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FAQs
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What are the characteristics of a great sales person?
Good professional consultative sales peopleListen before they speakListen more than they speak.Ask open ended questions to allow their clients to describe their most pressing concerns and get them to talk.Genuinely want to help their clients by identifying win-wins for both parties.Confirm assumptions with their clients.FollowupView "No" as a starting point and try to understand the reasoning behind the answer "No."Set expectations appropriately (ie lean towards under promising and over delivering rather than the other way around). Trust is extremely important.Only sell what they believe in. This is crucial. Good sales people align themselves with good products and services (ie not necessarily the most profitable sales plans) and/or put themselves in positions where they can influence transforming the products/services they are offering to be the best.in the market.Are curious and continually want to learn more about their clients.Spend the majority of their time understanding their client's pain points well in order to create compelling focused proposals.Understand they need to offer something new (ie pricing, product information, industry knowledge, etc.) to the client on every interaction. Good sales people understand that the most valuable thing a client can offer you is his/her time and attention. Good sales people earn their client's time and attention.Understand that doing what is best for their client is in everyone's best interest long term.Are willing to question and challenge rules inside their employer's organization that get in the way of delivering client value.Provide feedback to all aspects of their employer (ie R&D, Marketing, Legal, etc.) to ensure products and services align better with the market and industry.Advocate for their clients rather than their employer.Understand the power of free food! I am continually amazed by the ROI of a $30 lunch.Do their best to make their client look good within their client's organization.Are objective and understand the solution they offer will not fit every problem they encounter and only focus on opportunities that are a good fit.Describe how they will deliver value to their client by ending every client interaction with proposing and confirming agreement on next steps.At the end of the day understand that the client's agenda and objectives are more important than their or their employer's own. This changes of course when it comes to pricing, but the more one focuses on demonstrating relevant compelling client value, the more one can charge.Do not take on financial commitments that require them to earn commissions by a specific date so they can continue to put the client's priorities and time line ahead of their own.
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What are the most common mistakes first time entrepreneurs make?
This is like magic. Thank you. Finally a question made for me. I don't even need a belt to fit this question around my waist. First, I have some credentials. I've failed at 17 businesses. I've succeeded at a few. But failed at most. I've also run a $125 million venture capital firm and I'm currently invested in about 30 companies, many of which I advise or on the board, etc. Oh, one thing before I answer the question: the companies that NEVER call me are always the ones that are doing the best. I made lots of mistakes as a first time entrepreneur. In every possible way. And I see a lot of those mistakes repeated in companies I'm invested in. I keep telling myself to remember these. Maybe this answer will be a good way for me to remember. Note: these are MISTAKES. So they are like double negatives. A) START YOUR BUSINESS WHEN YOU ARE BROKE Don't start a company if you're broke. This is not the same as "having no money". If you are fine staying on the floor of a friend's house and living on nothing then you are not quite broke. You have food and shelter. But if you have kids and a wife and a mortgage, etc (the other extreme) don't go broke and start a business. When I started my first business, I stayed at my full time job for 18 MONTHS before I left to become CEO of my startup full-time. We had 12 employees by then and almost as many clients. In other words, I knew I could replace my salary and still pay my employees for at least six months even if everything went down hill. Which leads me to.... B) IF YOU ONLY HAVE MONEY TO LAST YOU SIX MONTHS THEN YOU ARE ALREADY OUT OF BUSINESS I was on the board of a company once and when I read the monthly financials I realized the burn (the monthly loss in cash) was such that we would run out of money in six months. I called the other board members. They hadn't even looked at the financials. I called the CEO. He said, "but we have six months!" This is really really important: if you have six months, IT IS ALREADY SIX MONTHS FROM NOW. What that means is: no matter what you do: you will not be able to raise the money, do the legal, find the customers, do the work, get paid, or whatever you need to do - in six months time. You are the walking dead and you don't know it. Here's what we did. I called an emergency board meeting. We explained the situation to the CEO. He refused to believe