This document provides advice for entrepreneurs on developing a business plan and pitching investors. It emphasizes starting small with humble beginnings, identifying a compelling market need, and focusing the pitch on market positioning, strategy, product and technology, team, and capital efficiency. Common pitfalls mentioned include lack of focus, overstaffing early on, unrealistic financial projections, and failing to address a true market pain point.
FEI Digital Week Webinar at Innovation Management - October 2019 SmartOrg
Presenter: Ralph Morales III, formerly of HP.
On his innovation journey, Ralph once played the role of controller for an innovative business delivering on its milestones but failing to create enterprise value. It wasn’t tracking the world’s evidence of value. As an innovation scout, he was a witness to HP’s Smartwatch team accomplishing market traction and subsequent de-funding for failing meaningful scaling potential. Incomplete lean methods provided little value of evidence, which led the team astray. In the last chapter of his innovation journey, experience and skill combine to deliver innovation accountability and superior returns in his role as Director of Innovation. A winning formula for Return on Innovation is feasible with the proper framework.
Learn how to sustain innovative spirit in the face of hardship, match the language of innovation to the language of executives, and a missing key to breakthrough growth.
The webinar replay can be watched here: https://bit.ly/2CANrF4
FEI Digital Week Webinar at Innovation Management - October 2019 SmartOrg
Presenter: Ralph Morales III, formerly of HP.
On his innovation journey, Ralph once played the role of controller for an innovative business delivering on its milestones but failing to create enterprise value. It wasn’t tracking the world’s evidence of value. As an innovation scout, he was a witness to HP’s Smartwatch team accomplishing market traction and subsequent de-funding for failing meaningful scaling potential. Incomplete lean methods provided little value of evidence, which led the team astray. In the last chapter of his innovation journey, experience and skill combine to deliver innovation accountability and superior returns in his role as Director of Innovation. A winning formula for Return on Innovation is feasible with the proper framework.
Learn how to sustain innovative spirit in the face of hardship, match the language of innovation to the language of executives, and a missing key to breakthrough growth.
The webinar replay can be watched here: https://bit.ly/2CANrF4
The Startup Scorecard provides a tool for guaging the viability of a startup opporutnity across 6 market dynamics and 18 startup strategy heuristics. This slide deck introduces the concepts and the tool.
The 6 market dynamics that determine whether a startup or product opportunity are going to succeed.
More recent thoughts about product/market strategy can be found here:
https://productfolio.com/product-strategy/
Why do some startups succeed while so many do not? The answer is simple - Strategy. This presentation addresses the question by introducing several conceptual frameworks created to help entrepreneurs better plan and design their startup strategy.
People often ask how venture capitalists arrive at valuations for companies that are sometimes pre-product or pre-revenue. The answer: it’s a mix of art and science. Unlike other asset classes, Venture Capital requires you to value companies amidst a high degree of uncertainty, where predicting the future outcome can sometimes be equated to looking into a crystal ball. While there are quantitative tools that we use to help guide our valuation, a lot of it depends on ascribing value to intangible things such as market, team and product. However, at the end of the day, high, sustainable growth rates will always command a premium – and that holds true for both the private and public markets.
Above is a high-level overview on how venture capitalists value a company. I hope it helps shine a light on the process that we use (at least at OMERS Ventures) to determine valuation. Frankly, sometimes we are right and sometimes we aren’t – but that’s a part of the game, especially when you are dealing with “art.”
Remember, as all things, there are always exceptions to the rule. Treat this simply as a guideline.
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
Brand as Demand Accelerator for Future IndustriesDirk Schart
In this session with Dirk Schart, you'll learn how to use your Brand as a Demand Accelerator for future Industries and emerging tech. Our future technologies often suffer from slow adoption and reluctance to change on the user side. Who understands the special features of the shift in the audiences will jump over it faster and conquer the markets.
- How to "cross the chasm" in new technology markets by building a strong startup brand
- Simplify Market Engineering with frameworks as the foundation for your brand
- Help your sales teams to sell easier, faster and at lower cost by using the brand as demand accelerator
This is an extended and longitudinal analysis of Samsung and Intel that began in 2003 to 2018. Since I began writing this analysis in November 2013, it didn't seem as though there would be an interest in it, until Samsung overtook Intel as the #1 electronics / semiconductor in revenues. It will remain to be seen whether you too can take learning's from Samsung's rise and how it toppled an Industry giant.
