A really good place to start is by listening to Neil Patel and Eric Sui’a podcast called Marketing School. Few other resources are: - Brian Dean YouTube channel Backlinko - Moz.com and their YouTube channel on whiteboard Friday’s - Matt Diggity and his blog - Lion Zeal Podcast - Searchengineland.com

Hi, Before giving you the practical tips, it is important to first point out 3 things: A) You should be 100% sure that you really need a co-founder (versus using a freelancer or employee which may be sufficient). B) Investors usually take a deep look into the team and prefer founders that have worked together for some time and/or know each other for a minimum period (preferably those who’ve already experienced difficulties together before). C) There is a reason that CBInsights found that the third most common reason cited for startup failure is “not the right team” and that the most common agreement that I draft as a startup lawyer/mentor is a ‘separation agreement’. The reason being that most co-founders eventually split – and not under nice terms. In most cases, freelancers/employees can do what you need (perhaps the only exception is having a CTO when trying to raise capital from VC’s – and even this depends on the type of startup). Regarding a limited budget, I am not sure why you feel that you need money to find a co-founder? If you have an idea/business that you truly believe in, and it has potential, you should be able to pursuad people to join you (in exchange for share/equity and/or future profits). How to find a co-founder: 1. Go to networking events - some of which are dedicated to “co-founders dating/matching” - try www.meetup.com for this. You can also try www.founderdating.com or www.cofounderslab.com or http://www.founders-nation.com or www.founder2be.com 2. Take part in chats in relevant forums (depending on the type of co-founder you’re looking for). 3. Consider joining accelerator/incubator programs for startups/entrepreneurs - some of them connect between founders. 4. Contact head of programs at universities and tell them what you’re looking for. Today, many universities and cities have startup programs with a lot of talented participants (or speakers) who might be the perfect co-founder for you. 5. Talk to friends and family and let them know that you’re looking. This helps expand your network. Post a message on www.LinkedIn.com . I've successfully helped over 300 entrepreneurs. I'd be happy to help you. Good luck

Are you tracking when you sell them and the value of them? What kind of POS system are you using?

Over 8,000 children's books have been funded on kickstarter successfully (https://www.kickstarter.com/discover/categories/publishing/children's%20books). As you look at those that are most funded (https://www.kickstarter.com/discover/advanced?category_id=46&sort=most_funded&seed=2605499&page=1) Like Rebel Girls Series, you can see that successfully building a tribe on the kickstarter platform, can have long-standing positive business growth, by tapping into that community again, for your next book.

So, you are looking for leads to call you. That's a very good idea. Cold calling is not the solution. Don't get me wrong, cold calling works. I have successfully built a company using cold calling. But that was some time ago and now it's extremely difficult to get people on the phone. The solution to this is lead generation using LinkedIn. You can search for your ideal customers, request a connection and once accepted start a dialogue. This works. I have personally closed over 6 figures in business this way and my students and my clients as well. LinkedIn can also be used to make people connect with you and request your help. I am happy to jump on a call with you and explain how this all works in detail and answer all your questions.

China. Becuse there is no minimum capital requirement for setting up a Hong Kong entity, while Singapore requires a minimum of SGD 1

There are two main considerations. First, if you are selling products to U.S. residents located in various states, you may be liable to collect state sales tax depending upon the residency of your customers. Second, you may be liable for federal income taxes on your net earnings if it's determined that you are engaged in a U.S. trade or business and have income effectively connected with that U.S. trade or business. The rules for determining whether U.S. source income is effectively connected income are quite complex with many nuances. For the sale of inventory in the U.S., the old "title passage rule" used to apply. If title to goods passes outside of the U.S., income from sale of the goods was deemed foreign source and not subject to U.S. federal taxes. The recent tax law changes under the TCJA have modified these sourcing rules. If products are manufactured outside of the U.S. and then sold to U.S. customers, the proceeds are foreign source and not subject to U.S. tax. You also need to be mindful of the treaty provisions that may apply. The U.S. and U.K. have an income tax treaty which provides that a U.K. company's business profits will not be subject to tax in the U.S., unless the U.K. company operates a permanent establishment in the U.S. What constitutes a permanent establishment depends upon the specific facts and circumstances of your situation, so it's important to consult with a knowledgeable tax advisor and consider all of these issues.

