Sounds wonderful. Well done. In order to find commercial viability (or a business model), it would be best to try answer the following question: which 'pain' / problem does your solution solve for people (or can solve for them with certain changes). For example: if there is a known problem/pain of people who come to Nigeria and are then unable to communicate properly because of the language barrier, then this could be a wonderful tool (mobile app?) for them, which they would be willing to pay to use. Or maybe vice versa: many Nigerians have difficulty speaking English to people who come to Nigeria (although you need to be sure that they would be willing / able to pay for your service). I think that there are many other options and would be happy to help you discuss them (free of charge - with the intention of 'partnering' with you if it looks to be profitable) - https://clarity.fm/assafben-david/probable653 Good luck

These apps are as good as the overall functionality that you require. Goodbarber is probably the better choice overall amongst the two. Goodbarber has more options when it comes to making design changes and also has many different templates you can choose from. Appypie well sucks. The interface for making design changes is very basic so you can just take a basic designer course to learn to apply your ideas using the interface of goodbarber. As far as the backend is concerned there are quite a few options that you can browse through. Creating logins, integration with databases etc are pretty much taken care off. So if your goal is to develop good prototypes for your business idea for basic fitness apps etc. good barber should be fine. You can use good barber possibly for a longer life cycle if you could hire and outsource the work to developers in Eastern europe to add some additional basic functionalities to your app within the platform. At the end however, it will come to the idea and how you want it to be executed. I hope this answers your question. If you have any further let me know.

Hello! Do you have questions about specific social media platforms or how to grow and scale the business?

There are a few ways you can go about doing this. The first way is to get your business into trade shows and do some old school marketing. More exposure for your company only increases your chances of getting in with a big company. Ideally there will be a buyer for home depot. In case you did not know what a buyer is, they typically work on the corporate side of businesses. Their primary job is to introduce new products into their company's stores, and to manage the ones that are already in the stores. If a buyer thinks that your product will sell better than the competition, then they will bring your product on. There are a few variables that can go along with this. Feel free to call for more info on that. The second way is to file for a new product submission. You have to contact home depot and request the form. They will ask various questions such as financials of your business ( costs, retail costs, margins, logistics etc. ) Once submitted, it will take 60 days for a representative to reach out to you. Feel free to reach out to me with any question. I am always available to help.

Your best bet would be to connect with a few folks in the talent acquisition departments at each company on LinkedIn. Once you are connected, you can follow up with a kind note asking for more information on employment opportunities and advice on getting started in those organizations. They will be able to best guide you are areas of the organization that you might be interested in working and what types of positions to look out for - as well as the types of things they look for in new hires.

This is not an easy question as there are many items to consider. Management structure, wages, job descriptions, benefits offered and more. Turn over is a costly part of business, instead of asking the question what is acceptable, I would ask what is not acceptable. Make changes, get insight, conduct exit interviews and find out why you seem to have turn over. Make adjustments accordingly.

Approach it as if you were applying for a position in an organization. You will want to find the right industry, the right management team, the right opening on the board [either governance or advisory], the right person to help you. Next create a statement that says why you on this board. Then sell it.

This varies from $500 onwards. More information is required, i.e. is there a subscription, payment integration? What about membership roles and what will each member get once logged onto a website?

In hopes to point you in the right direction, as it relates to the future of society and business advancements; A company that has arguably the most potential for drastically altering and revamping the way professionals execute verifications, background checks, and other skillset certification validations etc. etc. - is the wide spreading Smart CARDS. Not the mini cars, but the universal ID Cards that contain your underground pass, you medical records, your financials, and your criminal records. All in one. Whether or not you feel that is a good thing, is up to you. I think that it has terrible implications and far greater potential for it to be misused than it would serve as an actual "perk." Last bit I might add, is that you should look into the fantasy sports & gamer betting app called Dribble, based out of London. Thats the other token I hope will send you in the right direction. Sorry for not having a go-to direct answer for you. Best of luck.

In my experience there are a few things that you want to focus on with KPIs, prior to technology - if you have not already. 1. Validate that the calculations are consistent throughout the organization, regions etc. 2. Validate that the selected KPIs are truly indicators that will help drive success. 3. Validate that each KPI and calculation is understood by the people accountable as well as the managers reviewing. 4. Have regular meetings or coaching sessions with staff members and managers to review KPIs. The display method depends on what technology you have available. If can auto-calculate the data and have it pulled into a dashboard that compares items (by person, over time, locations, groups, etc.) that is great. However, you can do something as simple as a Confluence page or an excel spreadsheet. I find that it is most important to make sure that the data is very clear and concise. People should be held accountable, but they should also have an opportunity to be coached so they can improve. Feel free to give me a call if you would like to discuss in more detail.

