Business Strategy

Sales Funnel 101 – What is a sales funnel and why it continues to be the best way to grow your sales

Monday, October 7th, 2013

If you’ve shared the workspace with sales managers (& sales people in general), you’d have probably heard this phrase a lot. How is your sales funnel moving? What’s the conversion rate? What’s the velocity? What is your revenue pipeline?

So here’s your initiation on the most commonly used sales jargon & terminology of the sales people.

 

What is a sales funnel?

Imagine you want to sell old cars and have 10 cars to sell. You have 4 BMWs and 6 Toyota Camry sedans. So you let your friends know and you also put out a listing on craigslist.

Almost immediately after you’ve done this, you start getting calls. 50 people call up out of which, 20 drop out because they were looking for a specific color or a lower price. The next 30 want to come and see the cars, maybe even take a test drive. After the inspections & the test drives, you are left with 10 customers who want to take it further. 5 of them start negotiating on the price while the other 5 just tell you that they’ll let you know if and when they decide.

You are reasonable in your negotiations but after all the negotiations, you end up selling 2 cars.

You go through the entire process again, only this time 30 people call, 10 come for a test drive, 2 negotiate and 1 buys.

What you’ve experienced is a classic sales funnel. Prospective buyers kept dropping out at every stage of the sales process and eventually a few funnelled down to closure.

A sales funnel elegantly captures this phenomenon where you need to go after a great number of prospective buyers to close even a single deal.

 

Why do (sales) people love the sales funnel so much?

Sales funnel is a simplistic metaphor to drive a sales process. It’s quickly relatable and understandable across the entire organisational hierarchy. So everybody from the CEO, to the tele-caller can understand the sales funnel and therefore relate to it.

It became the language in which the entire organisation communicates about sales. It also therefore helps companies drive down their sales objectives and goals.

 

Is the sales funnel suited for your business?

A sales funnel works if the selling spans a significant time-span

Selling over-the-counter doesn’t really require you to track your customer over the different stages of the sales funnel. If you running a food-kart or a retail store, you’d notice that customers come in, find or ask for what they need, pay for it and are out of the store. On the contrary, in the car deal, where there were delays in between the time they enquired and they came to try out, you’d need to track the prospects along the different stages

Oh and retail stores have their own sales funnels which is quite different.

 

It makes sense if you have multiple people involved

If you are selling to enterprises and corporates, chances are there’d be more than one person you’d be dealing with to take the sale forward.

When you are doing a demo of your product, you’d likely to engage with the direct users but when you’ve submitted a contract, its likely going to be with legal department. A sales-funnel takes such relationships into consideration.

 

What if you don’t have a sales funnel?

You probably do. If there is a repeatable sales process that you are following, you are using a sales funnel, whether you realise it or not. If you don’t and unless you have very few leads, I’d strongly recommend that you build one.

A sales funnel will give you great clarity and insights into how your business can grow. You can analyse the funnel and it’ll tell you where deals get stuck; who are selling; how are they selling and why aren’t others selling? It helps you measure current performance & forecast growth.

A sales funnel doesn’t just streamline your sales, it streamlines your entire business.

7 signs to identify early-adopters and innovators

Thursday, July 11th, 2013

In crossing the chasm, Geoffrey Moore paints a very clear picture of innovators and early-adopters for the technology world.

The Innovators

Crossing the Chasm by Geoffrey Moore

As per him, Innovators pursue new technology products aggressively. They are usually the nerds, the techies, the ‘sufferable’ know-it-alls! They own the latest gadgets and they spend their time reading and writing about the latest & the greatest in the tech world! They are conversant about the underlying technologies and can speak to you about the pros and cons of each one of them (Jelly-bean Vs Ice-Cream Sandwich).

The Early Adopters

The early adopters, as per him, are just as much of an enthusiasts! They are, however less techy but more business / functional opportunity driven. They are not interested in whether its Jelly Bean or ICS; they are more interested in the significant value-add / competitive-edge derivable from this tool. How it would change the world or at-least part of the world!

