GROWTH ACCELERATION FOR
Investors
Increase Efficiency of Your Startup Capital.
Which startups should I invest in? What factors make a startup more likely to succeed? Sellerant can help you answer these questions to identify, evaluate, and accelerate growth for startups that fit your entrepreneurial investment strategy.
Is it the right time to invest in this startup?
For any startup, market timing is just as important as revenue. A startup can have the best product in the market, but if that market isn’t ready today, the startup will probably fail. Failure must happen fast, with minimal capital loss.
1. STARTUP VALIDATION
Growth Readiness
Startup Genome research found that premature scaling is the leading cause of startup failure. Why? Because most startup founders think they are further along than they really are. How do you know if a startup is ready?
Sellerant’s Growth Acceleration Starting Grid was designed to help an investor answer these critical questions and more, to identify better startup investment opportunities faster and more consistently.
Go To Market
Revenue Readiness
2. GROWTH ACCELERATION
Integrated Sales & Marketing For Startups
Sales drives early adopter revenue growth for startups. Marketing learns from early adopter customers to develop campaigns, content and channels that drive inbound demand.
How does a startup balance sales and marketing strategies to accelerate growth?
3. FROM GROWTH TO SCALING
Strategies, Staff & Systems Built To Scale
Is growth hacking a good strategy for a startup? In a word, no.
For a startup to scale, it needs the fundamental systems and plans already in place to support hiring, onboarding and training. Sellerant’s managed growth operations help startups scale faster with less cost, burden and risk, helping investors more quickly identify barriers to scale across entire portfolios.
“What we were doing was very early in the market. If we had waited four or five years to start, we could have had a different outcome. We raised money early on, but by the time we were getting some traction, we couldn’t raise enough to outlive the sales and payment cycles to get into the black.”
“At the time, our sales pipeline development and channel partner program were based on a set of ad hoc processes that could not effectively support growth at scale. We didn’t have an effective CRM, lead intake process, or method for optimizing the sales cycle.”
