Traversing the Traction Gap

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Traversing the Traction Gap Page 25

by Bruce Cleveland


  Capitalization strategy, 46–47

  Capital management, 49–51

  Category creation, 71–72, 80, 157–158, 247

  Category design, 64–71

  Category king, 63–65, 157–158

  CB Insights, 5, 16, 91

  Cha Cha, 16

  Chambers, John, 96

  Chasm Group, 267

  Chavez, Tom, 210, 268

  Chen, Andrew, 268

  Christensen, Clayton, 70–71, 109

  Churn, 189, 214, 220–222, 243

  Ciotti, Greg, 223–234

  Cisco, 96

  Cleveland, Ann, 268

  Cleveland, Bruce, 10, 32, 251

  Cleveland, Jerry, 268

  Cleveland, Robin, 268

  Cohort retention curve, 145–146

  Confirmation bias, 103

  Cook, Scott David, 230

  Core Values, 179, 182–183

  Correlation Ventures, 5, 15

  Crossing the Chasm (Moore), 167, 224, 227

  Crunchbase, 55–56, 56fig10

  Customer Acquisition Cost (CAC), 25, 43–45, 53, 201, 213, 243

  Customer Acquisition Ratio (CAC Ratio), 24–25, 44–45, 201, 220, 242–243

  Customer communities, 151–153

  customer experience management (CEM), 146–147

  Customer Lifetime Value (CLTV), 145, 201, 220, 243

  Customer Relationship Management (CRM), 16, 67–71

  Customer Retention Cost Ration (CRC Ration), 221–222

  Customer Retention Costs (CRC), 221–222

  D

  Daily Active Users (DAU)

  and B2C startups, 25, 189

  and consumer applications, 139

  and MAU ratio, 144–145

  and metrics, 243

  and MVR, 199–200

  and MVT, 226

  and NPS, 150

  Developing market IQ, 101–103

  Discovery interviews, 100, 106–107, 125–127, 129, 156

  Dow Jones Venture, 5, 15

  Doximity, 4

  Do You Zoom (Godin), 102

  Dreamforce, 163–164

  Driver, Sam, 115

  Dropbox, 120, 142, 225

  E

  Eades, Tim, 268

  Eckhardt, Michael, 267

  Ellis, Sean, 120–121, 141–142, 189–191, 225, 268

  Ellison, Larry, 66, 70

  Eloqua, 27, 161, 198–199

  Epic story, 162–163, 166, 211

  Ericson, Bill, 8, 32

  Evans, Laura, 265

  F

  Facebook, 82–83, 130, 213

  Faw, Ben, 268

  Fernandez, Phil, 4, 28, 194, 204, 267–268

  Fibonacci Series of SaaS, 218

  Fields, Ed, 268

  Finkelstein, Harley, 268

  Fitzgerald, John, 115

  Ford, Henry, 108, 174

  Ford Motor Company, 108, 174

  Fund Investment Strategy, 55fig9

  G

  Gates, Bill, 147, 186

  General Electric, 149

  Get Satisfaction, 152

  Ghosh, Shikhar, 15, 248

  Gianos, Flip, 266

  Glass, Russell, 268

  Glassdoor.com, 178, 182

  Godin, Seth, 102

  Goff, Fred, 268

  Google, 73, 79, 130, 166, 183, 186

  Go-to-market

  and category creation, 157

  and market-engineering, 13–14, 247

  and MVR, 161

  and startups, 5–6

  and Systems Architecture, 195–196

  and Traction Gap, 17–19

  Go-to-product

  and epic story, 211

  and market-engineering, 14, 87

  and metrics, 41–42

  and Product Architecture, 207

  and startups, 5–6

  and Traction Gap, 19

  Go-to-scale

  and advisers, 245

  and category king, 247

  and community, 152

  and crossing the chasm, 18, 241

  and MVT, 21

  and startups, 5–6

  GreenFig, 10, 72, 78–80, 87, 164, 166

  Gupta, Abhas, 265

  H

  Hacking Growth (Ellis), 120

  Harvard Business School, 15, 71, 169, 248

  Highest Paid Person in the Organization (HIPPO), 120

  Hiring

  . see Interview Process, The

  Hivebeat, 16

  Honan, Mat, 106–108

  House, Pat, 67, 266

  Howard, Ty, 248

  I

  IBM, 66–67

  Ideation

  and IPR, 39–40, 125

  Key Takeaways of, 51–53

  and MVC, 98

  and MVP, 171–172

  and MVR, 215

  to MVT, 46

  and MVT, 216, 241, 248

  and Traction Gap Hacks, 54

  and Traction Gap Principles, 53

  Immelt, Jeff, 149

  Influitive, 161, 198–199, 224

  Initial Product Release (IPR)

