This document outlines key factors to consider when evaluating a potential business opportunity:
- The product idea should address a market need and take advantage of technological or market discontinuities. Execution is more important than being first.
- The market size and growth rate should be sufficiently large. Barriers to entry like intellectual property protection, network effects, and business model innovation must be considered.
- The founding team must have relevant experience and the ability to recruit talent. Sufficient capital is needed but excessive funding can be risky.
- The economic model, risks, and business plan must demonstrate a viable path to profitability and returns for investors. Bootstrapping may work if the market is small with no dominant competitors
Tech M&A Monthly: The Seven Deadly Sins of Tech M&ACorum Group
The sale of your company is the culmination of years of hard work and innovation, but can be derailed by a single misstep. Friday, 13 November, Corum dealmakers will examine the “Seven Deadly Sins of Tech M&A” – errors that can kill your deal or kill your value. Drawing on the largest body of tech M&A in history, Corum’s global team will share war stories of what not to do taking your firm to market. Plus, we’ll have special reports on the role of conflict in an M&A transaction, and a recent Corum deal in the rapidly expanding Enterprise Mobility space, and a look at deals and valuations across the Vertical, Horizontal and Internet sectors.
Business Valuation PowerPoint Presentation SlidesSlideTeam
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A quick guide to the basics of budgeting and the fundamentals of forecasting.
In this presentation focussed on finance for founders, you'll learn about budgets, when to use them, different types of budeting methodologies as well as the process of forecasting and modelling.
Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct corporate valuation the right way
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Condensed version of business plan developed for Executive level presentation. Actual details for plan were in great depth, very specific and specifically assigned to an operating manager or individual operating group. Included weekly and monthly detailed reviews and progress reports by responsible personnel. All previous plans including this plan were greatly exceeded in actual performance.
An approach to financial statement analysis that uses a simple, big-picture view about the company first, focusing on its most important financial issues, before learning innumerable ratios.
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Fixed Capital Evaluation To Improve Business Growth Powerpoint Presentation S...SlideTeam
Fixed capital is required to purchase the assets for production purposes and a long duration and not for selling purposes such as for purchasing land and buildings, furniture and fixtures, and machinery and plant. The objective of this deck is to assess the requirements and performance of fixed assets in our company, understand the need for fixed capital investment, and evaluate the need for expansion, development programs and affect equipment replacement. We have covered the current situation analysis wherein current challenges faced by our company, fixed asset turnover ratio for the past 10 years, calculation of depreciation on fixed assets are analyzed The presentation also focuses on the need for fixed capital evaluation in a company such as collateral security, financial reports and audits, and capital budgeting. Factors affecting the requirement of fixed capital in our company are also focused such as the nature of the business, the scale of operation, production technique, technology up gradation, growth prospects, diversification, etc. This slide focuses on the sources of fixed capital such as owners resources, issue of shares, issue of right shares, private placement of shares, issue of debentures, term loans, retained earnings, lease financing, etc. Techniques considered to evaluate fixed capital are discussed here such as net present value, internal rate of return, payback period, and best investment measure techniques are used. The deck also covers the implementation plan, impact of fixed capital evaluation, fixed asset management software, and fixed asset dashboards. https://bit.ly/3tp6sTn
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The sale of your company is the culmination of years of hard work and innovation, but can be derailed by a single misstep. Friday, 13 November, Corum dealmakers will examine the “Seven Deadly Sins of Tech M&A” – errors that can kill your deal or kill your value. Drawing on the largest body of tech M&A in history, Corum’s global team will share war stories of what not to do taking your firm to market. Plus, we’ll have special reports on the role of conflict in an M&A transaction, and a recent Corum deal in the rapidly expanding Enterprise Mobility space, and a look at deals and valuations across the Vertical, Horizontal and Internet sectors.
Business Valuation PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Business Valuation PowerPoint Presentation Slides. The stages in this process are Business Valuation, Financial Analysis, Economic Valuation.
A quick guide to the basics of budgeting and the fundamentals of forecasting.
In this presentation focussed on finance for founders, you'll learn about budgets, when to use them, different types of budeting methodologies as well as the process of forecasting and modelling.
Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct corporate valuation the right way
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This complete presentation has PPT slides on wide range of topics highlighting the core areas of your business needs. It has professionally designed templates with relevant visuals and subject driven content. This presentation deck has total of fourty five slides. Get access to the customizable templates. Our designers have created editable templates for your convenience. You can edit the colour, text and font size as per your need. You can add or delete the content if required. You are just a click to away to have this ready-made presentation. Click the download button now. https://bit.ly/3goZGY8
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Condensed version of business plan developed for Executive level presentation. Actual details for plan were in great depth, very specific and specifically assigned to an operating manager or individual operating group. Included weekly and monthly detailed reviews and progress reports by responsible personnel. All previous plans including this plan were greatly exceeded in actual performance.
An approach to financial statement analysis that uses a simple, big-picture view about the company first, focusing on its most important financial issues, before learning innumerable ratios.
How do you value a pre-revenue startup?
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Fixed capital is required to purchase the assets for production purposes and a long duration and not for selling purposes such as for purchasing land and buildings, furniture and fixtures, and machinery and plant. The objective of this deck is to assess the requirements and performance of fixed assets in our company, understand the need for fixed capital investment, and evaluate the need for expansion, development programs and affect equipment replacement. We have covered the current situation analysis wherein current challenges faced by our company, fixed asset turnover ratio for the past 10 years, calculation of depreciation on fixed assets are analyzed The presentation also focuses on the need for fixed capital evaluation in a company such as collateral security, financial reports and audits, and capital budgeting. Factors affecting the requirement of fixed capital in our company are also focused such as the nature of the business, the scale of operation, production technique, technology up gradation, growth prospects, diversification, etc. This slide focuses on the sources of fixed capital such as owners resources, issue of shares, issue of right shares, private placement of shares, issue of debentures, term loans, retained earnings, lease financing, etc. Techniques considered to evaluate fixed capital are discussed here such as net present value, internal rate of return, payback period, and best investment measure techniques are used. The deck also covers the implementation plan, impact of fixed capital evaluation, fixed asset management software, and fixed asset dashboards. https://bit.ly/3tp6sTn
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How you get your great idea to your audience or customer totally defines what that product becomes. This presentation shows you how to redefine your company and product strategy around the way you grab the attention of your audience.
Inspired by Ken Morse and the MIT Entrepreneurship Center's work in this field.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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2. IngredientsIngredients
► ProductProduct
► MarketMarket
► Factor Markets/Service BusinessesFactor Markets/Service Businesses
► TeamTeam
► CapitalCapital
► Economic ModelEconomic Model
► Personal FitPersonal Fit
► Risk AnalysisRisk Analysis
► Business PlanBusiness Plan
3. Product – just a place to startProduct – just a place to start
► The world will NOT beat a path to the door of the inventor of the betterThe world will NOT beat a path to the door of the inventor of the better
mousetrapmousetrap
► Idea itself does not have valueIdea itself does not have value
► Contrary to popular belief, entrepreneurial ideas are rarely “stolen”Contrary to popular belief, entrepreneurial ideas are rarely “stolen”
(All the other entrepreneurs think they are the smartest)(All the other entrepreneurs think they are the smartest)
It is all about executionIt is all about execution
► Even “being first” is over-rated – many successes were from “follower”Even “being first” is over-rated – many successes were from “follower”
companiescompanies
IBM vs. UnivacIBM vs. Univac
Excel vs. Lotus 123 vs. Visi-CalcExcel vs. Lotus 123 vs. Visi-Calc
Google vs. Yahoo vs. Alta VistaGoogle vs. Yahoo vs. Alta Vista
iPod vs. MP3 playersiPod vs. MP3 players
iPhone vs. Nokia?)iPhone vs. Nokia?)
► It is one among many, many relevant variable factorsIt is one among many, many relevant variable factors
► An idea is “just a place to start”.An idea is “just a place to start”.
