Have you heard of the $1000 rule...Do you not need a business license until you make one thousand dollars?

I think differently about this, because of two reasons: 1) I've always (and only) been involved in bootstrapped startups; and 2) I've been lucky that those startups grew organically and fast (enough) which minimized our need on marketing spend. Instead of deciding on a specific budget for this, I would instead look at your current priorities (in terms of budgeting and re-investment into your team): 1. Build a great team. 2. Build a great product. 3. Craft incredible customer experiences. 4. Spend money on marketing. If you've already hit all 3 top priorities and you can't reinvest any further into those, then you should start spending money on marketing. If you don't have revenues today and you are hoping to generate revenues through marketing spend, you're on slippery slope (says the bootstrapper). Whilst not wrong, this is tricky and you'd need to take a realistic look at your customer acquisition cost (CAC) and how much you can invest into acquiring new customers.

Im sure you'll will find many diff approaches but overall your main goal, once you contact, is to always be accessible, friendly and build relationships. Even if your relationships are thin, they are better quality leads for business than you simply walking into a business pitching your product. When pitching your product: Always focus in value, talk to your soon to be clients as if you deal with the issues first hand and this is how you solve them... Don't discuss pricing unless asked. Offer any help or guidance in selecting services even from the competition if they want.. Sell yourself as a rep from a company that is paid to help not sell... This approach works wonders if you can pull it off.. If you have less time during intros or pitching local retail shops you have to be more direct but still aim for a relationship than a quick sale before you move on next door. Learn a bit about their business like busiest hours, popular item or service...after your intro simply offer them more time when they are less busy with clientele to come back to talk about fuckng a certain issue (with a product you represent) :) Hope it helps a bit.

Budget is definitely important for a successful business, but it is not everything! As a young entrepreneur, I started a similar business earlier in my career selling eyeglasses on eBay. I created an eBay store, worked on advertising, and was fortunate with my results. I would love to speak with you about starting a website and marketing effectively to consumers with a very small budget. The biggest recommendation I can provide is to test different services at a low budget to see what works. Rather than spending thousands of dollars on a marketing agency, there are many services that can help your iPhone case business in marketing effectively. Feel free to reach out to me!

I have to ask why you would start an agency in an area you don't have much experience in. Perhaps you'd be better off getting at least a little experience first?

SOM refers to the portion of the market that your business COULD actually capture, as you stated: "[the] % [you] can realistically achieve from the SAM." Let's use an analogy to break this down - and pretend you are talking about fishing instead of project management software. TAM refers to all the fish (that manage projects) in the sea. SAM are all the fish (that manage projects) within casting range of the dock you fish from (ie your solution is viable for them). SOM are the number of fish (that manage projects) you can reasonably catch within the amounts of time, energy, and bait you can allocate to fishing. The question within a question you ask about guidelines on believability is a great one. And, while I don't have a guideline or benchmark to share, I can confirm your instinct; ensuring that your projected SOM is reasonable is absolutely critical. The best way to project this is by having at least some of the equation variables grounded in reality - ie, actually catching some fish. If you can show how much it costs to acquire a customer, how much it costs to service that customer, and how much you'll make from that customer over a lifetime, you've got some great empirical evidence to show how you'll achieve growth within your SOM. I don't think of SOM as a target - it is rather the theoretical maximum number of customers or revenue I can achieve within the (sub)universe where my product or service adds value. In the end - the number is important - but not as important as how you present it, and how you'll approach it with your product. As an investor, you want to see more than just the answer - you want the thought process behind the answer. Was the founder thoughtful in their approach, did they look beyond the obvious while remaining pragmatic? Do they understand clearly why the SAM (macro-environment) and SOM (micro-environment) break out of the TAM in the proportions they've listed? More than happy to dive deeper on this.