One way may be to tap into local law students (or those working on an LLM in IP)

If you want to find it yourself, Pratt's Stats would be the place to start. But more than likely you want to talk to a valuation expert that's done hundreds of them. I've done that for hundreds of agencies, but never for your tyoe of firm. If your firm is small, you must normalize your compensation so that you aren't subsidizing the net. Regardless of size, you'll have to account for any client concentration issues.

Logically this makes sense. However is easier said than done, and many would argue that even if you aim for a bottom up approach you are in essence still going through the traditional model because you have to filter out anyway to get to your actual conversions. Referrals are probably the best shortcuts there are but you still have that funnel approach.

Is it based on the tech on their website, or is it private tech? I have experience identifying IBM ODM users, which is not public, and identifying sites. IF IT'S A WEBSITE: What technologies specifically indicate a good fit company? Azure? .NET? etc. Let me know in a private message. Once I know that there are a variety of avenues we could use to uncover the companies which are relevant. IF IT'S AN INTERNAL COMPANY TECH Here we base the identification heavily on partnerships. Naturally, your dream partner here would be Microsoft sending you leads. There are ways to work up the chain there, but it's an all-or-nothing outcome - either they work with you or they don't. Putting all the eggs in that basket is risky. The next type are complimentary companies who could provide referrals from their existing client and prospect base to you for a commission on any new business you close. The development of referral partners is complex but powerful. If you need help developing a specific strategy just suggest a few times to talk.

With two decades of business experience, until a couple years ago I thought it was "just as easy to sell a high ticket item as a low ticket item." However, I've had the realization that it is actually "easier to sell a high ticket item rather than a low ticket item." This has lead me to a better understanding of Pricing, and why Foot In The Door strategy is pretty stupid. What this realization revolves around is a jolt of understanding that sounds incredibly dumb...but people behave as if the opposite was true: *The people who have money...HAVE MONEY.* *The people who don't have money...DON'T HAVE MONEY.* So why are you trying to push Foot In The Door products and services to broke business owners?! For the people with money, it is no matter to move a portion of what they already have over to you. For the broke people, it is a huge problem. They must rob Peter to pay Paul. People who have money are also used to larger numbers. They are more comfortable with delegating and outsourcing: in fact, they are DELIGHTED when someone with actual competency comes along. And they will happily pay extra for that assurance of good fulfillment of a product or service. The struggler has to make desperate choices. The affluent has to make a decision. It is much, much easier to position and sell to a high-end marketplace because of this. That realization has transformed my business, my earnings, and the scope and satisfaction from my projects over the last two years.

I have worked with a few international teams on business projects, and great things can be done across seas :) I would suggest really clarifying expectations and responsibilities of each position. Would the 4th American guy be amenable to checking in regularly (however you define that) on projects? Are you all comfortable (or willing to become comfortable) with video-chat meetings and emails? Do you already have much of the strategy in place?

You need to adopt integrated approach to market planning, strategy design, and execution. And, that starts with how the business is positioned across internet. Website, Content, Social Media Presence, Media specific strategy et al forms some of the ingredients. People engagement follows planned messaging/communication and ends with people experience.

A bird in hand is worth two in the bush. But, you're trying to hold the entire bush, keeping birds inside. You want a job, want to work inside the incubator, but don't want to work for startup. I'd advise you to listen to the CEO and try to understand his perspective and preference. But, don't accept or commit to anything as long as you aren't one hundred percent satisfied inside to accept the same. A polite "No" in the beginning is better than numerous alibis that may happen down the line. Listen and listen more to understand, then speak. All the best!!

I know couple of businesses which could be of your interest to you. At the same time, since I have been 3-4 businesses simultaneously for quite sometime and also share similar vision like yours, Would you be interested in a short discussion? Fyi, I am also on the lookout of partners who can support hand in hand. Lets discuss...

