The Road to Investing and Building High Growth Companies - Presentation by Jose Marin, Co-Founder & MD of IG Expansion at the NOAH 2013 Conference in London, Old Billingsgate on the 14th of November 2013.
Miloud Alain Hassene Daouadji é detalhe orientado líder de negócios que pensa estrategicamente em todos os aspectos de sua posição.
Como um desenvolvedor de negócios, ele assume como o maior desafio
Post-Merger Integration as an Instrument for Improving M&A EfficiencyPaulOstling
This document discusses post-merger integration as a way to improve the efficiency of mergers and acquisitions. It defines different types of mergers and acquisitions and notes that about 1/3 of M&A deals outright fail and another 1/3 miss economic goals. Critical factors for success include careful strategic analysis, planning for integration, managing stakeholders, and establishing metrics to measure success. Effective post-merger integration requires combining companies in reality, not just on paper, and is akin to change management. Key elements of a smart integration plan include addressing culture, people, customers, systems and communicating extensively. Common mistakes include not addressing resistance to change, lacking M&A expertise, and failing to reward integration teams.
RDEs are becoming major competitors due to lower labor costs and raw materials. 80% of the world's population lives in emerging markets like China, India, and Brazil. Hundreds of millions now form a middle class market. To compete globally, companies need strategies to meet needs in both low and high growth markets using new competitive models as power shifts east and RDEs rise.
HireLabs Perspective: Increasing Vc Returns In Talent Assessment FirmsHireLabs Inc.
The VCs must ask themselves if they have CEOs who are capable of driving companies
as the recession bottoms.
Looking at the current slowdown in non-farm employment and the subsequent rebound strategies, HireLabs can forecast a recovery in the international labor market - lead by the US - sometime around Feb 2010 (Q1 2010).
Very few CEOs of venture-backed companies have experience of riding a company
through a recession successfully.
The questions that investors should ask there CEOs is
whether they are able to monetize on market-indicators as the recovery approaches.
Investors who are looking to capitalize on the recovery should predominantly understand the teams that are running the companies, and assess the teams’ ability to analyze and perform the market indicators....
Strategic Investor Relations and Public DisclosureKenny Ong
LexisNexis Capital Raising for Corporations Conference
August 2009
Establishing Sustainable Growth through Successful Funding Strategies and Addressing the Shareholders’ Crisis of Confidence through Strategic Communications
• Assess the importance of communications for
Investor Relations and Public Disclosures
• Differentiating communication initiatives in maximizing their value
• Defining the communications, investor
relations, and statements and why they play
an integral role in a corporations financial
activity
• What is the information that companies are
required to make public?
• Frequency of disclosure and maintaining
confi dentiality
This document discusses the nature of international entrepreneurship. It defines international entrepreneurship as conducting business activities across national boundaries through exporting, licensing, or opening foreign sales offices. International entrepreneurship involves executing a business model in more than one country. The document also notes that international business decisions are more complex than domestic decisions due to uncontrollable economic, political, legal, cultural, and technological factors across countries.
Miloud Alain Hassene Daouadji é detalhe orientado líder de negócios que pensa estrategicamente em todos os aspectos de sua posição.
Como um desenvolvedor de negócios, ele assume como o maior desafio
Post-Merger Integration as an Instrument for Improving M&A EfficiencyPaulOstling
This document discusses post-merger integration as a way to improve the efficiency of mergers and acquisitions. It defines different types of mergers and acquisitions and notes that about 1/3 of M&A deals outright fail and another 1/3 miss economic goals. Critical factors for success include careful strategic analysis, planning for integration, managing stakeholders, and establishing metrics to measure success. Effective post-merger integration requires combining companies in reality, not just on paper, and is akin to change management. Key elements of a smart integration plan include addressing culture, people, customers, systems and communicating extensively. Common mistakes include not addressing resistance to change, lacking M&A expertise, and failing to reward integration teams.
RDEs are becoming major competitors due to lower labor costs and raw materials. 80% of the world's population lives in emerging markets like China, India, and Brazil. Hundreds of millions now form a middle class market. To compete globally, companies need strategies to meet needs in both low and high growth markets using new competitive models as power shifts east and RDEs rise.
HireLabs Perspective: Increasing Vc Returns In Talent Assessment FirmsHireLabs Inc.
The VCs must ask themselves if they have CEOs who are capable of driving companies
as the recession bottoms.
Looking at the current slowdown in non-farm employment and the subsequent rebound strategies, HireLabs can forecast a recovery in the international labor market - lead by the US - sometime around Feb 2010 (Q1 2010).
Very few CEOs of venture-backed companies have experience of riding a company
through a recession successfully.
The questions that investors should ask there CEOs is
whether they are able to monetize on market-indicators as the recovery approaches.
Investors who are looking to capitalize on the recovery should predominantly understand the teams that are running the companies, and assess the teams’ ability to analyze and perform the market indicators....
Strategic Investor Relations and Public DisclosureKenny Ong
LexisNexis Capital Raising for Corporations Conference
August 2009
Establishing Sustainable Growth through Successful Funding Strategies and Addressing the Shareholders’ Crisis of Confidence through Strategic Communications
• Assess the importance of communications for
Investor Relations and Public Disclosures
• Differentiating communication initiatives in maximizing their value
• Defining the communications, investor
relations, and statements and why they play
an integral role in a corporations financial
activity
• What is the information that companies are
required to make public?
• Frequency of disclosure and maintaining
confi dentiality
This document discusses the nature of international entrepreneurship. It defines international entrepreneurship as conducting business activities across national boundaries through exporting, licensing, or opening foreign sales offices. International entrepreneurship involves executing a business model in more than one country. The document also notes that international business decisions are more complex than domestic decisions due to uncontrollable economic, political, legal, cultural, and technological factors across countries.
