Does silicon valley style work in your place?

TAKA KONDO
TAKA KONDOFounder, I-Commission at I-Commission
Does	Silicon	Valley	Style		
Work	in	Your	Place?	
~	Seek	a	right	style	~	
Chikafuji,	Ryu	
fromBayArea.com	
Beta	version
This slide shows my thoughts on how to
launch and foster high-value start-ups
outside the United States.
Chikafuji, Ryu(Taka Kondo)
April, 2012
Does silicon valley style work in your place?
SILICON	VALLEY	
Part	I
The	most	significant	ability	for	business	is	
empathy,	the	ability	to	understand	and	
share	the	feelings	of	the	target	customers.
Empathy	is	the	source	of	both	
encouragements	and	inspiraJons	
which	make	your	team	innovaJve.
Empathy	
Inspira2on	Encouragement	
Imagina:on	Mo:va:on	
Crea:vity	Passion	
InnovaJon
Empathy	works	as	a	compass,	map	and	
sails.	A	start-up	team	without	it	can’t	
voyage	to	the	new	world.
There	are	two	types	of	acquisiJon	for	
a	start-up	team	to	acquire	empathy,
A.  Be ardent fans of your products /
service, and have “the right discipline
to think through whether a lot of other
people are going to want it(*)”. 	
(*)	Steve	Jobs,	CNN	Money,	Aug/03/2008	
Apple	iPod’s	adver2sement
B.  Build a start-up team with seasoned
professionals in your business area.
Social	media	start-ups,	like	Facebook,	
TwiPer,	etc.,	took	type	A	approach.
If	we	plot	the	entry	points	of	these	
start-ups	on	the	graph	below,	then	
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>
they	were	here	
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>	
Facebook	/	TwiGer
There	was	liPle	technology	risk.	Market	risk	
was	their	real	challenge.	But	nobody	had	
markeJng	experience	in	this	area	because	
there	had	been	no	such	market.
The	start-up	teams	had	empathy	because	
they	were	big	fans	of	their	service.		
Probably,	they	also	had	the	right	discipline	
to	think	through	whether	a	lot	of	other	
people	were	going	to	want	it.
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>	
Let	us	think	about	
this	area.	
Facebook	/	TwiGer	
Type	B	approach	can	be	available	
in	the	other	area
The	most	significant	feature	of	Silicon	
Valley	is	generous	supplies	of	talents.
Crazy	tech	guys	and	flighty	investors	are	
not	the	only	residents	in	Silicon	Valley’s	
business	community.
There	are	a	plenty	of	seasoned	
professionals	in	markeJng,	sales,	
finance,	IP,	logisJcs,	etc.,	…
…	from	a	variety	of	business	areas,	and	
from	all	over	the	world.
If	an	entrepreneur	has	a	really	great	idea,
then	he/she	can	build	a	team	with	
seasoned	professionals.	
VP,	Marke:ng.	
I	have	20+	years	experience	
in	this	business	area.		
13	years	10	years	
VP,	Sales	
16	years	
VP,	Engineering	
12	years	
12	years
Such	a	team	can	quickly	acquire	empathy.
Successful	Silicon	Valley	entrepreneurs	
have	an	average	of	13	years	professional	
experiences	before	they	started.	
*	Research	of	UC	Davis	&	New	Hampshire	Univ.,	2006
The	average	age	of	founders	in	Silicon	Valley	
exceeds	40	when	they	started,	even	this	
web	business	heyday.	
*	For	instance,	Vivek	Wadhwa,	goo.gl/pfBdV
M.	Zuckerberg	
(Facebook)	
J.	Bezos	
(Amazon)	
R.	Hoffman	
(LinkedIn)	
B.	V.	VonderschmiG	
(Xilinx)	
N.	C.	Warren	
(eHarmony)	
R.	Shapiro	
(LegalZoom)	
J.	E.	Warnock	
(Adobe	Systems)	
J.	Dorsey	
(TwiGer)	
F.	H.	Moll	
(Intui:ve	Surgical)	
M.	Benioff	
(Salesforce)	
I.	M.	Jacobs	
(Qualcomm)	
W.	A.	Porter	
(E*Trade)	
20	 30	 40	 50	 60	 70	
Age	when	they	started
In	general,	experience	maPers.
