I think you're looking at this the wrong way. Your customer acquisition cost is not something you should benchmark against other businesses. Without knowing more, like your short and long-term goals, it's impossible to answer. Two companies with similar business models may have different answers to this question. A venture-backed startup trying to keep up with aggressive revenue goals may be able to stomach an astronomical CAC. A bootstrapped startup that is not seeking venture money may aim for slower growth and much lower CAC. I suggest setting up a call with a marketing or finance expert to determine what CAC is appropriate for your company and how to get there.

There are so many ways to do it... Do you need this data for yourself, or you are planning to make a product around it? From what I see you can use Twitter API and Facebook Graph API (Are you comfortable programming?) Most of the students are active on social media so you will find lots of data. Facebook graph API will give you a number of likes and comments to all the posts of you competitors. You can analyze all the posts of your competitors. Using Twitter API you can get all the twits that use certain hashtags or mentions. If you are not into coding, but still want to get social media information, you can take a look at tools like IBM Watson ANalytics ($30 for personal use), it natively connects to Twitter API, and you don't have to be a programmer at all. It is intuitive and easy to learn. Analytics Canvas connects to Facebook Graph API (it's free for 30 days of trial). Unfortunately, you would not be able to collect any personal information from social media at large scale (age, income, gender, etc.), because it violates all the laws about privacy on the Internet. You can use census data instead. Google Sheets are a very handy tool if you are planning to use this information for personal research. You can set up a spreadsheet and add some Java script to make it collect all information from competitor's blogs, and also sites like Reddit. Finally, you can try web scraping (it's not the best, but can speed up the process). A tool like OutWitHub will collect information from websites (such as website reviews) based on the structure you provide (select html tags). You can collect thousands of reviews in one day if you automate it (paid version). Very easy to use. Note: not all the websites are open to this method, review their policies to make sure you are not violating their terms of service. Reviews belong to the website where they were published. If you REALLY need personal data (like how much they earn and how much they spend, etc.), just print out 100 questionnaires and go to Student Union Building of Dalhousie University. Most of the students will share any personal data in exchange for a Tim Horton's gift card that gets them a free coffee. It is probably the least technical and fastest way to get all the data you need. Hope this helps.

I have been involved in agriculture for over 30 years. The answer, like so many things is: it depends. Most states, but not all, regulate seed wholesalers and require a license. The licensing requirements vary from state to state-some are rigorous, others are like a library card. As to finding a white label company-you might be able to get one of the large established retail seed wholesalers to package your product for you. Or you might be able to find a company that packages food and they could convert part of their line to accommodate your requirements. If you would like to follow up, let me know.

I think it would help us help you here if you mentioned to us the nature of your product :)

Hello!! That's a very good question you asked. Having been a entrepreneur for more than 7 years now, I understand how entrepreneurs are often serial thinkers and the rate of idea generation is definitely greater than that of execution. Focussing your thoughts and actions on more than one business idea at a time could be labelled a tough task, but surely not an impossible or unadvisable one. At the start of my career, I was trying to launch a fashion retail business and an IT consulting firm, two business niches completely apart from one another. I was able to shape both of these into successful businesses while working on them simultaneously. The key is to learn how to shift your focus and yet retain it for the right things at the right time. It's pretty much like setting out meeting times for the coming week in your calendar. When you're in one meeting, there's no talking about your other appointments. so while you're working on one of your ideas at some point in your day, THAT idea should have your complete attention like there's nothing else in the world. Day after day, you will see your ideas progressing simultaneously. Please feel free to request a call for detailed understanding of how you could put this into practice