it. I called him separately and gave him ten different examples. He finally got it. We fired a lot of people to reduce the burn. Somehow it didn't reduce enough. We hired a bank. We went to all the usual players. Everyone said no about buying us. They all were waiting for us to die. And then they would scrape us up for nothing. Finally, someone bought us for a good amount 2x what we put in a few months ago. I don't know why did it. I just thank god they did. The CEO, who didn't even realize he was going to go broke, made $6 million and moved to another country. We officially sold the company the day before the company was going to run out of money. Six months after that first phone call to the day. C) SMOKE CRACK We have a cognitive bias to think that our own ideas are great ideas. It's hard to admit that they won't work. Profits are the purifier of a business. That's the best way you can tell you have a good idea. If people give you SO MUCH money that you have money left over. Revenues are the next bests thing after profits. And users are the next best thing after that. If you are having trouble with any of the above three and this situation lasts more than a few months then you are smoking crack. You have to come up with a better idea. This doesn't apply to biotech or scientific companies that need to raise a lot of money. But it applies to every other business. D) UNDER PROMISE AND OVER DELIVER Yes, this is a MISTAKE first-time entrepreneurs make. Your competition is over-promising. Here's what you can go wrong if you under-promise and over-deliver. First off, anyone who over-promises is going to win the business. They might do a bad job but possession is 9/10 the law. They have the client and they can do things to fix the relationship. Second, you might under promise and UNDER deliver. Then you're just a bad vendor and they will eventually switch to someone else. What's the solution? One thing: Over promise....and over deliver. Now you're amazing. And the client is there forever. E) DON'T COMMUNICATE Here's the magic rule: talk to a new customer every day for 100 days. It doesn't matter what you talk about. Just call them and say, "how's it going?" Some customers might look at this and say, "I don't want to hear from my vendor for 100 days in a rule." They are lying. They do. And they don't know it. This is often called, "following up". As soon as you meet a potential customer, have an entire system in place to follow up. As soon as you deliver a proposal, follow up, as soon as you deliver a product, follow up. Even when you are in the middle of completing a project, follow up. FOLLOW UP You call and just say, "I always want to make sure I'm doing my best for you. Is all ok?" And then listen. And then say good-bye so you don't waste their time. Do that and you have a client for life. Trust me trust me trust me. F) HIRING PEOPLE Most startups don't need to hire that many people. Like, don't hire a secretary. Or a head of HR. Or even a head of sales. If you're the CEO, then you are the head of sales, the project manager, the secretary, and the head of HR. Wait, in each case, until you absolutely overwhelmed before you start hiring people. Once you hire someone there is a world of S**& that you have to deal with. Personalities, fights, politics, disagreements, gossip, etc. And, the most basic - they might do a bad job. A worse job than you would do because you are the OWNER and they are not. By the way, being overwhelmed is a good thing. It means you have revenues, profits, or users. Then you are allowed to hire people. The best business I've ever started is when there was only one other person besides me. We started our first product for $2000. We sold eight months later for $10,000,000. We outsourced almost the entire business (by the way, the one bad thing about this is that Google wouldn't buy us because of this). It's not as good as it sounds. I'm an idiot and lost a good chunk of the money later. But at least I didn't hire anyone. G) CLEAR ROLES A lot of partnerships fail because there are no clear roles defined. Like, the two partners are "co-CEOs" so nobody knows who to talk to. This is BS. There have to be clear rules. I have a lot of examples. I'll give one I'm dealing with right now. These are the roles of the founders: one person is a scientist - he makes the product. one person is an accountant - he does the books one person is a good business guy and has been involved in startups - he makes the deals and finds partnerships one person is good at raising money - he raises money and I forget who is CEO. One of them. It doesn't matter. Each is the final world on what he is good at. You can even divide up equity equally according to categories like this (and so some people might fit into more than one category so they get more equity): - made product - raised money - made sales - manages people - had the idea That's a sample. Not every business is structured so neatly but many are. When I was in a business where we did not have clear rules over who made the final decision, it was a mess. We ended up selling that company but now NONE of the original partners speak to each other anymore. We got lucky we sold that one. H) DON'T TEST If you have a product idea, and you love it, and all your friends tell you its great, don't forget to test. Let's say your