Entry	points	when	they	started	
Facebook	/	TwiGer	
Salesforce	
Adobe	Systems	
Intui:ve	Surgical	
Qualcomm	
Xilinx	
eHarmony	
LegalZoom/	
E*Trade	
Amazon	
LinkedIn	
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>
Let	us	classify	them	into	zones	of:
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>	
Too	risky	to	
invest	zone	
Too	compe11ve	to	
invest	zone	
Professional	Zone	
Facebook	/	TwiGer	
Salesforce	
Adobe	Systems	
Intui:ve	Surgical	
Qualcomm	
Xilinx	
eHarmony	
LegalZoom/	
E*Trade	
Amazon	
LinkedIn	
Gusto	Zone
•  “Empathy”	is	the	most	important	ability	
to	start	a	new	business.	The	way	to	
acquire	it	is:	
– Gusto	Zone’s	start-up:	
• Build	a	start-up	team	with	ardent	fans	of	the	
service	because	no	seasoned	professionals	
exist.	
– Professional	Zone’s	start-up:	
• Build	a	start-up	team	with	seasoned	
professionals.		
Summary	of	Part	I
Due to recent mass-media reports, people
may embrace the illusion that most venture
investment go to “Gusto Zone”.
But the reality is: 	
Appendix
0%	
10%	
20%	
30%	
40%	
50%	
60%	
70%	
80%	
90%	
100%	
Other	
Business	Products	and	Services	
Healthcare	Services	
Retailing/Distribu:on	
Computers	and	Peripherals	
Networking	and	Equipment	
Financial	Services	
Telecommunica:ons	
Electronics/Instrumenta:on	
Semiconductors	
Consumer	Products	and	Services	
Media	and	Entertainment	
IT	Services	
Medical	Devices	and	Equipment	
Industrial/Energy	
Biotechnology	
Sokware	
US Investments by Industry 2011(Money)	
(*	based	on	PwC's	"Shaking	the	MoneyTreeTM	Q4/Full-Year	2011	Update")
0%	
10%	
20%	
30%	
40%	
50%	
60%	
70%	
80%	
90%	
100%	
Other	
Business	Products	and	Services	
Healthcare	Services	
Retailing/Distribu:on	
Computers	and	Peripherals	
Networking	and	Equipment	
Financial	Services	
Telecommunica:ons	
Electronics/Instrumenta:on	
Semiconductors	
Consumer	Products	and	Services	
Media	and	Entertainment	
IT	Services	
Medical	Devices	and	Equipment	
Industrial/Energy	
Biotechnology	
Sokware	
US Investments by Industry 2011(Money)	
(*	based	on	PwC's	"Shaking	the	MoneyTreeTM	Q4/Full-Year	2011	Update")	
Gusto	Zone	is	just	
part	of	this	area	
Professional	Zone
0%	
10%	
20%	
30%	
40%	
50%	
60%	
70%	
80%	
90%	
100%	
Other	
Healthcare	Services	
Computers	and	Peripherals	
Retailing/Distribu:on	
Networking	and	Equipment	
Financial	Services	
Electronics/Instrumenta:on	
Business	Products	and	Services	
Semiconductors	
Consumer	Products	and	Services	
Telecommunica:ons	
Industrial/Energy	
Medical	Devices	and	Equipment	
IT	Services	
Media	and	Entertainment	
Biotechnology	
Sokware	
US Investments by Industry 2011(# of deals)	
(*	based	on	PwC's	"Shaking	the	MoneyTreeTM	Q4/Full-Year	2011	Update")
0%	
10%	
20%	
30%	
40%	
50%	
60%	
70%	
80%	
90%	
100%	
Other	
Healthcare	Services	
Computers	and	Peripherals	
Retailing/Distribu:on	
Networking	and	Equipment	
Financial	Services	
Electronics/Instrumenta:on	
Business	Products	and	Services	
Semiconductors	
Consumer	Products	and	Services	
Telecommunica:ons	
Industrial/Energy	
Medical	Devices	and	Equipment	
IT	Services	
Media	and	Entertainment	
Biotechnology	
Sokware	
US Investments by Industry 2011(# of deals)	
(*	based	on	PwC's	"Shaking	the	MoneyTreeTM	Q4/Full-Year	2011	Update")	
Gusto	Zone	is	just	
part	of	this	area	
Professional	Zone
Top 10 deals in Silicon Valley: Q4/2011	
Company	name	 $million	 Area	of	business	
Dropbox	 250	 Sokware,	file	storage	and	sharing	service	
BeGer	Place	 200	 Cleantech,	electric	vehicle	transporta:on	
S:on	 100	 Cleantech,	thin-film	solar	module	
Portola	
Pharmaceu:cals	
89	 Biotech,	biopharmaceu:cal	
Soraa	 89	 Cleantech,	LED	bulb	
Workday	 85	 Sokware,	enterprise	business	sokware	
Fulcrum	BioEnergy	 69	 Cleantech,	bio	energy	
Hearslow	 65	 Medical	device	&	equipment,	Guiding	system	
Box	 62	 Sokware,	file	storage	and	sharing	service	
Lithium	
Technologies	
53	 Sokware,	social	CRM	solu:on	
(*	based	on	PwC's	"Shaking	the	MoneyTreeTM	Q4/Full-Year	2011	Update")
You may forget it, but the Professional
Zone is still a really Cool Zone.
