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11 results for “platform strategy”
Look at this with traditional journalism, they will never send you questions ahead of time, and they choose not to. I will always do that. It's a counter positioning example, I think. I think so. And I don't know the industry well enough, but it's an
33:27 / 34:47
from transcript33:27 – 34:47
...platform. I just had a conversation with that with actually an investment of mine that started by saying we are the most flexible platform for business and finance. We're in beta. I said, well, like that just does not work. And so I think what messag
13:55 / 16:15
from transcript13:55 – 16:15
if I were a sales leader, well, that makes my life so much easier that I have something better to sell. And then even what if it's not a crowded space and you're displacing a manual process? Oh my god. That that would lead with that. That's, like, so
30:35 / 32:03
from transcript30:35 – 32:03
I've been getting so many asks for go to market help. With AI, it's just intensified because you have 10 players pursuing the same market opportunity. And so your ability to actually bring the product to market, to differentiate yourself from the com
0:00 / 1:12
from transcript0:00 – 1:12
...your strategy. So it's kind of a ongoing toolset. Right? And what about the business model canvas? Do you have any thoughts on that? For me, the business model canvas is one tool in the lean startup toolset.
1:03:46 / 1:04:46
from transcript1:03:46 – 1:04:46
Everybody's got it. Like, so why are you any better and different? Like, you really have to work hard around the pitch. But if to your question about I believe that majority of go to market leaders, in no ranking order, they care about product differ
30:04 / 31:04
from transcript30:04 – 31:04
Is there a way that I can communicate to integrate this flexibility and allow me the breathing room to move later that you've seen work better? And what should I avoid as a founder? Yep. We need to keep in mind that the market opportunity navigator i
53:52 / 55:02
from transcript53:52 – 55:02
...pricing and strategy testing. Because we have so much enthusiasm and word-of-mouth, and I want to understand what are the constraints of pricing and how do people perceive value? This was something that I did at Deliveroo as well. We had restaurants
7:01 / 8:34
from transcript7:01 – 8:34
The right way to validate assumptions is by talking to people and letting the target audience tell you if it's a strategic and financial opportunity to solve or not. So many companies end up in the nice to have category because you solve a problem th
0:04 / 1:07
from transcript0:04 – 1:07
employees. And we had high conviction on that. But when we looked at the user base of this, we were like, oh shit, these two channels, these two growth mechanisms. Yeah. We're getting some of that mid market, but there's a huge amount of these like v
33:29 / 35:04
from transcript33:29 – 35:04
well, now you can build into other markets, and then that's how you eventually cross the chasm and get the trust that customers need to be able to tap into the large majority of customers who have a different buying profile and want to buy the tried
12:03 / 13:10
from transcript12:03 – 13:10
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