How western multinationals can organize to win in emerging marketsJuris Cernavskis
This document discusses five main challenges that Western multinational companies face when operating in emerging markets: 1) Mismatched resources where leaders do not allocate the right financial and human resources; 2) Talent shortages and retention issues; 3) Innovation challenges in customizing products at local price points; 4) Increased risk and complexity in stakeholder management; 5) Lack of early and long-term commitment that can lead to "midway profitability traps". The document then outlines four approaches that some companies have taken to overcome these challenges: 1) Managing talent with a local focus; 2) Bringing new approaches to innovation; 3) Building broad and deep partnerships; 4) Creating shared values to unite a global company.
The document discusses key issues companies should focus on when selling or divesting parts of their business. It emphasizes that sell-side M&A capabilities are just as important as buy-side capabilities but are often less developed. Specifically, it recommends focusing on three additional areas when separating businesses: human resources issues to maintain key employees, strategic analysis to understand if separation creates value, and global separation issues given increased international operations. Addressing these complex HR, strategic, and international components can help maximize value and improve the sell-side transaction process.
The document is an investor pitch deck for Asiansbook, which aims to connect Western businesses with Asian consumers. It outlines Asiansbook's vision as a "Facebook for Asia", recent traction with over 850 businesses signed up, the large market opportunity in Asia worth $75 billion, and how the platform addresses the problem of barriers to entry in tapping Asian growth markets. It describes Asiansbook's free social networking product, revenue model of digital advertising, growth strategy, and founding team. The deck requests $500k of funding and outlines plans for eventual exit through acquisition or IPO.
Unit v new business model and strategy for internet economyDeborah Sharon
The document discusses business models and strategies for internet and e-commerce firms. It describes four aspects of business models including revenue sources, cost drivers, investment size, and critical success factors. It also discusses the web strategy where firms collaborate around a technology platform. Key points of the web strategy include technological standards, increasing returns, and different strategic roles firms can play as shapers or adapters. Revenue sources for internet businesses are also summarized including advertising, subscriptions, affiliate marketing, and selling data.
The document provides an overview of mergers and acquisitions (M&A) market trends and the M&A process. It notes that global M&A volume increased 25% to $2 trillion in 2010, with US M&A volume growing 17% and middle market deals up 59%. The top drivers of M&A activity in 2010 and 2011 included equity market gains, favorable credit markets, and cash reserves driving corporate and financial sponsorship deals. The document outlines the typical M&A process conducted by advisors, including business preparation, marketing, negotiations, and closing the transaction to maximize business value.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Growing your business by expanding into new markets is one of the most tried & true business growth strategies. Many business leaders point toward it as the vision for their organization. Having a vision is key, but strategy execution earns the dollars.
This presentation sets the stage for this voyage into crafting a winning market entry strategy. The discussion will introduce the core revenue models instituted by the best business development minds. Whether you are looking at an international move or local service introduction you’ll take something away from this presentation.
Business Owners - Succession and Transition Planning - Presented by VisionOneJoshua Kluver, MBA
This document discusses business succession and transition planning. It notes that less than 5% of businesses successfully transfer ownership, leading to decreased value and legacy issues. The presentation aims to help business owners understand challenges, maximize value during transactions, and have an aligned personal and business transition strategy. It covers identifying goals, understanding market forces like timing and size, qualitative and quantitative value drivers, common pitfalls to avoid, and emphasizes the importance of intentional planning to realize goals and leave a legacy.
This document discusses conducting an external audit to analyze external factors affecting an organization. It covers 10 major external forces including economic, social, technological and competitive factors. The key steps in an external audit are to gather information on these forces from sources like the internet, evaluate the factors, identify important opportunities and threats, and communicate the findings. Tools like the EFE matrix and competitive profile matrix are used to analyze external industry factors and competitors. Monitoring external trends and developing competitive intelligence are important parts of the external audit process.
Investor Relations and Shareholder Communication : Linking internal aspiratio...Sanjay Uppal
This document discusses best practices for investor relations and shareholder communication. It emphasizes the importance of board and management commitment to investor relations. An effective investor relations department requires specialization with IR executives, analysts, and administrative support. The role of the IR team is to achieve fair valuation of the company's stock by understanding investors and communicating the company's equity story. Statutory disclosures are a minimum, and honesty and openness are important to maintain investor confidence. Managing expectations and reducing gaps between intrinsic and market value also helps investor relations.
The document discusses valuation methods used in public takeover bids. It summarizes two studies analyzing the methods used by valuators and independent appraisers. The most commonly used methods are discounted cash flows (DCF), market multiples, and market stock price. On average, valuators and appraisers used 3.6 and 3.8 methods respectively for each transaction. The studies found increasing use of DCF, market comparables, and market stock price methods over time, likely due to greater availability of information and comparables. Intrinsic methods like DCF that consider long-term projections are being used more as valuation evolves.
Financial services firms in Ethiopia are pursuing growth strategies to cope with increased competition. Many are looking to new products, markets, pricing structures, and distribution channels. More than two-thirds reported competition has increased over the past year. To address this, firms are focusing on technology, customer service, pricing, marketing, and adding value. This seeks to attract more customers and make existing offerings more competitive.
how to apply entrepreneurial and strategic tools, techniques, and concepts in ways that help the firm create increasing amounts of wealth.
six domains: innovation, networks, internationalization,organizational learning, top management teams and governance, and growth.
The document discusses E2W's research into the trade, position, and risk management solutions market. It found that over half of decision-makers expect to increase technology spending and a third plan projects within 12-18 months. It also identified priorities around efficiency, performance, and time to market. The document argues that technology vendors need targeted strategies to understand prospects and align with their needs in this narrow market focused on a few hundred people.
