Cynthia Kocialski is the founder of three companies – two fabless semiconductor and one software company. In the past 15 years, she has been involved in dozens of start-ups and has served on various advisory boards. These companies have collectively returned billions of dollars to investors. Cynthia has worked with established companies to bring start-up techniques and technologies to corporations desiring to process improvement and efficiency.
Prior to her work in the start-up community, Cynthia has held a wide range of technical, marketing, and management positions at major corporations. At IBM, Cynthia began with financial software to facilitate the tracking of sales and inventory for international operations. She later moved into development and engineering management working of scientific workstations. Finally, Cynthia transitioned into technical marketing and strategic planning role for graphics and digital video components for personal computers. At Matrox, Cynthia was the general manager, overseeing the R&D area of digital video and image processing product lines,
Cynthia graduated of the University of Rochester with bachelor’s degrees in mathematics and applied statistics. She also has graduate degrees from the University of Virginia in both electrical engineering and systems engineering.
She also writes the popular Start-up Entrepreneurs’ Blog and has written many articles on emerging technologies.
Her latest book is Start Up from the Ground Up: Practical Insights for Entrepreneurs.
You can visit her website at www.cynthiakocialski.com.
Thank you for this interview, Cynthia. Can we begin by having you tell us a little about your book and why you wrote it?
Cynthia: Start-ups follow similar paths, encounter the same issues, reach the same conclusion and make the same mistakes – over and over again. I found that I repeated myself a lot.
The book shows readers how to think about transforming a product idea into an early stage company. It’s not enough to have a great product. You can only go so far with an idea. The product is like the heart of a company and just like a person, what makes human beings is far more than our hearts. Entrepreneurs often focus too much, and sometimes even exclusively, on the product and neglect the rest of the company. This book talks about this everything else.
Where do you believe you got your passion for helping startup companies?
Cynthia: I downsized into my passion. I started off my career working for IBM. It’s a really big company and I learned a lot working for them, but I always felt I could do more. Then I downsized to a medium sized company, Matrox Electronics where I had greater exposure to operating aspects of a company. Finally I downsized to start-ups, where I found my passion.
The atmosphere in a start-up is refreshing and exhilarating. Because staff sizes are small and everyone feels appreciated more for the contributions to the company. If you have to spend so many hours around people, you really want to be around people with great attitudes. People are upbeat and positive. The best part is you get to be part of the creation, not just the product but the company itself.
How can your book, Startup from the Ground Up, help these startup companies?
Cynthia: Startup from the Ground Up gets the entrepreneur moving down the right path and thinking in the right direction with tips, strategies, and techniques on how to launch a start up. In this book, readers will discover why a great product isn’t enough. Readers will learn how to think about their start-up, not so much what to think because every business and every market is slightly different.
Entrepreneurs put most of their emphasis on the deliberate creation of the product, but they don’t often think of the creation of the company and the development business with nearly as much intention.
When do you believe startup companies should start marketing themselves and where should they start first?
Cynthia: The first step is to realize marketing needs to start as soon as possible, not when the product is ready for the market and not just for a pre-launch campaign that starts shortly before the market is available to customers.
Marketing is not sales. It promotes the company and its products, as well as building awareness and creating demand for the product. If the product isn’t available and you don’t want to disclosure any specifics, you can still promote the company by being active in its industry. A start-up can sponsor industry meetings and events, staff could moderate panel discussions at conferences, could speak at conferences about technology and the problem the product will solve. There are many ways a company can engage in marketing before the product is ready.
If a start-up does any marketing prior to pre-launch, they are ahead of most of the other start-ups because most procrastinate and do nothing.
Why do you believe start-up companies should begin with more than one business plans?
Cynthia: Start-up need to realize the initial business plan is never the final one that works. The initial plan is merely a starting point from which the final one will emerge. The business plan should provide multiple methods and paths to be tried because on day one, it is uncertain what will work and what will well. Even if the start-up team has experience in the target market and has done it all before, today is never quite the same as yesterday and what worked then won’t necessarily work now.
The problem with a business plan is the misguided notion that what is written in the plan is a step-by-step process that is to be followed precisely regardless of the feedback. This is where start-ups get into trouble. It becomes a set of absolute rules to be followed to the letter. I had one start-up who referred to it as the “Plan of Record”. They were always referring the POR as if thinking was no longer required in the company; they weren’t listening to the market place.
What’s the best way start up companies can find customers?
Cynthia: The easy part is figuring out who your customers are, the hard part is getting them to speak with you so you can validate whether this assumption is correct. Most start-ups will send email or cold call customers. On occasion it works, but it’s not effective.
It’s not that potential customers aren’t interested in hearing what the start-up has to say, it’s just that the customers have priorities and whatever their tasks at hand are is what comes first. Start-ups often disturb a customer during their regular work hours. Start-ups need to meet with potential customers when they are in the mood to talk and aren’t going to be distracted by their daily schedules.
That’s why conferences, events, and tradeshows are great places to meet your customers because everyone is there to network and find out what’s going on in their industry. If you send customers an email asking to have an exploratory meeting at their offices, you may get put off. Often if you send an email asking if they will be attending an upcoming conference and ask whether you can meet at the event, you’ll get a better reception to you request for an exploratory meeting.
Thank you so much for this interview, Cynthia. Do you have any final words?
Cynthia: Many people dream of starting their own business and growing it to great heights. The good news is that there are a lot of people who have gone through the process, and many are willing to help. Why re-learn business lessons. Trial and experimentation can be costly both in terms of money and time. Entrepreneurs shouldn’t be in reinventing the wheel. Entrepreneurs just need to reach out and ask for advice.
Tags: Author Interviews, Cynthia Kocialski, startup companies, Startup from the Ground Up
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