David Cummings on Startups

Blog

  • Rethinking PowerPoint Presentations with BBP

    A friend of mine recommended Beyond Bullet Points by Cliff Atkinson last week so I promptly bought a copy on Amazon.com. I’m only a few chapters into the book but it already resonates with me and my thinking on how to do a presentation. Here’s the advice I’ve taken away from the book so far:

    • A presentation should be like a story with a beginning, middle, and end
    • The presentation should first be built in outline form in a separate program like Word
    • After the outline has been built, each slide should be made in notes view with the slide containing the presenter’s notes followed by one sentence and a relevent picture in the slide itself
    • With each slide containing no more than one simple sentence and picture, the presentation should be timed such that each slide is used for approximately one minute

    The book also does a good job of giving some theory behind how people learn and interpret new information. I’ll do a follow-up post once I’m finished with more insights from it. If you ever do PowerPoint presentations, I’d recommend reading the book as well as visiting the BBP community.

  • Three Financial Tips for Growing Businesses

    Last week I had the opportunity to participate in the EO Accelerator quarterly education day as I’m the Champion for the Accelerator program on the EO Atlanta Board. Each quarter we have an all day education event taught by a certified facilitator that flies in for the program. The program, for entrepreneurs with revenues under $1 million, is three years long, with rolling admittance and unique content on the topics of People, Strategy, Money, and Sales. This was Money day.

    Money day was taught by Greg Crabtree, one of the most entrepreneur-minded CPAs I’ve ever met. Greg runs a firm in Huntsville, AL that charges a flat monthly fee, typically $400 – $1,000, to clients in exchange for fixed quarterly accounting services and unlimited advice. Greg provided several frameworks for thinking about financial concepts in business, that are especially helpful for entrepreneurs.

    Salary Cap

    The idea behind the salary cap comes from professional sports, like the NFL. The way to calculate it for your business is to take all your non-labor costs on a trailing 12 month basis and subtract that value from your trailing 12 month revenues. Why is this good to measure? It helps you focus on the maximum amount the business will bear for labor costs before the company won’t be profitable. Too often, entrepreneurs add new staff before the business warrants it and this provides a value to monitor. Note that looking at your trailing 12 months expenses and revenue is typically better than looking at annual values on a calendar year, for the purposes of making decisions like hiring.

    Core Working Capital

    One question I’ve asked many times, and been asked many times, is “How do I determine how much I should have in the bank before expanding/hiring?” Core working capital (CWC) is the answer to that question. CWC, according to Greg’s recommendation, is two months of monthly operating costs in cash in the bank after the following:

    • Taxes
    • Debt payments (he recommends no debt or line of credit)
    • Current liabilities

    Of course, the amount of desired working capital will vary from business to business, but this simple rule of two months of cash in the bank is a good starting point.

    Profit Margin Goals

    The third take away from Greg came in the form of profit margin goals. Greg’s advice was that businesses should strive for a 10% profit margin after fair market wages are incorporated for all principals in the business. Here are the three common profit ranges for a growing business:

    • 5% range – the danger zone
    • 10% range – the target for most businesses
    • 15% range – doing extremely well, especially if the business has scale

    I hope these three financial ideas for growing businesses are as beneficial to you as they are to me. Thanks again to Greg for doing a great job.

  • Thoughts on Amazon EC2 for Hosting

    We recently launched our free Web CallerID app using Amazon.com Web Services Elastic Compute Cloud (EC2). EC2 is a fully virtualized self-service hosting environment as compared to traditional dedicated hosting or managed hosting from companies like Rackspace, ServerBeach, or SoftLayer. We took advantage of Elastic Block Store (EBS) for persistent database storage and Elastic IP for persistent IPs. Here are some thoughts based on what we learned:

    • Setting up EC2 hosting takes more time than traditional hosting as you have to budget for creating/repackaging the Amazon Machine Images (AMI) and creating scripts to reconfigure items in the event of an instance change (e.g. remounting EBS volumes and reassigning Elastic IPs)
    • More or less being forced to make an AMI is a great exercise in packaging up your server for deployment, which actually saves time in the long run as you won’t have to rebuild a machine when a hard drive fails, like with traditional hosting, or when you are adding more of the same type server, like with traditional hosting
    • Amazon EC2 is actually cheaper than traditional hosting if you purchase Reserved Instances, but more expensive if you pay the On Demand rate
    • We haven’t had any maintence issues with the EBS volumes, as compared to our RAID hard drives on one of our other multi-server apps that requires a hard drive to be replaced once per month, incurring additional systems administration work on our part

    I highly recommend Amazon EC2 for hosting.

  • Pros and Cons of Free Product Trials

    We’ve been offering free trials of our software for years and have come to understand some of the pros and cons of doing so. 

