This document provides an overview of early stage venture funding options and expectations. It discusses the typical lifecycle of a startup and their need for capital at different stages. Early stage funding options include angels, seed funds, and early-stage VCs. Venture funds typically invest over 3-4 years and expect returns of 2.5-3.5x within 7-10 years. The document outlines what venture funds look for in potential investments, including strong teams, large markets, scalable and defensible business models, and clear exit potential. It also describes the venture investment process and considerations in dealing with term sheets and expectations after a startup receives funding.
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Opportunity-based Growth: How GrowthPath Drives Cash and ProfitTim Richardson
Opportunity-based Growth for small and medium sized businesses is the proven approach to prosper under economic and technological change. It's GrowthPath's speciality.
From idea-to-scalable-business-plan-tom-katsioulas-master classthe Mindspark
A MasterClass decoding the basics of scale-ready business model by Marketing and Business Development Leader.
Tom Katsioulas is an Executive in Silicon Valley with more than 25 years experience, discusses the fundamentals and the mindset of a business that is set to create value.
More: https://mindspark.gr/about/neurons/tom-katsioulas/
Icai national seminar m&a-deal valuationAnjana Vivek
Some pointers on Deal Valuation which is beyond numbers, including some questions 'to trigger thinking' related to valuation from a buyer/seller perspective
The Science and Art of Startup Valuations - Anjana VivekTiE Bangalore
TiE Masterclass: Valuation for Startups
This 3 part workshop conducted by Anjana Vivek, Founder Director of Venture Bean Consulting, Parag Dhol, MD, Inventus Capital Partners & Pavan Sondur, CEO & Cofounder, UNBXD
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Opportunity-based Growth: How GrowthPath Drives Cash and ProfitTim Richardson
Opportunity-based Growth for small and medium sized businesses is the proven approach to prosper under economic and technological change. It's GrowthPath's speciality.
From idea-to-scalable-business-plan-tom-katsioulas-master classthe Mindspark
A MasterClass decoding the basics of scale-ready business model by Marketing and Business Development Leader.
Tom Katsioulas is an Executive in Silicon Valley with more than 25 years experience, discusses the fundamentals and the mindset of a business that is set to create value.
More: https://mindspark.gr/about/neurons/tom-katsioulas/
Icai national seminar m&a-deal valuationAnjana Vivek
Some pointers on Deal Valuation which is beyond numbers, including some questions 'to trigger thinking' related to valuation from a buyer/seller perspective
The Science and Art of Startup Valuations - Anjana VivekTiE Bangalore
TiE Masterclass: Valuation for Startups
This 3 part workshop conducted by Anjana Vivek, Founder Director of Venture Bean Consulting, Parag Dhol, MD, Inventus Capital Partners & Pavan Sondur, CEO & Cofounder, UNBXD
VC, PE, Angel, HNI, Seed Investor, Incubator, Accelerator, Corporate Investor, Strategic Investors, 3 Fs .. how do you distinguish between them? What is the homework you need to do before you approach an investor? How will you stand out from the clutter and demonstrate you can create value? How will you crack the exam of getting investors into the company, assuming you have a great idea, product, service or solution?Should you think of Plan B? Should you revisit your Business Model?
Start ups challenges for funding optionsAnjana Vivek
How do you choose from this range of investors and more: HNIs, informal and formal Angel groups,Seed Funds,Venture Capital, Private Equity, Banks, Strategic Investors, Corporate Funds; (Family) Business Groups, Indian & Global, Government supported funds, Impact Investors, Incubators, Accelerators, Crowd funding, Online funding platforms
Material used in the Entrepreneurship course (Bachelor in Management) at the Toulouse Business School (Barcelona Campus)
November 2017
Brief review of the different stages in the life of a Start Up company, type of investors, valuation methods, the importance of growth management
This talk explains the broad framework for deal evaluation. It was anchored by Roopan Aulakh for the pi fellows programme. Most of the talk was an actual case study which is not part of this presentation for confidentiality reasons.