  and Ideation, 39

  Key Takeaways of, 122–125

  and metrics, 40

  and MVT, 30

  overview, 89–133

  and Traction Gap, 18–20, 42, 247

  and Traction Gap Principles, 125

  Innovator’s Dilemma, The (Christensen), 70–71, 109

  Interview Process, The, 177–180

  InterWest Partners, 266

  Intuit, 82, 111

  Investor Deck, 210–211

  J

  Jobs, Steve, 80, 107, 144, 163

  K

  Kabbage, 151, 173

  Key Takeaways

  and Ideation, 51–53

  and IPR, 122–124

  and MVC, 83–85

  and MVP, 159–162

  and MVR, 200–203

  and MVT, 226–229

  Krasnoff, Nathaniel, 265

  Krishna, Athani, 268

  Krochak, Blaire, 268

  Krux, 210

  L

  Large-scale surveys, 100, 107, 116, 127–129, 156

  Latka, Nathan, 268

  Lean Product Playbook, The (Olsen), 111

  Lean Startup, The (Ries), 17–18

  Levie, Aaron, 81

  Lien, Chris, 268

  LinkedIn

  and B2B interviews, 126

  and investors, 54

  and native ads, 57, 60, 60fig12

  and smoke testes, 140

  Lochhead, Christopher, 64, 157, 267

  Logan, Dave, 182

  Long-Term Stock Exchange, 139

  Lumascape, 205

  Lynch, Kevin, 152

  M

  Maestri, Amanda, 265

  MailChimp, 61

  Malone, Michael, 267

  Management by Objectives (MBO), 186

  Market-engineering

  and category creation, 157

  and category design, 63

  and go-to-market, 11, 13–14

  Market-engineering (cont’d)

  and Ideation, 53

  and IPR, 123

  and MVC, 20, 83

  and MVP, 21, 137–138

  and product engineering, 87

  Market-first

  and Apple Newton, 106–108

  benefits of, 113–114

  and category creation, 158

  and data, 155

  defined, 99–100, 114–115

  and IPR, 18, 89, 122, 125

  and market IQ, 101–103, 110

  and market signals, 247

  mindset of, 96

  and opinions vs. data, 104

  principles of, 100–101

  process of, 98–99

  and research, 148, 192

  and smoke testes, 140

  transition to, 116–12
1

  Market-first company, 141, 247

  Marketing/Product Fit, 191–193, 208. See also Market/product fit

  Market input, 90–92

  Market IQ, 16, 89, 101–105, 108–110

  Marketo, 4, 28, 194, 204–206, 243–244

  Market/product fit. See also Marketing/Product Fit; Product/market fit

  benefits of, 113–114

  and customer support, 95fig15, 95fig16

  and Ellis, 121

  and Ideation, 98

  and marketing/product fit, 192

  and market IQ, 102

  and MVT, 208

  and product/market fit, 96

  Market signals

  and Apple Newton, 107

  and category creation, 158

  and customer support, 147–148

  and IPR, 89

  and market first, 99–104, 113–114, 116

  and market research, 118fig18, 119fig19–20

  McKinsey, 50, 97

  Medallia, 27, 180, 216

  Messaging Matrix, 86–88, 247

  Metrics

  and capital, 197–200

  and churn, 220–221

  for investors, 144, 243

  and MVT, 226

  and NPS, 150

  and startups, 39–42

  and Traction Gap, 249

  Microdegrees, 79

  Microsoft, 68, 147, 186

  Middle of the Funnel (MOTF), 25, 25fig6

  Miller, Jamie, 31–32, 268

  Miller, Jon, 204, 267

  Minimum Viable Category (MVC)

  and category creation, 157, 247

  and category design, 64

  and GreenFig, 164

  and IPR, 89–90

  Key Takeaways of, 83–85

  and metrics, 243

  and Traction Gap Hacks, 86–88

  and Traction Gap Principles, 85

  and value inflection point, 20

  Minimum Viable Product (MVP)

  and capital, 8–9, 197

  Key Takeaways of, 159–162

  and marketing/product fit, 192–195

  and market input, 90

  and metrics, 40

  and MVR, 171–172, 174

  overview, 137–169

  and revenue, 42–45, 188

  and Revenue Architecture, 24, 207

  and Traction Gap Principles, 162

  and value inflection point, 20–21

  Minimum Viable Repeatability (MVR)