    Pros to Offering Free Trials

    • Helps assess how serious of a prospect you have
    • Provides an opportunity for the prospect to interact with other members of your team (services, support, etc) and show them how great of a company you have
    • Sets prospect expectations of what the product does and aligns interests with the company, proving that it is a good fit
    • Provides a sense of urgency as the free trial will expire at a certain date

    Cons to Offering Free Trials

    • Usually more labor intensive, especially for more complex products as services and support teams need to be involved
    • Can lengthen the sales cycle as the prospect might have to get other people from his/her organization involved, and actually do real installation work
    • Some prospects will keep asking for free trial extensions, which can create an adverse situation with the sales person that wants to solidify the deal or walk away

    A couple other items of note:

    • The free trial is really a proof of concept project, and should be referred to as such
    • Before doing the trial, clear success guidelines must be set up and agreed to by the prospect (e.g. in the proof of concept, we will show x,y, and z working resulting in some benefit, and culminating in the prospect signing a contract)

    In almost all cases, I recommend offering free trials (proofs of concept).

  • More Benefits of Daily Check-ins

    As you might know, I’m a big fan of daily check-ins. After spending some more time doing them (we’ve been doing them for 16 months with the leadership team), I’ve realized there are several additional benefits I didn’t consider before. Here are some more benefits that come to mind:

    • Having everyone stand up and talk in front of their colleagues gets the energy level up
    • Since it is at the start of the day, everyone says hello or good morning, helping promote the team camaraderie
    • As you’ve already talked with your team that morning, if an issue comes up later in the day related to one of your priorities, it doesn’t take as much time to get them up to speed on something you need help with

    I highly recommend doing daily check-ins across your company.

  • Two Tiered Sales Process

    We recently hired several new sales people to start building a two tiered sales process. With this approach, tier 1 reps are responsible for setting appointments for the tier 2 reps who help the buyer through the sales process and close the deal. Phil Hill, previously of Vocalocity, is a big advocate of this approach, and convinced me we need to start down this path several months ago.

    I’ve been blown away by the results.

    There’s so much latent demand that is left dormant when cold-to-close reps chase the most promising opportunities. Inevitably, when things get busy, prospecting to load the top of the funnel gets neglected. I’m a big believer in playing to someone’s strengths and not trying to shore up their weaknesses. A two tiered sales process allows for specialization and focus on what reps do well, resulting in better results.

    Note: My experience with this is for selling software that is $10,000 – $70,000 over the phone and web with all inside reps.

  • Quarterly Product Themes

    One of things we do is have quarterly themes for our products. Themes are a good way to keep everyone focused on the big picture direction for a period of time. Our products’ themes for this quarter include:

    • Ease of use
    • Connecting the dots
    • Go live

    I’d recommend having one theme per product per quarter. Set the theme and then do your best to rally your team around it.

  • Sales Training Workshop Topics

    We’re adding weekly sales training workshops to our training program. They work the same as our manager training where we each come up with a few topics we’d like to discuss, write them all down, and then pick two each week to do experience sharing around.  Here are the topics we came up with:

    • Getting around gatekeepers
    • Voicemail best practices
    • Communication timelines
    • Pre-call strategies
    • Overcoming killer objections
    • Questions for pain points
    • Time of day call strategies
    • Call to appointments goal ratios
    • Prospect qualifying
    • Augmenting prospect info (e.g. LinkedIn)
    • Establishing rapport over the phone
    • Customer engagement during GoToMeeting
    • Cold calling strategies
    • Emailing strategies
    • Creating a sense of urgency
    • Strategies for determining the best prospects to target
    • Negotiation strategies
    • After losing a deal strategies
    • Too small of a budget
    • Sales role with marketing
    • Tier one sales rep. feedback loop
    • Demo preparation

  • Manager Training Discussion Topics

    We just started a new weekly training and workshops program for the managers in the my company. As part of it, we had everyone come up with a few topics they’d be interested in discussing in future meetings. Here are the topics we’ll be discussing using the Gestalt Psychology experience sharing methodology:

    • Constructive criticism
    • Effective coaching to maximize strengths
    • Rivalries and motivation
    • Policy and procedure changes
    • Big rocks and prioritization
    • Dealing with underperforming team members
    • Effective delegation
    • New team member training
    • Determining employee effectiveness and effort
    • Frequency of communication
    • Best practices for departmental meetings
    • Dealing with inconsistent department workloads
    • Visibility into development cycles
    • Friend vs manager balance
    • Balance between micro-management and being hands-off
    • Dealing with missed timelines
    • Working with problem employees
    • Decision making without concensus
    • Delegating undesireable work
    • Strategies for minimizing overlapping work
    • Managing employees with inter-departmental responsibilities
    • Improving attitudes towards problem customers
    • Manaing people with skillsets you don’t have (e.g. programmers)

  • Sales Commissions for Subscription Services

    I was talking to a very successful entrepreneur a few days ago about sales rep compensation plans. In his model, they sell an annual subscription for several thousand dollars to their service. What I really liked about it was that quota was done on a monthly basis whereby no commission was paid at all until 60% of quota was reached for that month.

    After 60% was reached, commission was paid on all previous deals and more sweetners were added when additional percentages of quota were reached. The result was that sales reps worked hard and that there was a spike in deals at the end of each month, when the reps could make the most money.