I have two answers. It depends on whether you've picked a specific field (eg. oil & gas, or fisheries, or biotech.) If you haven't, then you need some technical skills and some sales skills. The sales skills are important because once you know how to sell, you'll be able to make money wherever and whenever you wish. The technical skills are valuable because even if you don't open a business in the field you learned in, you'll understand the technician's mindset...and how to learn technical things. Now if you have picked a specific field to work in, I have a somewhat different suggestion. If your plan is to become a mover and shaker in a marketplace, you want to plan ahead. And planning ahead in this case means learning how to MAKE DEALS in that field. The kind of deals that buy and sell companies, get you new sources of supply, and employ more people. Get the idea? You aren't going to learn these things from a run-of-the-mill sales job, and certainly not by sitting at a computer crunching numbers or drawing things in CAD. You need to get close to, and shadow, an existing company president in the industry. Am I scaring you yet? If I am, then you're probably not cut out for this kind of leadership role. Sorry. If not, then read on. You might think, "Wait, how can I possibly get close to a president and see how they're constructing and doing the deals in this industry?" It's not impossible. It's not even that hard. But it takes guts. I've had employers create roles for me that didn't exist before I showed up on four occasions. Roll this around. What does it mean in terms of your possibilities? You are NOT limited to chasing Want Ads. You can go out there and CREATE the role you desire. And there's zero competition there. Everyone else is too gutless to do it! Imagine...you put your information together on what you want (a role where you're the assistant to the president, so you can see exactly what they do and how they do it.) You are crystal clear and up front about this purpose. Guess what. Some presidents are going to be very, very impressed. And one is going to make you an offer. It will literally cut years off your career path...maybe even decades. And this opportunity is there for the taking. But you have to have guts. Good news: you kinda have to, to be a president.

I'm Mike Moyer and I've had lots of experience. It works great. Since publishing the model in 2012 I haven't had anyone come back to me and complain that it didn't work, but I had hundreds, if not thousands, of people thank me for writing the book. I'd be happy to answer any questions you might have about the model. I promise it will work much better than a traditional model!

There are many free or low costs things you can do: Marketing on Facebook or Linkedin (depends on what you offer) Contests Influencers Killing testimonials Pick up the freaking and make phone calls (you have to learn sales. Any business is 90% sales). Sales is scary but there are lots of easy ways to do it, that gives you confidence. Give me a buzz to set up a killing strategy that pays.

Basically, conversion rate is goals divided by total visitors and multiplied by 100 to make it into a percentage. So if you have 100 sales and 10,000 visitors, your conversion rate would be: 1%. You need to measure 2 things in your case: 1. Conversion rate for each plugin. 2. Overall conversion rate for all sales. 2% estimate is a very, VERY broad benchmark marketers like to throw out there when asked for average conversion rate. It will be wrong. Here's an article with average conversion rates segmented a bit, it is still not 100% accurate but it might just give you a bit more accuracy. http://www.smartinsights.com/ecommerce/ecommerce-analytics/ecommerce-conversion-rates/ Re-reading the question, I get a feeling that you might be trying to do some planning, for business/marketing plan. It doesn't matter how many members you have, because not everyone will buy and you will also have new visitors converting to members as they buy plugins. Now you might need to segment your conversion rate: 1. Members 2. Visitors 3. Plugins Keep in mind, each plugin will have it's own conversion rate so applying 2% rule for each will be wrong. Some will be popular, other's won't. So. If you want to use 2%, that should be your overall sales conversion rate. Then, you need to guesstimate sales for each plugin within those 2%. Let's say: You have 10,000 visitors, 2% conversion rate would give you 200 sales. Now: - Plugin A = 50 sales = 0.5% conversion rate - Plugin B = 100 sales = 1% conversion rate - Plugin C = 30 sales = 0.3% conversion rate - Plugin D = 20 sales = 0.2% conversion rate These are random numbers, you need to figure out which ones might be more popular than the rest to put some numbers on them. Keep in mind that's for all visitors, members and new visitors. You can segment that to members by looking at how many sales were made by members, rather than everyone. This is just basic overview to help you think it through. Hope that helps.

I live in Shanghai, China. Give me a call to explain more, know few suppliers, and also operate a trading company here,

The best way to learn is by starting a company yourself. This could be anything from a web development company, e-commerce or even a lemonade stand! The second best way to learn is to work closely with another entrepreneur, either at a startup or as an assistant to the CEO/executive. It's important to see exactly how the startup works on the inside so you can bring experience when you start out on your own. Being an entrepreneur isn't easy, don't forget to have fun.