4. Product – Look for theProduct – Look for the
DiscontinuitiesDiscontinuities
► What are some examplesWhat are some examples
MicroprocessorsMicroprocessors
Telecom de-regulationTelecom de-regulation
InternetInternet
Berlin WallBerlin Wall
► Discontinuities kill older companies that do not adapt,Discontinuities kill older companies that do not adapt,
create opportunities for many new onescreate opportunities for many new ones
Rapidly changing market = opportunityRapidly changing market = opportunity
► What does Andy Grove’s famous saying “only theWhat does Andy Grove’s famous saying “only the
paranoid survive” really Mean?paranoid survive” really Mean?
5. Product – Current discontinuitiesProduct – Current discontinuities
► Technological?Technological?
Silicon speed doubles every 18 monthsSilicon speed doubles every 18 months
Storage capacity doubles every 12 monthsStorage capacity doubles every 12 months
Communication Bandwidth doubles every 6 monthsCommunication Bandwidth doubles every 6 months
Wireless revolutionWireless revolution
IP telephonyIP telephony
Telecom Backbone BandwidthTelecom Backbone Bandwidth
► Other?Other?
Sept 11 terrorist attackSept 11 terrorist attack
LinuxLinux
Human Genome SequencingHuman Genome Sequencing
911 GPS cell phones911 GPS cell phones
6. Product – key questionsProduct – key questions
► Radicalness of productRadicalness of product
““Faster / Better / Cheaper”Faster / Better / Cheaper”
InnovationInnovation
► Incremental changeIncremental change
Brave New WorldBrave New World
► Change the way people do things; orChange the way people do things; or
► Is it feasible?Is it feasible?
How much timeHow much time
What special skillsWhat special skills
What is the riskWhat is the risk
Similar project been done before?Similar project been done before?
► How much R, how much DHow much R, how much D
rr && DD
R&
d
7. Product – key questionsProduct – key questions
► Barriers to EntryBarriers to Entry
IPIP
► Can the IP be protectedCan the IP be protected
► Is it sufficiently difficult (not trivial)Is it sufficiently difficult (not trivial)
► Is it too difficult?Is it too difficult?
Network Effect (i.e., e-Bay)Network Effect (i.e., e-Bay)
► This is VERY, VERY hard to doThis is VERY, VERY hard to do
Business Model (i.e. Dell vs. Compaq)Business Model (i.e. Dell vs. Compaq)
► This is even harder to doThis is even harder to do
Is it non-obviousIs it non-obvious
► Veritas created the segment “storage management software”Veritas created the segment “storage management software”
► Starting in 1999 there have been over 500 startup companies inStarting in 1999 there have been over 500 startup companies in
the “storage space”the “storage space”
8. MarketMarket
► Market sizeMarket size
TAM / SAMTAM / SAM
Where can you get market data?Where can you get market data?
► Market growth rateMarket growth rate
► Market structureMarket structure
MaturityMaturity
In state of flux or establishedIn state of flux or established
Market of big players, established products andMarket of big players, established products and
pricesprices
► Vertical MarketsVertical Markets
9. MarketMarket
► Product price and cost vs. market (grossProduct price and cost vs. market (gross
margin)margin)
► Market willingness to work with startupMarket willingness to work with startup
May not stay in businessMay not stay in business
May not be able to support the customerMay not be able to support the customer
► How many can you sell, how quickly?How many can you sell, how quickly?
► How big is the ultimate market?How big is the ultimate market?
How big to be interesting as venture backed deal?How big to be interesting as venture backed deal?
► Can the company become a market leader?Can the company become a market leader?
10. Market – CompetitionMarket – Competition
► Are you entering an existing market?Are you entering an existing market?
How will the leader’s react?How will the leader’s react?
How quickly?How quickly?
Why can’t they simply do the same and put you out ofWhy can’t they simply do the same and put you out of
business?business?
► Competitive Alliances?Competitive Alliances?
► Are there other startupsAre there other startups
How many?How many?
How well financed, quality of team, etc?How well financed, quality of team, etc?
Why do you believe that you are different – uniquelyWhy do you believe that you are different – uniquely
qualified to win the competitive race?qualified to win the competitive race?