Each year, Tenet Partners analyzes the data in
the CoreBrand Index (CBI) to determine the US
economy’s Top 100 Most Powerful Brands based on
high awareness and positive brand perceptions. 2015
marks the eighth year of the report. The report is
unique because it is based on a single, data-driven
score that assesses each brand’s familiarity and
favorability. We call this BrandPower. Powerful Brands build and nurture their brands and in turn, their create and make it
competitive – by making investments in
innovation, R&D and strategic partnerships
to drive customer-centric experiences
Presentation for Touchtech Payments final-1Sumit Chopra
This document provides a market entry strategy for Touchtech Payments entering the US market. It includes an analysis of the payments industry and segmentation of the customer market into banks and credit unions. A multi-phase strategy is proposed covering mission/vision, geography, funding, operations including personnel, and marketing such as trade show attendance. Challenges of internationalization like knowledge gaps, resources, and regulations are also reviewed. Recommendations provide a roadmap to target both banks and credit unions through building relationships at trade shows and establishing the right team and resources.
This document provides a market entry strategy for Touchtech Payments entering the US market. It includes an analysis of the payment authentication industry and segmentation of the US banking market. A multi-phase strategy is proposed covering mission/vision, geography, funding, operations, and marketing. Challenges of internationalization like knowledge gaps, resources, and regulations are also discussed. The recommendations provide a roadmap to target both US banks and credit unions through trade shows and establishing operations and human resources in the US.
Miloud Alain hassene daouadji estilo e consistência são brilhantes e segundo a nenhum. Como uma mente de negócios talentoso e estrategista criativo, ele possui grandes habilidades interpessoais.
The document proposes an integrated approach for selecting the optimal combination of multiple flexible manufacturing systems (FMS). It first identifies both qualitative and quantitative attributes for evaluating FMS alternatives. Grey systems theory is used to handle uncertain qualitative data, while simulation modeling provides objective data. A goal programming model is formulated to prioritize objectives like cost, work in process, quality, etc. Finally, a genetic algorithm solves the multi-FMS combination problem by finding the combination that best meets the objectives. The proposed approach aims to facilitate complex decision making for selecting an optimal set of interrelated FMS alternatives.
How western multinationals can organize to win in emerging marketsJuris Cernavskis
This document discusses five main challenges that Western multinational companies face when operating in emerging markets: 1) Mismatched resources where leaders do not allocate the right financial and human resources; 2) Talent shortages and retention issues; 3) Innovation challenges in customizing products at local price points; 4) Increased risk and complexity in stakeholder management; 5) Lack of early and long-term commitment that can lead to "midway profitability traps". The document then outlines four approaches that some companies have taken to overcome these challenges: 1) Managing talent with a local focus; 2) Bringing new approaches to innovation; 3) Building broad and deep partnerships; 4) Creating shared values to unite a global company.
The document discusses key issues companies should focus on when selling or divesting parts of their business. It emphasizes that sell-side M&A capabilities are just as important as buy-side capabilities but are often less developed. Specifically, it recommends focusing on three additional areas when separating businesses: human resources issues to maintain key employees, strategic analysis to understand if separation creates value, and global separation issues given increased international operations. Addressing these complex HR, strategic, and international components can help maximize value and improve the sell-side transaction process.
The document is an investor pitch deck for Asiansbook, which aims to connect Western businesses with Asian consumers. It outlines Asiansbook's vision as a "Facebook for Asia", recent traction with over 850 businesses signed up, the large market opportunity in Asia worth $75 billion, and how the platform addresses the problem of barriers to entry in tapping Asian growth markets. It describes Asiansbook's free social networking product, revenue model of digital advertising, growth strategy, and founding team. The deck requests $500k of funding and outlines plans for eventual exit through acquisition or IPO.
Unit v new business model and strategy for internet economyDeborah Sharon
The document discusses business models and strategies for internet and e-commerce firms. It describes four aspects of business models including revenue sources, cost drivers, investment size, and critical success factors. It also discusses the web strategy where firms collaborate around a technology platform. Key points of the web strategy include technological standards, increasing returns, and different strategic roles firms can play as shapers or adapters. Revenue sources for internet businesses are also summarized including advertising, subscriptions, affiliate marketing, and selling data.
The document provides an overview of mergers and acquisitions (M&A) market trends and the M&A process. It notes that global M&A volume increased 25% to $2 trillion in 2010, with US M&A volume growing 17% and middle market deals up 59%. The top drivers of M&A activity in 2010 and 2011 included equity market gains, favorable credit markets, and cash reserves driving corporate and financial sponsorship deals. The document outlines the typical M&A process conducted by advisors, including business preparation, marketing, negotiations, and closing the transaction to maximize business value.
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
Growing your business by expanding into new markets is one of the most tried & true business growth strategies. Many business leaders point toward it as the vision for their organization. Having a vision is key, but strategy execution earns the dollars.
This presentation sets the stage for this voyage into crafting a winning market entry strategy. The discussion will introduce the core revenue models instituted by the best business development minds. Whether you are looking at an international move or local service introduction you’ll take something away from this presentation.
Business Owners - Succession and Transition Planning - Presented by VisionOneJoshua Kluver, MBA
This document discusses business succession and transition planning. It notes that less than 5% of businesses successfully transfer ownership, leading to decreased value and legacy issues. The presentation aims to help business owners understand challenges, maximize value during transactions, and have an aligned personal and business transition strategy. It covers identifying goals, understanding market forces like timing and size, qualitative and quantitative value drivers, common pitfalls to avoid, and emphasizes the importance of intentional planning to realize goals and leave a legacy.
This document discusses conducting an external audit to analyze external factors affecting an organization. It covers 10 major external forces including economic, social, technological and competitive factors. The key steps in an external audit are to gather information on these forces from sources like the internet, evaluate the factors, identify important opportunities and threats, and communicate the findings. Tools like the EFE matrix and competitive profile matrix are used to analyze external industry factors and competitors. Monitoring external trends and developing competitive intelligence are important parts of the external audit process.
Investor Relations and Shareholder Communication : Linking internal aspiratio...Sanjay Uppal
This document discusses best practices for investor relations and shareholder communication. It emphasizes the importance of board and management commitment to investor relations. An effective investor relations department requires specialization with IR executives, analysts, and administrative support. The role of the IR team is to achieve fair valuation of the company's stock by understanding investors and communicating the company's equity story. Statutory disclosures are a minimum, and honesty and openness are important to maintain investor confidence. Managing expectations and reducing gaps between intrinsic and market value also helps investor relations.