How much is your start-up worth? How much capital can you raise? How much equity will you have to give up? What will investor be looking at? What is too little? What is too much?
5 slides, quick and dirty job, far from perfect, but a good starting point.
FEEDBACK WELCOME
The Startup Scorecard provides a tool for guaging the viability of a startup opporutnity across 6 market dynamics and 18 startup strategy heuristics. This slide deck introduces the concepts and the tool.
The 6 market dynamics that determine whether a startup or product opportunity are going to succeed.
More recent thoughts about product/market strategy can be found here:
https://productfolio.com/product-strategy/
Why do some startups succeed while so many do not? The answer is simple - Strategy. This presentation addresses the question by introducing several conceptual frameworks created to help entrepreneurs better plan and design their startup strategy.
People often ask how venture capitalists arrive at valuations for companies that are sometimes pre-product or pre-revenue. The answer: it’s a mix of art and science. Unlike other asset classes, Venture Capital requires you to value companies amidst a high degree of uncertainty, where predicting the future outcome can sometimes be equated to looking into a crystal ball. While there are quantitative tools that we use to help guide our valuation, a lot of it depends on ascribing value to intangible things such as market, team and product. However, at the end of the day, high, sustainable growth rates will always command a premium – and that holds true for both the private and public markets.
Above is a high-level overview on how venture capitalists value a company. I hope it helps shine a light on the process that we use (at least at OMERS Ventures) to determine valuation. Frankly, sometimes we are right and sometimes we aren’t – but that’s a part of the game, especially when you are dealing with “art.”
Remember, as all things, there are always exceptions to the rule. Treat this simply as a guideline.
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
Brand as Demand Accelerator for Future IndustriesDirk Schart
In this session with Dirk Schart, you'll learn how to use your Brand as a Demand Accelerator for future Industries and emerging tech. Our future technologies often suffer from slow adoption and reluctance to change on the user side. Who understands the special features of the shift in the audiences will jump over it faster and conquer the markets.
- How to "cross the chasm" in new technology markets by building a strong startup brand
- Simplify Market Engineering with frameworks as the foundation for your brand
- Help your sales teams to sell easier, faster and at lower cost by using the brand as demand accelerator
This is an extended and longitudinal analysis of Samsung and Intel that began in 2003 to 2018. Since I began writing this analysis in November 2013, it didn't seem as though there would be an interest in it, until Samsung overtook Intel as the #1 electronics / semiconductor in revenues. It will remain to be seen whether you too can take learning's from Samsung's rise and how it toppled an Industry giant.
How much is your start-up worth? How much capital can you raise? How much equity will you have to give up? What will investor be looking at? What is too little? What is too much?
5 slides, quick and dirty job, far from perfect, but a good starting point.
FEEDBACK WELCOME
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
2. 2
FROM IDEA TO BUSINESS PLAN
IDENTIFY A COMPELLING MARKET NEED
HUMBLE BEGINNINGS (THINK BIG, START SMALL)
WHAT WE HOPE TO HEAR FIRST
HI-TECH MARKETING CAN BE DIFFICULT. SOME RESOURCES
A COUPLE OF ANECDOTAL EXAMPLES
WHAT WE HEAR WAY TOO OFTEN
GETTING TO TECHNOLOGY, TEAM, and FINANCE
MEETING MANAGEMENT WITH VCs
SOME COMMON PITFALLS
ENJOYING THE JOURNEY
6. 6
WHAT WE HOPE TO HEAR FIRST…
2.
MARKET
STRATEGY
(UNFAIR
ADVANTAGE)
3.
PRODUCT
&
TECHNOLOG
Y
4.
DEFINING
TEAM
5.
CAPITAL
EFFICIENCY
ENTREPRENEUR’S CHALLENGE
1.