THE	REST	OF	THE	WORLD	
Part	II
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>	
StarJng	in	this	zone	is	OK	because		
no	seasoned	professional	is	required.	
Professional	Zone	
Gusto		
Zone
Actually,	China’s	Gusto	Zone	is	crazy	
hot	as	well	as	Silicon	Valley	because	of	
its	domesJc	market	growth.	
0	
100	
200	
300	
400	
500	
600	
700	
800	
China’s	internet	popula:on	will	be	
almost	double	US	and	Japan	
combined	by	2015(*).		
(*)	Data	from	The	Boston	Consul:ng	Group	
(Million)
*	Examples	of	Vietnamese	start-ups	
Not	only	in	China	and	Japan	but	also	other	
naJons’	Gusto	Zone	are	also	hot	even	if	
their	domesJc	markets	are	sJll	small.
The	Gusto	Zone	is	hot	but	it’s	too	hot	
for	me,	so	my	interest	here	is
Needs/Market	<unknown>	
Technical	
Challenge	
<exis:ng>		
<low>	<high>	
this	“Cool”	zone	
Professional	Zone	
Gusto	
Zone
A	successful	story	in	the	Professional	
Zone	in	Silicon	Valley.
InnovaJon	Empathy	Start-up	Team	
idea!	
Professional	
Experiences	
A	founder	had	experience	in	the	field	
related	to	the	target	market	–	as	a	tech	
guy,	marketer,	researcher,	or	as	a	user.
InnovaJon	Empathy	Start-up	Team	
idea!	
Seasoned	professionals	were	hired	not	only		
from	Silicon	Valley	but	also	globally.		
Experienced	
Professionals
InnovaJon	Empathy	Start-up	Team	
idea!	
They	made	full	use	of	their	empathy	from	
day	one,	and	got	lots	of	inspiraJon	and	
encouragement	through	their	acJviJes.	
Inspira:on	
Encouragement
InnovaJon	Empathy	Start-up	Team	
idea!	
InspiraJon	fostered	creaJvity	and	
encouragement	led	passion.	Finally,		
the	original	idea	became	an	innovaJon.	
Crea:vity	
Passion
Another	story	in	the	Professional	Zone,	
happened	somewhere.
A	founder	got	a	great	idea	and	decided	to	
start	a	new	business.
Because	it	was	difficult	for	a	start-up	to	hire	
seasoned	professionals,	the	founder	had	to	
hire	junior	and	amateur	guys	locally.	
Start-up	Team
The	start-up	team	couldn’t	understand	and	
share	the	feeling	of	the	target	customers,	
and	wasted	too	much	Jme.		
Start-up	Team	 Chaos	
Far	from	
Empathy…
The	window	of	opportunity	was	closing.		
The	idea	failed	to	become	an	innovaJon.		
Start-up	Team	 Chaos	
The	idea	failed	to	
become	innova:on	
Give	up
In	many	areas	in	the	world,	it	is	fairly	
difficult	to	organize	a	start-up	team	
with	experienced	professionals(*).		
(*)	Israel	may	be	an	excep:on,	the	na:on	has	great	talent	pool	for	high-tech	start-ups;	
furthermore,	many	Israeli	start-ups	easily	move	to	Silicon	Valley.
PracJcally,	a	start-up	team	needs	
a	kind	of	preparaJon	period	to	
culJvate	the	team’s	Empathy.
Case	Study
Tokyo	Electron	Limited,	a	world	leading	
manufacturer	of	LSI	and	FPD	produc:on	
equipment,	the	company	name	became	
synonymous	with	“High-Tech	company”	
in	Japan.	
Case-1	
Revenue 	 	$8.04	Billion(2011)	
Net	income 	$865	Million(2011)	
Market	Cap 	$9.83	Billion	(April,	25,	2012)
Tokyo	Electron	Laboratories,	Inc.(*)	was	founded		
in	1963,	as	a	trading	company.	The	company	
imported	cuzng-edge	technology	products	such	
as	IC	testers,	electronic	components	and	
semiconductor	produc:on	equipment	into	Japan.			
(*)	Today’s	Tokyo	Electron	Limited.