The document discusses valuation methods used in public takeover bids. It summarizes two studies analyzing the methods used by valuators and independent appraisers. The most commonly used methods are discounted cash flows (DCF), market multiples, and market stock price. On average, valuators and appraisers used 3.6 and 3.8 methods respectively for each transaction. The studies found increasing use of DCF, market comparables, and market stock price methods over time, likely due to greater availability of information and comparables. Intrinsic methods like DCF that consider long-term projections are being used more as valuation evolves.
Financial services firms in Ethiopia are pursuing growth strategies to cope with increased competition. Many are looking to new products, markets, pricing structures, and distribution channels. More than two-thirds reported competition has increased over the past year. To address this, firms are focusing on technology, customer service, pricing, marketing, and adding value. This seeks to attract more customers and make existing offerings more competitive.
how to apply entrepreneurial and strategic tools, techniques, and concepts in ways that help the firm create increasing amounts of wealth.
six domains: innovation, networks, internationalization,organizational learning, top management teams and governance, and growth.
The document discusses E2W's research into the trade, position, and risk management solutions market. It found that over half of decision-makers expect to increase technology spending and a third plan projects within 12-18 months. It also identified priorities around efficiency, performance, and time to market. The document argues that technology vendors need targeted strategies to understand prospects and align with their needs in this narrow market focused on a few hundred people.
Each year, Tenet Partners analyzes the data in
the CoreBrand Index (CBI) to determine the US
economy’s Top 100 Most Powerful Brands based on
high awareness and positive brand perceptions. 2015
marks the eighth year of the report. The report is
unique because it is based on a single, data-driven
score that assesses each brand’s familiarity and
favorability. We call this BrandPower. Powerful Brands build and nurture their brands and in turn, their create and make it
competitive – by making investments in
innovation, R&D and strategic partnerships
to drive customer-centric experiences
Presentation for Touchtech Payments final-1Sumit Chopra
This document provides a market entry strategy for Touchtech Payments entering the US market. It includes an analysis of the payments industry and segmentation of the customer market into banks and credit unions. A multi-phase strategy is proposed covering mission/vision, geography, funding, operations including personnel, and marketing such as trade show attendance. Challenges of internationalization like knowledge gaps, resources, and regulations are also reviewed. Recommendations provide a roadmap to target both banks and credit unions through building relationships at trade shows and establishing the right team and resources.
This document provides a market entry strategy for Touchtech Payments entering the US market. It includes an analysis of the payment authentication industry and segmentation of the US banking market. A multi-phase strategy is proposed covering mission/vision, geography, funding, operations, and marketing. Challenges of internationalization like knowledge gaps, resources, and regulations are also discussed. The recommendations provide a roadmap to target both US banks and credit unions through trade shows and establishing operations and human resources in the US.
Miloud Alain hassene daouadji estilo e consistência são brilhantes e segundo a nenhum. Como uma mente de negócios talentoso e estrategista criativo, ele possui grandes habilidades interpessoais.
The document proposes an integrated approach for selecting the optimal combination of multiple flexible manufacturing systems (FMS). It first identifies both qualitative and quantitative attributes for evaluating FMS alternatives. Grey systems theory is used to handle uncertain qualitative data, while simulation modeling provides objective data. A goal programming model is formulated to prioritize objectives like cost, work in process, quality, etc. Finally, a genetic algorithm solves the multi-FMS combination problem by finding the combination that best meets the objectives. The proposed approach aims to facilitate complex decision making for selecting an optimal set of interrelated FMS alternatives.
Let's consider the costumes of Hunger Games, Shadowhunters, Delirium, Divergent, and the rest of ya dystopias -- what do they indicate symbolically and about our culture?
La estrella del equipo es: el equipo - Luciano Lujan ANTONIETTI.Luciano L. Antonietti
Los siguientes conceptos abarcan un aspecto central del trabajo en equipo, donde lo importante es el equipo antes que las individualidades de sus integrantes.
Haiku Deck is a presentation tool that allows users to create Haiku style slideshows. The tool encourages users to get started making their own Haiku Deck presentations which can be shared on SlideShare. In just a few sentences, it pitches the idea of using Haiku Deck to easily create visual presentations.
Unik: Unikernel Backend to Cloud FoundryVMware Tanzu
SpringOne Platform 2016
Speaker: Idit Levine; CTO, EMC
Unikernel – an executable image that can run natively on a hypervisor without the need for a separate operating system – are rapidly gaining momentum. To integrate unikernels into the eco-system, cloud-computing platforms as a service are required to provide unikernels with the same services they provide for containers. Here we present Unik, an orchestration system for unikernels. Unik handles the compilation of libraries and applications for running on AWS, manages their scheduling, and ensures their health. To provide the user with a seamless PaaS experience, Unik is integrated as a backend to Cloud Foundry runtime. In the session we will cover: an overview of Unikernel, UniK and the integration with Cloud Foundry followed by a demo.
Are you ready to take the next leap in your journey? Do you feel like you have plateaued but are looking for clarity on the next best step?
Learn the 7 Tips that helped us create and transform our company and explore the questions that might help you create or transform yours.
The document discusses the key motifs and conventions of Gothic novels. It notes that The Castle of Otranto by Horace Walpole, published in 1767, is considered the first Gothic novel and established many Gothic devices that were later refined over the 18th and 19th centuries. Common Gothic motifs included remote and ominous settings like crumbling castles, solitary male protagonists with psychological flaws, trembling female victims, supernatural elements like demons and curses, and themes of transcending boundaries and eliciting terror in readers.
