{"id":8312,"date":"2015-11-03T13:49:12","date_gmt":"2015-11-03T18:49:12","guid":{"rendered":"https:\/\/www.forentrepreneurs.com\/accelerate-your-startup-spend-to-scale-the-business\/"},"modified":"2018-05-17T15:25:53","modified_gmt":"2018-05-17T19:25:53","slug":"accelerate-your-startup-spend-to-scale-the-business","status":"publish","type":"post","link":"https:\/\/www.forentrepreneurs.com\/pt-br\/accelerate-your-startup-spend-to-scale-the-business\/","title":{"rendered":"Acelere sua startup: \u00e9 hora de pisar fundo no acelerador"},"content":{"rendered":"

Este artigo foi originalmente publicado como parte de uma <\/span>s\u00e9rie de posts<\/span><\/a> no <\/span>GigaOm<\/span><\/a> .<\/span><\/p>\n

Em meus dois <\/span>posts<\/span><\/i> anteriores, discuti as duas primeiras fases do ciclo de vida de uma startup: <\/span>encontrar Adequa\u00e7\u00e3o Produto \/ Mercado<\/span><\/a> e, em seguida, <\/span>\u00a0um modelo de vendas repet\u00edvel (i.e que possa ser reproduzido indefinidamente) e escal\u00e1vel (i.e. que possa crescer em escala) .<\/span><\/a><\/p>\n

Uma vez que o processo de funil de vendas que voc\u00ea projetou esteja funcionando de maneira repet\u00edvel e escal\u00e1vel, com um modelo de neg\u00f3cios vi\u00e1vel – para empresas SaaS, o custo para adquirir um cliente (CAC) \u00e9 menor do que um ter\u00e7o do valor de vida \u00fatil do cliente (LTV) e o CAC pode ser recuperado em menos de 12 meses – voc\u00ea estar\u00e1 pronto para crescer o neg\u00f3cio em escala.<\/span><\/p>\n

Nesta fase, voc\u00ea deve crescer a empresa o mais r\u00e1pido poss\u00edvel. Se o custo de aquisi\u00e7\u00e3o de um cliente for menor que o valor de vida \u00fatil do cliente (com base no lucro bruto, n\u00e3o na receita), voc\u00ea ter\u00e1 um retorno claro sobre o investimento em vendas e marketing. Para ser mais claro, agora voc\u00ea sabe que cada d\u00f3lar que gasta em vendas e marketing resultar\u00e1 em mais d\u00f3lares em lucro bruto fluindo para o neg\u00f3cio. Voc\u00ea precisa pisar fundo no acelerador da startup e investir o mais r\u00e1pido poss\u00edvel.<\/span><\/p>\n

Reconhe\u00e7a, ent\u00e3o aproveite o momento – e controle o mercado<\/span><\/h3>\n

Estranhamente, a maioria das startups n\u00e3o reconhece quando atinge esse marco e n\u00e3o investe o suficiente de forma agressiva. Se elas chegaram a este ponto, elas geralmente evitaram a tenta\u00e7\u00e3o de gastar demais durante as fases iniciais e conservaram dinheiro sempre que poss\u00edvel. Depois disso, \u00e9 dif\u00edcil come\u00e7ar a contratar de forma agressiva e gastar dinheiro livremente de repente.<\/span><\/p>\n

Por exemplo, a HubSpot teve a sorte de chegar a esse est\u00e1gio muito rapidamente. No entanto, uma vez que chegou l\u00e1, o conselho teve que dar um empurr\u00e3ozinho na administra\u00e7\u00e3o para ajud\u00e1-los a reconhecer que a empresa tinha um modelo comprovado e precisava come\u00e7ar a contratar vendedores adicionais t\u00e3o r\u00e1pido quanto pudesse encontr\u00e1-los e trein\u00e1-los. Todas as despesas haviam sido analisadas com tanto cuidado at\u00e9 esse momento que a id\u00e9ia de contratar dois vendedores por m\u00eas era estranha \u00e0 equipe.<\/span><\/p>\n

Por que \u00e9 t\u00e3o importante ser t\u00e3o agressivo neste momento? Basicamente, voc\u00ea precisa conquistar o m\u00e1ximo de participa\u00e7\u00e3o de mercado poss\u00edvel antes que um concorrente entre em seu espa\u00e7o. H\u00e1 um claro ponto de inflex\u00e3o quando voc\u00ea \u00e9 reconhecido como l\u00edder de mercado. Nesse ponto, voc\u00ea pode excluir sua concorr\u00eancia. Em todos os mercados de tecnologia, o l\u00edder de mercado desfruta de uma vantagem injusta. A imprensa, os analistas e a blogosfera prestam muito mais aten\u00e7\u00e3o no l\u00edder de mercado, e os clientes majorit\u00e1rios mais antigos e mais atrasados \u200b\u200bpreferem comprar do l\u00edder de mercado. Torna-se um fen\u00f4meno poderoso que se refor\u00e7a sozinho, e quanto mais r\u00e1pido voc\u00ea chegar l\u00e1, melhor.<\/span><\/p>\n

Espere algumas mudan\u00e7as na gest\u00e3o<\/span><\/h3>\n

A taxa na qual voc\u00ea pode investir \u00e9 determinada puramente pela quantidade de capital dispon\u00edvel. Felizmente, \u00e9 geralmente f\u00e1cil levantar capital quando voc\u00ea atinge a Adequa\u00e7\u00e3o Produto \/ Mercado e tem um modelo de vendas repet\u00edvel e escal\u00e1vel.<\/span><\/p>\n

