Thank you Thursday! - January 28, 2021 Entrepreneur |
- Thank you Thursday! - January 28, 2021
- This simple Google search trick finds you open spreadsheets with data on anything you want
- Started a content marketing agency 4 years ago - $0 to $3,333,686 (2021 Update)
- You can get professional product photos even if you use your mobile phone to shoot at will.
- Some rant about entrepreneur "black hats" in the six thinking hats methods, and being benevolent.
- To technical founders who code, how do you manage writing code for 12-14 hours per day?
- Idea, but no direct skill.
- 16 and thinking about my future makes me extremely depressed
- How to generate 700+ leads in 24 hours for your SaaS (Spending $0)
- How the f* do you manage webinars and lead gen in 2021?
- Looking for a software solution to paywall a GoogleSheet/Airtable
- Please help with my PPP second draw
- Anyone had success with the RangeMe wholesale platform? What are the secrets to success?
- I’ve done business in North Korea, North Africa, Colombia, all over China, and dozens of other dodgy places. I’m not an arms dealer. AMA
- How do you compete on shipped products?
- Refunds on Supplements?
- Not enjoying the destination?
- How much traffic?
- Can I put quotes from a show on a t shirt and other items to sell?
- creative yet simple strategy?
- Working on a Widget To increase website conversions.
- From a frustrated Artist to a global force
- Noomi is the simplest way to connect and talk to strangers over shared interests. It’s what Twitter could be if it were made today and focused on an interest/hobby instead of an individual.
- We've been contacted by a distributor and I'm confused as to what is expected. Appreciate some advice.
| Thank you Thursday! - January 28, 2021 Posted: 28 Jan 2021 02:00 AM PST Your opportunity to thank the /r/Entrepreneur community by offering free stuff, contests, discounts, electronic courses, ebooks and the best deals you know of. Please consolidate such offers here! Since this thread can fill up quickly, consider sorting the comments by "new" (instead of "best" or "top") to see the newest posts. [link] [comments]  |
| This simple Google search trick finds you open spreadsheets with data on anything you want Posted: 28 Jan 2021 07:00 AM PST The ability to do precise Google searches and getting relevant results is a superpower that is easy to acquire but most people don't have it. With Google search operators you can do anything from market analysis, prospecting people on LinkedIn, finding investors, retrieving fundraising news, finding emails, etc. But when it comes to spreadsheets, there's a simple trick you can use on your Google searches to find all the openly available spreadsheets out there. Some months ago I was starting to reach out to investors for my business and with this simple trick, I was able to find investors' contact data in 3 secs... So simple that the only thing you need to do is write the following syntax in your google search:
As I said, there are a bunch of other cases where you can leverage these simple google searches to boost your productivity when trying to find resources online. After mastering this for a while, I compiled a brief guide with several other examples of google searches that can be useful for any entrepreneur. You can also find a simple explanation of the operators I found most useful for daily Google searches: Happy Google searches everyone! 🤓 [link] [comments]  |
| Started a content marketing agency 4 years ago - $0 to $3,333,686 (2021 Update) Posted: 28 Jan 2021 06:01 AM PST Tried posting this earlier in the week, seems to have gotten stuck. Let's see if it works today... --- Hey friends, My name is Tyler. Back in 2016, I quit my full-time job running growth and marketing for a venture-funded startup. I became a full-time freelancer focused on content marketing and SEO. Later that year, I outgrew my personal capacity for freelance work. I also realized that most of my clients really needed an end-to-end solution for content marketing. So my freelance work grew into an agency called Optimist. In the first 3 years, we grew the company to about $1.5MM in ARR. It's been a fun journey:
Each year, I've shared lessons and progress as we've grown, trying to document a transparent look at our victories and our failures. I've gotten tons of feedback, questions, and messages over the years. It's been one of my favorite parts of growing this company. Needless to say, 2020–year 4–was easily the most challenging so far. So, sharing the lessons and progress will be a little bittersweet. But, I'm nothing if not transparent. So let's do it. Optimist Year 4 - 2020 Here's our monthly revenue from January 2017 to January 2021. As you've all probably experienced.... 2020 was a weird fuckin year. For Optimist, it was a year of both ups and downs. Fortunately, we work primarily in the tech space. So many of our clients and potential clients were less effected by the pandemic and shutdowns than other sectors. On the whole, we had a stronger year than I imagine many other marketing agencies experienced. Nevertheless, we suffered some setbacks—and I learned some valuable lessons that will hopefully make us stronger and even more resilient in the future. How Optimist WorksFirst, an overview/recap of the Optimist business model:
