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Thursday, October 8, 2009
A post by Fred Wilson pointed me to Dave McClure's Startup Metrics presentation. In fact, this often becomes the mantra that we live by. Define what you need from a metrics and reporting standpoint. Quite often the goal is to get them into an excel spreadsheet in a form that allows people to easily play with them. Startup Metrics for Pirates (SeedCamp, Sept 2009) View more documents from Dave McClure . What Dave McClure's presentation does is point to This is a great presentation and one that I'm going to point out to startup / early stage company CEOs. Normally, when I am talking to the founder of any startup trying to figure out what they need to do, one of the things I always try to do is understand their business at its core.
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Thursday, March 11, 2010
Part of those questions are around Startup Metrics . This aligns with understanding the the core business model: Get Users (= Acquisition, Referral) Drive Usage (= Activation, Retention) Make Money (= Monetize) (and Lifetime Value is a good one) Of course, that’s a big part of what the investor wants as well. And you definitely should have ideas around important proof points for the business. Tim Berry has a great post on Why I Hate Those Huge Market Numbers tells us that he doesn’t like to see business plans with multi-billion market numbers used as the basis for projections.
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Tuesday, January 13, 2009
One of the things I am passionate about is analytics and metrics. It was this experience that gave me the appreciation for the importance of metrics and the greater importance of making meaning of the data for decision making. While at one of my recent startups I developed a framework for startup growth metrics (focused primarily on user metrics). UPDATE: I’m setting up a new project on analytics. If you are interested in collaborating ping me on twitter @gammill.
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Saturday, December 1, 2007
Technical Strategy I support the technical team to: review short and long-term technology strategies to help direct strategic technical decisions and help to ensure appropriate technology usage, help define needed technical research activities, assess new and emerging technologies to determine application to business needs, help determine resource needs within business constraints, review and influence business and technical processes to help balance competing needs and priorities. Then, I Review existing materials Business Plan Marketing Plan Marketing Materials Product
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Wednesday, November 19, 2008
One of the things I am passionate about is analytics and metrics. It was this experience that gave me the appreciation for the importance of metrics and the greater importance of making meaning of the data for decision making. While at one of my recent startups I developed a framework for startup growth metrics (focused primarily on user metrics). I’m most interested in gathering a breadth and leveraging them to drive solid decision making. While at IBM I worked closely with a group of exceptionally talented researchers (marketing and technology) to develop
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Monday, January 5, 2009
Los Angeles-based Image Metrics (www.image-metrics.com) recently landed a $6.5M, Series B funding round for the firm's facial animation products. was introduced to Image Metrics a year before I joined, and was helping them along. Editor's note: you can see Image Metrics "Emily" demo on their web site ). We spoke with CEO Mike Starkenburg -- a former venture capitalist at the Sprout Group and longtime reader of our newsletter -- about the firm and its technology and how it's revolutionizing facial animation in both computer games and the movies.
Tell Tell us about your
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Monday, September 22, 2008
First, let me recommend reading a previous blog, called omg I’m just a startup, I can’t do those fancy metrics . Once you create a small list of these queries, then you can start to formalize the ideas into specific metrics that you track daily.
Aggregate metrics
Futuristic Play by @Andrew_Chen
Analysis on viral marketing, user experience, game design, and online ads
As
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Thursday, March 4, 2010
Actually, David’s taking even broader roles than I generally do as he’s CEO for at least one startup. Activities As I went through my 30+ different startup experiences and tried to classify them a bit more, I realized this is very messy stuff. So while I’m trying to make sense of this, it’s somewhat hopeless. That said, I think it starts with what a laundry list of different kinds of needed technology activities and what the current team can reasonably accomplish. I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. Background This post partly really came about as a result of a great conversation yesterday with David Croslin a former CTO at HP who recently conducted an interesting experiment.
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Thursday, October 22, 2009
Then, face-to-face meetings and activities become much more valuable. see Visible Networking as a series of conversations around blog posts, and encouraging a group of people to actively participate. For example, I think that looking at Startup Metrics and the implications around that would be a really interesting conversation. Great by Cliff Allen Business Networking Online who I had blogged about previously in Marketing, Startups and Networking in Los Angeles . In this post, Cliff provides some feedback on what works when you move towards doing business networking
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Monday, June 8, 2009
We have more information and metrics – and more confusion from all the clutter.
* Push System
* The CEO actively works to motivate (push) people.
* Goal setting and tracking metrics take up 80% of the attention; prioritization of projects and goals is 20%.
* Pull System
* The CEO actively works Are we working harder, under more pressure, but running in place?
The internet has changed business – in helpful and challenging ways:
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