How to profit from the capital without risk

With the VC investors tightening their pockets, the business can still thrive.

Photo: Melpomene/Fotolia

A few days ago, I invested some actively on customer transactions on the phone of a friend and colleague founding member who operates a direct-to-consumer marketing platform. Incidentally, I suggested he should be working with a former colleague of mine who was a whistle of growing marketing and was more than 25% likely to reduce his Customer Acquisition Cost (CAC). A moment before he replied, he didn’t hesitate: “I don’t want to spend it. We must concentrate on productivity, not growth–our core commodity. “Surely you can afford a marketing and testing experience.” You have more than two years of working, “I said.

“No,” he said. “No.” “We are really working on our core product, the proposal for value and the achievement of our business unit to make profit. We don’t completely and fundamentally cut it all. “In that opinion, he isn’t alone. In recent months, Silicon Valley and in tech hubs around the world have begun to play different songs. As the IPO failure of WeWork and financial inflation fiasco at OYO resulted in losses for Softbank of more than USD 2 billion, other cracks begin to show in the mind set of “rising at all costs” or “using capital as an arm,” which has been developed in the last decade. Post-IPO, Uber and Lyft lose billions and remain unprofitable, seemingly without a pause. The IPO of Casper was failing and other ones which did not at best–like the IPO of Peloton.

With risk entrepreneurs pulling back, founders needed to become more conservative and concentrated on profitability so that they could not run the risk of cutting down the core product portfolio of their companies and that any other expensive testing and differentiated product lines. Furthermore, entrepreneurs must reduce costs whenever possible and ensure that all related business expenses are properly accounted for.

Concentrate on the main product

From a few days ago we’ll return to my conversation. The founder I spoke about repeatedly discussing the need not for more ambitious or unconventional projects but to concentrate on the core product and key value proposal. What did he specifically refer to in this emphasis on profitability?

The founding team, as a start-up matures beyond its original product, embraces new projects, research opportunities and risky, cash-losing lines to foster growth. Entrepreneurs and entrepreneurs are naturally curious and want to explore various possibilities for business growth. Indeed, they often tend to interrupt themselves rather than see someone else doing it. However, if founders concentrate on profitability, they may want to significantly reduce or shut down money-losing research projects and even non-core business areas that do not meet the company’s purpose.

But how do you know, as a creator, what’s central? For example, the next generation of your core product line could be a new research project but still a long one. How do you decide and what not to cut?

The simple way is to ask yourself whether it is connected to your MVP? The MVP is the easiest and most important tool to satisfy the target client base’s core value needs. Refer to your MVP and see which projects for research or even whole business lines are important when analysing what is and what is not key.

Once you have decided which projects and business lines are not necessary, perform a thorough analysis and account for the advantage of productivity in the immediate future by will these projects. These structural shifts can often have significant advantages and impacts.

Cut transparency costs

In a world of risk capital, the investments and accounts can easily be lost. I sometimes lost potential recruitments to other well-funded start-ups just some years ago which offer benefits such as yoga lessons, free food and sometimes odd benefits.

Since those days seem to have come to an end, the designers must be constructive. First of all, they will seek to reduce their companies ‘ non-core and different expenses. This covers issues such as office space, insurance plans, and accounts of fines, travel and other expenses.

Here, however, you must be patient. It is of paramount importance to preserve the culture of an organization. Explain why colleagues choose to cut off certain benefits and opportunities and aim to preserve a set of advantages they value the most.

Furthermore, a clear description of your accounting records is one of the easiest ways to control costs. In Indinero’s view, a large number of founders fail to understand the vital meaning of accounting at an early stage. The best way to resolve that is by hiring the CFO or by employing a remote service such as AccountingDepartment.com that provides a more flexible rate if it becomes too costly.

Speed up your profit

As risk investors withdraw from early stage funding companies, entrepreneurs concentrate steadily on profitability as a way of ensuring their long-term success. Funders will, in a bid to save money and make more competitive by increasing the size of their business functions and research projects. They can also reduce non-essential benefits and costs when performing diligent accounting and audits of documents. You have the option.

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