Читать книгу Wake Up and Sell the Coffee! - Martyn Dawes - Страница 43

 Find low-cost methods of testing consumer demand. Not just once, but as your concept evolves through multiple trials.

 Invite someone who has been through the growth company experience to join you. They can add value by helping you plan what to do next. Identifying what the key milestones are and reaching them is vital. This sounds simple but it is surprisingly challenging for the first-time entrepreneur. The experienced, objective and dispassionate adviser/chairman/non-executive director can make for a powerful combination with the passionate and inexperienced entrepreneur, who is not always as objective as is necessary.

 I quickly learnt the value of monthly board meetings. It’s an opportunity to down tools, stand back from the day to day and discuss progress objectively, without distraction.

 If your market is other businesses, find out who you need to speak to and then phone them or send them a well crafted letter (email) setting out the clear commercial benefit you can bring to their organisation. Finish by saying exactly when you will call them. Call them when you said you would and keep calling back until they have taken your call.

 When you get the call, have prepared what you are going to say and say it with precision and confidence. I downplayed coffee and focused on new category. No one wants to miss out on the next big thing, least of all the PA that didn’t put your call through.

 Avoid buyers in big companies like the plague. Most are paid to buy at the lowest price and lack imagination. If you have something new they won’t know where to put you so you might as well start with the CEO. You never know, you might just get him/her onboard then things will move fast.

 Set the agenda and drive the pace with corporate customers. We had a letter of commitment to roll-out with Texaco within eight weeks of our trial going live – because we asked for it. If you don’t ask you won’t get.

 Starting salary should not be the reason anyone joins a young company of high-growth potential. Tell the story to attract great people.

 Recognise the transition you will need to make from entrepreneur to CEO/entrepreneur as your business starts to grow. Learn from others who have made this change.

 Accountants and corporate finance advisers become necessary and valuable partners. Establish that yours have the resources, capability and track record to deliver what you need today and as your business grows in the future.