Depending on the data, you can either use one of the following. Google Spreeshet / Charts: I use this for real time analytics generated from our system to quickly visualize the information. There's a simple JSON API that lets you pull that in although their is limits on the amount of rows you can use. Geckoboard: They provide dashboard type widgets you can configure to show you real time trends and information. Highcharts.com: Simple chart generator. We use this in our Admin Dashboard to visualize all our data include cohorts and weekly KPI's. I like simple and free.

As a restaurant owner myself, i feel that if you can show me how you can save money, improve productivity , improve marketing and also able to finance the Pos then I am interested. Since this is a large investment , restaurant owners are usually not looking to upgrade unless their system is out of date. Not sure what you mean by Is it too high end?

It's a pretty broad question (cold calling for what?) - but in general, avoid it if you can.

Generally you don't vest if they're not employed. It doesn't make sense if you think about it -- vesting means "you earn more and more of this amount unless you leave." But they're not employed, so how would you know whether they've left?

Find them locally, and buy them a beer.

The right answer is that just like dev is a learned, professional skill, so is the business stuff. You can get some skills training from places like www.TeamTreehouse.com - and I would recommend that you do so - but just like you wouldn't want a developer who has never developed anything writing your code, you don't want someone who doesn't know anything about planning and running your business doing that, either.

Building a team is no different then dating to find a life partner. I would follow these steps. 1. Find the locations with a target rich audience. If you're looking for technical skills, go to developer meetups, conferences, etc. Ask who the smartest person in the room is, spend time with those people. 2. Start by asking what's interesting in their life. Don't pitch your startup and come off to strong - it'll push them away. Maybe ask for advice on a complex/hard part of your idea and see what they say. 3. If you get them excited, start with a small project (10 hours max) that you can both see how you work together. Usually this is not your idea, it's there. The goal is to see if there's chemistry, how they communicate and could you see yourselves spending A LOT of time with them. You can always fast track development by hiring someone of oDesk.com or Elance.com, but building a team that you can trust, that are extremely talented requires and investment or you'll spend more time dealing with "issues" then the short term progress you think you'll be making by hiring someone you don't know.

If it's email, my experience has been keep the touches valuable and consumable. By that I mean, don't send them a 2 page email with all kinds of content about how awesome your company is and why they should use your product. Take the education marketing approach. Send them little nuggets of useful information or data. If you are selling an analytics platform, give them some insightful analytics they can immediately benefit from e.g. "did you know that 50% of people who walk on a car dealership lot end up buying a car in the next 30 days... be sure to capture contact information from EVERYONE that steps foot on your lot". The recipient of that email drip feels they got a real valuable data point that is also actionable and they'll remember it came from you. When they're ready to buy, you'll be top of mind. Links to articles are also great for drip campaigns e.g. "hey, we saw this interesting article on customer patterns for car dealerships and thought you might find it valuable" -- of course, if you guys did the analytics and produced the white paper that's good too. Key is to mix it up. Frequency is ok, if it's useful.

Website Developer. That being said you want to have the content (words) and the layout (design) of the site complete first so that they know what to build you. Alternatively you can do it yourself using a site like www.squarespace.com, www.weebly.com, or www.swixx.com

Just find a Wordpress theme for it, I expect if you google "wordpress theme business plan" you'll find many free and paid options, select the one you like, and you can have your b-plan website up in no time either self-hosted or on Wordpress.com

Looks like an e-commerce platform, so you'd be well suited to AngelList (angel.co), where there is a lot of expertise on Web2 and SAAS. This is really the best platform for making yourself visible to investors.

Stop attending events and start making stuff. You'll quickly find out if there's any demand and if you care about it enough to do it for 10+ years.

If it's an online venture better to get a prototype or proof of concept ready before spending on registration.

I know some accelerators and angels (eg. Vancouver's GrowLab) actively seek founders from other countries - they've had mutliple startups come through from Romania for example. Also, 500Startups is working very hard to expand internationally, even launching programs in India, etc. Reach out to those organizations.

Don't confuse the automation of lead nurturing with the fact of nurturing leads. You absolutely need to ease prospects along, encourage discovery and maintain contact - full stop. But there are a lot of different ways to do it. Hubspot, Marketo et al are good tools - but they might not be what you need. Many people confuse tools with tasks or activities. Don't do that.

I moved to SF from Michigan for my startup a few years back, best decision ever. Lots of events, lots of talent and very accessible vc's. Its all quite natural. Just get into the mix. there is literally events all day everyday somewhere in the San Francisco Bay area. Use some of the free ticket services to find good Events. Join an incubator like plug and play tech center. Network! make sure to do the Palo Alto scene as well as the San Francisco scene, very different.

The best mentors aren't those who are super successful and noteable, they're the ones who have been through what you're about to do 3-5 years ago. Using that filter, find companies that you admire the are growing and have a great brand around them - then approach the founders/CEO and ask them if they have 15 minutes for a call to talk about your business challenges. If you don't have a business, maybe you can use a tough decision you're facing as the basis for reaching out - the key is to have a purpose and let them know why you think they can help. If you present yourself right, then they'll usually ask that you keep in touch and let them know if they were helpful. Do that, follow up in 3 weeks - maybe in 2-3 months circle back and ask for another quick call or coffee as you'll be near by in a couple days (if you're not, change your schedule and meet face to face!) Straight out asking "Will you be my mentor" is never a good idea. That relationships should just form naturally and it's on you to continue nurturing it over the years. I've had many mentors over the past 10 years and I've never told them or asked them to by my mentor. I just turn to them for big / hard life decisions and always circle back and thank them for their time - when possible I mention them in press interviews - so they know how much it's appreciated. They're reward is to see you implement their feedback and grow as an individual. If you do that, they'll always be there to take your call.