Second, a breakdown of Optimist by the numbers, as we stand now:
The impact of COVID on the businessI don't believe in the idea that "everything happens for a reason." Frankly, I think it's a bullshit cop-out for trying to avoid internalizing or processing all of the bad stuff that happens—sometimes at random. It's a mental trick for putting it out of your mind rather than examining and learning from the experience. Instead, I think, "something good can come from everything." This is an active mindset. It implies, first of all, that there is still a potential for something positive to come from even the most horrible things that happen. But, it doesn't happen automatically. Just because something good can happen does not mean it will. It's up to you to figure out how to take something negative and find the opportunity. I've tried to remember that throughout 2020. Obviously, the most notable thing from this year was the COVID-19 pandemic, which killed many businesses and hurt many of those it didn't kill. We were not immune. In the early months of the pandemic, we lost several clients. All told, I feel more than fortunate. Nevertheless, we spent almost every month of 2020 below our target of $125,000 in monthly revenue. Over the summer, we dipped below $100k in monthly revenue for the first time in about a year. We're only just now getting back to the level of revenue where we ended 2019. Unsurprisingly, this reality drove most of my learning from the year. I think something positive can come from the tremendous challenges that we faced over the last year. It's my job to figure out how to make that happen. #1 - Entrepreneurship is responsibilityIn my update last year, I wrote extensively about my need to let go of some responsibility. I explained my plan to double-down on our model of ownership—asking the team to step up, take on more of a role with our clients, and play a bigger role in our operations. I'm extremely fortunate that the team responded. Many people took on new roles, picked up new skills, started helping to handle stuff that usually landed on my plate, collaborated more independently with other team members, and otherwise lightened my load. This was a huge win. It saved me tons of time and created more space in my days for focused work rather than constantly responding to questions and requests from across the team. But, when COVID hit and our revenue dipped, we had to "let some people go." I'm putting that in quotes because our team is comprised of freelancers, so it's not quite the same as cutting a FTE. But, we no longer had enough work to support our full team. I had to be the one to break that news. I had to make the decisions about who would keep work, who would lose work, and what the team would look like moving forward. Deep down, I think that part of me hoped this collective model would shield me from some of the responsibility that comes with running a business. I thought that working with freelancers meant that it would be easier to manage our capacity without hiring and firing. I thought I could have my cake, eat it, and avoid the calories. But that just isn't the case. When you run a business, you have a lot of responsibility. Your team, your customers, and your partners all place a lot of trust in your abilities. They depend on you. And letting people down sucks. I don't know that I have any specific action items that came from this lesson. But, I think it's important to sit with this realization for a moment. Remind myself that there is responsibility here—that people depend on me and our team. No amount of "business model innovation," delegation, or restructuring will change this simple fact. #2 - Growth can be the safest betWe pride ourselves on keeping clients around. We do good work and deliver results. In fact, I did an analysis that found that near the end of our third year, our clients had an average tenure of about 21 months. But, every client will leave eventually. Some clients churn quickly because there is a problem with the fit or the budget or the expectations (we've done a better job of qualifying, which has reduced this). But, even the best-fit clients will eventually leave us for one reason or another:
This is one of those realizations that you'd hope would be obvious from the start. In my case, it only took 4 years. But, when you realize this is a rule of the business, it's actually sort of liberating in a way. It reminds you that while losing clients is never easy, you can be smart about running the business and plan for the inevitable. You can be strategic. What I realized this year is that our business needs to operate under the assumption that clients will eventually leave and that must inform our entire business strategy. We began the year 2020 with what seemed like a simple goal. We didn't want to grow. After hitting our revenue goal in 2019, we wanted to stabilize the firm at our current size and revenue, focus on operations, and then expand into new lines of business. That didn't happen. Instead, we shrunk after COVID hit. But the lesson here isn't really about COVID, which was (I think) entirely unpredictable. It was the nature of how unpredictable things happen—and what we can do to hedge against those risks and stabilize the revenue and cash flow. What I found out is that it's actually more difficult to tread water than it is to continue growing. When we were at our max, we would have new inbound inquiries. We'd have to put those deals on hold because we didn't have the capacity for new work. Of course, when we later had a client leave, most of those opportunities had moved on. So we'd be left with a dip in revenue. On the flip side, when our revenue was down, we'd often receive several new client inquiries who wanted to start right away. That led to a time of fast growth, strain on the team, and sometimes a bit of chaos. This wasn't sustainable. Honestly, it just created unnecessary stress. What we need instead is controlled growth and a strategy that focuses on meeting capacity and demand—a pipeline. So, our goal has shifted. Rather than trying to maintain the size and shape of Optimist as a $1.5MM ARR agency, we're planning to continue to grow and scale. Rather than taking leads as they come, we're planning to develop a queue for upcoming work—onboarding new clients as quickly as we can reasonably kick-off (~2 per month). And signed contracts will reserve a spot in the onboarding queue for upcoming months. As I'm writing this, we have clients slated to onboard in February and those in our sales pipeline would be looking to kick off in March or later. There's still some risk that those opportunities will dry up in the interim. But, between having a more predictable pipeline of work and plans for onboarding, plus a clear timeline, I think we can stabilize our ups and downs. Even if those clients do walk away because of the lag time to kick-off work, we'll have a couple of months to fill that "slot" with a new inbound inquiry. Ideally, we'll be able to see future new revenue for months into the future. Of course, we then have to be prepared and able to scale our team and operations to deliver on this rate of growth. Given this plan—which sees us potentially bringing on 24 new clients in 12 months—and even an aggressive projection of churn over the course of the year, we'd still be looking at 25+ clients by the end of 2021. This presents a whole new host of problems, which is what drives the next lesson. #3 - I'm the f*cking bottleneckI've been thinking about how much of our plan from last year—the one where we'd hit our goal of $125k MRR and then hover—was driven by my own ego. In theory, the team agreed that this sounded like a good plan. But, I also sold them on the merits not outgrowing our model, maintaining a flat structure, and keeping things steady versus dealing with the ups and downs of running a traditional agency. What I really sold them was the idea of keeping myself at the center of our client work. The main reason we needed to maintain our size in order to keep things working is because I still wanted to have my hand in every single client engagement. I wanted to shape and own the strategy for every client that walked through the proverbial front door. I wanted Optimist to be about me. I was the one holding our team back. I was the bottleneck. In recognizing the safety that comes from growth, I've had to confront and challenge this directly. I've had to take a hard look at why we couldn't grow beyond our current size. I had to reflect on which parts of the business would break once we moved past this line we'd drawn in the sand. Guess what I found? Everything about the agency is scalable except for me. Yes, we'll need to expand the team. We'll need to onboard and train people to work within our systems. We'll need to invest a bit more in education, reporting, building feedback loops, and developing the talents of freelancers in our core team. But, none of those things should stop us from growing. Our collective freelance model was, by design, built to be scalable and non-hierarchical. That was the whole point of Optimist in the first place. But I was focusing too much on my own ego and my own role in the daily work versus my role as an architect of the system. Eluding back to my goals to offload myself, delegate more, and extract myself from the day-to-day client work, my vision was still been too narrow. I'd thought this meant that I'd have more