Bedroom Startups

The latest cost-slashing trend for the geekerati? Taking a page from the past (think Bill Hewlett and Dave Packard) and bunking together to get their startups off the ground. According to adherents, “going lightweight” cuts monthly expenses by up to two-thirds. “We looked at the economy and said, ‘This is the right thing for us to do,'” says Adam Bouhenguel, who lives in a “super-geeked-out” Boston apartment with Josh Wilson, his co-founder at, a maker of social networking software for mobile devices. Also in Boston are Dan Haubert, 25, and Tom Davis, 24, who moved in together to launch, which aims to be the Expedia (EXPE) of sports and concert tickets. The “ugly dump,” says Haubert, lets them “live and run a business on a few thousand a month.” Then there’s Marcus Nelson, 37, who co-founded, an online suggestion box. Last year, Nelson, his wife, Emily, and their two children moved from Wasau, Wis., to a Santa Cruz (Calif.) beach bungalow with partner Richard White, 28. “We sleep with our laptops,” says Nelson, who estimates that monthly expenses come to $15,000, a third of what they might be with separate living and office spaces. Are venture capitalists taking note of such frugalities? Longtime Silicon Valley angel investor Ron Conway says he is: “I love to invest in scrappy entrepreneurs.”

via BTW – BusinessWeek.

Jumping off a cliff

Starting off a business is much like jumping off a cliff. Similar to a cliff, entrepreneurship presents fears and emotions which prohibit lots of us to take the jump.

I would like to present some of the fears / concerns that I had and would like to get your opinion on those..

I want to jump off a cliff, So..

1. How do I begin?

2. How do I choose my cliff?

3. Should I jump alone?

4. How do I make my jump easier? Should I have a waterbed / tied rope?

5. After I have jumped one cliff.. what should I do? jump another one? tell people how to jump?

Please feel free to share views.. humorous / serious / experiences.. all are welcome.

Need not be answers alone.. Can be more questions as well.

I would be collating the best views and publish it for lots of people like me who are looking for answers for the same..

via Insight : Jumping off a cliff.

Lead Management System vs. CRM

To a lay person, the two solutions are similar. But for a marketing/sales manager, these are two are different worlds altogether. Below is a brief..

The essential difference is the difference between a “prospect” and a “customer”.

A prospect is one who hasn’t yet taken your product/service.

Customer is one who has already taken your product/service.

Now its natural that managing these two entities would be very different.

Some of the prime differences are:

1. With a prospect, you’d require much smoother followups.

2. A prospect requires more frequent interactions.

3. The ways in which you reach a prospect is much more than how you reach a customer.

4. A professional face is extremely important to a prospect, since mostly it would be the first impression that would be defining the outcome.

A complete CRM solution, helps you work with your customers. Though converting “prospects” to “customers” needs special attention and a tailor-made solution.

A Lead Management System should help you keep a track of your leads, assign them to right people & help you follow-up at the right time and make the most of every lead you get.

In an effort to cater to this need, we at Quads have come up with a solution called Lead Simplified(

Its a simple to use and neat solution, tailored for Indian Market.

Well.. Every business knows that prospects come first.

via Trends : Lead Management System vs. CRM.

Guys, we need to achieve whats never been done.

Guys, we need to achieve whats never been done.

Have you ever had your boss tell your team these words? Most Probably sometime in your career you have..

What does the team think when they see their manager deliver this speech?

The team looks at the manager and thinks,

Is he himself part of this delivering process?

How much of an effort is he going to put into this?

What happens to him if it is done?

What happens if we don’t achieve it?

Then comes the question.. whats in it for me?

Most of the time today’s managers faulter, and try to answer the last question first.

This is the outcome:

Over the ages, this has been an efficient means of motivating a team. A team needs a common goal. This makes the individual differences look small and the bonding begins. A common goal is extremely important.

By making a common goal look individual, the manager not only cuts down the efficiency of that person, he cuts down the efficiency of the team as well.

One should put himself first and take my word, the team would follow. Thats the inherent nature of a team.

That I would say is the difference between a manager and a leader.

How to Change the World: The 10/20/30 Rule of PowerPoint

Great advice by Guy Kawasaki..

Ten points for VC presentation..

# Problem

# Your solution

# Business model

# Underlying magic/technology

# Marketing and sales

# Competition

# Team

# Projections and milestones

# Status and timeline

# Summary and call to action

via How to Change the World: The 10/20/30 Rule of PowerPoint.

Teams & Leaders

Teams & Leaders
Teams & Leaders

We’ve always heard about teams and leaders. Always wonder what is the relation.

Can a team not succeed if it does not have a leader?

Why do we always speak about one leader for a team?

These are questions that have been answered multiple times in the past and the answers keep varying every 5 to 10 years. The time and age that we are right now, the conventional leadership model of the past, where one person takes care of all the decisions, would not be effective.

The age is about having multiple leaders in a team at different levels playing different roles. In the experiences I’ve had personally as well as looking at the successful teams in the current scenario, it shows that teams which have multiple leaders are succeeding better than a single person led team.

The age is about identifying the right person and giving autonomy for the particular division.

The challenge here identifying the right person. Good teams/corporates groom such people.

The major challenge though is the autonomy part which many are not comfortable. Even the large corporates struggle with this part of the problem. I believe its a mindset, a mental set up, for the organization. Its about clear definition of roles.

Future teams would be following this model, like professional football teams, where you’d have leaders at different levels with specific responsibilities and they’d have a co-ordinator/manager to take care of the convergence.