product is "protein water" - clear water that has zero calories and 30 grams of protein. BAM! Seems like an amazing idea. Put a Facebook ad up, with the design of the water bottle and say, "30g PROTEIN WATER". Simply see if people click. If noboody clicks, then you have a bad idea. If a lot of people click, then it's a great idea. This is one example. But this is a very important side-rule that most people don't believe: GOOD ENTREPRENEURS ARE RISK-ADVERSE Before you risk, test. Before you leave your job, have customers. Before you hire people, have money in the bank. Before you even create you product, test it. Smart people test. Smart people don't take risks. I) WORRYING ABOUT STUFF YOU DON'T HAVE TO WORRY ABOUT Too many people think they have to hire lawyers and accountants and make a logo before they even start their company. Don't do BS stuff. Start your company, make your product, see if people want it, repeat. That's it. One company I don't think I even incorporated until they day before I sold it. Don't have too many meetings. Don't debate forever your list of values. Or your marketing slogan. If you make something people want, then the sale is easy, and you have a company. Period. No matter what your slogan is. So many people ask: but should we be an "S" Corp in Delaware. I don't care. It has nothing to do with how much money you will make. Believe in your product. Believe in helping your customers. Believe you can do it cheaply and always over-deliver and (repeating) HELP. Be risk-averse. Hold onto your money. I can throw some stuff in here about don't get bad investors but that's really a different topic. If you avoid all the mistakes above, then you will have a good shot at having a good business. Trust me on this. I've seen a thousand businesses. You will have a good one if you follow the above ideas (or I should say, avoid the above mistakes). Oh, one more. J) HAVE SEX WITH EMPLOYEES This is a really bad idea. Employees are there to help you get customers, deliver to customers, follow up with customers, and handle the running of your business. Once you start having sex with them, all sorts of bad things happen. I'm not even kidding here. You might fall in love with them. You might have to deal with legal stuff. Other employees might get upset. And once one employee gets upset, that "upset-ness" spreads like a disease. Whenever an employee gossips badly about you, you have to fire them or the disease spreads. This is what starts to happen once you start having sex with employees. I've seen great startups totally blow it because of this. Don't do it. ----- There's a lot of other things that can go wrong, but this is the top. For instance, did you know its important to have a great relationship with your landlord? How come? Because he has to approve if you sell your company. Because suddenly he has a new tenant. But this is a small thing. There are many small things. Running a business is hard. These are the top 10 out of 100 (or 1000) mistakes I have seen. Good luck. And, seriously, don't do what I would do.
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Which startups are best positioned to compete against Dun & Bradstreet, Experian, Bureau van Dijk, and the other incumbents in t
There are lots of startups going after the incumbents in the business information space.Radius is the largest and best funded, and it's probably the most direct threat. It's raised $129M of funding[1] and has explicitly stated that it's going after D&B.[2] The company claims that to track 30 million companies in its database.[3] That's not quite the 240 million companies claimed by D&B,[4] but it's an impressive fraction of them, especially considering that the head and torso of the distribution are probably more important than the tail.InsideView has raised $76M of funding[5] and claims that over 20,000 customers rely on its 400 million company and contact records.[6]Owler has raised $19M of funding[7] and relies on a crowdsourced model to collect information about over 10 million companies.[8]Zoominfo, has raised only $7M of funding,[9] but its well-SEO'd public company profiles rank the site at 1,368 in the US, quite respectable for its category.[10]Regardless of which company poses the biggest threat to D&B and the other incumbents, it's clear that the proliferation of competitors is commodifying the space of business information. If the incumbents are to keep their place at the top of the heap, they'll have to work hard to innovate and differentiate their offerings.If they don't, they'll see their margins drop as the competition drives down prices. And eventually a younger company, perhaps Radius, will displace them.Footnotes[1] Radius | CrunchBase[2] With Backing From Palantir Co-Founder, Radius Goes After Small-Business Info Goliath D&B[3] Radius Wins 2015 ‘Brand of the Year’ Award from the Internet Marketing Association • Radius[4] About Dun & Bradstreet | D&B[5] InsideView | CrunchBase[6] Why InsideView FAQ - Accurate and Reliable B2B Contact Data - InsideView[7] Owler, Inc. | CrunchBase[8] Owler Database: Now Over 10 Million Company Profiles[9] ZoomInfo | CrunchBase[10] zoominfo.com Site Overview
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What are some things that every entrepreneur should know, but that nobody teaches, when starting their first business?