Billy Beane (played by Brad Pitt) in Moneyball, would be a classic example of early adopter! Saito in Inception could be another!

 

So how do we identify them? How can we distinguish them from everyone else in the crowd. Here are 7 empirically defined signs that I collated from experiences (mine and other entrepreneurs).

1. They want to hold your product in their hands, experience it, play with it

Shortly after launching the Yavvy iPhone & Android Apps, I used to go about showing it to prospective clients. There have been instances where some of them simply took the phone from my hand and started playing with the app. On other occasions, they almost immediately downloaded the app from the App store. If I look back upon those who did, almost all of those who pulled it out of my hand and started playing with the device were early adopters. They also became our first few customers.

 

2. They call back

I used to meet a lot of people and tell them about Yavvy. I still do. At a random meeting, at a conference. Most people listen, most also provide advice. Most of those interactions end right there.

The innovators, early adopters usually come back to you. There have been those who have come back to me weeks later, some even months later. But they remembered and they called back to explore. They wanted to know if it could do something specific, if it could help their friends.

 

3. They own the latest gadgets (This is a myth)

Most blogs and even Moore’s example states this. Unfortunately, no. of gadgets owned is just a bad yardstick to judge early adopters. Some really amazing innovators I met did not own a smartphone! Infact some of our early customers came to us with a very well defined need (manage billing and invoicing from multiple locations). Most of them had no gadgets. Infact quite a few of them were from rural areas! They were just early adopters in their own market.

On the other hand, I’ve met such a huge number of “Bankers” who move around with the most cutting edge gadgets and yet, have no idea, nor orientation towards adopting technology.

 

4.  They are interested, they listen, they participate (in shaping the product)

Once an early adopter decides to invest (could be time or effort or money) in your solution or offering, they usually take significant interest in shaping it. This shows up in their feedback, which is usually more insightful. Even during conversations, they give you time and listen. They participate.

There is a sense of excitement in them, when they talk about your product. Here is a quick snippet about the feedback which our early adopters gave us.

 

5. They have purpose (to use your product)

7 signs to identify early-adopters

Honestly, if I were to picture it, my friends and family would qualify on the above-mentioned criteria. They do participate, they do come back, they do experience the product and give me feedback.

Yet, none of them is an early adopter. Unless they have a purpose or a very well defined use-case for my product, they will not qualify as early adopters. Unless they have felt the problem that I am trying to solve, they would not qualify as early adopters

 

6. They don’t get stuck up on references

“Do you have another similar company using this product? In our city?”. Early adopters are able to see beyond this question. They are okay, if the answer is no. Infact, if you have too many references, that might actually be a put-off for them!

 

7. They don’t need handholding (or very little handholding)

As per Moore, the big difference between early majority and late majority is that they early majority is technically capable of using your product. They can work out most parts without you hand-holding them. Early adopters similarly have the technical and functional bent-of-mind to use your product.

Don’t confuse this with feature discovery. That’s a usability aspect of your product. And if your product is bad at it, you’d just have your user come back to you with questions about how to do this and why doesn’t it do that!

 

Its a tough job finding great innovators and early adopters to help you shape your product. Tough, but unavoidable. Can you leap-frog to the early majority or late majority directly? That’s a question we’d discuss in another post . “How important are early adopters to the success of your venture”

 

Zero percent bounce rate on yavvy.com for well over a month

Saturday, June 22nd, 2013

Zero percent bounce rate in google analytics

 

And the small notch you see at the end (right side) was done by me! Just went and bounced off a page, to make sure its not broken!

Customer Activation on SaaS using self-service signups

Monday, April 15th, 2013

I had asked a friend to try our signup process and he came back to tell me that he couldn’t make heads or tails out of what was going on? We had recorded the entire experience and the video was, as I would call such videos, “disturbing”.