time to do keyword research and build content calendars. But, if I'm still the owner of this ongoing client work, then we can't truly grow. I'm the f*cking bottleneck. So, I'm no longer thinking about ways to split up my time more efficiently. I'm not thinking about how much of the strategy I can still own while scaling to meet the needs of every single client. That doesn't make sense with our new direction. Instead, I need to replace myself—fully. We're hiring a new role at Optimist — Content Marketing Lead / Account Strategist. By the end of the year, I should no longer be the best content marketing strategist on our team. In fact, my hope is that I am no longer directly involved in 80% of our client delivery. My plan is to play a true "director" role—providing input, guidance, training, and support to a new team of strategists that can scale way beyond my capabilities. This is another one of those, "duh" moments that has been largely misdirected by own ego. Of course we should replace me to maintain a path to growth. Of course our clients will receive better service with more dedicated strategists versus one person trying to hold it all together. Of course this was the path forward for Optimist. But, again, I was the bottleneck—both literally and figuratively. #4 - Using the business cycle as a competitive advantageMy final big lesson from 2020 was another thing that should have been obvious sooner. It's about using the rhythm of our business cycle as an advantage rather than a challenge. Our business operates on a quarterly cycle. Every 3 months, we spend approximately 4 weeks focused on analysis, research, and strategy for each of our clients. We put together a plan for the upcoming 3 months,. Then we execute that plan before repeating the process. This means that for about 1 out of every 3 months, I've traditionally been heads-down on client strategy work. Everything else got put on pause. If I wasn't able to pause those projects, then it became overflow work—I'd quickly find myself working nights and weekends to get client work done on top of whatever else I had already committed to finishing. In other words, 4 months of the year sucked for me, both personally and professionally. Unsurprisingly, it also cascades to the team. I'd be perpetually behind on projects, leaving others behind, throwing off our calendars, and leaving people without work while we tried desperately to catch up. What a stupid system this was. Of course, a big part of solving this is removing myself as the bottleneck. We've discussed that. But, the other piece of the solution is to simply recognize and understand this cycle. There will be an inevitable busy period dedicated to planning and strategy. Other work should be planned and scheduled around this period—not on top of it. By simply mapping out the calendar for most of the year, I can shape my other projects, commitments, and even meeting availability around the time I'll be spending on client strategy work. I can structure my quarters as weekly or bi-weekly sprints, completing other projects in the time between these periods. As an organization, we can also plan our growth around this time, too. In those "down" months, we can focus on:
Inversely, we can put these time- and focus-intensive pieces on hold while we're in the midst of client planning, avoiding the overlap that leads to crunch time and extra stress. All in all, I think 2021 is going to be another year focused on stabilization. But, in a different way. Rather than trying to tread water for the next year, we're going to focus on putting out the fires that crop up—and getting better at putting out future fires. We're going to focus on preparing for growth rather than dealing with it in real-time. And ultimately, we're going to focus on resilience. --- Alright friends — that's my update for 2021. As always, I'll hang around to answer some questions. Feel free to share your thoughts, feedback, etc, and I'll pop in throughout the day. If you're interested in following the Optimist journey and the other projects I'm working on in 2021, you can follow me on Twitter. Cheers, Tyler [link] [comments]  |
| You can get professional product photos even if you use your mobile phone to shoot at will. Posted: 28 Jan 2021 03:32 AM PST I created a website, which can automatically and quickly turn any product photos into professional product photos. AI drives all editing, no manual editing required [link] [comments]  |
