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Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation
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Training session -- How to Raise Funds For Your Own Start-Up - midem 2012 presentation

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Speaker: Henri de Bodinat, CEO, Time Equity Partners (France) …

Speaker: Henri de Bodinat, CEO, Time Equity Partners (France)

Henri de Bodinat is president of TIME Equity Partners, a growth-capital fund focusing on equity investment in medium sized and high-growth potential companies from the Telecom, Internet, Media and Entertainement sectors. Previously, he co-founded now-legendary French media Actuel magazine and Radio Nova.

In this midem Innovation Factory session, he advised startups on the basics of approaching the most relevant funds in music and entertainment to seek investment in your company. This includes:

- how to best present your activity
- the size of the market you reach
- your growth potential
- how you are going to use funds to get your targeted market shares and revenues...

He also looked at governance, shareholder agreements and exit terms, which should also be considered crucial in the choice of your future venture capital partners or industrial partners!

Published in: Economy & Finance, Business
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  • 1. How to raise money for a start-up January 30 2012 Smart money for entrepreneurs
  • 2. Choose the right investor ! Confidential • Financing of pure projects: no or very little revenues : family &friends, business angels • Early stage venture : some revenues, but losses : venture capital (VC’s) • Late stage venture : significant sales (>5m€) but still significant losses: US style VC’s • Early stage growth : significant sales (>5m€), high growth, proven business model, break even or profit: small cap growth capital funds (e.g. TIME) • Late stage growth : idem but sales >50m€ : mid cap growth capital funds • Mid cap buy out : sales>50m€, cash generation small buy out funds • Large buy out : sales> 500m€, low growth, high cas generation: big LBO’s funds 2
  • 3. Confidential Who will win, who will lose in 2012 ?• Business angels still active, specially former digital entrepreneurs• Tax incentives funds (FCPI, ISF funds in France) still active• Growth capital funds if specialized• Corporate funds• VC’s have to divest and will have difficulties raising money• Buy out funds have to divest, difficulties to raise money, difficulties to raise debt 3
  • 4. Choose the right investor ! Confidential • He understands your business, ideally he is an expert of your sector • His exit horizon is compatible with your project • He will be able to reinvest if needed • He does not try to do is IRR at entry but at exit • He wants you to be motivated and does not try to squeeze you as a lemon • You can either contact him directly or use an intermediary (small M&A and fund raising boutiques) • In the latter case, choose the right boutique! 4
  • 5. ConfidentialMusic is digital; the digital space attracts investors!• Since 1980, digital economy has contributed for above 20% of GDP growth in UK, France and Germany while weighting less than 6% of GDP (COE Rexecode)• Worldwide digital will further grow at a 14% CAGR between 2010 and 2015. Mobile, SaaS and online video platforms will face particularly strong growth World mobile digital revenues World SaaS revenues (U$ bn) World online video platforms (U$bn) 2010-2015 2010-2015 (U$bn) 2010-2015100,0 60,0 1,200 90,0 91,2 55,0 1,100 1,100 CAGR: +26% 53,6 CAGR: +29% 80,0 CAGR: +64% 50,0 1,000 70,0 45,0 0,900 42,4 0,852 60,0 40,0 0,800 55,5 50,0 35,0 0,700 33,5 0,659 40,0 30,0 0,600 33,8 26,5 30,0 25,0 0,500 0,510 20,0 20,5 20,0 21,0 0,400 0,395 10,0 12,5 16,6 7,6 15,0 0,300 0,306 0,0 10,0 0,200 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 2010 2011 2012 2013 2014 2015 Source: Business Insight, Forrester• Constant disruptions create opportunities and a flurry of small/mid-sized companies combining high growth and profitability “Today, you always know whether you are on the Internet or on your PCs hard drive. Tomorrow, you will not care and not even know.” Bill Gates 5
  • 6. ConfidentialWhat to do to attract investors? Be digital and if possible mobile or else.. High growth & demonstrated profitability potential A sharp monetization and business model: Who will pay for what? A differentiated and relevant offering : Which real need am I fulfilling? How well am I fulfilling it? Are there barriers to entry or a first mover advantage? Am I playing a positive role in my ecosystem? A bottom-up, reasonable and well structured business plan: Do not overpromise (avoid the infamous “hockey cross BP” except if you can prove it)! Clear exit potential with strategic acquirers First class and motivated management team Choose and consider the investor as a valuable strategic partner 6
  • 7. ConfidentialAn example of high growth premium portfolio : TIME• A premium portfolio built in 18 months: o Fast growing companies outperforming their market, o With leading position and clear technological edge, o Already at a significant size and all profitable, o Led by first class Management, o Almost exclusively proprietary sourced, o Benefiting from TIME expertise and value added Million € CAGR CA 2009-2011e CA 2012e Revenues Adscale 60% + 30 + Oodrive 30% + 20 + Thema 70% + 20 +• . MNG 100% + 15 + CCM-Benchmark 90% + 30 + 7
  • 8. ConfidentialTIME business model Specialization in TIME sectors Partners’ Relevant Attractiveness for targets’ expertise and experience and realistic analysis management in TIME sectors diligences on targets Sucessful closings Proprietary deals at reasonable valuations Competitiveness in Efficient monitoring and intermediated deals strategic partnering Optimized exit High profitable growth ROI 8

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