Hi First, I must give some credit to your expert as I agree with most of what he said. What you are describing is a common dilemma, and indeed your chances are much higher if you have one of the three elements the expert mentioned. Companies are reluctant to pay / purchase / invest only in an idea. Additionally, even if they do show interest, you will have to expose the idea to them, at which stage they may decide to make use of it without your involvement (an NDA/confidentiality agreement can only protect you so much, and most companies won't agree to sign one). Bottom line: 1. if you only want to sell the idea, your pitch email needs to be really good, and your NDA needs to be airtight. 2. I would consider offering that they develop it, and you get a commission in return. 3. You have a better chance if you validate the idea and collect some data. You don't have to develop the actual product in order to do this. I've successfully helped over 300 entrepreneurs, and I'd be happy to help you with the email or in validating the product/service. Good luck

international shipping

My answer might seem a bit too simple, but anyway: why not put both - your direct number for people who prefer to first 'get to know you' before scheduling a consult, and the Clarity widget for people who already know what they want, and just need some quick advice. Just take into account that if you add the clarity widget, and you don't have any reviews yet (or have reviews but they're negative), then maybe it would be less wise to add the widget. If you are new to clarity and want to get some reviews, you could use your VIP code to offer free calls - this way you get happy clients, and you build your reputation on clarity by getting more reviews. I hope this helped. Good luck

The laws of United Arab Emirates, like every other foreign nation would require every company to register before doing business. However, you can establish a liaison office or enter into a partnership agreement with a Dubai based IT firm who will help you in marketing, selling and building your App services to kick start and such liaison officer will conduct all your businesses like you are there and remit all funds to the parent company in your home country. I can legally guide you further on this procedure, if you can extend a call to me. Thanks.

I actually did this business. The short answer is the vendor landscape is super-varied, and that means you have a ton of different companies to deal with, each of whom tends to be small and doesn't have a very good vendor support operation. Since we didn't want to carry inventory we did drop shipping, but the margins were not ideal. It was possible, but the realities of the business, at least several years ago, were difficult operationally. I could talk to you in detail about it if you like.

I have helped more than 500 startups worldwide.I can help you in raising funds. Feel free to check the profile ratings. #Founded first startup in year 2001 - 18 years of business experience. #CEO of leading Startup Consulting Firm, # Investment Banker - Angel Investment, A Series for startups. # Startup Lawyer - Corporate legal matters. #Full Stack Developer - Software Architecture Web/App # Experience of AngelList - Connected to Angel Investors/VCs worldwide # Mentor, Advisor & Consultant for Startups # Author of Startup Easy - A Practical Guide Featured on CNBC Young Turks, TiE the Knot, Startup Weekend & Startup Grind

Hi, My answer is based on my experience with clients in this field. Nevertheless, seeing how this question is about the future, I wouldn't presume it to be 100% accurate. In the near future (5 years): an increase in the amount of 'players' offering online courses and increased growth of the existing ones (in most subjects, except for those which are already saturated). Later on (7-10 years): the closing of the smaller players and/or the buying out of smaller players by bigger ones (or companies not in that field but who provide complementary services). Good luck

There are a couple that comes to mind. Check out Paddle.

Good question. 6% churn per month on $5M is $300,000. Seems like a lot of money to me without even knowing your cost of customer acquisition. It's like trying to fill a leaking bucket. A little uptick in churn rate will have a HUGE NEGATIVE impact on your valuation: you reduce your LTV and ARPA while you have to increase your total sales and marketing costs just to stay even. I've done built a lot of financial models and analyzed many recurring revenue businesses ranging from SaaS, B2C, B2B, telephone companies, mutual funds, retirement plans, Netflix, LinkedIn, and cable TV among others. Set up a call with me and I can walk you through how churn rates, valuation, and other variables tie together in a financial model.

The prototype of the product should be ready even before approaching any entity to raise funds. Once this goal is achieved start writing your own questionnaire and answer six important questions to raise funds or capital from any entity. The most important question to be answered is who is your trusted reliable resource. The most trusted reliable resource for your fintech blockchain based technology is to identify your paying clients or customers. IDENTIFYING right data points is going to open many avenues to funding opportunities. If you wish get more insight feel free to ask me next course of success model to raise funds. All the best !!

By promoting in it on social media and a website then with that your go to the other countries

Content monitization completely depends on the traffic that you are getting, because without traffic analysis it will be blind attempt. So first analyse your current traffic then you can explore monitization platforms like Google Adsense etc or even you can go with affiliate offers that will give you some good bucks😎

It's disheartening to know your plight! Don't beat yourself up over it so hard. But you should know that you are not alone in this. Lemme begin with similar qualms. I was agitated over the 'get rich quick' scheme over the internet. The internet as we know is filled with scams. Those voracious over getting quick result might fall prey into a well planned financial hoax. Then we ask: is there actually something genuine on the internet? Offcourse yes! I have been in this for over 2years now... And I have proven records to show. In essence, I know a significant wealth ground breaking tools. E.g are the crypto airdrop and bounties. This venture would enable you get free money by doing simple and quick tasks. Should you be interested in knowing more or other options, hit me up for a conversation and mentorship

If you look at current stats for tourists and travellers, they want fast, technical experiences. Over 60 - 70% want instant bookings by looking on their mobile and getting the confirmation they need. You will attract more individuals by giving them the user experience they are looking for. With resorts who want to book themselves, you will want to look at putting together a contract deal that compromises for both sides, such as you calling in the bookings once they are made. They may want to do the bookings themselves, but remember, you are also marketing and showcasing them on your site so it should give you plenty to leverage with.