In	1969,	the	company	entered	the	market	to	
design	and	develop	a	semiconductor	produc:on	
equipment.	About	five	years	experience	in	sales	
and	customer	support	enabled	the	company	to	
acquire	the	ability	to	understand	and	share	the	
feeling	of	the	target	customers.
Case-2	
Acer(Mil:tech)	was	established	in	Taiwan	in	1976	
as	a	trader	of	electronic	parts	and	a	consultant	in	
the	use	of	microprocessor	technologies.		
(*)	Ref:	Acer’s	web	site	and	Wikipedia
Acer	released	“Micro-Professor	MPF-I”	in	1981,	
the	company’s	first	computer	product.		
The	company	obtained	interna:onal	reputa:on	
through	the	success	of	“Micro-Professor”	series,	
especially,	in	European	market	during	1980s.			
Micro-Professor	MPF-I	
Photo	by	“Toytoy	on	en.wikipedia”
I	would	say	that	several	years	of	experiences	in	
sales	and	consul:ng	fostered	the	ability	to	
understand	and	share	the	feeling	of	their	target	
customers.		
Acer	group	became	one	of	the	biggest	PC	maker	
in	the	world;	the	company	owns	Gateway,	
Packard	Bell,	BenQ,	AUO,	AOpen,	etc.
Crea:ve	Technology,	a	Singapore-based	company	
established	in	1981	as	a	computer	repair	shop.		
The	company	ini:ally	treated	the	Apple	II	
computer,	then	IBM	PCs.		
Case-3	
Apple	II,	Photo	by	Marcin	Wichary
In	1987,	the	company	released	their	own	
product,	a	sound	generator	card	for	IBM	PC	
architecture,	widely	known	as	“Sound	Blaster”.		
*	Ref:	“Wikipedia	–	Crea:ve	Technology”
About	six	years	experience	might	enable	the	
company	to	understand	and	share	the	feeling	of	
target	users.	As	you	may	know,	“Sound	Blaster”	
dominated	the	PC	audio	market	during	1990s.
Case-4	
Huawei	Technologies	is	a	networking	and	
telecommunica:ons	equipment	and	services	
company	headquartered	in	Shenzhen,	China.	
Revenue 	 	 	$29.3Bilion	
Net	Profit 	 	 	$3.8Bilion	
Employee-owned	corpora:on	
(2010)	
*1CNY=0.16	USD
The	company	was	established	in	1987	as	sales	
agent	for	Hong	Kong’s	PBX-switch	company.		
In	1990,	the	company	embarked	on	research	and	
commercializa:on	of	their	own	PBX	technologies	
targe:ng	hotels	and	small	enterprises.	
Experience	in	sales	and	support	must	advance	
their	empathy	to	develop	their	own	products.
In	1992,	Huawei	launched	digital	switching	
solu:on	and	generated	sales	RMB	1.5Billion	in	
1995.	Huawei	has	con:nued	to	invest	in	
technologies,	and	46%	of	the	110,000	employees	
are	engaged	in	R&D.
Huawei	began	interna:onal	expansion	in	1997,	
and	75%	of	the	sales	is	generated	from	overseas	
markets	in	2010.		
Huawei	was	ranked	5th	most	innova:ve	
company	in	the	world	by	Fast	Company	in	2010.
Case-5	
DeNA	is	the	world’s	largest	mobile	social	gaming	
plasorm	provider,	headquarters	in	Tokyo.		
Revenue 	 	 	$1.4Bilion	
Opera:ng	margin											50%	
Market	cap 	 	$4.7Bilion
DeNA	was	founded	in	1999	as	an	eBay	clone	
service	provider.		
At	that	:me	eBay	hadn’t	entered	the	Japanese	
market,	but	Yahoo!	Auc:on	was	launched	at	
the	same	:me.	
(*)	NTT	Docomo	started	i-mode,	the	world	first	mobile	internet	service,	in	1999.
DeNA	struggled	and	decided	to	shik	their	
emphasis	from	PC	to	mobile	in	2002.		
In	2005,	when	the	mobile	auc:on	service	was	just	
star:ng	to	take	off,	the	company	got	an	idea	called	
“mobile	social	gaming	plasorm”.
Six	years	had	passed	since	establishment,	the	
company	became	an	experienced	professional	
team.	The	mobile	social	gaming	plasorm,	
“mobage”	was	launched	very	smoothly,	and	the	
business	has	been	growing	extremely	quick.
All	of	these	companies	took	a	similar	route	
regardless	of	the	founder’s	intenJon.
InnovaJon	 Empathy	
idea!	
in	Emerging	
market	 Prepara1on	Period	
Start	 Acquire	Empathy	
Vision!
