assert(CPA < LTV) - the most important line of code

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Presentation for Syd Uni class on Entrepreneurship, startup learnings, Australian scene, StartMate experience and using Business Model Canvas as an input to Business Plan, resource allocation and focus.

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  • Slide #1 comment 08/12/11
  • There is not a deep pool of Australian startup that reach IPO that is profitable for more than a few select investors. Therefore, the Seed/Angel/VC scene is limited – however if companies are building for: Sustainable permanence Tradesale exit These are great outcomes that build an ecosystem of success and attract investors.
  • But….shortage of cash and small customer base means that aussie upstarts don’t evolve when the market changes. There is a point in time where agility/adaption is required because often Aussies startups are first or early to market (good innovators) but often don’t have the financial framework to win the sprint or the marathon.
  • Agility vs schizophrenic
  • A business model describes the rationale of how an organization creates, delivers, and captures value
  • Australians are early adopters because they have smaller and more agile companies. This is a great opportunity in the enterprise space. We also have high education and quality lifestyle which is valuable in consumer space. Use the local face-to-face conversations to validate product. Local emotional support and networks are important. Maybe local validation is not so important anymore but a verbal conversation uncovers nuances.
  • assert(CPA < LTV) - the most important line of code

    1. 1. <ul><li>assert(CPA < LTV) - the most important line of code </li></ul><ul><li>David Jones </li></ul><ul><li>http://slideshare.net/djinoz/ </li></ul><ul><li>@djinoz </li></ul>Technology Venture Creation (ELEC5701) Aug 11
    2. 2. Personal experience from startups OEM Channel Enterprise Consumer EmU Tech 2000 2003 2004 2006 2009 High Touch Low Touch 2011
    3. 3. assert(CPA < LTV) <ul><li>Even if you could build Twitter - in Australia you’d never get it funded. </li></ul><ul><li>Aussie VCs will look at 150+ deals/year but fund 2-5 companies </li></ul><ul><li>Aussie angel increasing but still conservative and sparse. </li></ul><ul><li>Corollary : Aussie startups don’t have luxury of unlimited venture, so frame your“Business Models” from the beginning. </li></ul>
    4. 4. (Ye olde) Funding Model for: Web 1.0, Enterprise S/W, Deep IP, Rockstar Founders david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz Australia: Not a great track record here X
    5. 5. Lean but not starving - revenue is a the best deodorant BEWARE: Of Market Changes, Slow Execution, Too Few Customers … a common “underfunded aussie story”. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz X
    6. 6. Ye Olde Startup Funding Model (too early to talk about but I know your thinking about it) Market Product Team @djinoz [email_address] Team Market Product
    7. 7. New, New Angel Funding Model @djinoz [email_address] Naval AngelList
    8. 8. What I learned from OBSERVATION Successful Applicants had proof they could DO technically and beautifully LESSON Hack, hack, hack now – its like sit-ups @djinoz [email_address]
    9. 9. What I learned… OBSERVATION Successful Applicants had >1 founder LESSON1 90 day stress environment – single founders are possibly but it’s a lonely path (I’ve been there) LESSON2 Start now finding co-founder(s) – you don’t want a divorce mid-way – founder vesting @djinoz [email_address]
    10. 10. What I learned… OBSERVATION Traction: If you are not launched in 90 days you are too slow LESSON 1 Founder Ratio: >2Technical for 1Non-Technical LESSON 2 “ Learning is the unit of progress” @djinoz [email_address]
    11. 11. Paper MVP vs Hacked MVP david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz The jury is still out but hacked MVP gives more accurate CustDev feedback
    12. 12. Focus or Fail If you have limited resources and cash reserves then focus is your most valuable discipline – if your hypothesis wrong at least you “fail fast” david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz (picture credit: Mick Liubinskas/Pollenizer) Don’t let Perfect be the Enemy of the Good
    13. 13. The Business Model drives the Business Plan david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz Product Focus: Core Utility Company Focus: Right Business Model The “right” business model takes iteration. But this BM framework prescribes what activities you SHOULD focus on (the business plan being covered by Ryan Junee)
    14. 14. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    15. 15. The Business Model Canvas david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    16. 16. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    17. 17. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    18. 18. Drill-in Example 1 david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? motivations for partnerships: Optimization and economy (outsource non-core activities) Reduction of risk and uncertainty Acquisition of particular resources and activities
    19. 19. Drill-in Example 2 david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven ( focused on value creation, premium value proposition) sample characteristics: Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope
    20. 20. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    21. 21. david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz I’ve removed the ThreatMetrix canvas for Corp confidentiality reasons, students of ELEC5701 can email for those if needed. - dj
    22. 22. Summary : Benefits of BM Canvas <ul><li>Won’t stop you being deluded </li></ul><ul><li>Won’t stop you arguing black==white </li></ul><ul><li>BUT </li></ul><ul><li>Surfaces assumptions </li></ul><ul><li>Structures dependencies </li></ul><ul><li>Scopes debate </li></ul><ul><li>Use it to test the logic of a new activity </li></ul>david DOT jones AT gmail DOT com | skype://djinoz | Cell:+61 412 683 111 | @djinoz
    23. 23. <ul><li>The local startup community is building: </li></ul><ul><ul><li>StartupCamp, Startup Weekend, SiliconBeach </li></ul></ul><ul><ul><li>StartMate, MentorConnect, SeedAccelerator, Fishburners </li></ul></ul><ul><ul><li>Courses like this…. </li></ul></ul><ul><ul><li>Lots of global information </li></ul></ul><ul><li>Aussie “mafia” in Silicon Valley </li></ul><ul><ul><li>StartupHouse </li></ul></ul><ul><ul><li>Links into CRV </li></ul></ul><ul><ul><li>Southern Cross presence </li></ul></ul>Good News…
    24. 24. Questions?

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