Who will be Canada’s next VC superstars?

June 6th, 2011

Today’s post is written by my colleague Connie Chan, Principal and Co-Founder of Chess Media Group. Connie, a senior marketer with 15 years of marketing, management and consulting experience, loves to unlock the full potential of combining people, process and technologies to achieve high business performance.

I recently attended the Canadian Venture Capital Association’s Annual Conference in Vancouver where a record 650+ industry professionals from across Canada, the US and around the world gathered to network with entrepreneurs, executives, and investors to dive into the current issues that are driving forward Canada’s venture capital and private equity industry.

At the conference, Chris Arsenault, Managing Partner, iNovia Capital, announced the opening of CIX Top 20, a program designed to introduce Canada’s hottest innovative companies in digital media and technology.  Presented by the Canadian Innovation Exchange, CIX will showcase companies any Canadian company working in Digital Media or Technology with annual revenues under $10 million.  Once a year, the program will place all of the best digital media and technology companies and entrepreneurs in front of an audience of 600 – 700 investors from Canada, US, and Europe.

The purpose of the gathering is not just to pitch their company for financing but to increase their profile and build relationships.  Given that Canadian technology companies are persistently and seriously underfunded, CIX Top 20 will open doors for many of Canada’s most innovative entrepreneurs. “(Here in Canada) we’re funding fewer and fewer SME’s with less and less money and we’re working very hard to attract more domestic and foreign capital into our industry so we can recycle that money into more high growth companies,” said Steve Hnatiuk, CVCA Conference Chair.

Canadian companies are invited to submit their company profiles before October 14 for the opportunity to be honoured in a showcase at CIX Top 20 on December 1.

GrowLab Accelerator Sprouts in Vancouver

Also announced during the conference but not at the conference was GrowLab, a new start-up accelerator based in Vancouver.

With the backing of lead investors iNovia Capital, BlackBerry Partners Fund and BDC Venture Capital, GrowLab promises to be a      “bootcamp” for Vancouver companies. The newly launched accelerator program will provide start-ups with $25,000 in seed funding, four months of mentorship, free office space and the opportunity to pitch to investors for follow-on funding at the end of the program.

GrowLab’s program, among other support, includes four months of mentorship.  Over the course of the program, entrepreneurs  accepted into the GrowLab program will receive mentoring about how to structure a company, what to be aware of, how to pitch potential clients and investors and other important skills.

The opportunity to receive inputs on its business model and financial strategy from its VC even before it is funded is invaluable.  By giving the start-up an honest opinion of where the business is today, where it can be taken to, and how can do a world of good to make the company more venture-ready.

Further, the VC’s risk is mitigated when you take their coaching.  It can be viewed as a trial by mentorship.  Frank Dennis, CEO of Swiss Water Decaffeinated Coffee Company and who spoke on a panel said “management getting coaching and cheerleading from the VC firm helped tons.”  It also increases the VC’s confidence in the likelihood of a positive outcome and the probability of success.

Beyond the business side of the mentorship, having a mentor gives the start-up a sense of security and confidence knowing that someone with more knowledge and experience than itself is guiding it, as evidenced by a model of their own successes.

GrowLab will give Canadian entrepreneurs an opportunity to get some help on their way up. The program is accepting applications from interested entrepreneurs for its first term, which is due to begin in August. The deadline for applications is June 15.

Is Caring About Your Customers Enough?

January 30th, 2011

We’ve all been on the phone frustrated with the customer service rep who we need to dictate all of our information to even though we just typed it in via our telephone key pad.  We’ve all had problems with internet service providers or cable operators who can’t seem to fix our problems.  The usual conclusion from the customer perspective is that the brand/company doesn’t care about their customers. This doesn’t really make sense though since the brand/company isn’t really a person and thus has no feelings.  Surely there must be someone in some role that is in charge of a particular department that is saying, “screw my customers,” right?  So, just who is it that doesn’t care about customers and why is it that they don’t care about them?

I’ve been on the phone with my internet provider many many times where I wait on hold, get passed around from rep to rep, and repeat the same information to each of them.  However, most of the time the reps are empathetic to my problem and they actually sound like they care.  I’ve also spoken to managers employed by my internet provider and they seem to care as well.  Could it be the managers’ boss who doesn’t care? Maybe. Maybe not.  Are there companies out there or executives at these companies that genuinely don’t care about their customers?  Again, perhaps, but I haven’t heard of or met any of them.  It’s actually a bit silly to think that there are people running companies out there who say “eff my customers, let them suffer, muhahahahaha!”  In fact, I’d argue that most employees and executives do care about their customers. Well then what’s the problem?  If you care about your customers, then everything should be fine right?  No. I don’t think caring about your customers is enough.  I believe it can be broken down in a few areas:

Empowerment

Employees may care about their customers but just don’t have the ability to show them that they care.  Not every company has an open culture like Zappos, which encourages employees to build relationships with their customers.  Not all employees are given the ability to even speak to or engage with their customers.  If a wounded patient comes to a doctor but the doctor doesn’t have the equipment to treat the patient, then there really isn’t much the doctor can do, regardless of how much he cares about the patient.  Employees need to be empowered to engage with and interact with their customers.  They need to be trusted that they will make good decisions and practice good judgment in the absence of such equipment.

Data/technology

When you give an organization data, that data is oftentimes living in its own little silo where not every can access to it.  It’s not the employee’s fault that they don’t have your information; they just don’t have access to it.  The data and back-end technology at many organizations don’t support a “single truth around the customer” functionality.

Process

I’m often shocked that organizations don’t have processes for dealing with or handling certain issues.  If there is no process for how to resolve or escalate an issue, then the problem never gets resolved.  Poor processes lead to confusion and lack of problem solving.  Again, this has nothing to do with not caring — it’s just a lack of processes.

Now I know what you’re thinking.  If a company really cares about its customers, then it should be able to make all three of things happen right?  Sure, but to play devil’s advocate, how exactly does a large company do that?  Every customer has a different perspective and idea about how they want a brand or company to interact with them.  Things are always changing and evolving and no matter how hard you try, you will never make 100% of your customers happy.  So how do you empower thousands of employees, integrate all of your data/technology, and set up solid processes on a global scale?

Herein lies the catch-22.  Customers can’t help organizations that much because they don’t really understand the inner workings of how organizations function.  Organizations can’t release too much information publicly because of security, trust, and control issues (among other things).  So, are we at a stale mate?  How can customers work with companies to solve business problems and how can executives empower themselves and their employees to build customer relationships and help solve business problems?

Do you think it’s possible that we will see an agile and dynamic enterprise that can shift how it works to accommodate customers and situations at a rapid pace?  In essence, will every customer one day be able to personalize their own experience with a brand/company?

The Small Business Toolkit for the Social Customer

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