The CEO of a brewery POS software company shares insights from raising a seed round that can apply to software companies at any stage.
If you’re one of the 80 percent of B2B companies with marketing dollars allocated to events, keep reading – especially if you’re a software company that hosts its own partner/user conference. If you’re not part of the event world, you should know Forrester ranks trade shows and events as the second most effective marketing investment behind your company’s website (but convincing you to enter the events business is another article for another day). When done right, partner/user conferences are a proven way to reduce churn, generate revenue, increase engagement, gather feedback, and create excitement about new products or features.
Speaker and author Seth Godin is the author of 18 books, including Tribes, which was on the Amazon, New York Times, BusinessWeek and Wall Street Journal bestseller lists. To his raving fans, Godin needs no introduction. To the average software developer who doesn’t religiously read his blog, one of the most popular in the world, it’s important to understand the marketing guru knows the ins and outs of software businesses.
Forrester predicts the overall public cloud market will reach $236 billion by 2020. Amazon Web Services already owns about 30 percent of the market, and Microsoft Azure owns about 15 percent. Even though those are the two elephants in the room, that means there are still billions to be made around cloud infrastructure and services. And that’s why HyperGrid is excited about its on-premise cloud solution. This exclusive ISVinsights.com article exlains how this tech company is building a market while building cohesive engineering teams.
I attended a software startup demo day last week, and I wish every mature, established ISV could have been there to experience the infectious energy of young, aspiring, innovative entrepreneurs. The event was hosted by Pittsburgh-based AlphaLab, the software division of Innovation Works. AlphaLab was recently named one of the top 30 startup accelerators according to Forbes and the Seed Accelerator Rankings Project.
I recently talked to an iOS developer who works for $400 million software company with different development teams that weren’t always in sync. For example, the web developers will push out a product but the iOS team won’t know about it, so they aren’t able to support the new features until the next release. By that next release the iOS team is perpetually in catch up mode, and the vicious cycle continues.Sound familiar? Shipping code on time and on the same schedule isn’t as easy as it sounds. Here's an inside look at how a software company that scaled from 20 to 100 employees climbed a mountain of communication challenges.
You can’t code your way to a strong company culture. There isn’t an app for that. I mean no disrespect to software vendors who have clearly recognized a growing demand for this category of employee engagement solutions. But you shouldn't need a piece of software to remind you to recognize your employees. Four software company founders share tips that don't involve using apps and spreadsheets to make a company a place where people want to work
Ivan Ruzic has built and sold multiple software companies throughout his 30+ year software career, and he’s held virtually every senior executive position at both startups and mature companies. He is a VP with the Corum Group, an M&A advisory firm that works exclusively with software and tech companies. Ruzic delivered a keynote address at the ISV Insights conference in Philadelphia about building a software company with the end in mind. Here are six takeaways from his presentation.
I recently talked to an investor who has spent more than 20 years investing in and working with early-stage SaaS companies. This VC has made more than 50 investments in software companies, has more than $250 million under management, and has a cumulative market cap well into the double-digit billions. Here are a few takeaways from our call that can help any software company looking to raise money and scale.
Ask yourself: Do you really want to raise money? Raising money puts you on the track of OWING money. The payback comes in different forms: debt payments, dividends, or climbing equity. But there is payback. You have a boss; you have someone who can demand answers; you have set expectations. Now this is not a bad thing if you think your company has a big enough market, a good enough product and a strong enough team to (1) raise money and (2) give back a nice return.