Session on Co-Founder conflict cases or challenges that startups with multiple co-founders face during different stages of their company ( before and after fund-raising) - How do the founders ideally plan for these, and if not planned, how does one find solutions to resolve them when they encounter such challenges.
Choosing between raising money for a company or a secondary round giving liquidity to founders and investors or selling a company is a hard decision to make. A Dual-Track process of talking to potential investors and acquirors in parallel can optimize a transaction value and probability of success. Many aspects of a fundraising process are similar to those of a sale process: confidential information memorandum, detailed financial model, due-diligence materials and the use of an investment bank (fundraising advisor/ M&A advisor). The possibility of obtaining liquidity in a single transaction at a higher valuation generally makes a dual-track process appealing to shareholders in a company and can increase significantly the likelihood of a sale. Paul’s session will address the key issues using both his insight from over 13 years advising game companies as an investment banker but also as an investor in game companies in the past 3 years.
Envisage. Stratigize. Execute: IDEA to BUSINESSAnjana Vivek
Coming up with a brilliant idea for your venture is just the beginning, taking it forward is where many people flounder. Session at Eximius, the Entrepreneur Summit at IIMB on how to go about implementing your idea.
Building a Successful Business - Key Demand Drivers, Trends and Best Practice...SSCG Consulting
It's a good time to be involved in the start-up scene. More funding available than ever before, capacity building support and content on how to start your own business are easily accessible, and community-driven coworking and innovation hubs are popping up everywhere.
Despite the rising popularity of entrepreneurship, starting up a venture and culture brings its own unique set of challenges and problems in a rapidly changing and complex global landscape that its leaders must overcome.
One slide checklist of investors and enablersAnjana Vivek
Which investor is right for you? This sets out types/categories of investors and a brief set of questions you need to ask yourself before setting out your funding strategy.
VC, PE, Angel, HNI, Seed Investor, Incubator, Accelerator, Corporate Investor, Strategic Investors, 3 Fs .. how do you distinguish between them? What is the homework you need to do before you approach an investor? How will you stand out from the clutter and demonstrate you can create value? How will you crack the exam of getting investors into the company, assuming you have a great idea, product, service or solution?Should you think of Plan B? Should you revisit your Business Model?
Start ups challenges for funding optionsAnjana Vivek
How do you choose from this range of investors and more: HNIs, informal and formal Angel groups,Seed Funds,Venture Capital, Private Equity, Banks, Strategic Investors, Corporate Funds; (Family) Business Groups, Indian & Global, Government supported funds, Impact Investors, Incubators, Accelerators, Crowd funding, Online funding platforms
Material used in the Entrepreneurship course (Bachelor in Management) at the Toulouse Business School (Barcelona Campus)
November 2017
Brief review of the different stages in the life of a Start Up company, type of investors, valuation methods, the importance of growth management
This talk explains the broad framework for deal evaluation. It was anchored by Roopan Aulakh for the pi fellows programme. Most of the talk was an actual case study which is not part of this presentation for confidentiality reasons.
Session on Co-Founder conflict cases or challenges that startups with multiple co-founders face during different stages of their company ( before and after fund-raising) - How do the founders ideally plan for these, and if not planned, how does one find solutions to resolve them when they encounter such challenges.
Choosing between raising money for a company or a secondary round giving liquidity to founders and investors or selling a company is a hard decision to make. A Dual-Track process of talking to potential investors and acquirors in parallel can optimize a transaction value and probability of success. Many aspects of a fundraising process are similar to those of a sale process: confidential information memorandum, detailed financial model, due-diligence materials and the use of an investment bank (fundraising advisor/ M&A advisor). The possibility of obtaining liquidity in a single transaction at a higher valuation generally makes a dual-track process appealing to shareholders in a company and can increase significantly the likelihood of a sale. Paul’s session will address the key issues using both his insight from over 13 years advising game companies as an investment banker but also as an investor in game companies in the past 3 years.
Envisage. Stratigize. Execute: IDEA to BUSINESSAnjana Vivek
Coming up with a brilliant idea for your venture is just the beginning, taking it forward is where many people flounder. Session at Eximius, the Entrepreneur Summit at IIMB on how to go about implementing your idea.