Back Channels Can be Useful! – Layering Authentication Channels to Provide Co...Mohammed Almeshekah
This paper argues the need for providing a covert back- channel communication mechanism in authentication protocols, discusses various practical uses for such a channel, and desirable features for its design and deployment. Such a mechanism would leverage the current authentication channel to carry out the covert communication rather than introducing a separate one. The communication would need to be oblivious to an adversary observing it, possibly as a man-in-the-middle. We discuss the properties that such channels would need to have for the various scenarios in which they would be used. Also, we show their potential for mitigating the effects of a number of security breaches currently occurring in these scenarios.
Cloud Strategies for a modern hybrid datacenter - Dec 2015Miguel Pérez Colino
This document discusses strategies for building a modern hybrid data center using Red Hat technologies. It describes Red Hat Satellite for systems management, Red Hat Enterprise Virtualization for virtualization, Red Hat CloudForms for cloud management, OpenStack for private IaaS clouds, OpenShift for containers and PaaS, and Red Hat Cloud Suite for hybrid cloud solutions. Key capabilities and features of these technologies are summarized. The document promotes using these open source solutions to improve IT efficiency, business agility and developer productivity in hybrid data center environments.
The document appears to be notes from a discussion that touches on various topics including whether something is necessary, speculation about certain people, seeking innovation, positions or roles, ideas being renewed and nourished, and bringing ideas together, with references to Francis Bacon and focus. However, the document provides little context and it is difficult to determine an overall purpose or high level meaning based on the brief and disconnected entries.
Topic: The CEO’s Memo to Budget Managers; Type: Memo; Subject: Accounting and Finance; Academic Level: Masters; Style: APA; Language: English (U.S); Number of pages: 3 (double-spaced, Times New Roman, Font 12); Number of sources: 1
The document provides information for an upcoming bid presentation and interview for a construction project. It includes an agenda for the day with presentations and feedback. It notes that the project is a £3.1 million refurbishment and new build for a college. The client panel will focus on project requirements, best practices, sustainability, and diversity. Tips are provided for the presentation including using evidence, demonstrating shared goals, and innovating. The scoring system and a note about practicing multiple times are also included.
Adding support for you new shiny board in Xen on ARM is a simple task once you get a kernel running on bare metal.
This session will cover the different steps to port Xen on ARM from the firmware to the shell prompt in DOM0.
We will give you tips on the common pitfalls when you have your hypervisor, or your DOM0 kernel crashing. We will also provide suggestion on how to debug when the console is not working.
This pitch deck outlines M&A Nexus, a digital marketplace and network for M&A deals. It summarizes the company's vision to digitalize capital markets, recent traction building a platform and signing up over 1,900 businesses, a $1.4 trillion total addressable market, and the problem of lack of accessible deal networks. The presentation describes the company's free platform enabling businesses to list capital needs and receive offers, revenue from transaction fees, growth strategy focusing on free listings, and experienced founding team. It also addresses competition, a $500k investment ask, 15 month break-even plan, and potential exit options like acquisition or IPO.
1. One key to success with a business startup is to begin with eno.docxjackiewalcutt
1. One key to success with a business startup is to begin with enough ________________: (Points : 1)
capital
sales
accounts payable
suppliers
2. Researchers who study entrepreneurs have discovered that: (Points : 1)
successful entrepreneurs start with an idea, resources, and a small management team.
there is one key set of traits that mark a successful entrepreneur.
entrepreneurs desire responsibility and are willing to take moderate risks.
the most successful entrepreneurs are willing to take extreme risks and bet the farm in order to succeed.
3. Entrepreneurs start businesses for a number of reasons including: (Points : 1)
an opportunity to make a difference.
having to deal with less government regulation than as an executive of a large company.
a much lower risk of career failure due to layoff or acquisition than working for a large company.
the opportunity to get rich much quicker than if they work for a large company.
4. "Copreneurs" are marked by: (Points : 1)
a division of labor by expertise.
their similarity to the traditional mom and pop operation.
a decline in the number of businesses.
a greater success at raising venture capital than sole proprietorship-type businesses.
5. Successful copreneurs are marked by which of the following characteristics? (Points : 1)
Distinct and different business and life goals.
A clear delineation of who is the superior partner and who is the subordinate partner.
A blending of responsibilities, roles, and authority.
Mutual respect for each other's talents.
6. The international market: (Points : 1)
has proven to be a tremendous opportunity for small business.
is being dominated by large corporations based in Europe and Japan.
is largely closed to small U.S.-based businesses because of the growth of international entrepreneurship.
provides greater opportunities for women and minority entrepreneurs than U.S. domestic markets do.
7. Entrepreneurial activity is culturally diverse. Discuss the role of women, minorities, and immigrant entrepreneurs in this activity, profiling their characteristics, their impact, and the specific barriers they need to overcome in their small business start-ups. (Points : 2)
8. What can an entrepreneur do to avoid the failure of his/her company? Discuss at least six actions they can take. (Points : 2)
9. How is the strategic planning process for small companies different from that for large companies? (Points : 1)
The planning horizon should cover at least five years into the future.
The process should begin with setting objectives and conclude with competitive analysis.
The process should be informal and not overly structured-"a shirtsleeve approach."
It should be conducted by top management and provided to lower management.
10. A small business owner needs to ...
The document discusses issues with the current venture capital model and the need for change. Specifically, it argues that (1) venture capital is broken as most companies don't receive funding and the industry fails to generate adequate returns, (2) true innovation is undercapitalized as investments are concentrated in few sectors and have unrealistic expectations, and (3) the current model is unsustainable as fundraising exceeds exits and the same firms continue to receive funding despite poor performance. It calls for less and better-funded venture capital firms that invest in more companies using standardized processes and terms to better support innovation.
The document provides information on obtaining investment for a business, noting that only 2% of business plans submitted to angels are funded, and outlines common reasons for rejection including lack of skills, no market opportunity, unproven concept, and inadequate financial returns or exit plan. It then discusses what investors look for in a successful investment, including a skilled team, big market opportunity, proven idea, scalable business model, and adequate financial returns within 3 years. Finally, it provides tips on strengthening an application, such as seeking strategic advice to improve chances of producing a high-growth business.