The strange thing was that we’d had never been criticized on our UX. Existing users who had been using the system were happy with it. Some wanted cosmetic changes, a link here & there, but they weren’t facing problems in getting things done. In fact, one time when we had silently slipped in a tagging feature, it was picked up almost instantly. Discovery was never a problem for existing users. They knew what to do and how to do it.

However, most of these existing users had been given an initial training by us. So we really hadn’t tested our self-service getting started model. This exercise was all about the self service getting started model.

Nevertheless, here were some users complaining that they weren’t making heads-or-tails about what our application does.  I should also point out that the user group facing these problems was largely new startups who hadn’t really used a CRM before.

Free Trial to paid users

Should we even be doing self-service getting started?

If you are ever asking yourself this question, you should read this post by Joel York. Self Service works very well for low complexity, low price point applications. And as an industry matures, the complexity levels are automatically brought down.

Self service activation is a very very important factor in scaling your SaaS application. Even if you are not there yet, you should continuously keep working on making things self-servicable.

What did not work?

We always had self-service as part of our sales model so it’s not like we hadn’t anticipated this problem. We had a running deck of clickable tips for our first time user. Our new user would see a banner with an arrow, explaining how to move around the page.

Remarkably, all of these users closed this banner without reading it. There was a big NEXT button and a small X on top right hand corner and yet, the user clicked the small X on top. Clearly, the tips had failed for us. To be honest, I still think it is more of a design issue than anything. We would need to work on the design of those tips to make them work.

Let’s ask the customer?

To figure out our solution (in true customer development style), we went ahead and started asking the user.

 How can we help you get started on Yavvy?

We got a plethora of ideas, but they were largely around creating videos and manuals. There were some asking for a wizard, but the steps of the wizard were more around their own personal problems and solutions.

Going by the diversity, we’d have to build a wizard to help you select which wizard to use.

How was competition solving it?

They weren’t. We went back to our users and asked them to sign up on other cloud CRMs out there. Some of them were an even bigger disaster. Some (fairly successful CRMs) asked you for mandatory upfront money (setup costs) and assigned you a “specialist” who’ll help you get started (No Self Service at all)

Simpler CRMs were doing a better job on-boarding but did not have the necessary features to keep them interested. “Can it auto assign a new lead?” “No” “Well, then I’ll never use it”. It was as-if everybody was telling us that self-service does not work in feature-rich CRM-ERP applications.

How was the world solving it?

I went about searching applications which were considered easy-to-use. I started referring to my notes where users had said “I use this app called xxxx and I love it”.

Most of these apps were point solutions, doing just one thing! Moqups, a wire-framing tool, simply shows a “Wireframe” with most elements on it. There was text on it but I never read them. You could drag and drop stuff and get started.

Gliffy, which had more options than moqups, was a two-step process. They would ask which diagram and then you can drag and drop stuff and get started.

Basecamp, the project management app provides you with a dummy, prebuilt project that you can play with to see how things work.  Trello, another awesomely simple application had three-list board and a clear link saying “Add Card”. No wizards in either case; the user was brought directly into the same screen that he’ll be using later.

Mailchimp, which had a multistep process, had a wizard. So did Shopify.

Unfortunately, I could only find out what these guys were doing, I really did not have any validation on whether it was working for them or not. So I called up a friend who had no idea what some of the apps did and asked them to try those apps out.  The best of the best were failing. One thing was absolutely clear …

You can’t get a person started on your application if the user does not have a reason or purpose (to use your application) 

And if you extend and extrapolate this idea, the goal of activation is to bring your user to a place where his/her purpose is met. The easiest to use applications are the ones that get you there quickly.

So what should we do to make our self-service signups work

Give your users the simplest, most-attractive UX that gets his work done (in the least no of steps). The solution to getting started is “Instant Gratification”. Can you by the end of the signup process, get your customer’s work done & also give him/her enough reasons to come back to you?