RFP is the first step towards your contact initiation and strategic partnership. Indivisual freelancers generally do not understand the the RFP, RFI and proposal lifecycles. It is a very assessment tool that you can leverage to find the right partner (or vendor or outsourcing company) for your fulfillment. If you working with designers and individual developers it usually easier to start with Quotes/Bid than RFP. RFPs can be elaborate. A great example of an what an RFP can include is at http://www.entrepreneur.com/formnet/form/1173 Now, this is rough framework. You can tailor it as needed. When you go with RFP, you will receive proposals or RFI. There are tools and techniques to address that too. Let's say you get 10 proposals. Each company with different rates, company size, geography, delivery schedules, milestones, development shop infrastructures etc... it is a daunting task to pick the right one and negotiate a contract. Hey, if you feel like talking to me on this. Let me know.. Some of things a details RFP should have Checkout this slideshare. http://www.slideshare.net/profwaynesmith/how-to-write-an-rfp-16123708 There are tons of templates available for fee or free. If you need help identifying how to tailor it, let me know..

We have been collecting usage data on the home button from about 750 websites we manage across North America in an effort to try to determine if it is necessary or not. While each website is different, and much of the data is statistically insignificant, we have started to operate with a few assumptions. 1.) Most users, particularly younger users, recognize the logo as a way to get to the home page. 2.) Websites without home buttons seem to get a comparable amount of traffic to the home page as those that do not. We don't see a significant difference between having a home button or not. 3.) Websites without a home button often will see an increase in direct traffic from returning users during a session indicating that users who do not know the logo is a route to the home page will instead clear the address bar back to the root domain to get back home. Based on our research, we have decided to omit the home button in most instances. Although when it is present, it is often used, most users seem to understand how to get to the home page regardless of the inclusion of a home button. With the complexity of modern websites, we are usually pressed for space in the header and can better use the real estate that would be dedicated to the home button for other UI elements. That said, if the audience for our website skews older, we will still include the home button. Our research has indicated older users are less familiar with the concept of the logo being a home button.

Sourcing transparent armor involves acquiring specialized materials designed to provide ballistic protection while maintaining transparency. Here's a general overview of how the process might be done: 1. **Material Selection:** - Identify suitable transparent materials that offer ballistic resistance. Common materials include laminated glass, acrylic, and polycarbonate. - Consider the specific requirements for the application (e.g., military vehicles, security installations) and choose materials that meet those standards. 2. **Supplier Research:** - Research and identify reputable suppliers or manufacturers of ballistic-resistant transparent materials. - Consider factors such as the supplier's reputation, product quality, and adherence to industry standards. 3. **Regulatory Compliance:** - Ensure that the sourced materials comply with relevant safety and ballistic standards. This might involve meeting specific military or industry regulations. 4. **Customization:** - Work with the supplier to customize the transparent armor based on your specific needs. This could involve variations in thickness, size, and shape. 5. **Testing and Certification:** - Verify the ballistic performance of the transparent armor through rigorous testing. This may include impact tests, penetration resistance tests, and other evaluations. - Ensure that the material meets or exceeds industry standards and safety regulations. 6. **Cost Considerations:** - Evaluate the cost of the transparent armor materials and consider factors such as durability and maintenance requirements. - Obtain quotes from different suppliers and assess the overall value provided. 7. **Supply Chain Management:** - Establish a reliable supply chain to ensure a consistent and timely flow of transparent armor materials. - Consider factors such as lead times, order quantities, and contingency plans for potential disruptions. 8. **Quality Assurance:** - Implement quality control measures to ensure that each batch of transparent armor meets the specified standards. - Regularly inspect and test the installed armor to ensure ongoing effectiveness. 9. **Installation:** - Work with skilled technicians or contractors to install the transparent armor properly. This may involve specialized techniques depending on the application. 10. **Documentation and Maintenance:** - Maintain detailed documentation of the transparent armor specifications, testing results, and installation procedures. - Establish a maintenance plan to ensure the ongoing performance and longevity of the transparent armor. It's crucial to note that sourcing transparent armor is a specialized process often associated with industries such as military and security. Working with experts in materials science, engineering, and ballistic testing is essential to ensure the effectiveness and reliability of the transparent armor.