Building a Successful Business - Key Demand Drivers, Trends and Best Practice...SSCG Consulting
It's a good time to be involved in the start-up scene. More funding available than ever before, capacity building support and content on how to start your own business are easily accessible, and community-driven coworking and innovation hubs are popping up everywhere.
Despite the rising popularity of entrepreneurship, starting up a venture and culture brings its own unique set of challenges and problems in a rapidly changing and complex global landscape that its leaders must overcome.
One slide checklist of investors and enablersAnjana Vivek
Which investor is right for you? This sets out types/categories of investors and a brief set of questions you need to ask yourself before setting out your funding strategy.
Personalidade e Resultados em Team BuildingIris Buono
Percorrendo seu sistema nervoso, há 4 padrões essenciais de energia que se manisfestam em todos os movimentos, pensamentos, sentimentos e ações desde o COMO vc se levanta da cama de manhã ao COMO vc se interage com colegas de trabalho. A chave está em mover-se entre os padrões sempre que necessário.
Muitos testes de personalidade falharam por não considerarem o corpo. Treinar o corpo é a chave para treinar a mente.
Apohan is a start-up into consulting services for success-based strategic transactions to SMEs through disruptive, cost-effective, scalable, first-in-the-world, emerging-technology-enabled EquityTech platform.
Apohan is making the world's first strategic transaction platform. The highly ambitious new generation of SMEs need services for transactions (such as equity funding or JV) to grow. SMEs neither have a management capable of carrying out complex transactions nor know how to avail these services from consultants. Hence, strategic transactions are nearly absent in SMEs & the reason is lack of a economical, reliable service platform. Apohan's platform would bring the strategic transactions to the doorsteps of SMEs. Our platform caters to all ecosystem stakeholders, all parts of the transaction value chain & we capture exhaustive information of a business needed to take conclusive transaction decisions. Our platform is made to increase the success rate of transactions, reduce the cycle time, break the long broker chains & reduce the transaction costs. Apohan realizes counselling, screening & success charges. The company expects to close an unprecedented 100 transactions a day within 10 years. On the competition front, hardly 0.1% of fintech companies are in the transaction space & there is no transaction management platform in the whole world.
Apohan is a start-up into consulting services for success-based strategic transactions to SMEs through disruptive, cost-effective, scalable, first-in-the-world, emerging-technology-enabled EquityTech platform.
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
So you have built an amazing early stage life science company. Now you need to explain it. This panel will cover how to concisely communicate a company’s value proposition to investors in a variety of formats including the elevator pitch, an angel presentation and a VC meeting.
Scott droney - financing start-up and growthScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
A Founder's Guide to M&A, covering what issues to consider in deciding whether to sell your company and if so, what are the important considerations and value drivers. Created by Chip Hazard of Flybridge Capital Partners
Frank Maene: pitching a business to private investorsIAMCP MENTORING
Mr. Maene presents his great experience on how to pitch a start-up to a potential investor. Ye talks about right things and wrong things.
Use his shared knowledge to attract investors and let your start-up grow faster.
Join the IAMCP community (www.iamcp.org) to get access to an actual information, conferences and speakers.
1. Early
Stage
Venture
Funding
Options
and
Expectations
Harish
Gandhi
hgandhi@YAHOO.com
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2. Agenda
• Lifecycle of a startup and need for capital
• Options for early stage
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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3. LifeCycle of a Startup
3
• Ideation /
Concept stage
• Initial market
feedback
• Market Sizing
• Feasibility stage:
Product dev. , value
proposition
• Early Customer
Feedback
• Select hires
• Market Validation
stage: BD, fine tune
biz model,
partnerships
• Product Commercial,
Some revenue
• Customer Feedback
• Early product
diversification
• Team Build out
• Growth: Scalability, Teams,
Process, Profitability
• Market Validated
• Biz model validated
• Product diversification
Maturity
Time
• Focus Execution
• Financial
predictability
• Risk management
Do you want
to be in this
business
• What is this
business?