Move quickly and build a brand. Leave them a step behind trying to copy you while you define the market.

It's very difficult. I would start with angels -- I think traditional VCs will not do it at all due to financial regulations and lack of physical presence. Try AngelList. Try for 500s or other groups which specifically like to invest outside of America.

Get on AngelList (angel.co), it's widely used by web and e-commerce investors. Best way to get visibility.

We use Salesforce for CRM, so we implemented Financial Force PSA. This has been an excellent solution for us, but it definitely requires a lot of customization to represent your business processes (like any holistic solution would).

There are three ways to grow any business: 1. Increase number of clients 2. Increase average sale amount 3. Increase frequency of sales If your company is already fully booked, I suggest that you start by simply raising your prices. You might lose some clients, but usually when a business raises prices, the clients they lose are the most troublesome ones. Refocus sales & marketing efforts on attracting higher-end clients or doing more work for your best existing clients. You can also typically boost your short-term bookings by pre-announcing the price hike and get some potential clients "off the fence" with an offer to sign now at the old rate. To avoid adding unnecessary overhead as the company grows, dedicate some time to building strong, repeatable systems and to automating processes where possible. The most important place to do this is in your sales systems, so that your revenues become predictable and you can scale them at-will by adjusting your sales & marketing expenditure. If your sales systems are already pretty solid and you want to boost your production capacity to keep up, again look to systematize and automate as much as possible. Break the whole production process down into steps: sale, concept, script, taping, editing, post-production, review, delivery, collecting payment, and so on. Write down each logical step, and then write down all of the physical actions that need to take place to get the desired result. Who can perform each of those actions? Is it something that could be partially or fully automated with software (e.g. project planning)? Something that you could outsource (e.g. video editing, bookkeeping)? Or is it something that is your "secret sauce" or otherwise requires specialized in-house talent (e.g. creative work, executive management)? By really getting down to exactly what roles must be performed by your employees, you can calculate how many employees you're going to need in a given role, for a given workload. Now you have a hiring plan. A highly-scalable organization will focus on doing what they do best, while automating, outsourcing, or eliminating as much as possible of the other work involved in performing their business. OK, last topic: Culture. People much smarter than me have written entire books on this topic. The best advice in regards to culture and employees largely boils down to: 1) Be *intentional* about creating the company culture. Decide up front what you will value as a company, and communicate this throughout the organization. 2) People REspect what you INspect. Trust your people, but verify. For example, if your organization is highly customer-service oriented, then make darned sure that your clients feel like they were treated just as you expected that they would be treated. Call them up personally. Make sure your employees are aware that you're doing this. 3) A new hire's indoctrination into the company culture begins the moment they first enter your world, and first impressions matter. Do your website, interview and hiring process, and new-hire orientation all reflect your intended company culture perfectly? Or does a new-hire get mixed messages because current standard practices or employee behavior is inconsistent with your stated values? 4) Hire people based on whether they are a cultural fit. Have each candidate interviewed independently by multiple people, all of whom are evaluating that person on cultural fit. If you're small enough, have the entire company interview them. If you hire someone who doesn't fit your culture, you have just eroded it. 5) People who share your company values almost certainly associate with other people who share those values. Leverage their networks to find great candidates. Even if they're not looking to make a move, or you're not hiring, or not hiring for a position they could fill, make the connection anyway, and keep in touch. The easiest way to fill a job in the future is when you already have a list of pre-qualified people who'd love to work for you. 6) The only way someone should be able to get fired is by violating the norms of your company culture. And if someone does commit a serious violation, they need to be let go--immediately. And here's one last strategy that can increase your profits without taking on much of any extra overhead at all: Think about what else your clients need—even things that you can't offer them directly. You already have a relationship with them, and if you're doing things right, it's a *trusted* relationship. Figure out what they need, find a partner who can deliver that for them, and then make an arrangement where you sell those products or services to your client and have them fulfilled by your joint-venture partner. They do all the work, your client gets what they need, and you and the JV partner split the revenue. For example, are your clients hiring you to produce videos for marketing purposes on the web? Maybe they need help with their website? Or with getting traffic to the videos on YouTube? Partner with a web marketing agency. You can even work this both ways, so that they send their high-end clients to you when they need a video produced. I hope I covered that as best I could without knowing the specifics of your business. If you have questions that I could answer for you on these topics, I'm happy to set up a call.

Create something new that builds a strong connection (brand) with customers. See Bonobos, Betabrand, Huckberry. You can always increase traffic and conversion rates if people like what you're selling.

Some people it's security. They're afraid that their credit card information will be stolen. Personally, I pay everything online. You also have the older generation that feel more safe writing a check and paying a bill online.

That depends on how differentiated you are from existing products and if having your product next to a dozen competitors on a shelf will help sell it. Do customers need to touch it to see why it's different/better? If not, brick-and-mortar might not be necessary, at least initially. Warby Parker overcame this issue by making their glasses easy to return. Try on a few frames and return the ones you don't want.