Here is a link to a basic model - http://monetizepros.com/tools/template-library/subscription-revenue-model-spreadsheet/ Depending on the purpose of the model you could get much much more elaborate or simpler. This base model will help you to understand size of the prize. But if you want to develop an end to end profitability model (Revenue, Gross Margin, Selling & General Administrative Costs, Taxes) I would suggest working with financial analyst. You biggest drivers (inputs) on a SaaS model will be CAC (Customer Acquisition Cost, Average Selling Price / Monthly Plan Cost, Customer Churn(How many people cancel their plans month to month), & Cost to serve If you can nail down them with solid backup data on your assumption that will make thing a lot simpler. Let me know if you need any help. I spent 7 years at a Fortune 100 company as a Sr. Financial Analyst.

Your Team will have a direct impact on whether or not you will succeed as a business. I know exactly how hard it can be, especially when peoples lives are in your hands. Even more so if you outsource, outsourcing might seem cheap by our standards but that money goes a long way overseas, so usually one employee is paying for their entire family back home in their village. But you as a boss have a responsibility to all your staff, each one of them relies on you and a poor employee that lets the team down, is letting the company down and putting every at risk. Selecting your team is one of the most important parts of any startup You have not only invested your money, but your time and your life. If someone has getting in the way of that, and you have given them every opportunity to improve. You cant feel bad, you need to remove them and rehire. When you have the right person you will know. A motivated and hardworking employee will work for the business and not for their pay check.

For the most part, I concur with the previous answers. I do want to clarify: There is no Google penalty for duplicate content. A Google penalty is a specific kind of action. Duplicate content, generally speaking, can certainly hurt your sites performance, but there's no penalty. So much depends on the specifics of your situation. If this other site is the primary source of your revenue (or leads), then you probably want to do what will add gas to that fire. Again, it depends on your business objectives. Providing them with content, traffic, links, whatever, doesn't provide you any long term "seo equity," but that may be ok. Couple of additional ideas to consider, if appropriate: 1) Index the pages on your site, but add an rel=canonical tag that points Google to the source of the content (i.e. the huge organic traffic site). You might get a little more traffic. You won't hurt the other site. 2) Come up with a creative way to promote those Q&A's with original content on your site.

You should try onepage crm

Always charge the side which bigger so in this case you take the money from demand side. Here you service is actually finding for the demand some supplier. We had it well developed over the Socialism in Eastern Europe - you woud pay just to get in the que for some product You can charge demandin 3 ways (at least): 1. for access to the marketplace / offers from supply 2. % from every transaction 3. Create price plan for speedy fullfilment of the orders and charge basically for being first in theque. Could be auction based pricing

This question needs a bit more detail to be answered specifically, but long story short you will need to pay for it. Based on your audience, goals and objectives, you can fine tune the targeting to ensure you are paying for qualified traffic. You can also start cranking out and distributing content, but paying for the traffic is going to cover the 'quickly' part better than any other option.

I am a corporate lawyer and business adviser for over 7 years. I worked mainly in Israel, "the startup nation" and at least twice a year an entrepreneur comes over with a similar question. Don't know how to say it better but straight forward - no one EVER starts as a billion dollar company. Did you try your idea on a small market first and saw that it's working? A lot of experts (ask Dan Martell the founder of Clarity) will tell you that you cannot take the whole world by a storm at once. You start small and you scale it little by little. I'm not saying your idea is not good or that it cannot kick out Uber, what I'm saying is that since you don't have to start big, you can take a co-founder that complete your skills - if you are good in developing and lack the marketing, take someone that is great in marketing. If you cannot pitch, take someone who can talk and sell. But first of all - show a proof of concept. By the way, if you didn't do it till now, I recommend you read Zero to One by Peter Thiel one of the founders of PayPal. It's a great book where he discusses the creation of something new - from 0 to 1 in oppose to from 1 to n, i.e. adding more of something familiar. Don't define who you are by others, say what's unique about you. If you wish to elaborate, just give me a call. Y