• Is it feasible?
• Do atleast a
few relevant
“others”
believe this?
• No Going
Back !
• Market
Feedback
• Re-work the
model, value
proposition
• How do I grow
faster
• Adjacencies
• Beat the “crap”
out of the
competition
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4. LifeCycle of a Startup & Funding
4
• Ideation /
Concept stage
• Initial market
feedback
• Market Sizing
• Feasibility stage:
Product dev. , value
proposition
• Early Customer
Feedback
• Select hires
• Market Validation
stage: BD, fine tune
biz model,
partnerships
• Product Commercial,
Some revenue
• Customer Feedback
• Early product
diversification
• Team Build out
• Growth: Scalability, Teams,
Process, Profitability
• Market Validated
• Biz model validated
• Product diversification
Maturity
Time
• Focus Execution
• Financial
predictability
• Risk management
IPOF F & F
Angels
Seed Early VC Growth VC PE
Bank Financing
Source of
Funds
Rs 10L-30L 50L – 5 Cr US$ 1–5m US$ 10 – 25m US$ 20M+ M81
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5. Agenda
• Lifecycle of a startup and need for capital
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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6. Venture Economics
• Venture fund invested over 3-4 years
• Money returned to investors (LPs) 7- 10 years
• Typical return 2.5x – 3.5X (IRR 18% – 25%)
• Few super hits, few writeoffs
• Model works with significant stakes & large exits
• Expectations of return from each investment
• Vary by stage of VC
• Early stage VCs
• Return expectation 7 – 10X or higher
• For Ser A VC min $40 to $50m exit
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7. Types of Venture Funds /
Which VC to pick ?
Types of VCs
• Stage of Investment (correlates with Ticket Size)
• Sector Focus
• Corporate VCs
Picking a VC
• Sector, Stage
• Investment Cycle of fund
• Ability to provide reserves for future investment
• Philosophy
• Non-monetary Contribution – “Value Addition”
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8. What can you expect from a
Venture Fund
• Other than money (acceleration of growth)
• Assistance /Sounding board for actions, strategies
• Large Network for customer contacts, advisors
• Active assistance in hiring senior members of team
• Appointment of Board members, Advisors
• Corporate Governance
• Credibility
• - again – varies by stage of VC
• On the Flip side -
• Lower level of freedom (spending, reporting, governance, speed (?))
• Decisions being made by a balanced board rather than founder
• Lower equity holding (but potentially much higher value)
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9. Agenda
• Lifecycle of a Startup and need for capital
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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10. Early Stage: Venture Fundable
businesses
• Team
• Early stage - risky
• Large Market
• Nascent market but rapidly growing and potential to be large
• Large existing market with a disruptive play or discontinuity
• Scalable
• Build the business efficiently and quickly
• Strong Value Proposition
• Why you will win
• Defensible
• Differentiability (IP)
• Defensible first mover advantage
• Exits (IPO, Trade Sale)
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11. Team
• Relevant Experience
• Domain
• Functional
• Passion (strong belief, risk taking, ambition)
• Young !!!
• Ability to Sell, Hire and Inspire
• Execution capability
• Business and Operational Experience
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Team
Market
Value Proposition
Scalable
Defensible
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12. Scalable : Capital
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Input: Effort, Capital
Output: Revenue,
Profits Technology Facilitates
Capital Efficiency
Team
Market
Value Proposition
Scalable
Defensible
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13. Biz Model Scalability:
Case Study
Enterprise Software: Scalability Barriers
• Small Ticket Price
• Fragmented market, Competition
• Technical sale , Long Sales Cycle
• Demanding Customer, Customization
What would be interesting
- Large ticket Price
- Channel / distribution
- Upsell / Cross Sell; Recurring revenues
- Strong demand (regulation, compliance)
Team
Market
Value Proposition
Scalable
Defensible
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14. Value Proposition
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» Is there a genuine need for the product / service?
» How is it being addressed today ?
» Who is best positioned to fulfill this need ?
» Why will the customer select you, continue to use
your service/product ?
