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

I understand your requirement very well. You can find drop shipping companies for these products/brands. There are multiple wholesalers, and drop shippers however here are a few you can connect with - https://brandsgateway.com https://www.salehoo.com Salehoo is the true drop shippers who can tie up with them to sell products directly in your website. However, before building any e-commerce business you have to ensure that you understand the suppliers and the target market.

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

Hi: Sounds like you have a compelling idea, but I’m wondering about the validation work you’ve done? Have you talked to people in the market segment you’re targeting and confirmed that there’s a gap that needs filling? Confirmed that current alternatives aren’t doing the job to their satisfaction? Once you’ve done that, for your initial MVP, do a very basic one (I’ve talked to people who did one on PowerPoint) and take it out and show it to people in your community. Ask them what they think of it, what’s good, what’s bad and what’s needed. Then, ask them to be part of the founding member group — with some modest incentive. Then, do the same with your beta — ask real people to check it out and give you feedback — and loop them in as founding members. Then, once you release to the real world, you have a collection of founding members who can reflect interest and validation of your idea. If you wish to discuss, send me a PM through Clarity for 15 free minutes. Cheers, Kerby

From my experience, crowdfunding is hardly/if-ever effective as an actual fundraising tool for the vast majority of entrepreneurs (particularly if there are actual goods being manufactured and delivered.) But what it can be used for effectively is a tool to gauge and show interest in your business product/service. So if you can get people to participate at a certain level you can take those "pre-sales" to your potential investors and show some level of possible market validation or interest. so I'd leverage crowdfunding more for that "community interest" piece, rather than actual funds being raised.

One Tree Hill Collection, a development comprising 14 houses by Singapore- listed construction and property group Lum Chang Holdings, is scheduled for launch soon. It is not just any landed housing project, however. “Located right smack in prime District 10, in the vicinity of luxury residences such as The Marq on Paterson Hill, The Colonnade and Cliveden at Grange, One Tree Hill is a highly desirable estate,” says Peter Ow, director of property at Lum Chang Holdings. “It’s accessible from Grange Road, Paterson Road and Orchard Boulevard.” Lum Chang therefore decided to develop a luxurious development befitting its prestigious address. K2LD Architects was selected to design the houses at One Tree Hill Collection. “K2LD has a track record for designing luxury houses, especially Good Class Bungalows,” says Ow. “That’s why we chose them.”

As the owner of your business, you should never feel threatened by the loss of an employee. Have a straightforward conversation with the employees to let them know that you are willing to take action if necessary. Work on assertive communication techniques that will help you hold the space. In my experience, some of the most challenging staff I have managed, have thrived after I have reset the expectations. As far as the threat of losing his, keep your feelers out for a possible replacement and start building the systems and processes you will need in place to train the replacement in the shortest amount of time. I work with entrepreneurs to build their businesses, address risk and strategy and work on leadership. I'd love to discuss this more with you and answer any questions you may have. Feel free to set up a call with me.

Very simple, when your investment in PR gives you positive ROI. How to do it - you need to learn how to evaluate PR from two aspects - a. convert all business information into the financial term of costs and benefits and perform a costs and benefits analysis. b. a major milestone can be achieved or an obstacle to be overcome when applying the PR. "The goals and methods are always clear and straight forward but the paths/ journeys are always curving"

I find this is one of the toughest questions to answer, we are not looking at how to sell or how to at impress people - all these can be learnt. We are looking at when the willing parties just in time to meet each other (i,e, the buyer just in time want to buy the office space that you have and willing to sell). We are looking for the right time to execute the ripe situation. The timely quality information is the trigger point. Given the deficiencies in reaching out the ideal customers in time, there are two common approaches: 1. increase reach out capabilities - to convert more quality leads 2. improve inbound management - to nurture customers and prospects so as to realise sales. Combine the advancement of technology and modified marketing strategy, the gap of serving wrong prospects can be narrowed. You should try different ways to collect real leads/ database (remember the more the better but make sure real and are prospects based on your customer profile). Look for places where you can capture quality leads regularly at low or reasonable costs. Build a nurturing and maintaining model by using a simple CRM (many very good CRMs in the market at zero or low costs). This is the place where the right customers can be nurtured (now - s/he may be a buyer or referrer) As for the right companies, you can follow the above same approach, but your criteria will change accordingly. Hope the above can help you. :)

Last year, I made six-figures from consulting on the side (while I had a full-time job). Here's how I did it... I think a lot of "wantrepreneurs" overcomplicate the process of starting a business, and just throw up their hands because it can seem overwhelming and complicated. A lot of my work came from referrals. By simply finding one person who needed help, I was able to two additional clients who needed help (that came recommended by the first person). The first person found me on LinkedIn, so I would look into optimizing your LinkedIn profile. Search around for consultants in your industry and see how they write their headlines and biographies especially. If you want to scale to a large company, it first starts with one client. And snowballs from there. One great tip I've heard is whenever you have a client, ask them "I don't spend anything on marketing because I want to spend all my time helping you. So I rely on my clients to give me more referrals. Are there 3 friends you know who would be interested in my services?" I think you can grow a sizable consulting business through referrals only. Most people overcomplicate thinking about Facebook Ads, hiring a bunch, and other things. Walk before you can run!