Yes! I ran a silk-screen printing business when I was 15. It was a great learning experience. Do you ever watch Shark Tank? This episode has all kid/teen entrepreneurs: http://www.huffingtonpost.com/2014/03/12/shark-tank-kids-episode_n_4950983.html Here's a Ted talk check out: https://www.ted.com/talks/maya_penn_meet_a_young_entrepreneur_cartoonist_designer_activist Remember, most adult entrepreneurs have no idea what they are doing! We try things, see what sticks, and learn from our mistakes.

The best option will be patient who are recently discharged from hospital.Contact any hospital for list of recently discharge patient and help them to use and provide feed back .

Based on the details mentioned by you it seems that you want to break the status-quo of your business. I would advise you to revisit your business model than just looking at enhancing sales. That means, you should pen-down your top 3 business problems/challenges, analyze modern technology and platforms that could be leveraged, and map your business with appropriate solution (s). Larger part of above exercise will be to develop an "Integrated Growth Plan" with monetization enhancement as the hub. Do ensure not to just look at "Sales" number as the problem as well as solution. That may end you up with burning too much capital for too many things with too little solutioning potential. In my decade of experience working with entrepreneurs I've seen people often confusing symptom to a disease, only to cure the symptom and let disease prevail. Hope above helps!! All the best!! Need to discuss anything further? I am just a clarity away.

Social Marketing - I know it goes without saying that social marketing will be talked about. But I think its important to stress what exactly they should be doing with it. So many people think social marketing means having a facebook page, a twitter page or pinterest and have no idea how to actually use these services to grow their brand and build a community around their product.

Well if you built the app then I would suggest add a means to allow the community to flag inappropriate messages, then start banning the responsible users.

Your pricing model should hinge on the fact that the perceived value of services should outweigh the cost associated with it. You can consider looking at online marketplaces like Craiglist, Kijiji, Airbnb, etc to understand various types of business models. However, the approach shouldn't be based on what others are doing. Rather, you should understand your niche, values associated with the niche, and adopt appropriate pricing model. Invest your time in designing the business model for your startup, followed with reviewing it vis-a-vis other models. Need help with business model? Feel free to reach out.

HelpScout, ZenDesk or Desk.com. HelpScout (help desk software) would be a great start – less options but even when I ran a 6 person customer support team (with over 500 emails a day), we never needed the complex features of Desk.com. Have one person create 'saved replies' to quickly answer your customers in a cohesive voice and with consistent responses. (However, encourage your entire team to inject some of their personality!) This seems like a huge task, but if they dig through their sent emails, it can be done pretty quickly. Good luck!

I don't think they're dead - but changing communication trends have created new challenges. Calling someone on their cell phone is considered rude and people are increasingly ignoring their office phones. As for email, we are inundated with an ever increasing load in email - making cold emailing less and less effective. But the deeper question is "Is Cold Prospecting Dead". To that, I give an emphatic 'no'. Seasoned sales professionals like to prattle on about how its relationships, referrals, and the art of the pitch/close... but only because they've forgotten how hard it is to get the machine running. Aaron Ross' predictable revenue is a modified version of traditional prospecting. People have to become specialized, disciplined, and rely on tools to help you be more efficient. But the underlying concept holds true: In absence of higher yielding lead sources, cold prospecting is superior to doing nothing. If you believe that principal, then you do *everything* you can to grow sales that is *NOT* cold prospecting... but the key is to 'grow sales'. In absence of any more effective method/technique, get back on the phones and email and become a student of prospecting. Maybe the better answer is "Cold Prospecting is Dead for those that don't learn how to do it in today's changing environment" Pro Tip: Communicating through LinkedIn, Twitter, and other online channels is still cold prospecting. Setting up tools like Cadence to handle your prospecting emails is still cold emailing... just more evolved versions of them :)