One option is to create drip campaigns that can run automatically after creation. That way you've got content being fed to your audience on a schedule (X days from sign-up), and your overhead is much lower in terms of generating new content. When you have something meaningful to say, you can send it out to the list ad hoc, but you're not on the hook to regularly generate new broadcasts. I have a lot of experience setting up email marketing automation, as well as a strong technical background (I recently sold my marketing agency to take a full-time contract building custom web and native apps). On top of that, I'm also an experienced technical and non-technical writer (3 books and hundreds of articles under my belt). If you're interested, I'd be happy to discuss some of your options for creating newsletter content that will continue working for you, rather than spending lots of time each week for single-purpose content. Drop me a line and we'll chat. Good luck!

If you'd like to talk to a professional namer, there are several of us on Clarity.fm. However, we generally charge for brainstorming, research, and consultation. Typically, a full service naming initiative takes days or weeks rather than minutes. That said, I have found Clarity.fm calls do provide enough space to evaluate a given set of name candidates and provide feedback. Therefore if you come up with a short list of names yourself, I would recommend – at a minimum – running them past a professional. After all, if you were going on a cross-country road trip, wouldn't you want to have your car inspected by a mechanic first? The same care ought to be taken with choosing a brand name before you spend years of your life working to promote a momentary toss-off decision. There are usually aspects of naming – domain selection, trademarks, online conflicts, ambiguity, sociolinguistic associations, etc. – that people who don't eat, breathe, and sleep naming tend to underestimate. Asking friends or strangers for their input can be useful, but nothing can replace the critical eye of someone who has been evaluating thousands of names daily for years.

Well, first I have very basic information about this social network. What is it about? The key thing I would recommend is finding your Unique Value Proposition and what do you have to offer your users that they can't get from any other app. Gamification is a good way to motivate users to share and for other things, like: to earn badges, prizes and so on. Also, having a good valuable social network makes it easier for your users to want to invite their friends to participate.

-- Prototype -- I would add that you can create prototypes more simply by just using static images and adding interactive elements to them. I recently discovered MarvelApp (https://marvelapp.com) and you can create mobile + web prototypes for free with them. I would recommend hiring a designer to make the prototype look impressive if you have the funds. -- Messaging -- On your site you want to be clear about the problem you are solving or the benefit you are providing to make people's lives better. Answer the question - Who can't live without your product? If you have a target audience in mind, provide examples of how your product would integrate into their daily life. Provide examples and try to be as concrete as possible. If there are other big names doing something similar to you - mention how you are different and superior so they can frame your product in their minds. -- Traffic -- I think Andrés' ideas on getting traffic to your site are great. I would add Google Adwords or Bing Ads to the list if you have some cash to play with. In addition to bringing more traffic, this is a great way to test out which wording resonates with users the most so that you can use it on your site. Online Ads also let you play with targeting different demographics to see where you get the most interest from.

Membership sites are a pain in the ass. Let me start there. I've had dozens of clients start membership sites, and the only ones who've kept it alive had huge audiences to begin with. The problem is that a membership site has two things to offer: exclusive information and community. Exclusive information is awesome, but unless you can create the membership fee's worth of perceived value in new exclusive content each month, people will wonder why they're paying. On top of the members-only content, you're ALSO on the hook for free, public-facing content to drive membership sales. So it's like having two content-generation jobs. Community is even harder: for every 100 members, maybe 1 will create new content. Another 10 or so might comment. So that means if you want your community to look active, you'll need at least a few thousand members right out of the gate. It's a chicken-and-egg problem. This all depends on the industry, of course, but in my experience, I've seen far too many failures — even from sites with hundreds of thousands of monthly users — to think it's a safe or sustainable way to build a business. However, all that same info that would go into a membership site can be packaged in other ways to create passive income, and with half the content-creation efforts you can generate a similarly high monthly revenue. Whenever my clients took my advice and tried these instead, they saw real revenue and were able to grow it more effectively. I'd be happy to share these alternative strategies if you're interested; drop me a line and we'll chat. Good luck!