Not clear on the type of software you’re looking to get this info on but go here and it’s likely going to have data you want and i think you can also pull reports / lists for a fee. Lmk if this works. Enjoy! https://builtwith.com/

Hi: Now that you have some experience under your belt, you know what you like and don't like about a relationship with an accountant. You also know more questions to ask before you start your next engagement, such as: * What do you base your fees on? * What do you provide on a monthly basis for your standard fee? On a quarterly basis? On an annual basis? * How often do we review the contract? * How much extra is doing the book keeping? * How do you help ease the money management pains of running my business? Once you've found an accountant who answers such questions to your satisfaction and determined what rate you'll be paying monthly, assess the time the accountant will work on your business, calculate the hourly and compare that to your hourly. If you're comfortable with that difference and with the fact that a professional will be overseeing your finances, then it makes sense to sign on with him or her. If you wish to discuss, send me a PM through Clarity for 15 free minutes. Cheers, Kerby

When it comes to brands like Gucci and other designer clothes, these are sold under license from the houses themselves or buy distributors. You could apply to become an authorized retailer of their brands. Not following these channels could lead to creating a gray market or black market supply, both of which could be seen as illegal supply of goods. I would be very wary of doing business that does not follow the proper channels.

Yes, you can vest equity based on milestones instead of time. Just be clear in defining what the milestones are and what constitutes acceptable performance so neither party feels there is a "moving goalposts" situation. For more specific information, please feel free to set up a call!

I think you are missing the market research step. You need to ask the people that you would be targeting, because at the moment, I'm unsure why someone would use your product, over say using a platform where they can hire an online tutor and learn from them, or use Rosetta for example. I get that you have the learn about Latin Culture component, but are potential clients really falling over themselves to learn more more about this market, that they would pay for it, especially when google is so helpful. Also, freelancers, entrepreneurs, business owners etc is a pretty large group, maybe start with narrowing that down, then asking them directly, if it would be something they want to buy, or you could also test the idea using something like Udemy. If you need any further help with this, feel free to book a call with me!

Hi: Not sure how well you know the market you're targeting, but to best know what you need in a partner, get a strong handle on what the target market needs. Who is your ideal customer? What pain points does she or he have? What is your solution to those pain points? Is it unique (so you need to educate)? Or is it a variation on an existing solution? Once you have a handle on that and you validate it with potential customers, ask how their current providers handle the relationship. Dig into those likely competitors and learn what you can about their business models. What are their commissions based on? How do they manage the business while conducting business development? What's the most valuable aspect of the business? If you wish to discuss, send me a PM through Clarity for 15 free minutes. Cheers, Kerby

Hi This is a very broad question on: 'what makes someone a successful entrepreneur?' and 'how to raise seed funding?' Entire books have been written on how this is done, so any attempt to give you a professional answer in just a few lines would be unprofessional. Nevertheless, I will say that there are numerous factors that affect an entrepreneurs ability to raise early stage funding, among them are (in order of importance): 1. The team (how long they've been together, their skills, their past experience, their passion)/ 2. existing customers / practical market research: how many existing users/clients are there. If your product/service doesn't exist yet, then how many people showed that they would buy the product/pay for the service (you can check this without actually having the product/service). this information is very important to investors (just throwing out potential numbers doesn't cut it). 3. The idea - yes, the idea only comes 3rd, as in most cases you will pivot (change the idea) at least once or twice before reaching the final version of the product/service. 4. Your connections / the amount of investors you approach. 5. Timing / luck. If you give me more specific information (such as the type of product/service, the market, the team etc..basically your 'deck'), I will be happy to try advise you on the best way to raise money. For example, for a product, you should try avoid crowdfunding platforms unless you already have the entire manufacturing process and selling/shipping process ready. If not, you will be seeing 'fake'/copied versions of your product even before you hit the market. Good luck

A way that you can help your team is to communicate expectations clearly and early. This includes team meetings, how you work together, and 1-2-1s with managers to see how everything is going. It’s important that managers or team leaders have clearly communicated with their team what project milestones need to be met and when, what roles everyone has, and how everyone is expected to keep in touch both internally and with clients. There are now plenty of tools on the market to communicate and work collaborative together, including Slack and Google hangouts for instant messaging, Zoom for video call, and Asana and Click-up for Task / Project management. I would be happy to talk to you about other ways you can work best with your remote team, and if you wish to talk further, please book a call with me.

