While inspiration triggers many start-ups, something else keeps them going: Meeting critical client needs better than others, at a desirable value equation. The inspiration ultimately needs to be about delivering value.
Clients buy benefits, not features, even if they ask for features. Features are important, but they are the pathways to the benefits, not the benefits themselves. Never build a feature that doesn't add validated client benefits.
Don't assume you know each client's critical unmet needs, or that they can or will articulate them at first pass. Understand each client's KPIs, potential barriers, and the broader issues they must resolve.
Master the value-creation chain for data. It moves from “What” (the data), to “So What” (the insights), to “Now What” (the recommended actions). Clients don’t get any benefit until the “Now What” phase.
Go best or go home. If you're small and aiming at a large market, earn "must have" status by being the best in the world at delivering at least one required benefit. There's too much competition for near-parity offerings to win.
Understand how clients will activate to achieve the benefits you're promising, and any barriers they may encounter on the way. An effective client value proposition anticipates executional approaches.
Make a little, sell a little, learn a lot. Early engagements can't only be about validating the deliverables. They must also validate the overall value proposition. Free offerings don't get a meaningful workout in client companies.
No margin, no mission. A relatively common phrase, but not a common practice. If you don't (or can't) charge an adequate price, the business won't be sustainable or appealing for investors, clients, and employees.
Nothing succeeds like success, and current and prospective clients want evidence and inspiration. Stay close enough to clients to highlight successes which validate and quantify your contributions to their business.