Hi there, I'm afraid that the only possible way is through promo codes. If I am not mistaken the person who wants to buy your app in Bulk wants to give it out to patients individually correct? Not that it is a hospital or such where they could simply use the same apple ID to login and put it on all their devices. From my experience the only solution is through promo codes unless you release the app for free and approach a different monetization model. I would love to have some specifics to perhaps help you out a bit further, I am currently offering a one time 15 minute free call so just go there https://clarity.fm/giulianosenese/free15 and schedule a call if you need it!

First, congrats on being awesome and getting great feedback! When I receive great reviews by email - I profusely thank them for the feedback, let them know how much it means to me, and then I often ask the client if they'd be willing to post that publicly and offer a few site links as suggestions. Generally they are more than happy to do that. This may sound simplistic - and it is - but it has also proven quite effective. I'd be happy to provide some examples - just send me a message.

I once faced a similar issue - I needed a CRM that could also manage the production of standardized proposals and track them from creation through sending and the client acceptance / revision / rejection stages and then create a project and assign resources dynamically. All the systems at the time could handle some of that - but none did all of that. Building the entire thing from scratch was too expensive and rife with risk. What I was able to do was find an open source CRM (SugarCRM) and then hired out the development of the additional features. By building on the backbone of a system that covered most of the needs, and still allowed us to extend the product ourselves, we got just what we needed - within a budget we could live with. There may be an analogous opportunity for you to do the same. Happy to discuss some of the pitfalls and challenges we encountered along the way.

From my experience I would not advise you to go with Venture Capital when you're a start-up as in the end they will most likely end up screwing you. A much better source for funding would be angel investors or friends/family. The question of how much equity should I give away differs for every start-up. I remember with my first company I gave away 30% because I wanted to get it off the ground. This was the best decision I ever made. Don't over valuate your company as having 70% of something is big is a whole lot better than having 100% of something small. You have to decide your companies value based on Assets/I.P(Intellectual Property)/Projections. I assume you have some follow up questions and I would love to help you so if you need any help feel free to call me. Kind Regards, Giuliano

I'm answering with the assumption that you are going to deploy this B2B rather than B2C. Developing traction before the fact for business or enterprise solutions can be tough - you can't presell them in the way that you can with a widget, you can't drive masses of consumer traffic to them to test messaging, or gather email signups with the same efficacy. One technique I've deployed in the past was to develop a series of "expert focus groups" - inviting people who would be future power users / decision holders on utilizing my solution. By approaching them in this way - you've got an ask that appeals to their good nature (okay, and some ego) in asking for their help, rather than overtly asking for their business. It's a great way to develop relationships with people who can provide you amazing feedback now, and are potential customers later. I also treated them as groups - trying to foster communication amongst them. Seeing the participation of the others in the group encouraged them to be more active / responsive. I took it a step further with a handful who I thought were key as early "hero" clients that I wanted as social proof - and after engaging them for a month or more as "advisors" (not board of advisors) - asking them what they felt was still necessary to accomplish before they would be able to say yes to purchasing (not asking for them to buy, just to advise me where the solution still needed improvement). Some of them suggested things well outside my planned roadmap, and I thanked them for the feedback and included them as future possible features. Others provided minor tweaks or indicated things that were on the horizon from a development standpoint - and I told them that "those were amazing inputs, and that I'd include them right away." I followed up with them days or weeks later when those were implemented and asked them to re-evaluate, and when the feedback was good, asked them for the sale (finding gentle ways of reminding them that I'd closed the gap they had identified). Lastly, some said that they wouldn't add anything at all - and I'd ask them immediately to become early clients, explaining how important they were as not only customers but as someone who "understood what we were doing to the core". I'm over-simplifying of course, their responses didn't fall neatly into three buckets, and there were other response types as well (like people immediately responding that they didn't have budget - even though that's not what I asked), but those were the three categories of responses that I focused on. Happy to provide some tips on how to set this up for your particular circumstances. Just shoot me a message.

Lawtrades.com and Legalhero.com are great resources for entrepreneurs seeking legal counsel.

