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Great articles roundup: Startups, MVP, customer development, content marketing

By Daylin Mantyka

As a regular feature, we provide our readers with a roundup of some of the best articles we have read in the past week. On the podium this week are Mark Suster, PandoDaily, Jason Cohen and MarketingProfs.

How to configure your startup team

Mark Suster, 2x entrepreneur and current VC, has been known to base 70 per cent of his early investments on the team — in an unpredictable market with competitors, funding requirements or PR disasters for example, only great teams will pull through. Suster posts his slide deck on “How to build out your early team” and summarizes the key findings.

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Great articles roundup: Steve Blank, Canadian startups, crowd funding, failure, biases, and advertising

By Alexandra Reid

As a regular feature, we provide our readers with a roundup of some of the best articles we have read in the past week. On the podium this week are Forbes, Financial Post, iNova Capital, Inc., TechCrunch, MediaPost and Canadian Business.

Steve Blank’s most audacious guerilla marketing stunts

Author John Greathouse speaks with Steve Blank — professor, thought leader, author and leader within the Lean Startup Movement — to share his wily and creative feats as a creative marketing entrepreneur.

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Beware the million-dollar cheque!

Associate Peter Hanschke is an Ottawa-based product management specialist. His post is part of our continuing series about the ecosystem necessary to bring technology to market. We welcome your comments.

 

By Peter Hanschke

Startups begin with little to no money. Much of the early development of their product is funded by the owner, by his or her friends and maybe even by an angel. Every dollar is used wisely and focused at the topmost activity. To build the product from concept through to MVP (Minimum Viable Product) and to the point where a small number of customers can use the product, the company has one, maybe two, full- or part-time developers. In some cases the owner pitches in occasionally to help in development or testing.

Young and lean

In such an environment, drive, enthusiasm and the will to succeed fuels the development process. The product takes shape as the development iterations roll by. Occasionally more money is needed to fuel the development engine, which the owner must somehow secure. Without real customers validating the solution, it’s difficult to get significant funding to speed up the development process or build a more enriched product.

Despite the tough times at this stage of the startup, this is in fact a very desirable situation.

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30 considerations for getting tech to market: Part II

This is the 31st article in a continuing series that examines the state of the ecosystem necessary to successfully bring technology to market. Based on dozens of interviews with entrepreneurs, venture capitalists, angel investors, business leaders, academics, tech-transfer experts and policy makers, this series looks at what is working and what can be improved in the go-to-market ecosystem in the United States, Canada and Britain. We invite your feedback.

By Francis Moran and Leo Valiquette

Last week, we began a three-part recap of our Commercialization Ecosystem series with insights and practical advice on securing investment capital and finding champions to help get your technology to market. We continue this week with commercialization out of the university setting, the value of mentor capital and building your startup’s DNA.

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April Roundup: What does it take to get technology to market?

Thank you for being with us for the third month of our new blog. Although a bit late, here is a recap of our posts from April in case you missed them, beginning with, in chronological order, the latest installments in our ongoing series on getting technology to market, The Commercialization Ecosystem, which covered a great swath of topics including lean startups, cultures of risk, the right stuff entrepreneurs need to succeed and other pearls of wisdom.

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Recent Comments

  • 5 Ways to Engage With Your Brand Voice - icuc.social : [...] “A strong company voice on social media should emphasize the company’s values, objectives and key differentiators that set it apart from its competitors. These can be expressed in the tone of the communication and the content that is shared with community members and the target audience.The best social media voices are communal, grammatical, dialectical, authentic, original, contextual, relevant, timely, persistent, responsive, helpful, generous and more informal. A company’s social media voice should only be changed if absolutely necessary and should maintain all of these qualities. Any change should be preceded by lots of information explaining the change to community members to ensure they know it is deliberate and that the company isn’t suffering from some form of instability, which jeopardizes relationships.” [@TechAlly, Francis Moran & Associates – via Francis Moran & Associates] [...]

  • Stephen Murray : Interesting article. I am close to finishing a book titled "Davis and Goliath - One Inventor's Struggle with the Mismanagement and Theft of Intellectual Property." Davis in my book is W.R. Davis Engineering. "Goliath" is the Canadian Department of National Defence. The intellectual property is an infrared signature suppression system to protect warships and tactical aircraft from being targetted by heat seeking missiles. I was a public servant co-inventor in this story. As was the case in the biblical story "David and Goliath," Davis did indeed slay Goliath. Davis is wealthy today. The inventors and the Crown got nothing. But the Crown's negligent acts were to blame for most of outcome. Everything that could have gone wrong in the story did go wrong. My book may interest you. Hope to have it published by year end.

  • Dan Rather’s Words of Wisdom for the PR profession | Return On Reputation : [...] that you are serving a higher purpose than just serving your clients – you are serving public interest and our nation’s [...]

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