The document discusses business models for companies entering emerging markets. It notes that emerging markets will account for 50% of global GDP by 2015. Successful business models focus on understanding customer wants, developing affordable products, and collaborating with local partners. The document provides examples of effective business models used by companies like Walmart in India, Nokia in India, and eTranzact in emerging markets. Key takeaways are to start small and grow strategically, find a niche, focus on innovation, and build alliances with local stakeholders.
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
This document provides an overview of how to build an M&A strategy, outlining a 6-step process: 1) determine business plan drivers, 2) acquisition financing constraints, 3) develop an acquisition candidate list, 4) build preliminary valuation models, 5) rate and rank acquisition candidates, and 6) review and approve the strategy with key stakeholders. The goal is to translate a company's strategic business plan into a prioritized list of target acquisitions by evaluating how deals fit financing constraints and impact business objectives. Preliminary models estimate acquisition costs and returns to facilitate strategy development and approval.
The document discusses the high demand and short supply of talent in the financial services industry due to regulatory changes and business needs. It summarizes Procura Group's services in providing compliance, risk, and technology professionals to banks and insurance companies. The document also outlines ways for candidates to enhance their employability, such as gaining additional experience, improving their CV, increasing their online visibility, partnering with specialist recruiters, and preparing for interviews.
Small businesses constitute over half the businesses and employment in many developed economies. While definitions of small business vary, they are generally defined as having fewer than 500 employees. There are incremental stages of internationalization that small businesses may go through, from passive exporting to establishing production facilities abroad. Overcoming barriers to internationalization like limited resources requires developing a global culture, gaining experience, and leveraging advantages like flexibility and speed. New small business international strategies include being a first mover, copycatting successful products, or pursuing technological leadership.
VC firms operate as buy and sell companies that aim to maximize returns. They must excel at sales and networking with various stakeholders to create value through their portfolio companies. Key aspects of their operational model include maximizing high-quality deal flow, adequately funding and staffing companies, helping companies focus and execute, and funneling companies into the right exit opportunities through strategic syndication and building relationships with potential acquirers and later-stage investors. Success requires strong capabilities in sourcing deals, venture building, and managing networks to guide portfolio companies through different exit funnels.
Flatnut Ventures is a technology company providing Startups and Corporates with an Execution Task Force (ETF) helping them reach their Software Engineering and Performance Marketing objectives.
Tudor Mafteianu (Blu Capital Partners) - What Drives the Value of Your Business?Techsylvania
The document discusses how to maximize the value of a business. It explains that value is driven both intrinsically, such as by the quality of products, growth, and management, and extrinsically, such as investor sentiment and availability of capital. The document provides tips on understanding value drivers, improving business metrics, and structuring deals appropriately in order to secure and unlock maximum value. Potential exit routes discussed include strategic sales, IPOs, and raising equity or debt.
Europe cloud crm market is expected to grow $12.0 billion by 2024DheerajPawar4
[131 Pages Report] Europe cloud CRM market size, analysis, trends, & forecasts. The global market for europe cloud CRM categorized by vertical, nonprofit & country.
Europe cloud crm market is projected to register a moderate 5.86% cagr in the...DheerajPawar4
[131 Pages Report] Europe cloud CRM market size, analysis, trends, & forecasts. The global market for europe cloud CRM categorized by vertical, nonprofit & country.
Your Global Sales Playbook: How to Take on International ExpansionSales Hacker
DocSA company can only be as big as its global ambitions.
International sales bring new markets, fresh revenue streams, unique talent, and a higher return on investment. But a methodical go-to-market plan is critical in ensuring that your organization is set up for success.
When appropriately composed, these strategies mitigate expansion risk and encourage efficient use of resources, timelines, and capital for global expansion. How can you avoid the most common international expansion mistakes?
Globalization Partners' Chief Revenue Officer, Diane Albano, joined us to share expert insight into building a global sales strategy that can dramatically improve the long-term outlook of your company.
Groupon was established in 2008 as an advertising and marketing company that began in Chicago and operates in 500 markets across 44 countries. It works on a daily deals model, where it features discounted deals from local businesses. While it grew rapidly initially, its growth has declined in recent years. It has faced challenges including lack of customer loyalty, improper financial reporting, and intense competition. To address its problems, recommendations include offering customized deals, targeting higher-end merchants, implementing customer relationship management, and advising partner businesses on best practices.
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
How Your Startup Can Raise Venture Capital in the COVID-19 Eraideatoipo
This presentation will cover some of the key topics that you will need think about as you prepare your startup for venture capital funding.
The speaker will address the following and provide context for the COVID-19 era:
1) Should you be raising money from venture capital investors yet, or does it make sense to seek more angel/friends and family financing to allow you to better succeed when you seek venture capital funding?
2) What kinds of marketing documents will you need?
3) Do you have a compelling team, including the right advisors?
4) Who are your targets?
5) Is your pitch and presentation ready for a prime time audience?
6) Can you effectively answer the questions you will face?
7) Is your company prepared for legal due diligence?
The speaker, veteran startup and corporate attorney Greg Chin of Duane Morris LLP, has seen hundreds of startups succeed and fail.
Greg will address these issues and more!
Venture capital funds provide financing to new companies that are too risky for traditional lenders. They make investments through limited partnerships with investors and actively monitor their portfolio companies. Successful venture capital investments can provide high returns, though there is also risk of failure. Venture capital plays an important role in financing innovation and new business formation.
TiE Bangalore: How to sell to enterprise by Jawahar Bekay Sep 4, 2013TiE Bangalore
Many product and service companies are emerging in the Indian landscape with a focus and intent to sell into the Indian enterprise. The large enterprises however are difficult customers to get into as well as to service. What are some of the methods and ways in which you can do this for your product or service? Who do you sell to, how do you sell, when and where do you sell? some of these questions and other related challenges will be discussed and answered during this session.
Take away’s from the session:
A better understanding of the Sales cycle and how to handle the challenges therein.