Since I spent over a decade working in government and then 3+ years selling into all levels of government at my last SaaS company, I'll provide my initial thoughts here. But there are no easy answers to this question as the 15 days without a response can attest. Your initial challenge (from the little I see about your solution) is that no RFPs will be coming out for your product since it isn't a common solution a large number of governments are already buying. At my last company, I had this same challenge and I overcame it to sell into over 20 states and 50 local governments in a few years. Don't start with federal. They won't consider your solution until other governments are using it. I focused on state and local public safety. I did this by attending public safety industry conferences with booths and speaking slots. In other words, I built awareness. Then I found the public safety employee that has the characteristics of an early adopter. Having customers that can produce case studies and be your telephone reference customer is huge. I also setup partnerships with established companies that already have business in some of the large governments and states. It is so much easier for a government to find budget to add a service to an existing contract than bring in a completely new company. Most importantly, I was able to work with states to established master purchasing agreement so local governments in that state didn't have to go out to bid. They could purchase off the state contract. It takes a lot of work for the first state, but when you have an example of one, you can replicate it in other states fairly easily. I'm available for a call if you want to discuss this more.

I would do another test run to confirm that it wasn't a one-time lucky streak that you hit. These numbers are definitely relevant to investors as they want to know the conversion rates. You should calculate your Customer Acquisition costs as this number will be important to investors. However, looking at your numbers your model seems to be working just fine.

An acquaintance of mine works full time doing 1-on-1 video instruction for a very small niche topic. If an individual can succeed with that business model, even after reinventing every wheel, and do well enough to give up an engineer's salary, then surely a broader platform could succeed. Economies of scale should save individual instructors time, energy, and money as far as marketing and infrastructure are concerned. Just depends on implementation ...

I come across this question daily with my clients. From experience, it's usually best to go Hybrid on your first iteration. It all boils down to validating your product and getting traction. Your quickest way to do that is to put a product out in the market quick. Most frameworks for Hybrid apps (Phonegap, Angular, Ionic..) are really mature at this point and allow you to build an app at a significant fraction of both cost and time than going fully native. Once you've validated your idea, if it makes sense to go native (and if it will provide ROI), by all means go native.

TALK TO THEM. No one cares about your product. I don't say that meanly. No one cares about MY products, either. I'm saying it to make a jarring point. You know what they DO care about? Things they they make, or already sell, that are making them most of the money they bring in NOW. And your product is not doing that. Therefore...(wait for it)...you don't have a real partnership with your resellers. Not yet. Apply our friend, the 80/20 Rule. 80% of your reseller sales (or thereabouts) come from 20% (or so) of your reseller partners. They are *already* doing a good job for you. They are *already* committed to your product. They are *already* seeing decent revenue generated by their sales of your product. Get the picture? If you don't have reseller agreements with anyone yet, look for resellers successfully bringing in significant-to-them revenue with similar-type products to yours. Not identical. Similar. Forget about the rest, for now anyway. These productive few are the ones to get those sit-down meetings with. And don't "present". Ask THEM what THEY would be motivated by. Don't GUESS. Find out. You can adjust that. It's negotiation. But starting from that baseline, rather than yours, is preferable and effective. And if they tell you, "We don't believe amping up the resources on pushing your product will result in a good-enough reward," ... now you KNOW. Now you have a real symptom to deal with. Numbers are great, but emotional involvement is better. One follows the other, and I think before you read this, you had it the wrong way around.

There are merits to both options, but unless your economics dictate one over the other, the choice should be made by your consumers. I would suggest that you use landing pages to test both pricing models and let the relative click-through-rates tell you which is the right way to go. Validate the consumer preferred model before you commit to it. You may discover one as a clear winner overall, or that one wins out in a key market segment. You may also find that the distribution is fairly even. Keep in mind that it is possible to utilize both - think Amazon selling audio books, but also offering Audible Subscriptions. Ultimately, you'll want to make sure that the economics work for you - and focus on maximizing customer LTV (life time value - ie the total you'll earn per customer over the lifetime of that customer). I'm happy to explain the process of testing these (even before the product exists) in detail. Just shoot me a message.

From my experience it is best to assemble a sales team and make them do some cold calling. I believe that speaking to start-ups personally will gain you more companies to post jobs on your platform. I would also advise you to go on LinkdIn and look around the job listings there to see which companies are offering them; then contact them to perhaps post on your platform. You should show them why you are better and why it will benefit them from posting on your platform versus others. I believe that finding the companies through LinkedIn and such will make you able to attain a large customer base rather quickly. If you need anymore help feel free to give me a call. I am currently doing a free 15 minute consultation so just message me for the discount code.