» Cheaper, Better, Faster
Team
Market
Value Proposition
Scalable
Defensible
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15. Defensible
• Intellectual Property (Nice but not critical)
• Installed Base – Platform Play
• Installed Base – deep entrenchment, hard to remove
• First to Market - if Network effect (sometimes scale)
• Specialized knowledge / Resources
• NOT PRICE (unless sustainable cost advantage)
Team
Market
Value Proposition
Scalable
Defensible
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16. Less likely to be Venture
Fundable
• Entrepreneur
• Lack of experience / knowledge in related area
• Lack of sales and operational experience in founding team
• Mindset: Always prioritizes profits over growth
• Mindset: Reluctant to divest equity (or only limited amounts)
• Mindset: Not open to feedback, change
• Market
• Small Market / aiming to build a 20 Cr company in 5 yrs
• Uncertain Business model, Scalability challenges
• Differentiability and Competition
• Me too product / service
• Capital Requirement
• Risk of consuming too much capital (other than E-Commerce !)
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17. When to Approach an early stage
Venture Fund ?
• VC unlikely to make a bet on multiple risk factors
• Team
• Technology and Product risk
• Competitive Risk
• Market and Business Model risk
• Exit Risk
• Product ready / close to being ready & customer traction
• Some validation of assumptions, business model, market size
• Presence of Business and Operations guy on team
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18. Agenda
• Lifecycle of a business and need for capital
• Options for early stage capital (cover types of VCs)
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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19. Investment Process
Deal Identification /
Preliminary Analysis
Deal Validation
Due Diligence
& Closure
Issue of
Term Sheet
Typically 1% of deals get through the funnel
30 – 45
days
30 - 45 days
15 days
Prelim Market Analysis
Discussion : Internal + External
Experts
Deep Dive: Team, Market,
DIfferentiation
Fact Validation. Accounting &
Legal Diligence
Background checks
Minimum durations
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20. Deal Validation – Decision
Parameters & Challenges
Team
Market Size
Differentiator
-- Teams are enthusiastic and passionate
-- Often lacks experience in functions like marketing,
distribution and finance
Key – Ability to bring right talent on board
-- Early stage businesses lacks established business models
-- Uncertainty on Pricing, Customer Behavior
Key – Customer References, Experts Opinion, Detailed analysis
based on demographics, existing solutions and similar
businesses in other markets
-- Competition is not very clear
-- Lack of IP
Key – Identify key success factors in the business
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21. Due Diligence and Closure
• A fact validation process
• Not a decision making process
• However; deals can break at Due Diligence level too
• Accounting, Legal Due Diligence and Background checks –
Typically these are done by third parties with active
involvement of Canaan’s team
Process of validating business facts,
company structure, financials etc
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22. Agenda
• Lifecycle of a business and need for capital
• Options for early stage capital (cover types of VCs)
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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23. Dealing with Term Sheets
• Valuation
• Type of Equity (Preferred vs common)
• Board Participation
• Liquidation Preference
• Conversion and Anti Dilution Provision
• ROFR – Right of First Refusal, Co-Sale
• Redemption
• Affirmative Rights and Information Rights
• ESOP
Letter of Intent to invest in a given opportunity on specific terms and
conditions
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24. Agenda
• Lifecycle of a business and need for capital
• Options for early stage capital (cover types of VCs)
• Venture Economics
• What do Venture funds look for ?
• Venture Investment process
• Dealing with Term sheets
• What happens post funding ?
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25. What happens post funding?
Early Stage
• Constitution of a BOD, Monthly Board Meetings
• Establishment of milestones (revenue, customer wins, product
roadmap)
• Validation of key assumptions
• Business model fine tuning
• Assistance in Hiring
As business grows:
• Focus on Profitable growth
• Focus on Execution
• High scrutiny of financials – top line, bottom line
• Risk Management
• Internal Audits
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26. What if Funding discussion
doesn’t work out ?
• Know why
• Not in area of interest ?
• Missing something critical? Adapt if you agree
• Try other VCs
• Stay in touch and provide updates on progress
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