Official speaker book for the NOAH 2019 Conference in Tel Aviv with comprehensive background information on all presenting speakers and their companies.
This document contains an agenda for a two-day startup conference. Day 1 will include sessions on mobility and travel of the future, cognitive computing, international success stories, and more. It lists over 50 speakers from companies such as Gett, Porsche, Sweet Inn, and StoreDot. Day 2 covers topics like fintech, digital health, industrial digitization, and edutech. It provides details on session times and speakers from companies including eToro, Forter, Payoneer, and Simplex. The document is an agenda detailing over 100 speakers across various industries that will present at the two-day conference.
advocado provides comprehensive legal advice to private and corporate clients through data, technology and specialized lawyers. Headquartered in Greifswald, Germany, it has 26-50 employees and has raised €6 million in total funding.
ahead develops nutritional supplements and functional foods aimed at optimizing human performance. Headquartered in Hamburg, Germany with 11-25 employees, it has raised €0.6 million in total funding.
aidhere is developing digital behavior change solutions, starting with an obesity treatment program. Headquartered in Hamburg, Germany with 4-10 employees, it has raised €0.3 million in total funding.
Official speaker book for the NOAH 2018 Conference in Tel Aviv with comprehensive background information on all presenting speakers and their companies.
This document contains an agenda for a two day startup conference taking place from November 2-3. It lists over 100 confirmed speakers who will present on stages throughout the event. The schedule details the timing, speakers, companies and session titles for presentations, panels, interviews and networking activities each day. Topics that will be discussed include fintech, lending, payments, healthcare, gaming, blockchain, and online dating. The event aims to connect capital with entrepreneurs.
This document provides the agenda for the NOAH Disruptor conference taking place June 22-23, 2017 in Berlin. Over 100 CEOs from various industries including digital/media, fintech, mobility, and more will discuss disruption in their sectors. The agenda lists the scheduled speakers each day organized by session type including keynotes, panels, company presentations, and fireside chats. Confirmed speakers include executives from companies like Rocket Internet, Axel Springer, Deutsche Bank, Mastercard, and Porsche among many others.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
3. 2 Business Strategies
ANGEL
INVESTING
PROJECT
BUILDING
Sinergies between both strategies
Many small investments spread & pray approach
Awareness of new business models and
market trends
3
4. Consumer Facing Businesses in Certain Regions
• We only look at consumer facing businesses we feel
capable of evaluating:
– Marketplaces
– Ecommerce
– Travel
– User Generated Content
• We’ll invest in new innovative projects in the US (e.g.;
Virool & Getaround)
• We only invest in proven models in countries such as
Brazil, Russia, Germany, and Turkey
4
5. Investment Heuristics
We need to like:
Team
Business Model
Product
Deal Terms
1.
2.
At least $1 billion in potential revenues
3.
A valid business model understood from the get-go
4.
Does not require more than $2 M in seed or $15 M in first
round VC money
5.
A business where there is a real shot at being one of the top
players – at least in the region targeted
6.
A scalable idea
7.
A business with little or no risk of disintermediation and/or
margin compression by suppliers and/or customers
8.
A business that is in a rapidly growing market
9.
Our
Selection
Criteria
The company is live and has some traction
An idea that we know how to execute on or can learn how to
execute on
10. An idea that we like and want to do!
5
6. 10 Mistakes to Avoid when Creating a Start-Up
1. Single founder or fights between co-founders
2. Choosing a marginal niche with the hope to avoid competition
3. Hiring bad programmers and choosing the wrong platform
4. Launching too early or launching too late
5. Having no specific user in mind
6. Raising too little or too much money
7. Spending too much
8. Poor investor management
9. Sacrificing users to (supposedly) increase profit
10. Half-hearted effort, the most common reason for failure
6
7. Angel Investing: In Search of the Next Big Hit
Some example of our strong current portfolio:
7
8. Angel Investing: Our Successful Exits
Private sales - Brazil Online Travel Agency* - Brazil
In: 2009 | Exit: 2012
IRR: 68%
(5.7x)
OTA - Southern Europe
In: 2000 | Exit: 2006
IRR: 52% (15.5x)
In: 2010 | Exit: 2011
IRR: >1000%
(31.0x)
C2C Auctions - India
Online payments - LatAm
Classifieds Markeplace** - Global
In: 2006 | Exit: 2012
In: 2006 | Exit: 2010
IRR: 53%
IRR: 93%
(13.1x)
Interactive Advertising - France
Online Glasses - Germany
In: 2000 | Exit: 2004
In: 2001 | Exit: 2006
In: 2009 | Exit: 2013
IRR: 60%
IRR: 82%
IRR: 51%
(8.2x)
(20.1x)
*This represents a passive angel investment by Fabrice Grinda in Viajanet, but not Jose Marin’s founder’s equity
** This represents a passive angel investment by Jose Marin in OLX, but not Fabrice Grinda’s founder’s equity
8
(16.6x)
(5.5x)
9. Lessons Learned from Angel Investing
Creativity is overrated: tenacity and passion are more important than
intelligence!
Don’t overthink – iterate, iterate, iterate!
Make sure you select the right business idea!
Ideas that work in one country, typically work in another country
Stick to your investment principles
Diversity is good
It pays to be lucky
Exits can take a long time, and most exits are below $30 M
Just do it!