Nesse est\u00e1gio, voc\u00ea descobrir\u00e1 que h\u00e1 um enorme valor em ter executivos experientes que saibam como executar e gerenciar opera\u00e7\u00f5es em escala. Essa fase exige habilidades diferentes das duas primeiras fases e talvez seja necess\u00e1rio fazer algumas altera\u00e7\u00f5es na equipe de gest\u00e3o.<\/span><\/p>\n

Mantenha-se focado no pr\u00f3ximo marco<\/span><\/h3>\n

Enquanto procura Adequa\u00e7\u00e3o Produto \/ Mercado ou um modelo de vendas repet\u00edvel e escal\u00e1vel, \u00e9 importante manter o foco na solu\u00e7\u00e3o desse problema e evitar outras distra\u00e7\u00f5es. Esse pr\u00f3ximo marco \u00e9 a \u00fanica coisa que importa. Cuidado com as muitas distra\u00e7\u00f5es que podem te tirar do caminho.<\/span><\/p>\n

Onde deve estar o pedal do acelerador da startup?<\/span><\/h3>\n

Um dos principais desafios para o CEO de startups \u00e9 entender como alocar recursos e definir onde deve estar o pedal do acelerador. Minha esperan\u00e7a \u00e9 que esta s\u00e9rie de tr\u00eas partes tenha lan\u00e7ado alguma luz sobre esse importante t\u00f3pico. O diagrama abaixo resume a estrat\u00e9gia de investimento.<\/span><\/p>\n

\"skok-diagram-3\"<\/a><\/p>\n

Ent\u00e3o, o que aprendemos nesta s\u00e9rie de tr\u00eas partes? As li\u00e7\u00f5es mais \u00fateis s\u00e3o:<\/span><\/p>\n

    \n
  1. Reconhe\u00e7a em que est\u00e1gio sua startup est\u00e1 e ajuste sua taxa de investimento \/ perda finaceira acordo.<\/span><\/li>\n
  2. Voc\u00ea n\u00e3o pode prever quanto tempo levar\u00e1 para encontrar a Adequa\u00e7\u00e3o Produto \/ Mercado. Minhas startups normalmente levam entre um e dois anos a mais para encontrar a Adequa\u00e7\u00e3o Produto \/ Mercado do que eu pensava inicialmente. N\u00e3o \u00e9 surpresa que eu tenha apresentado os planos otimistas habituais aos meus investidores de Capital de Risco, mostrando a receita crescendo de uma maneira linear e agrad\u00e1vel desde o momento em que lan\u00e7amos a vers\u00e3o 1.0 do produto. Apenas uma das minhas cinco startups funcionou conforme planejado.<\/span><\/li>\n
  3. Mantenha a taxa de perda financeira baixa enquanto voc\u00ea ainda est\u00e1 pesquisando a Adequa\u00e7\u00e3o Produto \/ Mercado e um modelo de vendas escal\u00e1vel e repetitivo.<\/span><\/li>\n
  4. Reconhe\u00e7a o ponto em que sua startup atinge ambos os marcos de Adequa\u00e7\u00e3o Produto \/ Mercado e do modelo de vendas repet\u00edvel e escal\u00e1vel. Esse \u00e9 o momento em que todas as regras anteriores precisam ser jogadas pela janela, e voc\u00ea deve fazer um giro de 180 graus, pisando agressivamente no acelerador, investindo em vendas e marketing para crescer o neg\u00f3cio em escala o mais r\u00e1pido poss\u00edvel. \u00c9 realmente surpreendente o n\u00famero de startups com que trabalho hoje que ultrapassaram esse ponto, mas perdem oportunidades porque nunca mudam de marcha.<\/span><\/li>\n<\/ol>\n

    Este artigo foi originalmente publicado como parte de uma <\/span>s\u00e9rie de posts<\/span><\/a> no <\/span>GigaOm<\/span><\/a>.<\/span><\/p>\n

    Tradu\u00e7\u00e3o<\/b><\/p>\n

    Traduzido por <\/span>Fernando Okumura<\/span><\/a> (fundador do ERP para <\/span>Receita Recorrente<\/span><\/a>, <\/span>AgileMS<\/span><\/a>)<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

    Este artigo foi originalmente publicado como parte de uma s\u00e9rie de posts no GigaOm . Em meus dois posts anteriores, discuti as duas primeiras fases do ciclo de vida de uma startup: encontrar Adequa\u00e7\u00e3o Produto \/ Mercado e, em seguida, \u00a0um modelo de vendas repet\u00edvel (i.e que possa ser reproduzido indefinidamente) e escal\u00e1vel (i.e. que […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[164],"tags":[1252],"coauthors":[886],"class_list":["post-8312","post","type-post","status-publish","format-standard","hentry","category-building-for-success-pt-br","tag-startup-help-pt-br"],"yoast_head":"\nAcelere sua startup: \u00e9 hora de pisar fundo no acelerador - For Entrepreneurs<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.forentrepreneurs.com\/pt-br\/accelerate-your-startup-spend-to-scale-the-business\/\" \/>\n<meta property=\"og:locale\" content=\"pt_BR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Acelere sua startup: \u00e9 hora de pisar fundo no acelerador - For Entrepreneurs\" \/>\n<meta property=\"og:description\" content=\"Este artigo foi originalmente publicado como parte de uma s\u00e9rie de posts no GigaOm . 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