► Why do each of your competitors believe the sameWhy do each of your competitors believe the same
thing?thing?
11. Market: Time to Build the BusinessMarket: Time to Build the Business
► Most High Value Businesses Take Time to Build, e.g. HP,Most High Value Businesses Take Time to Build, e.g. HP,
Veritas, IntelVeritas, Intel
► Does Market Allow Bootstrapping? E.g., Pure Software,Does Market Allow Bootstrapping? E.g., Pure Software,
Microsoft, Integrated Systems/WindRiver, etc.Microsoft, Integrated Systems/WindRiver, etc.
► Interestingly, many of the most successful businessesInterestingly, many of the most successful businesses
raised little capital (some took a long time to ramp up)raised little capital (some took a long time to ramp up)
Cisco = $2.5MCisco = $2.5M
Sun = $4MSun = $4M
Veritas = $4MVeritas = $4M
VMware = $3MVMware = $3M
Microsoft <$2MMicrosoft <$2M
Oracle < $2MOracle < $2M
eBay < $1MeBay < $1M
Google < $5MGoogle < $5M
etc. etc.etc. etc.
► Excessive capital raised can have disasterous results:Excessive capital raised can have disasterous results:
Webvan, Next, Momenta, maybe Vonage (SunRocket)??Webvan, Next, Momenta, maybe Vonage (SunRocket)??
12. Bootstrapping: Conditions forBootstrapping: Conditions for
SuccessSuccess
►Market Segment is Small with No GorillasMarket Segment is Small with No Gorillas
or Gorilla Has Little Tractionor Gorilla Has Little Traction
►Market Growth is Not ExplosiveMarket Growth is Not Explosive
►You’ve Created a New MarketYou’ve Created a New Market
►Management Has Time to Learn theManagement Has Time to Learn the
BusinessBusiness
►Examples: Microsoft, Oracle, Wind RiverExamples: Microsoft, Oracle, Wind River
13. TeamTeam
► ExecExec
Big company /entrepreneurial successBig company /entrepreneurial success
Domain expertsDomain experts
Worked together / Navigated difficult situationWorked together / Navigated difficult situation
Unquestioned Integrity / Intellectual honestyUnquestioned Integrity / Intellectual honesty
Successful recruiting track recordSuccessful recruiting track record
Able to raise capitalAble to raise capital
► TechnicalTechnical
Technical leadershipTechnical leadership
Demonstrated ability to develop ProductsDemonstrated ability to develop Products
► OtherOther
No Trainees – “Done it before”No Trainees – “Done it before”
14. CapitalCapital
► How much time and money does it take to buildHow much time and money does it take to build
the product?the product?
► How much time and money does it take to launch,How much time and money does it take to launch,
market and sell and support?market and sell and support?
How much to “scale up” the business?How much to “scale up” the business?
► Will the capital markets finance a project of thisWill the capital markets finance a project of this
size and duration?size and duration?
► Is the investment commensurate with the marketIs the investment commensurate with the market
opportunity?opportunity?
► How do you stage the capitalization to get theHow do you stage the capitalization to get the
most money for the least cost? (topic for anothermost money for the least cost? (topic for another
presentation)presentation)
15. Economic ModelEconomic Model
► Business Model (steady state)Business Model (steady state)
Revenue, COGS, COS, ongoing R&D, profit?Revenue, COGS, COS, ongoing R&D, profit?
► For example, what is the fully loaded cost of one sales person,For example, what is the fully loaded cost of one sales person,
and what is that person’s productivity?and what is that person’s productivity?
► Cost of customer acquisition?Cost of customer acquisition?
Are there examples of similar business modelsAre there examples of similar business models
What is the path to get to steady state?What is the path to get to steady state?
► What is the ROI for the investors, entrepreneursWhat is the ROI for the investors, entrepreneurs
► How long to cash flow break evenHow long to cash flow break even
► What does gross margin tell about a companyWhat does gross margin tell about a company
► Room for errorRoom for error
17. RisksRisks
►What are they?What are they?