This is the dark side of things you have to know. Starting a business for the first time is not for the weak-hearted. The fact of the matter is, lot of darkness is behind every startup story, people hate to share or talk about it. Here is a list of some must-know dark topics:Expect no one to support you and everyone to ridicule and demotivate you. If you get any support, be thankful for it. People are stuck in the job mentality.There is no prestige in it. Heck, even when your daily income is more than the whole cabinet of minister's salaries combined, they will still think of a minister as someone better than you. Heck, a low-level section manager has more prestige than you. Never get sucked into showing off your wealth for respect, it’s futile.Everything that can go wrong will go wrong. Have a plan B as good as plan A.Never share your failures with anyone. There, I told you, the crowd is dying to hear it. Share only your success because it will also reflect on your future investor's opinion about you.You have a 50/50 chance of failure, no matter how good your plans are. So be prepared to fail, for success, no other preparation is required.Never take a debt it will slow you down, try again if you failed.Never ask friends and family for investment or loan. You will probably lose it, and they will distract you from doing your thing. Don't burn bridges.Try to do your first business in secret until you succeed. Because people don't trust a person who fails a lot. Neither the investors whom you may need in the future.Do something you enjoy because everyone is demotivating you and this is the only way to stay motivated.Be kind to your employees but don't try to be their friend, they will use you. Besides, when they screw up, you will need to fire them swiftly.Make time for your family, friends, social life and hobbies, otherwise you will exhaust yourself. Remember that you are the cornerstone of your business and it will fall when you do.Be really careful to your customers because bad reviews cannot be deleted from the internet.Everyone wants a piece of your new income, from your mom to your friends, even after they ridiculed you. Do not help anyone. Remember airplane’s emergency instructions, help yourself, then help others. Don’t help anyone on account of your business. Learn to say NO.Again everyone wants a piece of you, from your staff to your suppliers, to your customers, even the government. Protect yourself from disclaimers to contracts.Never cheat your way into anything, sooner or later it will bite you in the ass. Your enemies and competitors will use it against you. Be as ethical and legal as a proper person should be.You are the last to be paid. Once you've paid your employees, your taxes, and your suppliers, and you've reinvested in your business, only then do you take a paycheck (if there is any money left). By Jonathan Johnson.You better learn now, than learn it the hard way.P.S: If you like my writing style and want more support, my educational project is available on Patreon. You can find the link and FAQs in my profile. :)
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What were some of the biggest surprises (good or bad) when you founded a startup?
“They’re actually going to wire $12M into our bank account,” I said to myself.We had just completed the “documents” phase of our initial funding. We had signed all the paperwork. And here were these people that we barely knew about to wire us $12M.I don’t know if that counts as a surprise, but it shows you the trust your investors are putting in you. Your investors know you may fail. And your investors know you may lose all their money.But your investors are willing to wire you millions of dollars. And then they expect you to figure the rest out for yourself.Is that crazy or what?Here are ten other crazy and surprising things that you’ll likely go through when you start your company.A. Every word you speak matters.Congratulations. I don’t know whether you realized it, but you are now an actor.Your stage is your office.Let me give you an example.I was in my office late one Friday afternoon. We had our company meeting lunchtime earlier in the day.Jeroen, our VP Engineering, walked into my office. He said, “One of my guys was worried because you frowned when you answered the question about revenue.”“I frowned?” I said. “I don’t remember frowning.”“Yes, he thought you frowned. And so he thought things were really bad.”I was laughing at this point.But this anecdote just shows you how everything you say, everything you do, every gesture you make, every email you send, all of it will be scrutinized over and over by your team.Your team will look for meaning where there is none. Your team will wonder why you left the office at 4:30 PM?That’s why you are now an actor. You are literally on stage every second. You don’t have the luxury of taking even a second off.B. No, the market doesn’t immediately notice you exist.I think one of the most jarring things for me was just how difficult it is to build a following and a brand for your business. And what makes it even more jarring, in my case, is…I knew going in was going to be hard. And I was still surprised at how hard it was.You’ll be ecstatic the first time you get 100 visitors to your website in one day.You’ll be ecstatic the first time you get a customer. You’ll truly understand why restaurant owners frame that first dollar bill they get.C. Getting to $1M/Year in revenue is really, really hard.I had built several businesses from $0 to greater than $100M before I started my company. So I had pretty high expectations that getting to $100M was the goal.Little did I know how unbelievably hard getting to just $1M/Year would be.You underestimate everything when you start a company. You underestimate how much money you need, and you’ll underestimate how difficult it is building a brand.So is it any wonder that you’ll be surprised at how difficult it is getting just $1M/year in revenue? It shouldn’t be, but it is. But…D. It’s hand-to-hand combat when you’re trying to win a big deal.Martin, one