a junior startup that received 3 MM funding is procurify (www.procurify.com)

The big question that is always a challenge for a marketplace is refereeing between buyers and sellers when there is a conflict. Basically, what processes are in place to make sure there is a resolution if a transaction turns sour between buyer and seller. Ebay, for example, tends to favor the buyer and any loss for the seller is to be viewed as a "cost of doing business." Conversely, Amazon does a bit more with eating some costs themselves if there is an issue. These are gross generalizations about these marketplaces, but in order for a marketplace to succeed it needs to be trusted and liked by BOTH buyers and sellers. Otherwise, each group will continue to look for alternate channels outside your marketplace. Let me know if you would like more insight, specifics or solutions.

I would need more details to understand that nature of your product but i would encourage the following exercises: 1. Pre-sales: the ultimate validation is getting people to agree to pre purchase your product. What I mean is actual exchange of money. This can be done through kickstarter or less formally by simply getting interested parties to purchase the product before the shipping date directly. I find that many people will say they like your idea but getting them to commit by paying is the best. It helps you with cash flow as well as being taken more seriously by investors if you are looking for investment. 2. PR: start by writing a press release. Press releases by themselves serve little value in actually getting you press but the exercise itself can be very valuable in thinking out what makes your product interesting and unique. The press release should have an interesting and exciting headline (basically your 3 second pitch) and you will be forced to position your product and answer the question "who cares?" Once your press release is done you can use it as a frame work to individually pitch and tell your story to influencers and journalists who can help get your story out to the world. This is one of the best, and least expensive ways to generate momentum once you launch. I can help you craft a story angle and strategy for getting free exposure through PR as I've done with hundreds of other start ups. Good luck!

I do not believe you should incorporate your company yet as there is a chance you will scrap the idea or iterate on the assumptions after analysis. I suggest you run your initial testing on a very minimal MVP to see if there is interest. I would go further in saying that you should not even allow people to pay only have them click on the payment option because at that point you know that it would be a conversion. The ONLY thing you are proving with an MVP is validation of an idea. Only make the mousetrap front end and see if you can drive users to where you want and stop. Even if you frustrate some people, it was worth it as you now know for sure people will buy or do what it is you wanted. Schedule a call with me to find out more. God knows I have done this enough times. Good luck Josh

I can absolutely help with funding and series A. There are many questions I have for you before I can make any intros. I live in silicon valley and personally know many VC's. Schedule a call and we can take it from there.

The typical consultant answer is 'test it' but there are some good places to start. People generally start checking email when they show up to work (yes that includes personal). Sending around 8:30AM will give you a good shot of being at the top of their inbox then. Another good time is before lunch break. Shoot for something around 12:00PM for this. If you have an email provider that allows you to adapt your send to the local time, use that. But if not, go for EST. Close to 50% of the US population lives in that, with another 30% one hour behind in central.

If I may be so blunt, I know from an inside source that Eat24, an on demand food service company that was bought by yelp used "adult" websites to advertise. Logic behind it was simple... Guys sitting home alone, he is watching some "content" on said website and when he is done watching he is probably hungry and does not feel like leaving home... Wink wink. Schedule a call with me to discuss other ideas. Good luck