  Key Takeaways of, 200–203

  and MVP, 160–161

  overview, 171–206

  and Traction Gap Principles, 203

  and value inflection point, 21

  Minimum Viable Traction (MVT)

  and capital, 45

  and Chasm, 241–242

  Key Takeaways of, 226–229

  and NPS, 150

  overview, 207–237

  and Traction Gap, 19, 247

  and Traction Gap Principles, 229

  and value inflection point, 21

  MixPanel, 143–145

  MobileIgniter, 16

  Mohr, Tom, 268

  Monthly Active Users (MAU), 25, 144, 145, 150, 189, 199–200, 226

  Moore, Geoffrey

  and crossing the chasm, 6, 18

  and Crossing the Chasm, 167, 224, 227

  and risk, 47–49

  and social proofing, 222

  and Traction Gap Institute, 250

  and Wildcat Venture Partners, 267

  Morandi, David, 204, 267

  Murray, Bill, 162–163

  N

  Net Promoter Score (NPS), 122, 138, 149–151, 149fig22, 159

  Niedenthal, Megan, 268

  Nishar, Deep, 98

  O

  Objectives & Key Results (OKRs), 186

  Obo, 10, 118, 120, 129, 142, 156

  O’Brien, Aidan, 268

  Olsen, Dan, 111

  One Minute Millionaire, The (Allen), 154

  OpenView Partners, 218–220

  Opinion vs data, 104

  Optimizely, 154

  Oracle, 4, 66–67, 71, 161, 166

  Organ, Mark, 161, 198–199, 268

  Organizing for success, 175–177

  P

  Page, Larry, 188

  Partnering for success, 167–169

  Patient Communicator Inc., 91

  Pendo, 143

  Pepper, Doug, 266

  Petralia, Kathryn, 151, 173, 268

  Play Bigger (Lochhead), 59, 64–65, 84, 86, 157, 267

  Portelli, Bill, 268

  Pressman, Amy, 180, 216, 268

  Principles of market-first, 100–101

  Problem space, 111–113, 158

  Product Architecture. See also Architecture Pillars

  and Architecture Pillars, 174

  and capital, 46

  defined, 23–24

  and Ideation, 53

  and IPR, 124

  and MVC, 85

  and MVP, 161, 207

  and MVR, 202

  and MVT, 229

  and Slide 29, 12

  Product-engineering, 13–14, 53, 87, 97, 123, 138, 157

  Product/market fit. See also Market/product fit

  and capital, 39–41, 44

  and market/product fit, 96

  and market research, 92–93, 95fig15–16

  and MVP, 20–21

  and Product Architecture, 23

  ProfitWell, 94

  R

  Raising venture capital, 39, 54–57, 209–211

  Ram, Rajesh, 268

  Reichheld, Fred, 150

  Rendeevoo, 16

  Revenue Architecture. See also Architecture Pillars

  and Architecture Pillars, 46

  defined, 24–26

  and Ideation, 53

  and IPR, 124

  and MR, 187–188

  and MVC, 85

  and MVP, 161

  and MVR, 202

  and MVT, 216–220, 229

  Richardson, Lori, 141

  Ries, Eric, 17–18, 139

  Risk management, 46–49

  Robinson, Frank, 90

  Rule of 40%, 50

  S

  SaaS, 43, 45, 145, 217–222

  Sakai, Dale, 142, 268

  Sales Enablement Society, 141

  Salesforce, 67–69, 70, 71, 163–164

  Salzman, Andrew, 268

  Satmetrix Systems, 150

  Scrooged, 162–163

  Sequoia Ventures, 144

  ServiceMax, 27

  Sharma, Vivek, 268

  Shasta Ventures, 266

  Shear, Emmett, 143

  Shoes.com, 16

  Shultz, Howard, 181

  Siebel, Tom, 4, 67–70, 97, 168–169, 183, 185–186, 266

  Siebel Systems, 4, 67–71, 97, 168–169, 183–185, 204, 266

  Singh, Gurjeet, 268

  Siroker, Dan, 154

  Slack, 23–24, 145, 183