Disclaimer: my business is based in the U.S. with little experience in the UK and EU. But I'm inclined to believe that if you are the entity legally importing the merchandise, you pay VAT. Your client would pay VAT only if the import documents list their name as the consignee. If you only wanted to charge a service of clearing customs and taking possession at the port without VAT liability, you would probably need to be licensed as a customs broker. Again, I'm not an expert in clearance. A customs broker could better explain it, but I'd bet dollars to donuts I'm on the right track. Thanks for your question!

I am happy to volunteer! I have a more "classical" background in mathematical statistics, and I have followed the distribution of artificial intelligence with great interest and curiosity; also because, I feel, that the actual application and real life-value of AI-implementations often drowns in technical aspects. So what is actually delivered is more the Data Scientists "wet dream" rather than something, that works in real life. If you are interested, feel free to contact me. Best regards Kenneth Wolstrup

I have written short blogs on how can AI be beneficial to lead your business smartly with less human efforts and more automated, here you can check it - https://www.linkedin.com/pulse/how-develop-ai-app-like-siri-shail-sanghvi/ 2) https://www.linkedin.com/pulse/how-develop-chatbot-importance-shail-sanghvi/

Does one (A) Pay more for the ideal domain name or (B) Save money by choosing a somewhat inferior domain name? It's a common question – so common that it probably deserves a name. The Entrepreneur's "Domain Dilemma", let's call it. Of course, there are cases where the ideal domain really is too expensive. Asking prices can be crazy. And bootstrapping startups may have shoe-string budgets. On the other hand, fair market prices for good domain names are higher than most people realize. Paying a few thousand dollars is average. And depending on the category of name, certain domains sell predictably within much higher price ranges: 5, 6 or 7 figures. There is no single answer that will always be right – whether to buy the expensive ideal domain or to save money by going with a cheaper option. After all, this is the real world, which is about tradeoffs, about balancing pros and cons. Quality and Affordability – we sacrifice one for the other, almost inevitably, whenever we face any purchasing decision. It's worth pointing out a few things. With an expensive domain name, you don't necessarily need to pay 100% of the asking price. I've helped clients negotiate less. And it's possible to arrange financing, leasing, and optioning contracts for premium domain names – with no obligation to continue paying if you decide (for whatever reason) to abandon the project or rebrand. That can be really important for startups. Instead of starting with a name that LOOKS as cheap as your budget, you can start with the perfect name that reflects your future ambitions. That better domain – the one you really want, not the knock-off second-rate version of your goal – can help you get eyeballs, look credible, achieve name recognition, and acquire not only clientele but possibly partners and investors. If your project succeeds, you can finish buying that perfect domain. If not, you can let it go after using it for awhile as an experiment and only paying a small fraction of that intimidating asking price. Conclusion: Sticker shock need not be fatal. Also, keep in mind that – with almost everything in life – cutting corners might save money initially; but over time, such decisions often prove even more expensive. Like driving on worn-out tires. Or going to a job interview in sweat pants rather than buying that "superficial" suit. People tend to underestimate this effect when it comes to domains because nobody shows up later to charge them an extra domain-related fee as a penalty for choosing a third-rate domain name earlier. Rather, the cost is indirect, hidden, if not invisible. But it's there. The customers who forget your name (or the web address that is vaguely similar to your brand name) will google a generic description of what you offer. And so they'll run the gauntlet of your competitors, clicking on their sites instead of on yours. Better to get traffic via direct navigation through the browser. Domains that contain extra words, or which don't exactly match your brand, or which are boobytrapped with non-standard suffixes (.CO instead of .COM, for instance) will lead to mistyped or misremembered attempts to reach you. Not just in browsers. Emails will go astray and might be read by someone else. Leakage due to a bad name is hard to detect because the people who WANT to find you ... don't. Ideally, your brand name and web address should be simple enough that one of your clients can refer you to their acquaintances over the phone with NO CHANCE that the other person will misunderstand, misspell, or forget that name / address a week or two later when they actually try to find you. If your brand / domain can't do this 100% of the time, then you are losing word-of-mouth growth. And you won't know it, but you'll have to compensate for it by extra marketing effort or expense somewhere else. And if you are planning on someday upgrading to the better version of your domain – once you can afford it – that might cause complications. The owner of that domain might see your successful business and add an extra zero or two to the asking price. Or, perhaps even worse, a different startup might buy your ideal domain and use it for their own project. And whether they compete with you for customers or not, they WILL compete with you for rankings in Google, driving up your SEO costs (whether in dollars or time and effort). The foregoing DOESN'T mean that you need to pay an exorbitant amount for your ideal domain. It only means that you should weigh ALL the pros and cons when making your decision about the tradeoffs. Talk to me if you want a 2nd opinion from someone who has spent roughly a decade working full time on branding and the domain market. I've been in your shoes as an entrepreneur naming my own projects and buying (or not buying) my first-choice domains, depending on the particular case. And I've advised a lot of clients, helping them save money and end up with a name that provides better bang for their buck. Sometimes what appears to be your ideal domain isn't so ideal. Or else there might be other equally good domains that you haven't thought of, which might save you substantially.