| Some rant about entrepreneur "black hats" in the six thinking hats methods, and being benevolent. Posted: 28 Jan 2021 11:57 AM PST I'm in a class of 10 entrepreneurs who have their own projects, in France (there is a lack of company mentality here). Age range from 25 to 43. I wanted to rant about the lack of benevolent attitude towards other fellow entrepreneurs. I'm personally diagnosed with a high form of nihilism, due to my life experience (I'm joking of course). In my view nothing really matters in life, but at least I'm acknowledging it and I'm aware of the philosophy. Business is tough, people tend to ride along the dog-eat-dog mentality and it becomes hard to thrive. Meanwhile, I'm also aware that encouraging others means a lot, socially and mentally. It's a matter of attitude and mutual help. https://en.wikipedia.org/wiki/Pygmalion_effect https://en.wikipedia.org/wiki/Six_Thinking_Hats It's very important to try to use those 6 hats equally. Please use the black hat in moderation, and be very careful how you use it when it's necessary. Some people like to joke around with the black hat. Please be the good guy, give good advice, be supportive, help others, be good to each others, that's the best way to be better as an entrepreneur. The dog-eat-dog mentality is sick and sad and will never help you or anyone. [link] [comments]  |
| To technical founders who code, how do you manage writing code for 12-14 hours per day? Posted: 28 Jan 2021 01:39 AM PST In a few weeks I'm leaving my employed life for good to start working on the MVP of a side business I've been growing for almost a year. I will do all of the programming in the beginning. I'm prepared to go into this full steam. But I realize it's not realistic to think I can do programming for 12-14 hours per day without going nuts or writing shit code. So what is a good strategy for coding the whole day? My own idea: Coding in 2-4 hour sprints. I love meditation. It calms me. Resets my mind. So I thought I would code in 2-4 hour "sprints" where I:
But I'm most curious to hear from you who are already doing this, how do you manage it? [link] [comments]  |
| Posted: 28 Jan 2021 01:28 PM PST I know you don't have to do everything yourself in a business, you can have the vision and hire people to work for you - but how exactly do you do that if you have a brand/product idea but no "hands-dirty" skill? For example, I have the idea for an SSH/Terminal Program with certain features I think will be useful. But I cannot code. Not only can I not code, but I dont know how to look for the right person because I dont know anything about coding. Im not sure what to expect, how to work with someone to make a development copy for us to improve upon, and/or how much to pay someone. At this point it seems less daunting for me to learn to code myself! How do I go about knowing where to look for Devs to code it in the first place? How do I bridge that initial gap between concept and 'work in progress'? Any advice is appreciated! [link] [comments]  |
| 16 and thinking about my future makes me extremely depressed Posted: 28 Jan 2021 01:15 PM PST I'm 16 and terrified about my future I really just want to be remembered when I die and I want to be wealthy when I'm alive. I'm not trying to sound greedy I just really want to have something in my life so I can finally impress my parents. They've always called me useless and said I'll amount to nothing, and I don't want them to be right. I have a business idea I want to do when I'm older but I'm just so stressed out with life. I don't know if I want to do psychiatry or business or both I just want to be someone. It's killing me, it really is [link] [comments]  |
| How to generate 700+ leads in 24 hours for your SaaS (Spending $0) Posted: 28 Jan 2021 01:07 PM PST Hey Redditors! Yesterday I launched with my startup on Product Hunt, and I'd love to share with you all my learnings. A few notes before we go ahead: - Our startup doesn't have a solid audience (nor a big database) yet - We spent $0 to promote the campaign - We managed to generate 700+ qualified leads and to be featured in Product Hunt's newsletter So, how did we do it?I'm gonna share all our tips, tricks, wins, fails, what worked, what didn't... I'll tell you everything! Here are the stages we went through:
Planning, KPI's and GoalsWe started to work on this back in December. So we've spent an entire month preparing this launch to make sure we were doing the best campaign we could. We had the following KPIs to measure the success of the campaign and its ROI:
And our goal was:
Besides KPIs and goals, we made sure to have the following before launch day: ✅ Hunter for our product (we had the Head of Marketing @ Product School) ✅ We used previewhunt.com to see how our PH page would look like ✅ We scheduled our product on PH 7-day before the launch date ✅ Promotional plan in place Promotional planThis is a critical step of the campaign. Like many other early-stage startups, my company doesn't have –yet– a huge following in terms of audience. We went ahead and brainstormed how we could promote the launch without spamming people but, instead, adding value that indirectly promoted our template. My tip here is that you SHOULD know who your Ideal Customer is and who your buyer and user personas are. Especially if you're in the B2B space (like us). After a huge research process, here's our promotion table. Launch DayWe managed to be at the top 2 for around 6 hours, which is great. The first 4-5 hours are crucial. Make sure to be at the top 5 when people wake up in the US. You'll need it! ✅ We had limited 'bullets' to push our product to the top 10, so we decided to segment all our actions throughout the day: All the following is based on the CET timezone (since we're based in Spain). 