Problem of scale (is not a problem at all)

Sunday, March 10th, 2013

The problem of scale; to get more customers to use your product and pay you for it, is not a problem at all. It’s just a symptom; of all the other problems your company is facing.
It means there is some deficiency with the product, or with its marketing, or with the messaging, or with the distribution, or the usability, or your service, or your pricing, or with your choice of market, or with your quality or any of the dozen other challenges.

To fix the problem of scale, you just need to fix all of these preceding problems. The keyword here is All! You will need to fix all of these problems. But here’s another catch, most successful businesses, fix only a few of these problems really really well and solve all the others only to an acceptable level.

So how do you prioritise which challenges to overcome

It varies depending upon the stage of your business, but the usual order looks something like this -

  1. Product: The pivotal challenge. Build a product that fulfills a need.
  2. Marketing: Making your customer aware of you. Let me know what specific needs you fulfill, what problems you solve.
  3. Sales: Helping your customers buy. From the moment they show interest, till the time they pay.
  4. Delivery: Delivering the product or the service to them.
  5. Support: Making sure your customers get the benefits they had been promised.
  6. Everything else

 

Freemium does NOT work for B2B SaaS products when

Tuesday, March 5th, 2013

Competition with a dominant/premium brand is also freemium

When Amazon AWS offers a year of free cloud, users would be happy to hop on to it. When Your-Hosting company offers an year of free cloud, users may not get that excited. Also since Amazon is hosting the same for free, you’d have to offer a significantly sweetened deal to capture even the free order (double the computing power, free server setup etc).

If you are not a brand, freemium may turn out to be far costlier than doing some advertising. When it comes to brands, freemium does help you take share, or atleast that’s what this market research experiment between Lindt and Hersheys Kiss tells you.

Your product needs engagement

A time-sheet needs its users to enter data. Unless the users fill in their time-sheets, they’ll never find the benefits of the product (automated billings, productivity, analytics  et al). Until they find the benefits, they won’t be willing to pay for it.

There is no way the user would want to spend time adding time sheets. One of the reasons why she still might be persuaded to fill up that time sheet is because the company paid for that service. Free products don’t motivate companies to engage with the product. They are used once and then forgotten when a more important work comes the user’s way.

Mailchimp offered freemium 8 years after they launched. By then, they had solved the problems of engagement. They knew how to get a user started. Here is the story on how they went about

Your product is still in development

We told one of our early adopters that we’ll develop reports for free. It was a nightmare. They wanted reports in exactly the same format (landscape, not Portrait) and with exactly the same set of data as their last product. We had hoped we’ll sit with them and get insights into the reporting needs of a company; they clearly did not think like that.

If you are developing your product, you’d want good, honest, thought-through feedback. You’d want feedback on what features are important enough for your customer to pay for. What features would add significant value without adding clutter. Freemium may throw you totally off because it comes without accountability.

You are NOT well funded

Free users also need support. They hook into the same support channel that your paid customers do. So now when they call up, you tell them to either pay up or get lost. Ouch! You just lost that awesome customer you wanted to convert from a free to a paid plan. He ain’t never coming back.

Similarly free users also need performance. That essentially means you’d need to plug in more servers, manage more database migrations when you do a new product release.

All of that costs money and it’s not getting you any revenues in the short term.

Its NOT a new product or a new market

DropBox was a product that people did not think they need. There was a need to build awareness, which meant huge advertising spends. They instead used freemium and a referral channel to generate buzz and therefore usage.

While you may think that your product also requires similar awareness to be built, I’d suggest caution. A new product for a new market is rare and usually fraught with significant challenges; something that requires significant investments. Latent needs are difficult to sell.

Customer Development Workshop – A step by step guide

Friday, January 11th, 2013

These are notes from a workshop on customer development I led at the Startup Leadership Program – Delhi 2013.

customer-development-process-workshop

Background

It is usually agreed for that you can build an immensely scalable web/tech business if 40% of your users can’t live without your product.

