speaking to 1 churned customer every week and we invested significantly in ways to identify churn related behaviours to detect early signals.
After $100K in MRR, a SaaS company is more of a retention game than an acquisition game.
๐ ๐๐๐จ๐ฎ๐ญ ๐๐จ-๐๐จ๐ฎ๐ง๐๐๐ซ๐ฌ:
Everyone is looking for co-founders for their own business idea. People who have specific skills are also searching for problems to solve.
What I noticed interestingly is no one is saying that 'I am a great AI engineer - I am looking for a business person who has identified a problem, is trying to build a solution and join them as a co-founder.'
It seemed like people felt they should work only on their own ideas and in absence of that, look for ideas. In my opinion, and most other founders, ideas are dime a dozen. Look for people with complimentary skills and relentless persistence.
At Momentum Ventures, I am proud of the structure and working relationship Jay, Harsh Koushikram and I have created as co-founders.
Lastly, thank you Jatin and eChai Ventures for the opportunity and i-Hub Gujarat for the venue.
Looking forward to the next one!
The eChai Effect - In Their Words
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