Every	company	entered	emerging	business	area	
Business	Area	
Business	when	they	
entered	
Tokyo	Electron	
Semiconductor	
(1963)	
Trader	
Acer	
Microprocessor	
(1976)	
Trader	and	
Consultant	
Crea:ve	
Technologies	
Personal	Computer	
(1981)	
Repair	Shop	
Huawei	
Telecommunica:on	
(1987)	
Sales	Agent	
DeNA	
E-Commerce		
(1999)	
eBay	Clone
Every	company	entered	emerging	business	area	
as	a	non-technology	company.	
Business	Area	
Business	when	they	
entered	
Tokyo	Electron	
Semiconductor	
(1963)	
Trader	
Acer	
Microprocessor	
(1976)	
Trader	and	
Consultant	
Crea:ve	
Technologies	
Personal	Computer	
(1981)	
Repair	Shop	
Huawei	
Telecommunica:on	
(1987)	
Sales	Agent	
DeNA	
E-Commerce		
(1999)	
eBay	Clone
Every	company	entered	emerging	business	area	
as	a	non-technology	company.	
Business	Area	
Business	when	they	
entered	
Tokyo	Electron	
Semiconductor	
(1963)	
Trader	
Acer	
Microprocessor	
	
Trader	and	
Consultant	
Crea:ve	
Technologies	
Personal	Computer	
(1981)	
Repair	Shop	
Huawei	
Telecommunica:on	
(1987)	
Sales	Agent	
DeNA	
E-Commerce		
(1999)	
eBay	Clone	
Prepara1on	Period	
Acquire	Empathy
Prepara1on	Period	
Acquire	Empathy	
These	companies	took	preparaJon	period	
regardless	of	the	founder’s	intenJon.		
Trader	
Consultant	
Sales	agent	
Repair	shop	
Clone	Service	
…
Empathy	is	the	most	important	ability	for	
business.	And	this	kind	of	preparaJon	
period	develops	start-up	team’s	empathy:
communicate	with	target	customers,	
True marketing says, “These are the satisfactions
the customer looks for, values, and needs.”
– Peter F. Drucker
enhance	a	human	network,	
Today knowledge has power. It controls access to
opportunity and advancement.
– Peter F. Drucker
and	build	a	team.		
Alone we can do so little; together we can do so much.
– Helen Keller
PreparaJon	period	is	a	key	process.
More	haste,	less	speed
Four	Steps		
for	preparaJon	period
I.  Define	target	market	
II.  Seek	a	business	opportunity	in	
the	preparaJon	period	
III.  Start	small,	grow	smart	
IV.  “Keep	looking,	don’t	sePle”
I.	Define	target	market	
•  First	of	all,	make	sure	that	you	have	a	
passion	to	do	business	in	the	target	market.	
•  Emerging	business	area	is	good,	but	not	
limited	to	so	long	as	you	and	your	folks	have	
a	passion	for	the	business	area(*).		
(*)	For	example,	a	UK	manufacturer,	“Dyson”	successfully	entered	the	vacuum	cleaner	
market,	a	saturated	market,	with	cuVng-edge	technologies.	He	had	worked	as	a	licenser	
for	14	years	a[er	designing	prototype,	then	established	Dyson	Ltd.
II.	Seek	a	business	opportunity	
in	the	preparaJon	period	
•  The	purpose	is	to	develop	your	team’s	ability	
to	understand	and	share	the	feeling	of	the	
target	customers.	The	following	are	examples	
of	businesses	which	enable	you	to	develop:	
Ø  Importer/sales	agent	
Ø  Technology	consultant	
Ø  Repair	service	firm	
Ø  Clone	service	provider	/	Clone	product	maker	
etc.
III.	Start	small,	grow	smart	
•  Start	small(of	course)	
•  Enhance	a	human	network	and	uJlize	
(open)	innovaJon	system	
Ø  Universi:es	/	Na:onal	Ins:tutes	
Ø  Professionals	in	other	industrial	fields	
Ø  Foreign	high-tech	companies	
etc.		
•  Organize	internal	R&D	team	as	early	as	
possible.
IV.	“Keep	looking,	don’t	sePle”	
idea!	
•  Look	for	new	business	idea	which	makes	
your	hearts	sing.	
•  “Keep	looking,	don’t	sePle”
Summary	of	Part	II	
•  In	many	places	in	the	world,	a	start-up	
team	needs	a	kind	of	preparaJon	period	
to	start	business	in	the	professional	zone.		
•  This	slide	showed	some	case	studies	and	
provided	a	direcJon	for	the	preparaJon	
period.
THANK	YOU	
fromBayArea.com
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