of our best engineers, said to me, “It’s hand-to-hand combat getting a big customer to buy your products.”Martin was right. It can be really difficult getting big customers to buy your products.Think about it: All your competitors want that business too! That’s why it usually is a better choice for startups to go after underserved markets that might be a little smaller.E. Hiring a great VP of Sales is unbelievably hard…And hiring a great VP of Sales is unbelievably important.We cycled through three VP of Sales in four years.The first VP of Sales was a cofounder who would have been great but he just didn’t have the energy and drive necessary to do the job.The second VP of Sales just wasn’t strong enough. He tried really hard, but family issues derailed him.The third VP of Sales came highly recommended, but he was the wrong guy.Why were we so inept when it came to finding a great VP of Sales?I have to step up and take the blame. I was the CEO who hired all three VPs of Sales.The reality is that a really great VP of Sales is not going to be interested in working at your startup until you get to some level of scale. The job isn’t meaty enough for a great VP of Sales, and it’s not worth the challenge.So you’re better off without a VP of Sales until you get to scale. That was a big surprise.F. Expect some sort of power play every time, every single time you are about to close your funding.One of the saddest things to me about my experience building our company was the drama around each fund raising event. And I don’t mean the external drama of dealing with investors because you expect there to be drama dealing with investors.I mean the unexpected internal drama of dealing with employees and cofounders leveraging the fundraising to attempt to get various things (usually more money or power).For example, two of my cofounders (one was a friend for over 20 years) demanded that I create an “Office of the President” with them or they would quit. All major decisions would be agreed to by the three of us.I refused, and they backed down.“I’ll quit if I don’t get what I want,” is the threat. Your answer always has to be no after listening to their grievance. Always.It will take all of your skill not to give in because losing a key employee before you close funding could cause you to lose your funding. It’s tough, I know, but you have to find a way through the abyss.G. Your investors likely will have surprisingly little sense of urgency over you closing your funding,You’ve just signed a term sheet. You’ve been raising money for close to a year and funds are really low.You want to get the money into your bank account as fast as possible before your new investor changes their mind. Plus your new investor is excited to get started putting their money to work.There are millions of dollars at stake, but your existing investors move like snails. You have closing documents that need their attention and they delay signing.A day goes by. And then another day goes by before they sign the documents.All the while you are sweating bullets to get your funding closed. That’s the sad reality that you are the only one with a sense of urgency to close your funding.That’s when (and why) you need to become a polite pest.You have to follow up on every detail with every investor to get the round closed. You’ve got to make the extra call to the lawyers. And you’ve got to send the extra email to nudge your investors along.H. You’re likely to learn what the zone of insolvency means.Have you ever heard of the zone of insolvency? Sounds kind of like the twilight zone, doesn’t it?The zone of insolvency is simply when your company has more liabilities than assets. In other words, you don’t have the ability to pay your bills.You are likely to enter the zone of insolvency as you come close to closing your funding. Your attorney will make a big deal about entering the zone of insolvency.Your investors will just shrug their shoulders. “So what, we’ve been there before. It’s nothing to worry about,” they’ll say.But you’ll worry because it’s an indication of how close to edge your company truly is. And the scary thing is it will not take much to tip it over to the point of no return.I. You’ll learn that 409A valuations are a joke especially early on.You probably never heard of a 409A valuation before you started your company. Essentially, you hire an external person to determine the value of your company.Your attorney will likely start pushing for a 409A valuation a couple years after you launch your company because the common wisdom is that you need a way of setting the strike price of stock options.Your initial option price is usually arbitrarily set at around $0.12 per share. Why? Because everyone else’s option price is around $0.12 per share.But as you get bigger, you can’t just go with an arbitrary number any more, can you? It makes sense until the valuation of your options suddenly jumps from $0.12 to $1.12.Oops.Now your new hires are pissed because the exercise price on their stock options is now a large number. You want to keep that number low, so your employees can make more money.So you nudge your independent expert to come up with a lower valuation of your company. “Ah, that’s better,” you say to yourself when you see the new price of $0.17 per share.J. You’ll find out your team is more resilient than you think.One of the more surprising things you’ll likely learn is how resilient your team really is. I did.The way you build up your team’s resilience is through transparency. Share with your team the bad stuff as well as the good stuff.You’ll likely be surprised at the positive response your team has to adversity.One word of caution before you lay your soul bare: Never show your fear or panic about what’s going on however bad it is.You want to appear to be in control (remember you are an actor) even if you’re scared to death.For more read: 7 Survival Tips For Startup CEOs - Brett J. Fox
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How crucial is experience in a startup company before trying to launch your own?