9
11. Project Building: Strong Track Record
Concept
Social Media
Marketing for Brazil
Online Travel Agency
for Brazil
Free Global
Classifieds
Mobile Media
Provider
Entrepreneur
Emilio Maciel
Jose Marin
(Chairman)
Fabrice Grinda &
Alec Oxenford
Fabrice Grinda
Founded in
2011
2010
2006
2004
Total Funding Combined: c. $100 million
Revenues Combined: > $400 million yearly run rate
Ownership: 15%-55%
11
12. Lessons Learned from Project Building
• Focus on proven models
Allows for more focus on execution
Avoids combining market risks with business model risks
• Capacity for local execution is key
Adapting to local markets can be a great advantage
against global players
Profound knowledge of “Know-How” and “Know-Who” is
key
Proven
Business
Models
12
> USD 100 M in revenues (US / EU)
5-10 years old
EBITDA positive
Consolidated projects
14. Being part of a big hit: What everyone is looking for
•
In the last decade 39 U.S. software companies reached over $1 billion valuation
– They only account for 0.07% of venture-backed software startups
•
Facebook was the “mega hit” (worth >$100 billion)
•
Every recent decade has witnessed between one and three “mega hits”
•
Consumer-oriented companies have created more value in aggregate
•
Enterprise-oriented companies have reached higher valuations on average
– Also raised less private capital, providing higher return on investments
•
Four major business models:
– Consumer audience, e-commerce, software-as-a-service, and enterprise software
•
These companies waited over 7 years on average for a “liquidity event”
•
Companies with co-founders in their thirties, with top-degrees, and previous history have
built the most successes
•
14
San Francisco (not the Valley) is the hot spot for most of these big hits
Source:
Tech
Crunch
ar:cle
by
Aileen
Lee
(Founder
of
Cowboy
Ventures).
15. How to Assess Potential Growth
• Market size
– Is the target market big enough to allow for growth?
– How fast is this market growing?
• Potential market penetration
– What is the online market penetration?
– How does it compare to mature online markets such as the US?
– What share of the pie am I likely to get?
• Competition
– Are there already clear winners in the market?
– What are the barriers to entry for potential competition?
• Scalability
– Is my business model cost effective to scale?
• Potential expansion to new markets
– What other markets should I keep in the rear mirror?
– Is it realistic to think that I will be able to expand to those markets before
someone else takes over?
15
16. Potential Issues Arising from Growth
• Operational complexity
– Dealing with increasing SKUs, new logistics requirements,
etc, increase the complexity of running larger businesses
efficiently
– Personnel structure is rarely prepared for rapid growth
before growth occurs (timing is key)
• Overspend
– Capex increases require new funding
– Companies that raise more capital than is required have a
tendency to overspend
– Hiring is expensive (make every hire count)
These issues create the need to adopt professional management systems
16
17. Growth Requires Discipline: Management Systems
Financial and Strategic Planning:
• Operating budget
Product Development Management:
• Product concept testing process
Financial Evaluation:
• Performance against target
Sales/Marketing Management:
• Market research projects
Human Resources Planning:
• Written performance evaluations
Partnership Management:
• Partnership milestones
These systems provide managers with timely and accurate information for
better decision making within an increasingly complex organization
17
18. Disciplined Businesses Grow Faster
Source:
“Building
Sustainable
High-‐Growth
Startup
Companies”
–
A.
Davila,
G.
Foster,
N.
Jia
Businesses with higher adoption of professional management systems are
better prepared to deal with the potential issues arising from rapid growth,
thus more likely to experience Venture Capital-backed like growth
18
19. Growth is being limited by the Series A crunch
Source:
PitchBook
Increasing number of seed rounds (and follow-up seed rounds)
are overtaking Series A rounds
19
20. Companies that get through the crunch grow twice as fast
Source:
“Building
Sustainable
High-‐Growth
Startup
Companies”
–
A.
Davila,
G.
Foster,
N.
Jia
VC backed companies are usually better funded and have higher
management systems adoption than non VC backed ones, making it
easier for such businesses to grow into large companies
20
21. In emerging markets, discipline is even more necessary
Success in emerging markets is possible and can be
achieved by adhering to the following five simple rules:
1. Avoid pro-cyclicality:
• Resilient long-term commitment
2. Survive the crises:
• Maintain a lean and flexible work force
• Be operationally efficient and avoid high levels of leverage
3. Be bold when others panic:
• The greatest opportunities often arise in the darkest of moments
4. Read Tomorrow’s newspaper:
• Developed markets have been there, making it possible to see what the future holds
5. Choose the right partners:
• Many risks in emerging markets are mitigated by local knowledge from trusted,
experienced partners
21
23. The PayPal network: shaping and developing the sector
Key alumni of the
online payment
company PayPal
have formed one of
the most influential
networks of
entrepreneurs and
investors that
Silicon Valley has
seen during the
Internet age. These
are some of the
most prominent
members
Source: Endeavor Global
23
24. Silicon Valley is not the only example…
Buenos Aires
Tech Network
Amman
Tech Network
Source: Endeavor Global
24
The top 3
entrepreneurs
ultimately influenced
>80% of the other
successful firms in
their networks and
are key drivers of
their country’s
economy
Istanbul
Tech Network
26. Key learnings from our network of entrepreneurs
What were their biggest mistakes?
• Trying too many things at the same time
Amazon only sold books for 4 years before expanding
• Overestimated market growth at early stages of market development
As a consequence over invested in marketing
• Didn’t fundraise aggressively enough and didn’t manage the cash balance properly
• Hiring the wrong people, too senior and too early, and not firing them fast enough
What were key factors for success?
•
•
•
•
•
•
26
Get relevant backers on board early and build a strong relationship
Hiring the best people and continuously thinking about upgrading the team
Create a product that stands out and solves a problem better than the alternatives
Define current milestones and remain focused
Concentrate in long-term goals, think big
Be perseverant, iterate
Source:
Interviews
with
Kevin
Ryan,
Alec
Oxenford,
Kamil
Kurmayev,
and
Xenios
Thrasyvoulou.
27. Key Takeaways
It’s easier and cheaper to create an internet startup than it’s ever been!
Hire the right team and choose strong partners
Creativity is overrated: tenacity and passion are more important than
intelligence!
Don’t overthink – iterate, iterate, iterate!
It pays to be lucky – big hits are rare, “mega hits” are even more so
Growth requires discipline
Adopt professional management systems
Plan for the best, and prepare for the worse – be well funded as it is
challenging to reach Series A financing rounds
Exits can take a long time, and most exits are below $30 M
Creating a strong network within your industry is
Just do it!
27