A Quote by Dave McClure

If you already have some amount of significant traction with customers, either in usage or in revenue, you should very quickly try and get that clearly out. — © Dave McClure
If you already have some amount of significant traction with customers, either in usage or in revenue, you should very quickly try and get that clearly out.
We often say if you have traction, lead with traction. Talk about specific customers, usage numbers, revenue metrics - anything like that that really is clearly explicit and factual. Get that out in front early.
Companies with significant revenue (more than $100 million) have, by definition, significant traction. They have proven out their thesis and can scale up or down as investment capital becomes available.
We have some inherent cost and infrastructure issues that are difficult to deal with, no questions. From my perspective, we have to work on the revenue side primarily. We've lost some customers. We need to rebuild the trust with those customers and get them back.
As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.
It's a lot easier to gain traction when there is such a great proliferation of Internet access. The velocity at which some of these startups are gaining traction is mind-boggling. Companies like ShoeDazzle, Stella & Dot, Gilt, Groupon - these companies are going from zero to hundreds of millions in revenue in three years.
We understand the need to balance our short- and longer-term needs because our revenue is the engine that funds all our innovation. But over time, our emerging high-usage products will likely generate significant new revenue streams for Google as well as for our partners, just as search does today.
Getting a star player in the NBA is not impossibly hard, but close. It requires either an incredible amount of luck, or an amazing amount of time, or some other way to try and get at it.
I think the high-tech industry is used to developing new things very quickly. It's the Silicon Valley way of doing business: You either move very quickly and you work hard to improve your product technology, or you get destroyed by some other company.
Over time, our emerging high-usage products will likely generate significant new revenue streams for Google as well as for our partners, just as search does today.
Not for nothing that [Donald] Trump, who himself has had some high unfavorable ratings, distrusted by a significant amount of the population and even a significant amount of the Republican voting electorate is more trusted than the media right now.
I try to get away from the pits as quickly as I can. I speak to my engineer when I get out of the car, usually there's some press to do, then I will go off and have a shower and get my dry, clean overalls and clothing on. I'll have a massage, stretch and something to eat. I don't sleep, but I try to close my eyes for a while.
I just try to find things that either need to be done, should be done, or where I can make a difference in a significant way. And the things I've been able to participate in have been very, very exciting.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
The oil companies are really making a very lucrative amount of profit from the high price of oil. I don't that they're very keen to reduce the price of oil. The consumers are those who are the victims so I think that the producers, the governments, some of them, they're enjoying the high revenue that they get.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
My job is to put as many ideas out there as possible every day. Some of them will get traction, some won't - some of them shouldn't.
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