Maybe you can do Glamr and Shine should sound amazing and it’s nothing close to the other product so I would prefer Glamr and Shine!

Much like negotiating a salary or company valuation, your objective is not necessarily to assign the perfect value. Your objective is to add a highly motivated partner to your business, feel great about it, and get to work on the important stuff. You want to mitigate the possibility for resentment or the need to revisit this in the future. There are so many things to consider, how can you find the perfect number, anyway? What is their target salary? What is yours? You've put in two years, but are they super charged up and going to bring new energy into the company that you badly need? What about their professional network? Will they bring future customers, team members or investors to the table? Was the investment you put in chump change for your situation while the new person is investing their kids' college fund? If you try to solve this problem from the standpoint of determining the perfect value, you could spend weeks crunching the numbers. To Assaf Ben-David's point, this is a psychological problem of how to motivate two people and create a relationship that both people value. Today's company value has little bearing on that unless it's super important to your own motivation and sense of fairness. You could be fine with 60/40 and so could your new partner, and you're off to the races without all the headache. Just try to find the number and vesting terms you can both live with no matter what happens. If you're both happy and motivated, you've achieved the objective. If you pick the perfect value but neither of you is very happy, you've failed. There is a lot that goes into picking a co-founder. If you want to chat about this, please reach out.

This will depend heavily on what kind of audio content you're talking about and how you plan to drive awareness for it. Are you talking about a podcast, a heavy metal album, or an ASMR video of you eating ramen? They would all leverage very different platforms and monetization models. I used to run Earbits, a streaming music service backed by Y Combinator and designed to help artists and labels monetize their music. There aren't that many great options out there, but if you want to talk through your specific situation, feel free to touch base.

Our product stalled for 4 years by getting this wrong and it wasn't until the founding CEO of Netflix showed me how to set proper KPIs that we finally started making gains on optimizing our product. Based on your interest in angel investors, I assume this is an early stage startup and most social networks don't try to monetize very early. If you're not trying to drive ads, subscriptions or other revenue yet, your KPIs (key performance indicators) will primarily be: - week-over-week growth rate - engagement (frequency, recency, stickiness) - retention - referral rate Y Combinator suggests that a 5-7% week over week growth rate is good, while 10% is very strong. If all of your growth is organic, any of these numbers would be interesting to most angels after about 6+ consecutive weeks, especially if you can explain how you have systematically driven those numbers up using data. If it's all paid acquisition, your cost per acquisition, engagement, and retention will be the numbers they focus on. Engagement should be a factor of frequency, recency, and potentially, time spent on site. The level of engagement that you want would depend a lot on what kind of social network you are and how people are engaging. If you increase logins by forcing people to check messages that they ultimately won't find valuable, they'll quickly lose interest in your network. It's possible that the ideal engagement rate is determined by seeing what level of engagement results in the best retention and referral rates. When you roll out monetization, you'll add new KPIs. What they are will depend on your business model. If you are ad-supported, some of your KPIs might be month-over-month growth of ad impressions, incremental improvement to click rate or your effective revenue per thousand impressions. If you are subscriber-supported, you will measure other metrics entirely. It's important to know what the final, most important KPIs are. At my streaming music company, our most important metric was the average number of songs completed per user per month. We made the obvious observation that, if we got more people to turn on music in the first place, we would increase this number. We implemented our most popular channels as options on the homepage instead of making people navigate to find their favorite channel. Our activation of new users skyrocketed but nearly all of them selected a broad genre channel like Rock instead of the niche Shoegaze channel they would really love, and our engagement and retention plummeted. So, the metric we were trying to improve through our test did, in fact, improve, but the health of our business declined further down the funnel. You gotta get these right. Let me know if you want to talk through your situation.

Interesting question and thanks for asking. Being REAL in yourself is the first step to connect to your subconscious self. Mastering the subconscious self makes your purpose more clear with clarity. Goals are personified and outcome is happiness.

A good starting point for determining valuation is 3x your annual profits. That said, you may find a 1 - 2X variance up or down depending on the type of product(s), the category or categories you sell in, your total number of SKUs, etc.

Hi, You need to hire a cold calling expert that will contact the companies and schedule a meeting to close the deal. Email me at kvirtualservice@gmail.com