Other ways to put this message –

40% of your users would be extremely disappointed if you stopped providing your service;

40% of your users would be extremely difficult to switch to a competitor product etc.

Please note that when I say product, it means everything – the features, the service, the price at which you are offering – the whole package. The goal of customer development is to find out if your product really has such a set of users. It does away with the assumptions and gets you validation from actual customers.

As part of this workshop, you’d be able to discover what you need to do to be able to find this set of users.

The steps here are how I applied the principles defined in Business Model Canvas, An entrepreneur’s guide to Customer Development and much of Steve Blank’s blogs and videos. You should visit them for details.

Step 01 – What is your product’s problem – solution – benefit?

As a first step of this workshop, let’s begin by defining the product. We’ll use the PSB placards to do this. Pick up Post-It Notes and start jotting down the following-

Problem: What is the problem that your user faces?

Solution: What is the solution that you are providing?

Benefits: How is your user benefited?

Most practitioners tend to believe that we should only define the most significant problems that we are solving. I think it’s an assumption in itself. For one user security could be the most significant problem while for another, it could be performance. Therefore, pick up any and all the problems that your product solves.

FAQs to step 1

Q. Do I have to consider my competition in this PSB?

A. Getting competition into the problem statement is not a bad idea. However, it does tend to lengthen (time) the process. It might even end up getting you into another research phase right. The question really does boil down to how much detailing you’ll bring in here. What if your product has 3 customers, each solving the problem in a slightly different way? Do you make three placards?

You could instead just add one other point there saying – Existing Solutions. Your PSB now looks something like

Problem: What is the problem that your user faces?

Existing Solutions: How is your user solving these problems right now?

Solution: What is the solution that you are providing?

Benefits: How is your user benefited?

You don’t even have to do this for all your PSBs. Just the ones where you think it’s important.

Q. What if the problem is specific to a certain type of user? Do I state the user here also?

A. The data entry operator would probably have a different problem as compared to a companies’ CEO. So it does make sense to add who is facing this problem. But don’t rush into it. This is what you’ll be doing in a subsequent step of this workshop.

If however you do have the user in mind, mark it in pencil and put it on the back (not front) of your PSB card. That’ll help you in the subsequent stage.

Q. Is there a word-limit to how long my PESB should be?

Brevity & conciseness is always a great idea. 160 characters for each of the headings would be easy to work with. No hard and fast rules though.

Q. How many PESBs should I have?

No right answer. You could have 1, you could have 50. Just start jotting down all the problems-solution-benefits that you are directly solving. You could increase my productivity and in-turn save costs but then so is every other productivity solution. Get direct. Provide more tangible results that your customer agrees to.

I generally go unbridled and after I can’t think of them right off the top of my head, I stop. Then I get my key people to do the same and then we all do it collectively.

Should start-ups be Sales driven or Marketing driven?

Thursday, January 3rd, 2013

I never thought about this question until a discussion with a certain marketer of a B2B start-up.

Before you start taking your own positions, let me explain the two terms and what they stood for in context of the discussion. In our discussion, it largely boiled down to whom are we going to hire next – A salesman or a marketing person? If you are a start-up founder, this could also help you in helping you build core capabilities.

If you want a small answer, it’s this –

  1. Marketing gets you leads, Sales gets you orders. If you don’t have a pipeline – do some marketing, build some leads. If you have tons of leads or have a good source of lead generation, focus on sales.
  2. Neither works without the other. You would need to build minimum proficiency in both of them. These questions below help you define which one do you need to scale.

1. Do you have sufficient sales pipeline?

A sales guy without an opportunity pipeline is like a developer without a computer; all design, no execution.

Our experiments with salesmen generating their own leads never proved efficient. In fact from what I have understood, sales-people do better in pursuing and closing deals once those leads have ripened sufficiently.

If you don’t have a sales pipeline for sales people to work on, focus on marketing. Carry out marketing activities to generate some leads.

