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15 results for “startup positioning”
Topic6 mentions across episodes
positioning
Concept2 mentions across episodes
startup
having met with the companies now and heard some stories about how they're doing that and our own personal experience doing it, what are the best practices front of mind for you right now, William Barnes? Well, I think this is why the cliche is still
10:27 / 11:33
from transcript10:27 – 11:33
So the knee the niching down, I think, is incredibly helpful, and you'll learn more quickly. You know, if you go and talk to, you know, 15, back offices that do importing and export exporting in Japan, you're gonna learn more quickly because you're h
11:10 / 12:37
from transcript11:10 – 12:37
very specific on your target market. Who is it that you're addressing? What would exactly motivate them to use you? What's the set of competitors out there that they could use alternatively, etcetera? So you need to find a way to tailor your solution
12:44 / 13:45
from transcript12:44 – 13:45
and hope that your investor figures something out that matches your needs. Or you can actually try to walk them through it and think about it and explain why you think the market is big. I think even though people say you Lazing it away is the right
13:55 / 16:15
from transcript13:55 – 16:15
a, like, you know, focus on your competitive advantage and what you do well. And I think what we do well is the health care side of things. On the other hand, the toys and all that, there's, like, no margin in that. It's a onetime product with very l
23:12 / 24:25
from transcript23:12 – 24:25
test them very quickly by DNA sequencing. So it's, it's a know how that we have. Or we might have a unique asset, like a data set that you mentioned before, right? So any asset that is unique and brings us some kind of advantage could also be a core
17:57 / 19:02
from transcript17:57 – 19:02
We separate it. You have a membership, and then you have product. And partially why we separate it, again, dogs weigh different sizes, and it's much more bespoke to to what you're gonna get. With that said, we have about, 75% margin on membership, qu
22:25 / 23:31
from transcript22:25 – 23:31
...to the startups because the startups, yeah, who cares? They're not a lot of margin in that. They get really, really good at that because they figured out how to make money with low margin and they go upmarket to the higher margin stuff and then event
16:27 / 17:31
from transcript16:27 – 17:31
Just to finish that thought, in the case of networking as we all know. Yeah. It was a different way of operating a network. Yeah. Yeah, totally. So that was the value proposition. Not necessarily 10x better, it was something that could not be done on
12:43 / 13:47
from transcript12:43 – 13:47
super wise to be actually thinking about this early on. And I think I have seen so many entrepreneurs who get a little bit too excited by the shiny object or the big opportunity that takes them to grow faster. And I actually think the answer to your
23:08 / 24:20
from transcript23:08 – 24:20
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
positive and differentiated customer experience on the other side of that contract. The company that I think does this really, really well, just from following their founder, Simon, who is X Deliveroo on LinkedIn. It's called Plane. And I just absolu
16:34 / 17:37
from transcript16:34 – 17:37
it it can be so defensible and powerful. Like that's what Square is, that's what Shopify is, that's what I think two thirds of our sponsors on acquired are, you know, that's what Vanta is, Modern Treasury, Vouch, even Mystery, all of, you know If you
45:38 / 46:51
from transcript45:38 – 46:51
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