This is usually a very, very long list – makes youThis is usually a very, very long list – makes you
kind of wonder why anything ever gets startedkind of wonder why anything ever gets started
►Why do you believe they can be overcome?Why do you believe they can be overcome?
Response for each item listed aboveResponse for each item listed above
18. The Business PlanThe Business Plan
► Where all the issues come togetherWhere all the issues come together
► Requires everything to be in synchRequires everything to be in synch
► Exec Summary -- Write it early and often!!!Exec Summary -- Write it early and often!!!
► FinancialsFinancials
Five year Income Statement, Balance Sheet and Cash FlowFive year Income Statement, Balance Sheet and Cash Flow
First two years are “Bottoms Up”First two years are “Bottoms Up”
Fifth year should be compared to industry proxy for sanityFifth year should be compared to industry proxy for sanity
► Capitalization PlanCapitalization Plan
How much to raiseHow much to raise
On what milestonesOn what milestones
Returns to each stage of investorReturns to each stage of investor
Not part of external planNot part of external plan
► FINANCIALS ARE THE CRUCIBLEFINANCIALS ARE THE CRUCIBLE
Forces you to make and validate all assumptionsForces you to make and validate all assumptions
Forces you to Ask and Answer all the questionsForces you to Ask and Answer all the questions
19. The Business PlanThe Business Plan
►It is the Process, not the Product that countsIt is the Process, not the Product that counts
►All the issues in one placeAll the issues in one place
►Generally, all the things you need to knowGenerally, all the things you need to know
are “outside” (the building, campus, etc.)are “outside” (the building, campus, etc.)
You need to talk to people in the real worldYou need to talk to people in the real world
►Once completed you KNOW what you areOnce completed you KNOW what you are
doingdoing
►Fully integrated into your mindFully integrated into your mind
21. McAfeeMcAfee
► Product IdeaProduct Idea
Industry in transitionIndustry in transition
► MarketMarket
Clear market needClear market need
No competitorsNo competitors
► TeamTeam
Unique entrepreneurial backgroundUnique entrepreneurial background
High degree of Authenticity to entrepreneurHigh degree of Authenticity to entrepreneur
► CapitalCapital
Bootstrapped on bulletin board businessBootstrapped on bulletin board business
► Economic ModelEconomic Model
Cash machine!!Cash machine!!
But competition changed all thatBut competition changed all that
► RiskRisk
Lots of visible risksLots of visible risks
22. Veritas –the early ideaVeritas –the early idea
► Product IdeaProduct Idea
Unix was transitioning to a commercialUnix was transitioning to a commercial
environment, but was not ready for prime time.environment, but was not ready for prime time.
Tolerant (predecessor company) had done a lot ofTolerant (predecessor company) had done a lot of
the work already -- We knew the issues and knewthe work already -- We knew the issues and knew
the solutions.the solutions.
This was “hard to do” but not impossible. GoodThis was “hard to do” but not impossible. Good
IP, good barriers to entryIP, good barriers to entry
► Customer MarketCustomer Market
We knew the customersWe knew the customers
ATT agreement gave us “special” access to theATT agreement gave us “special” access to the
marketmarket
23. Veritas –the early ideaVeritas –the early idea
► TeamTeam
We had the team of engineers to implementWe had the team of engineers to implement
Completed the management teamCompleted the management team
► CapitalCapital
We had some money from wind-down of oldWe had some money from wind-down of old
businessbusiness
““some” investor commitmentsome” investor commitment
Almost impossible to raise new money for aAlmost impossible to raise new money for a
“restart”.“restart”.
► CompetitionCompetition
Competition at system OEMs would be “make vs.Competition at system OEMs would be “make vs.
buy”buy”
Very little to no merchant market competitionVery little to no merchant market competition
24. Veritas –the early ideaVeritas –the early idea
► Economic ModelEconomic Model
OEM model like ATT (Microsoft) – source licenseOEM model like ATT (Microsoft) – source license
plus per-copy royaltyplus per-copy royalty
Limited account upside – for more than $2 - $3Limited account upside – for more than $2 - $3
million per year, OEM could design us out.million per year, OEM could design us out.