9:00 am: We emailed our database to the India + Asia users. 10:00 am: We emailed our European users 12:00 pm: Big push sending a "newsletter" from Product Hunt to 13k ProductHunters. 2:00 pm: Started to post on Facebook Groups (PH-specific groups) 3:00 pm: We emailed our USA + Canada + LATAM users Then, we had a blog post ready, which indirectly promoted the template. 4:00 pm: We started to post the blog post in Hacker News, Indie Hackers, GrowthHackers, and Zest. 5-6:00 pm: We promoted the blog post in relevant subreddits within Reddit (where we are already active members daily). 6:00 pm: We finally posted in non-PH specific Facebook groups. Results
We're now measuring how many are converting into paid plans :) What worked and what didn't ✅ The "product" solves a real problem. ✅ Planning. We spent an entire month planning this launch. ✅ Segmenting our 'pushes'. This gave us a consistent stream of incoming upvotes and leads. ⛔ We need to improve our promotion plan—especially Twitter. We missed a huge opportunity there.⛔ We also need to improve the 'way' we genuinely give value to users in channels like Reddit, IH, Slack channels, etc. I've published a thread on Twitter with more in-depth details about the launch day. Read you in the comments or on Twitter. [link] [comments]  |
| How the f* do you manage webinars and lead gen in 2021? Posted: 28 Jan 2021 12:09 PM PST We've used all the common tools (e.g., BigMarker, Livestorm) but there's always something frustrating about it. Do you guys also experience similar frustrations? [link] [comments]  |
| Looking for a software solution to paywall a GoogleSheet/Airtable Posted: 28 Jan 2021 11:28 AM PST Does this exist? what are your recommendations? I want to sell data at a monthly basis that I periodically collect on my airtable/googlesheet. EDIT: If an enterprising software developer wants to do something with this, lets talk. [link] [comments]  |
| Please help with my PPP second draw Posted: 28 Jan 2021 11:08 AM PST Please excuse my noobness but I'm desperate at this point. Applying for the second PPP loan draw and I'm showing 19.2% loss right now and I have open invoices on my gross receipt. Again, please bear with me as I am very new to all of this. I appreciate any help at all. [link] [comments]  |
| Anyone had success with the RangeMe wholesale platform? What are the secrets to success? Posted: 28 Jan 2021 10:40 AM PST Is it worth getting a better account? Premium, Platinum, etc? [link] [comments]  |
| Posted: 28 Jan 2021 06:02 AM PST I'm an American sports agent based in Europe and I am a risk seeking entrepreneur with a unique perspective on business and success. FIRST Give me a couple lines to plug your own hustle and SECOND, ask me anything. [link] [comments]  |
| How do you compete on shipped products? Posted: 28 Jan 2021 09:31 AM PST So I have a product idea that would make for a great subscription service however I am wondering how anyone can make sales with shipping costs? I live in Canada and I'd be likely looking at shipping costs that would likely be around the price of the product itself...I can't imagine anyone paying effectively double the price of a product due to shipping? Does anyone have any insight onto how anyone deals with high shipping costs? Or even how anyone even manages to offer free shipping? [link] [comments]  |
| Posted: 28 Jan 2021 09:12 AM PST Hey guys, there are a lot of people selling supplements, which let's be honest, especially weight loss or some other bold claims, these supplements don't work for 90% of the people who buy them, ok maybe 50%. Since the supplements don't work/have any noticable effect, what are the refund rates for them?Anybody here who sold supplements? p.s. I just wanna know what I'm getting into, and how these businesses make bank and survive, it surely can't all be placebo can it?Or is there a tactic that doesn't allow refunds to be made in most situations? I'm pretty sure they all have 30 day money back guarantees though Appreciate any insights. [link] [comments]  |
| Posted: 28 Jan 2021 08:13 AM PST I own an engineering company with my best friend and have recently gone full time with it. It's all going really well and we have loads of work on.......however I can't help but feel that this isn't for me, the stress and the heartache associated with being at the top just cripples me. Anyone else feel like this? Is this the sign that it isn't for me or does everyone feel this way? I don't know any close family or friends who own their own business so haven't really got anyone to bounce things off! [link] [comments]  |