Thanks for the A2ALet's look at what's the key ability of the founders of a successful startup before we get to answer this question:Deep understanding of the domain : An understanding which doesn't come from google, which doesn't come from someone else giving you an idea or which doesn't come from " oh...this us Uber of X or X of India". It comes from getting first hand experience of the problem. By talking to various stake holders, as to why the problem is the way it is. Why has no one solved it so far. These experiences and curiosity leads to some insight, which is 'your' insight. This 'insight' is the foundation of your startup.Expertise needed to solve the problem : For example, If the problem requires building a hardware device to solve the problem, you must know how to build it, or you must get a co-founder (not employee) who knows/understands how to build the hardware device. Same applies, to s/w, biotech, medicine or for that matter anything else. Just having an idea, and hiring people to build the solution rarely succeed. Ability to market & sell : Don't mistake of believing that if the product is good it'd sell for it self. NOTHING EVER SELLS FOR ITSELF! Every product needs either marketing, or sales or (most of the time) both. If you don't know how to peddle your product, you have a huge hurdle to cross. Again, hiring is not a solution.There are many more key success criterion for a startup, like market dynamics, team etc, but let's focus on the above with respect to this question. Now, let's answer the original question, is it crucial to work for other startups before starting on your own? Yes & No. If you have what it takes (all of the above) - you are good to go. However, if you are still toying with an idea, then it is best to work for someone else in the meanwhile.Do yourself a favour, do a self assessment and find out if check all the 3 items, then approach an experienced entrepreneur or any other mentor that you trust, let him grill you - you'd know if you are ready to start.All the best
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it/PV4eVY — Donald Trump Jr.'s Lawyer (@mandy_cooper13)
Trump Jr. also sent the email after news broke that former acting Attorney General Sally Yates had alerted the White House that Flynn might have lied about discussing sanctions with then-Russian ambassador Sergey Kislyak.
The White House, which initially said that Trump didn't know any details about Flynn until he learned about it later — then said that the president only found out about them through media reports — has faced questions about why Trump's son was seeking to establish communications with the Russian government in the first place.
In a series of tweets, Trump Jr. denied that he and others had received the emails, and called the Times story "a COMPLETE and TOTAL FABRICATION" of his meeting. He said the Times' "fictional account" was "100% made up."
This morning's NY Times Magazine cover: "How Vladimir Putin Created Donald Trump." — Donald Trump Jr. (@DonaldJTrumpJr)
Flynn's resignation Monday came the same day that he was interviewed by FBI agents about the meeting — as part of Robert Mueller's probe of Russia's meddling in the US presidential election.
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Answered by Jan Mertens
The answer is the same as above:
You do not get a legal signature from a computer with a virus/trojan when you do this, so you can not rely on this as an example. If you are really curious, you can use a scanner to verify the digital signature.
However, you cannot know for sure whether the signature is genuine without the information of the individual who signed it. If you were trying to verify for example the signature of a bank employee, you might want to make sure that this person has a bank account and the account number (if there is one) of the money the signature is for.
The signature you are trying to verify is a digital signature. There are two basic cryptographic algorithms used in digital certificates — a digital signature is one that is derived, like the signature you are trying to validate.
A digital signature is a mathematical calculation — and it is based on mathematical formulas. If you know the formula then you can verify for instance that this signature is genuine.
A digital signature can be a piece of information that, together with other information, makes it possible to verify the signature. It is usually written in the format:
[signature]
This means this is a piece of information about the signature. Some examples for digital signatures are:
A digital signature can be created by:
a cryptographic algorithm
a private key
a public key.
The mathematical notation for these algorithms is:
[math]x(n,m)[/math]
In English t...
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