First, congratulations on your recent funding/recruitment successes! This is an excellent question, and a transaction I have been directly or indirectly involved with numerous times before. Each circumstance can be unique, the two most important considerations to look at as a starting point would be 1) what is the current status of the technical product and 2) what is the current funding or capitalization status of the organization. Generally speaking though, the type of range you could be considering here could be in the mid to high single digits all the way to a nearly equal share in the venture as what you (the original founder) have. My gut reaction, based on your brief description, if that you are looking somewhere on the higher side of the range here (given the candidate, venture status and other data points you offered.) Getting to a firm and real number though will require some more analysis. So our challenge now, in order to answer this correctly, is to dive deeper into a few other details we need to uncover. To name a few: - Are they participating in an initial capital outlay/investment? - Are there any expenses of them joining the venture (moving etc) that they will incur? Who absorbs those costs? - How much familiarity do you have with this person prior to joining your venture? Have you worked with them directly? Have you spoken to anyone who has? - How critical is the tech stack they are supporting to your overall ecosystem now? - Is this CTO going to spearhead and participate in day-to-day development, or just own the roadmap/vision? o Are they a full stack developer? - What is the near and long-term vision for participation from your other employees? Are they going to be moving to FT status at any point in the near future? - What participation, if any, will this person have in the fundraising or sales process? - Beyond the current $40k investment and upcoming cash flow, what other capital inflow and outflow are expecting in the next 12 months? - What are your alternatives if this candidate didn’t work out for delivering the application? Would you pause this priority altogether or need to aggressively explore a new option in order to meet client demand etc? Once you establish these and other pieces of data, you can start looking at comparable plans out there and piece together what your starting/ending point is as far as comp terms you’d like to offer. It’s as important to remember that in addition to extending a number here, these are in fact negotiations and it is in your best interest to know what your strategy is with this candidate so you know how aggressive or passive to be in terms of making adjustments along the way after your initial offer. I would also highly encourage you to research alternative solutions and even engage other candidates right now in the process so that you can have a better sense of what is available in the market to you and also have an advantaged negotiating position since you’ll know to what extent this person isn’t the only game in town to consider. As I said before, there are several details which may dictate or alter precisely how you approach the offer and negotiation process with this new hire. I'd be happy to hop on a quick call to discuss further so we can dive into detail on 1) how important this particular candidate is to your overall scope so that we may 2) identify the appropriate starting point and end point for negotiation purposes and 3) consider alternatives to this plan as your backup plan in case the conversations with the candidate do not go as anticipated (or inversely, so you can have a clearer understanding of how advantaged or disadvantaged of a negotiating posture you need to take.) Reach out and request an appointment so we can connect and discuss further.

Felicidadeds on raising $50k so far! Before you pitch to VCs, it's important to perfect your presentation with a clear ask, a compelling story and a unique value proposition. I'll bet each VC in Silicon Valley has heard from 20 people this week claiming to have a product that will "revolutionize" some part of an existing industry. Whether you're coming from Argentina or from California, you have to highlight what is unique about your product, what is your business model and what evidence suggests there's a viable consumer market. I'd then of course advocate networking and researching each VC in advance to determine what their pitch or solicitation practice is. Start on LinkedIn and see who you're already connected to. You can add me and then my network becomes yours. You may also want to attend some pitch events if you have access to those in Argentina. See how others are pitching apps and what you can learn from them. Most importantly, don't schedule any meetings until you have a great pitch, a professional presentation and a clear "ask" prepared. As you pitch and you receive feedback, adjust your approach to incorporate the best and most common notes you've received. Call me any time so I can provide additional guidance for you. Hablo español tambien, (though admittedly, my Spanish is nowhere as good as my English!) y es un placer assistir a clientes en Sud America!

In my experience with the platform in your demographic (we sold apparel to men and women ages 18-25), we see a great deal of traffic converting through the use of great imagery. We saw an average conversion rate that was 10-15% greater than our Google campaigns or our media buys on various websites. Ads anywhere can be tailored to your specific goal, and Facebook provides excellent ways to reach each of them. If you have any questions, let's set up a short call and we can talk through the best strategy for you from a brand story perspective.

I know this moment all too well. I've been on both sides of this one, and let me say - it's not as scary as you think. If the new hire comes to the table with more to offer than previous hires, then it shouldn't be something you have to "sell". If you think you need to "sell" this new hire to your team and make great strides to prove his/her value to the team, you may not have the hotshot you think you do. If your team is in it for the product, the vision - your vision, then they shouldn't be as concerned with the fact the new hire will be taking on more equity than they have. They should be on board with the idea that if this is THE guy to get things done, that they're that much closer to hitting the goal. If you want to hop on a call and chat through the scenario and not talk about it in a semi-public forum, let's get on a call.