  Slide 29, 6, 11–33, 138

  Smoke tests, 83, 100, 129–131, 156, 203–206

  Social proofing, 222–225

  Society for Human Resources Management (SHRM), 178

  Softbank Investment Advisors, 98

  Solution space, 111–113, 158

  Sprinklr, 152

  Starbucks, 120, 181

  Startup failure rates, 15, 15fig3, 91fig14, 173fig24, 174

  Startup governance, 183–184

  Startup Life Cycle Timeline, 188fig25, 209fig27

  Startup Loans Company, 115

  Startup Owner’s Manual, The (Blank), 5, 17–18, 117, 192

  Statter, Luke, 115

  Stolle, Bryan, 21, 139, 211–215

  Subramanian, Hari, 268

  SyncDev, 90

  Systems Architecture. See also Architecture Pillars

  defined, 29–30

  and Ideation, 53
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  and IPR, 124

  and MVC, 85

  and MVP, 161

  and MVR, 195–196, 202

  and MVT, 215–216, 229

  T

  T2D3, 217fig28, 218–220

  Tangney, Jeff, 4

  Team Architecture. See also Architecture Pillars

  defined, 26–29

  and Ideation, 53

  and IPR, 124

  and MVC, 85

  and MVP, 161

  and MVR, 173–175, 202

  and MVT, 229

  Teele, Brett, 265

  Thousand Yard Films, 115

  ThriveHive, 94

  Tiny Speck, 23–24

  Tools by Sales Stage and Use, 196

  Top of the Funnel (TOTF), 25, 25fig6, 129–131

  Totango, 221

  Traction Gap

  application of, 250–251

  defined, 3

  and Ideation, 51–53

  and IPR, 122–125

  and MVC, 83–85

  and MVP, 159–162, 200–203

  and MVT, 226–229

  overview, 17–23, 246–247

  and Product Architecture, 23–24

  and research, 7

  and Revenue Architecture, 24–26

  and startups, 9–10

  and Systems Architecture, 29–30, 215

  and Team Architecture, 26–29

  and value inflection point, 39–40, 46–47

  Traction Gap Action Plan, 250

  Traction Gap Assessment and Diagnostic Process, 250

  Traction Gap Framework

  application of, 37–62

  and capital, 197

  and company financing rounds, 8fig1

  and MVC, 64

  overview, 19–20, 19fig4

  and Product Architecture, 174

  recap of, 246–247, 248–250

  and T2D3 model, 218–219

  uses of, 30–33

  and Wildcat Venture Partners, 4, 7–9, 17

  Traction Gap Hacks, 54–57, 86–88, 125–127, 162–164, 203–206, 230–237

  Traction Gap Institute (TGI), 27, 230, 250

  Traction Gap Principles

  and Ideation, 53

  and IPR, 125

  and MVC, 85

  and MVP, 162

  and MVR, 203

  and MVT, 229

  and Slide 30, 12

  and Traction Gap Institute, 250

  and Wildcat Venture Partners, 17

  Traction Gap Timeline, 41, 41fig7

  Treehouse Logic Inc., 91–92

  Tribal Leadership (Logan), 182

  Trzepacz, Jennifer, 265

  Tunguz, Tom, 268

  Twitch, 143

  U

  Uber, 80–81, 120

  Untie the Knots That Tie Up Your Life (Howard), 248

  Ussery, Randall, 268

  V

  Value inflection points

  and Architecture Pillars, 23

  and capital, 46–47

  and category design, 64

  and IPR, 89

  and MVC, 83–84

  and MVR, 43–44, 171–172, 199–200

  and MVT, 226

  overview, 20–22, 247

  and Slide 30, 12

  and startups, 38–40

  and T2D3 model, 218

  and Traction Gap, 9

  VC targeted ad, 58fig11

  Veeva, 27, 204

  Velocity Group, 27–28, 230

 

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