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The 3 Steps of Provocation-Based Selling

Dream It

In addition to his books, Geoffrey Moore assisted in writing “In a Downturn, Provoke Your Customers” for the Harvard Business Review in 2009. His strategy for selling in 2009 is relevant to any economic downturn. Luckily, the strategy can be broken down into 3 steps. What keeps them up at night? What are they ignoring?

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Praying to the God of Valuation

Both Sides of the Table

Starting in 2009 I began writing checks consistently, year-in and year-out. Within 5 years I was on the board of real businesses with meaningful revenue, strong balance sheets, no debt and on the path to a few interesting exits. Hey, we got to raise again next year. Let’s deploy faster! How’s that advice holding up?

VC 466
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Preparing Your Startup for the Next M&A Wave

Revolution

While a few iconic brands including Uber, Airbnb, and Square emerged successfully from the last downturn, most venture-backed companies struggled during this period, and many ended up pursuing M&A strategies. A second non-traditional way to enter the M&A stream is through strategic board enhancements.

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How Venture Funding For Early-Stage Startups Will Change During the COVID-19 Crisis

Dream It

In 2008-2009, the financial markets seized up, and there were quarters of complete uncertainty, but ultimately VCs started investing again and things normalized. The crisis began in August 2008, but by March 2009, deal activity in venture had picked up again and economic activity in the venture ecosystem normalized.

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Daily Crunch: ‘Copy-from-China’ social media app Lemon8 squeezes its way into US top 10

TechCrunch

No chip off any block right now : Samsung cuts memory chip production , with Kate reporting that the consumer electronics giant hit its worst quarterly profit since 2009. Price wars : That’s Tesla’s strategy for competing with legacy carmakers , Kirsten writes. Oops, ChatGPT did it again : Devin asks, “ Can AI commit libel?

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Here’s Why a Booming Tech Market May Fool You into Thinking You’re Successful

Both Sides of the Table

Since 2009 we’ve been in an unequivocal bull market. Make sure your board challenges you enough about long-term vision & innovation. Not continuing to challenge yourself on product strategy will lead you down long-term ratholes. Your board likely won’t unless you have visionaries who are also egg breakers.

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Announcing the startups and judges onstage at TC Sessions: Mobility 2022

TechCrunch

“Gabriel is the Director of Innovation, focused on mobility and energy, for Elemental Excelerator, a climatetech accelerator founded in 2009 in Hawaii. Prior to Prelude Ventures, Victoria worked on climate change strategy at BCG and started an agriculture supply chain company. Gabriel Scheer — Elemental Excelerator.