Highly profitable business with extremely highHighly profitable business with extremely high
gross margingross margin
► Risk AnalysisRisk Analysis
Reliability of ATT as partnerReliability of ATT as partner
Software OEM model not provenSoftware OEM model not proven
Limited overall upside for companyLimited overall upside for company
25. WebVanWebVan
► Product IdeaProduct Idea
Disintermediate the supermarket supply chainDisintermediate the supermarket supply chain
OldOld
► Producer to warehouseProducer to warehouse
► Pack and ship to supermarketPack and ship to supermarket
► Supermarket every couple of miles – land, building and ~100Supermarket every couple of miles – land, building and ~100
employeesemployees
► Unpack and stock shelvesUnpack and stock shelves
► Customer drives in to pick up goods…Customer drives in to pick up goods…
NewNew
► Producer to warehouseProducer to warehouse
► Pick and pack (high tech)Pick and pack (high tech)
► Deliver directly to consumerDeliver directly to consumer
Trucks and drivers instead of buildings and clerksTrucks and drivers instead of buildings and clerks
26. WebVanWebVan
► MarketMarket
Established very large marketEstablished very large market
► TeamTeam
World classWorld class
► CapitalCapital
““infinite” capital availableinfinite” capital available
► Economic ModelEconomic Model
Unproven modelUnproven model
Not enough customer density for efficient routesNot enough customer density for efficient routes
► Increased delivery chargesIncreased delivery charges
► Reduced produce qualityReduced produce quality
Rolled out in five cities before proven in oneRolled out in five cities before proven in one
► Consumed their cashConsumed their cash
► Capital markets closed downCapital markets closed down
► RiskRisk
Much more than they thought…Much more than they thought…
27. MicrosoftMicrosoft
► Product IdeaProduct Idea
Home computer “revolution”Home computer “revolution”
BASIC compiler for “Altair 8080”BASIC compiler for “Altair 8080”
Six years later, still the same old business…Six years later, still the same old business…
► MarketMarket
IBM changed market from hobbyist to businessIBM changed market from hobbyist to business
► TeamTeam
Experienced in technology, butExperienced in technology, but
Inexperienced in businessInexperienced in business
► CapitalCapital
Very humble start up – no real capital neededVery humble start up – no real capital needed
But also none availableBut also none available
► Economic ModelEconomic Model
Pioneered OEM OS modelPioneered OEM OS model
Made the rulesMade the rules
Not First Mover in Any MarketNot First Mover in Any Market
► RiskRisk
It was really a lucky break – no one home at Digital ResearchIt was really a lucky break – no one home at Digital Research
► But then they knew how to leverage the business!!!!But then they knew how to leverage the business!!!!
28. Opportunity Check ListOpportunity Check List
► Product, Market and IndustryProduct, Market and Industry
DemandDemand
Market sizeMarket size
Growth RateGrowth Rate
Market CapacityMarket Capacity
Attainable market shareAttainable market share
Cost structureCost structure
► Factor MarketsFactor Markets
Resources requiredResources required
Market structureMarket structure
► EconomicsEconomics
Profit potentialProfit potential
Time to breakevenTime to breakeven
ROI potentialROI potential
Capital requirementsCapital requirements
IRRIRR
Free Cash FlowFree Cash Flow
Gross MarginsGross Margins
Time to Break-EvenTime to Break-Even
► Competitive AdvantageCompetitive Advantage
Variable / fixed costVariable / fixed cost
Degree of controlDegree of control
Entry barriersEntry barriers
Protectable IPProtectable IP
Positional AdvantagePositional Advantage
► PersonalPersonal
Personal goalsPersonal goals
Personal fitPersonal fit
Upside vs downsideUpside vs downside
Opportunity CostOpportunity Cost
Stress ToleranceStress Tolerance
► Sustainable AdvantageSustainable Advantage
► Opportunities for ExtensionOpportunities for Extension
► Management TeamManagement Team
► HarvestHarvest
29. The Startup IdeaThe Startup Idea
mark lesliemark leslie
mleslie@leslieventures.commleslie@leslieventures.com
650/561-1228650/561-1228