Hi, I reviewed a lot of ideas trying to join Wayra, the Telefonica backed accelerator. Everyone thinks his/her idea is great, but only a few are really disruptive and have potential enough to be pushed by the market. Better than starting to build it, try to surf the Internet and look for similar ideas. Understand what's really new to support your idea, the potential risks if you finally build a business over it and try to compare your skills and background with other people building something similar. After that, if you are still convinced it's worthy to make it your live, start looking a tech cofounder that will help you to turn the idea into reality.

I have registered over 20 companies in the last decade and from my experience I can tell you that every country serves a different purpose. I run a small gambling company that I have registered in Malta due to the legality of online gambling there. I have another company registered in Delaware, whilst my main company is registered in the Netherlands. If your business is only online I would advise you to register it in Europe or if you must in the United States in Delaware/Nevada. Credibility wise I would say that registering your company in Singapore or Malta or Costa Rica, will not benefit you much opposed to say Delaware or The Netherlands. I am available for a call if you need anymore help. I am currently doing a promotion for a one time free 15 minute phone call so just send me a message for the discount code.

You can always go the freelance mode and post requirements on sites such as: 99designs, fiverr or upwork Or search for "about.me" clone

If I were you, I would network with two strategies in mind, since you have two target audiences: 1) Host monthly open house events to invite the community into your practice to meet you and your staff. Offer giveaways during the open house for free consultations and healthy gift baskets. 2) Visit networking meetings where you may find collaborators such as herbalists, massage therapists, physical therapists, etc. with whom you may form potential partnerships.

Hi! I don't have experience in your field, but I just wanted to say congrats for the idea, and for your business in general: it sounds like you're doing good! It sounds like you have two problems to overcome: money and the actual shop. Money-wise, if you think 6k/month would cover salary, rent, utilities and other expenses, then you're already winning: like you said, you'd provide a better service to your customers, and that is very valuable on its own. Not to mention opening another line of business, which helps long-term. Of course, you should factor in the initial investment in static assets; but I expect asset turnover to be quite good for you: you'll be able to maintain a steady flow of orders, so you're safe in assuming that your initial investment in lasers, etc will pay off. So, all that remains is to find a good jeweller, right? Sorry for my rant :) and best of luck! Vlad

To play devil's advocate here, does the second company need to survive? Meaning mainly: is there a large enough potential for long-term gain to keep pushing on it? As entrepreneurs, it can be tempting to put a lot of irons in the fire in hopes one of them really takes off. It's understandable — after all, with two lottery tickets, you're twice as likely to win the lottery, right? The catch there is that starting a business isn't like buying a lottery ticket. It's like having a child. Sure, with 20 children there's theoretically 20X the possibility that one of your offspring will become President, but that also means you need to provide 20X the love, care, resources, and effort. So while the temptation is to start lots of businesses, the real job of an entrepreneur is to cut away dead weight and time drains — if you put 100% of your effort into one child instead of 5% effort into 20 children, the one child has a far better chance. In my professional life I've started about a dozen side projects. Most of them never got far because I priorities my main business and let the side project starve. Others limped along and made a little money, but added lots of time commitment for me, which ultimately strained my main business. One got lucky and I was able to use it as a bargaining chip in a bigger deal. All that being said, if you can justify keeping the second business alive, put your efforts toward finding someone who can run the company without being managed. Then — and this is the hard part — let go entirely. Stop checking the email account and social feeds. Don't worry about the day-to-day finances. Just check the monthly status report and trust the person you find to do a good job on their own. That way you can focus on your main business, which — judging by the 80% time commitment, at least — you value most. I've had to go through this process a few times — moved to a board position in an agency I started with no authority except to break a tie vote; sold two companies entirely; folded another business into a larger deal — and I know it's painful, and it's hard not to believe that you're the only person capable of running your idea. But other people can. Probably better. If you let them. If you'd like to go through some strategies or discuss how I handed off a few of my companies, I'm happy to help. Just drop me a line and we'll set something up.