The importance of mental wellbeing is being raised more and more often, but people still don’t know how to manage their feelings and transform them without bottling them up all the time. Today I talk to the founders of Wevoice.ai – a sound healing and AI-based application helping us to manage stress and anxiety. They share with me their story of how they developed and commercialized their application, working at the intersection of psychology, science, technology and business.
In our last interview with Magdalena Przelaskowska and Zofia Kłudka we discussed how a clear mission statement and well defined business model can help startups’ founders restore the direction when their business starts to grow and they are literally flooded with tons of decisions at the same time. Good strategy is one, but not the only prerequisite to straighten things up. Another important thing is a perfect work organisation.
Startup founder has to be a “jack of all trades” and master of everything – he or she has to have a very broad knowledge and fix many problems at the same time. Sometimes however even “jacks of all trades” can hit the wall and feel lost when their startups grow and there are literally hundreds of business decisions to be made every day. In my interview with Magdalena Przelaskowska and Zofia Kłudka we discuss how mission statement and business model can help the startup founders to straighten things up.
MapMyApple is a mobile application based on machine learning that supports apple growers by equipping them with daily recommendations for orchard management, to help them achieve higher yields and better apple quality. Today I talk to the founder – David Blazevski about his and his management teams’ – Jovana Djdorjić and Mihajlo Milenković – experience with developing a business model for their application.
Building business model in the video communication industry. Interview with the co-founder of Gather-in.
Gather-in is a promising tech-based startup in the video communication industry. In my interview with Memet Ali Alabora, co-founder of Gather-in we discuss his experience with building a business model based on digital technology in a highly competitive environment.
The executive team from RealEye, a fast-growing, tech-based startup in the research industry was among the participants of the second edition of Business Model Mastering at Google Campus for Startups Warsaw. In my interview with Adam Cellary, Founder and CEO of RealEye we discuss his experience with building a scalable business model based on digital technology.
Radek Wierzbicki, recent participant of Business Model Mastering at Google Campus Warsaw is the Founder and CEO of Trefix, a promising fintech in B2B sector, which provides currency risk management application. The reason why I have asked Radek for this interview is twofold. First – because Radek and his team are experts in currency management risk and taking into consideration highly volatile economic environment we are currently witnessing I wanted to hear from Radek his predictions for 2020. Second reason for this interview is because Trefix is a great example of designing new value proposition based on the observation of Customers’ unsolved problems and pain points. Therefore I wanted Radek to share his experience in designing value proposition with other startup founders. ……
Sales channels are one of key building blocks in every company’s business model. They give access to company’s offer, they deliver value promised in the offer and they assist clients in their buying process. Mismatched channels can however generate excessive costs or even restrain our sales.
In my last article I was referring to a typical situation, when a sales representative comes to his boss asking for his permission to lower the price in the offer in order to overcome client’s barriers and thus to increase sales. I was emphasizing that the reasons for company’s sales deciline may lie outside the pricing area. The reason for sales decline may be the lack of proper value proposition – discussed in my previous article or lack of adequate segmentation – which I address in this post.
A sales representative comes to his boss and asks for his approval to lower the price in the offer, because sales slowed down and market is “demanding”. This situation is known to many CEOs in the SME sector, whether they are a production company, a service company or a distributor. However a slow down of our sales may happen for many different reasons and does not necessarily mean that our prices are too high.
If the company doesn’t verify the actual reasons for declining sales and immediately cuts its’ prices, it may unnecessarily lower the profits.