| Posted: 28 Jan 2021 07:36 AM PST how much traffic can i actually expect in a day with a budget of $5 on google ads? the monthly estimates seem pretty low, considering it's like $150 a month [link] [comments]  |
| Can I put quotes from a show on a t shirt and other items to sell? Posted: 28 Jan 2021 07:03 AM PST Vinyl printer/cutter and press type of shop. I want to put some quotes that are trending and quotes from a reality show on them. I can't find anything on them when I search trademarks/copyrights [link] [comments]  |
| Posted: 28 Jan 2021 06:06 AM PST Ikea is a big company that has a simple yet creative strategy (lowest cost, relatively good quality, great customer experience). The strategy is mostly simple (great experience for families and students) but they are very creative with their product, their store layout, ect. Is the idea to keep the strategy mostly simple then be creative in implementing it(creative tactics)? [link] [comments]  |
| Working on a Widget To increase website conversions. Posted: 28 Jan 2021 05:44 AM PST So we are working on a Widget that helps you offer dynamic discounts to your customers based on their location. It is scheduled to be released in February,15,2021. "Purchasing power parity (PPP) is a measurement of prices in different countries that uses the prices of specific goods to compare the absolute purchasing power of the countries' currencies." Why give discounts? Offering discounts for lower index countries gives them a chance to also move forward with their business. It's unfair that everyone has to pay the same price for a product. I'm currently sitting out corona in Indonesia. What I never realized is, that the average salary here, Indonesia is $133 per month. They have no fair chance online with salary gaps this big! The problem So, offering PPP discounts is an amazing way to help people out. But, offering these kinds of discounts can be quite hard, so I set myself out to make it easier. So, what is Converty Bar? Converty Bar makes it super easy to give discounts to customers around the world, based on their location.
Why Preorder? Pricing is currently $29 Lifetime Access. It will increase once it is live on February 15, 2021. You can preorder yours here https://gum.co/aQFRr . [link] [comments]  |
| From a frustrated Artist to a global force Posted: 28 Jan 2021 04:39 AM PST Disney owns everything, well… Not everything but Disney are one of the biggest companies in the world - and somehow feels like they slip under the radar. While browsing through Disney+, you'll see many movies that you wouldn't expect on there. So, it poses the question, which companies does Disney own? It feels like Disney owns everything, with countless movie franchises under their belt and some of the biggest names like the purchase of 20th Century Fox in recent years. This has also added to their bulging portfolio, with offerings of endless franchises (Marvel and Star Wars), Disney really does own a lot of films and companies. One company that we find people are unaware that Disney owns part of is GoPro. Disney's reach has come so far that it's almost impossible to find out what companies and franchises Disney owns. [link] [comments]  |
| Posted: 28 Jan 2021 03:08 AM PST Unlike Twitter, we focus on what a user likes, not who he follows, crafting an experience where users get to know others who share their passion, and geek out over specific topics. So that every user get the feeling that he belongs and does not feel lonely. Would you be excited to use this product? Also, based on this description, what do you imagine the product to be? (It's a Instagram like stories, based on not who you follow, but what you like. You engage via comments, messages or micro groups you can form on an ad hoc basis to discuss or understand stuff) [link] [comments]  |
| Posted: 27 Jan 2021 08:18 PM PST So we've been contacted out of the blue from a distributor. I have a few questions and am interested in hearing about other peoples experience. Our product is a premium shelf stable food product. We've been selling online and are sold in a number of stores (20-30) across a few cities. We've been approaching stores, selling and delivering our product ourselves. Recently we've been cold called by a distributor who say they want to take our product on. They are offering to sell our product in a number of largely independent grocery chains within our state. Out of 100% of the price, they are asking for 35% discount with a 40% markup to resellers. Is this typical? Is there anything I should be looking out for? Are these figures fairly normal for a food item? I am also hesitant to not have control over the selling and promotion of our product. Has anyone had any experience in dealing with distributors? Keen to hear your thoughts. [link] [comments]  |
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