MARKET
POSITIONING
8. 8
For [target customers]
Who have [compelling reason to buy]
Our product is a [new product category]
That provides [key benefit (which solves problem)]
Unlike [competitor in new product category]
We have [key point of differentiation]
*Source: Crossing the Chasm
HELP FROM GEOFFREY MOORE1.
MARKET
POSITIONI
NG
9. 9
For movie producers
Who have post-production special effects
Silicon Graphics provides computer workstations
That integrates digital fantasies with film footage
Unlike IBM or Sun Microsystems
SGI has made a no compromise commitment to
meeting film makers’ post-production needs.
*Source: Crossing the Chasm
TWO DECLARITIVE SENTENCES1.
MARKET
POSITIONI
NG
15. 15
4.
DEFINING
TEAM
NewCo.
555 Main Street Tim Jones
Anywhere, USA CEO
(415) 555-5552
chief2@newco.com
NewCo.
555 Main Street Barney Baker
Anywhere, USA CFO
(415) 555-5553
chief3@newco.com
NewCo.
555 Main Street Ajay Singh
Anywhere, USA COO
(415) 555-5554
chief4@newco.com
NewCo.
555 Main Street Vlad Krunis
Anywhere, USA General
Counsel
(415) 555-5555
chief5@newco.com
NewCo.
555 Main Street Karen Williams
Anywhere, USA President
(415) 555-5556
chief6@newco.com
NewCo.
555 Main Street Bob Smith
Anywhere, USA Chairman
(415) 555-5552
chief2@newco.com
MAGNETS? SCARS? PASSION?
17. 17
DO THE #S MAKE SENSE?
GROSS MARGIN
REVENUE TRAJECTORY
EBITDA
CASH REQUIREMENT VS. OPEX
%’S & RATIOS
5.
CAPITAL
EFFICIENC
Y
CASH FLOW TO BREAK EVEN
18. 18
GRASPING UNIT ECONOMICS?
ABANDONED CART RATE
COST OF CUSTOMER ACQUISITION
LIFETIME VALUE
PRODUCT/BRAND ASSORTMENT
INCENTIVE PROGRAMS
ACTIVE CUSTOMERS/MO.
CUSTOMER CHURN/MO.
FREQUENCY PURCHASE TRENDS
NEW CUSTOMERS/MO.
TICKET SIZE PURCHASE TRENDS
#ITEMS PURCHASE TRENDS
# CLICKS TO CHECK-OUT
REVENUE BY DAY/WEEK/SEASON
GROSS PROFIT/TRANSACTION
COST PER SKUS
INVENTORY TURNS
SHRINKAGE
PICK RATES
DELIVERY TIME
MRR
COST OF CUSTOMER SERVICE
CUSTOMER CONTACT RATE
5.
CAPITAL
EFFICIENC
Y
20. 20
FINANCIALS SAY A GREAT DEAL
ABOUT HOW YOU THINK…
NOT A TIME TO
BE NAÏVE
UNREALISTIC OR
MISLEADING
FRUGALITY
MARKET
STRATEGY
SALES
TACTICS
5.
CAPITAL
EFFICIENC
Y
MARKET
SIZE
MARKET
UPTAKE
MARKET
VELOCITY
REALISM
22. 22
MOST COMMON PITFALLS
GORILLA ALUMNI &
AIRCRAFT CARRIERS
LACK OF FOCUS
OPPORTUNITY EXISTS BEFORE
THE MARKET ARRIVES
TOP HEAVY
COMPELLING?, UNIQUE?