2. How many stages / touch points does the customer buying process have?

eCommerce companies would have to be more marketing driven because their sales process itself is extremely short. In fact, most consumers may not even prefer a human touch point in the buying process.

A B2B business or enterprise application requires multiple touch points. Even if you get a lead, you would need to work with them to close your sales. There would be multiple touch-points, namely actual users, commercial or finance team, senior management for reports and analytics.

There would be multiple stages where you understand their requirements, or give them a demo or help them with a pilot.

The more elaborate your market buying process, the more sales driven you’d have to be. 

3. Big ticket items? How cluttered is your market?

Car buyers,  home buyers search before they commit to a product. The search itself gets refined as the prospect gathers more understanding. That means if you can do reasonable marketing so as to show up on any of those searches, you would probably get a hit. What you do from that hit would determine whether you are able to close the sale or not.

However, please do understand the ramifications of the word reasonable. If you are selling in a cluttered market, your marketing effort to reach that level of reason-ability may still be significant.

4. What are you selling?

If you are a job recruitment site like monster, you may still have to spend enormous effort marketing to job-seekers. Monster may still be more sales driven in its approach towards companies who buy job posts and databases. This marketing is not filling up your sales funnel; it is building up your product.

“Typical social applications” would need to be marketing driven to gather users but may still need to be sales driven to generate revenues.

5. New business or repeat business

Small manufacturing companies or suppliers are usually limited by their production capacity. A warehouse company can stock only so many boxes. These businesses continue to get repeat business from existing customers. New customers are required only when they wish to scale up.

If you are repeat business focused, it is far more important to concentrate on up-selling or cross-selling to your existing customer. Your farming funnels need active sales and account management and sales funnels are the way to do so.

Don’t bother building an aggressive marketing channel. You could do with a scaled down version and work with referrals etc. So if you churn a lot of repeat business, it’s better to be sales driven.

6. How long is your sales process?

In case of multi touch-point sales cycles, deals tend to go on hold. While the prospect may enter with a significant interest, the interest dwindles over period and the urgency is lost.

This now becomes a point of passive indulgence with your prospect. You can’t push her to buy but you need to remain in active touch so that you are there whenever she is ready to buy. It makes sense to let your sales team focus on more active prospects. It is also a great opportunity to expose him to your marketing.

If you see a lot of your prospects going into hold, you would want to build up your marketing channels to keep them from leaking out.

The clichéd verdict

One can’t work without the other. As a startup, you would probably start with focusing aggressively on your sales channel (for early adopters), then to marketing and finally again to sales. As you mature, you would move through repeated cycles wherein they feed into each other. You would still be driven by one or the other,

But that’s not the verdict.

If you are reading this and therefore reasonably interested in this question, you must build processes which interweave both these processes together. If you are a sales driven business, ensure that your sales CRM or sales processes leverage basic marketing techniques like sending out emails or auto-responders. Your sales people should know which emails to send at what stage. They should have a defined process to handle dormant accounts and how to reactivate them.

If you are marketing driven, ensure that your marketing automation tool helps you set up alerts and reminders and define basic tasks. Your marketing team should know the sales funnel numbers.

The verdict is that it is time you integrate all of your customer relationship touch-points and run them in an integrated fashion. At Yavvy, that’s the goal we cherish for our customers.

The four stages of a Customer relationship lifecycle

Monday, December 24th, 2012

A company engages with a customer over four broad processes. The first one being sales, second delivery, third payment and finally support. The order may change; you may skip a process, but if its customer happiness (and love) you seek, be ready to serve a four course meal.

4 stages of customer relationship

Sales Funnel

This is the first stage of your customer relationship lifecycle. In fact as my astute and observant product head points out, they aren’t even your customer at this point. Yeah? Well tell that to all those CRM companies who do this part only. Unless everybody starts calling them “Prospect Relationship Management”, we shall continue to cover this in the customer relationship management life-cycle.

