Competitive pressures have pushed speed of software development to become one of the highest priorities for businesses today.
This post originally ran on VentureBeat.
On VentureBeat earlier this month, a European venture capitalist took some U.S. VCs to task for hyping “portfolio-support platforms” and other value-added services, presumably to the exclusion of old-fashioned company building. He derided investors who push a “bouquet of generic operational support resources” and warned entrepreneurs to be skeptical of these offerings—implying that young companies don’t need such services to bloom.
A few years ago, I started noticing a strange business problem plaguing some of the companies I worked with: They knew more about prospective customers they hadn’t yet signed, but were courting, than their existing base of users.
It’s a big step for a small company to take on institutional financing from a global venture-capital firm—one with big expectations for growth, advanced business processes and, of course, returns.
Earlier in May, tech-industry CEOs and top sales executives gathered at the Clift Hotel in San Francisco to hear insights from industry sales leaders and share best practices at the first-ever Battery Ventures Sales Summit. The event drew nearly 100 attendees and offered hands-on advice for fine-tuning sales processes, smartly growing sales teams, improving sales messaging and better connecting with customer pain points, among other topics.