SALES MODEL AND ASP
DIVERGENCE
INCINERATOR SCHEMES
23. 23
MISREAD TEA LEAVES
CLUTTERED MARKETS
CAPITAL INTENSIVE
SLOPPY DUE DILIGENCE
MOMENTUM INVESTING
WEAK SYNDICATE
UNPREDICTABLE DIRECTORS
DAZZLED BY SCIENCE
BOY SCOUT REFERENCES
TOO MUCH MONEY
LONG EVALUATION CYCLES
SLOW PAYING CUSTOMERS
GOING NATIVE
TOO EARLY
TOO LATE
DECEIVED BY COMPARABLES
DILUTIVE IPOs
FEELING TOO WEAK
FEELING TOO STRONG
POOR CUSTOMER SELECTION
STRETCHED TOO THIN
NOT ADDRESSING A TRUE PAIN
CAN’T ARTICULATE THE BUSINESS
SMALL GROSS MARGINS
SMALLER OPERATING MARGINS
NO MODEL FOR MAKING MONEY
A FEATURE, NOT A PRODUCT
A PRODUCT, NOT A BUSINESS
LACK OPERATING CONTROLS
GROWING TOO FAST
WRONG DNA
BAD LISTENERS
POOR CUSTOMER SERVICE
DECEIVED BY SUCCESSES
DRUNKEN PARADE LEADERS
EYEBALLS CONVERTS TO $s
CAPEX CONVERTS TO $s
IGNORING FUNDAMENTALS
REPEATING HISTORY
LEARN FROM OUR MISTAKES
24. 24
WHAT WE LOOK FOR IN A PLAN
1. UNIQUE VALUE PROPOSITION/MARKET POSITIONING
CLEAR, CONCISE, ABOVE THE NOISE; CUSTOMER
VALIDATION?
2. EXPLOSIVE MARKET SECTORS, FULL OF DISCONTINUITIES
AMBIGUITY AND CONFUSION ARE GOOD. HOW BIG?
DEFINING? STRUCTURE/ACCESSIBILITY? READINESS?
DISCONTINUITY—WHAT’S DIFFERENT? VALUE CAPTURE
POTENTIAL? NO COMPETITION – OFTEN NO MARKET;
ENTRENCHED PLAYERS: INNOVATOR’S DILEMMA?
STARTUPS: HOW MANY? OUR TEAM? SOURCES FOR
DIFFERENTIATION?
3. BREAKTHROUGH PRODUCTS/TECHNOLOGY
SOURCES FOR DEEP SEPARATION AND ADVANTAGE? ORDER
OF MAGNITUDE? DEGREE OF DIFFICULTY? ADOPTABILITY?
COMPLETENESS? DEFENSIBILITY?
4. DEFINING TEAMS
MAGNET QUALITIES? DOMAIN EXPERTISE? INTENSITY? DNA
BLEND? SCAR TISSUE?
5. CAPITAL EFFICIENCY
WHAT IS THE FULLY FUNDED PLAN? MARGIN? BUSINESS
MODEL? DIRECT VS INDIRECT? EXPENSE MODEL? REVENUE
DO YOU UNDERSTAND HOW THE PIECES FIT TOGETHER?Don’t assume we’re expert in your markets (although, we do apply previous experience in yours or related markets to make sure what you’re saying makes sense).
We’re looking to be educated and inspired (if not deluded).
Do you understand the underlying market dynamics and how those different pieces work together?
What is occurring in the market that sets the stage for your opportunity?
ARE YOU PLUGGED INTO THE PROBLEM? IS THE PROBLEM BIG ENOUGH?
To then be able to clearly, succinctly, compellingly articulate the agonizing pain being experienced by the customer.
Maybe you’ve been the customer. Maybe you’ve served the customer. Maybe you’ve researched the heck out of the customer. We’re looking for a penetrating, insightful and thoughtful understanding of the customer’s needs.
Because, for a business to have a chance, your offering must be a “must have” not a “nice to have”. Otherwise, you’ll be spending significant time and money convincing them that they need the product.
We’re tired of seeing these BCG grids.
We’re looking for hard to do and hard to replicate. It’s the only thing a little company has in the face of an inhospitable environment. And, even if you have this, it only gives you a 6 to (maybe) 18 lead.
Explain each section.
WHEN YOU CLICK - ANIMATION
It is a red flag to hear “there is unlimited demand for our unreleased product.”
There are plenty of embarrassing examples, some of them ours, that had a big splash and a big crash – WebVan. They were built in advance of demand. The spent millions upon millions promoting and creating brands in an effort to convince customers that they needed this product.
Do you really understand the business?
Explain each section.
Now that we’ve read the entire plan or listened to the entire presentation (the claims you’ve made), we’re now going to look at the numbers to see if you were telling the truth.
Does it all make sense? Does it all tie together? Will the line items in the financials correlate with everything you’ve said about the market, the business and the model?