This is also the stage at which you build familiarity with your customer. What do they do? What’s the problem they are facing? How can you help? It’s also the stage at which they are getting to know you. Are you capable, reliable and trustworthy? Can you fulfill their needs? Solve the problem?

In this phase, your sales team handholds your customer, answers queries, generates quotes, define scope and setup demonstrations. They arrange for referrals, negotiate price and eventually funnel the opportunity into an order.

Order or Delivery Funnel

The order ushers your customer into the second stage of the customer management lifecycle. She has placed her order, maybe even paid you a small advance and now awaits fulfillment of that order.

It could be a design project, or a new vacancy (if you are a recruiter), or an e-Commerce order; and yet the customer expectation revolve largely around one questions – When will the order be completed? In those special circumstances where the outcome may differ (IT projects in large), a second question also crops up – What?

Companies often use Project Management and ERP applications to manage the delivery. Unfortunately, these applications don’t really manage the customer engagement part.

Managing the delivery funnel is probably the trickiest (and yet the most neglected) part of customer relationship management.  Your ability to meet customer’s expectations on these two questions could influence how long this relationship may continue.

 Payment Funnel

Once the customer gets what he wanted, it’s time for you raise an invoice and ask for payment. But between the credit terms and payment delays, your billing and collections team have to work hard to ensure timely payments.

The other problem is, that usually every problem from the initial funnels, cascade down to this funnel. You had the address wrong?

You need to send reminders, track and update invoices, reconcile accounts and a lot more. In-accuracies and incorrect information could hurt your carefully cultivated relationship with your customer.

Support Funnel / Re-Sales funnels

This is where you support your customer, answer his queries, provide further services and every now and then redirect him to one of the other funnels.

Which stage is the most important

If you wish to build a company that puts the customer at the center of its universe; it is immensely important to take care of all four stages of the life-cycle. Improving one, without the other is simply akin to shifting the bottleneck from one to the other.

So the question isn’t really “Which stage is the most important” but instead “Which stage should I begin with”

Which stage should I begin with?

The one where you face the most problems. If you are losing sales and not able to close orders, go for the sales funnel; if you are failing in satisfying your customer with your deliverables, it’s the order funnel. If your cash-flows are going haywire because your customers aren’t paying on time, it’s the payment funnels. And if you are facing problems with support, go after the support funnels.

The most amazing thing is that you’d automatically start forward integrating or backward integrating your funnels.

Yavvy website gets a makeover

Wednesday, December 12th, 2012

With all of our focus on the application, we just weren’t finding time for the marketing website. We knew we had to clean up our messaging, present our ideas more succinctly and most importantly, help you discover Yavvy.

So we decided to give ourselves a little makeover, nothing big, just a quick, trim and trendy.

This is what that first revision looked like.

 

Yavvy business funnels website v0

 

The messaging was clearer and we did present the “run your business as a set of funnels” idea with sufficient clarity. Unfortunately, the presentation still seemed a little timid, conservative, guarded! We on the other hand wanted you to sink your teeth into it, feel the simplicity of the funnels. A quick trim and trendy wasn’t going to work; it was time to go under the knife.

 

So we committed our super talented (aka brutal with the knife) designer (E-Roy) full-time into this. We created our mascot, we worked hard on getting his look right and we shifted focus from the funnel-guy to the funnels wherever we had to. We even changed our logo, to more clearly espouse our identity – of being a cloud application to run business funnels.

 

The color was a challenge but we loved the blue! Unfortunately, it has been used in so many websites; we really had to find our very own shade of it. We even polka dotted it, just to make sure nobody gets confused.

 

We are not sure if we were able to pull it off. But if a picture really is worth a thousand words, Yavvy business applications page would communicate the epic vision that we are trying to realize.

BTW, this is how the website looked in its earlier avatar.

And this is what the earlier logo looked like.

Yavvy Old Logo

Let us know what you think; and if you know somebody who could benefit from Yavvy, do spread the word.