No, I don't have enough context to summarize this document. It contains a presentation on starting social ventures but does not have an overarching theme or conclusion. Summarizing individual sections would take more than 3 sentences and risk missing the overall purpose or perspective.
1) Traditional startup models assume startups should mimic large companies, but this leads to inefficiencies as startups don't have the same resources as large firms.
2) The Lean Startup model advocates for rapid, low-cost experimentation to test product-market fit through a build-measure-learn feedback loop rather than lengthy product development cycles.
3) New funding models like accelerators and patient capital lower risks for startups by providing early-stage funding and mentorship.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
Startup presentations to angel seed stage investors and partnersTelmoSF
This document provides recommendations for startup companies giving presentations to angel and seed stage investors. It discusses objectives for the initial meeting from both the company and investor perspectives. It recommends including an executive summary, company overview, market opportunity, business model, management team, financial projections, and next steps. The presentation should highlight the problem being solved, market size, competitive advantages, and path to profitability. An appendix defines key terms. The editorial review board consists of experienced entrepreneurs and investors.
Class 1: Introduction to web technology entrepreneurship allanchao
This document provides an agenda and overview for an introductory class on web startups and the Lean Startup methodology. The class covers the context and history of web startups, including the dot-com bubble. It discusses that ideas have little value on their own and that execution is key to success. The document then introduces the Lean Startup methodology, including minimum viable products, agile development, and the customer development process of discovery, validation, creation and company building. It concludes with assigning reading materials and noting that next class will involve practice startup pitches to form project teams.
In this special edition of Insights Success, we celebrate the spirit of innovation & entrepreneurship as we bring Emerging Startups to Watch. These home-grown companies are trying their bit to bring their ideas to life and services to you.
Class 10: Introduction to web technology entrepreneurshipallanchao
The document summarizes information from a startup class session, including a quiz, review of prior material, and discussion of team building and getting involved in startups. The prior material review covers financing rounds, equity, patents, and the startup lifecycle. For team building, it emphasizes finding co-founders you already know and vetting others through small projects. It provides resources for staying informed about startups through news, meetup groups, conferences, hackathons, and Startup Weekend events. The homework assigns starting a startup and watching an inspirational video.
Class 9: Introduction to web technology entrepreneurshipallanchao
The document discusses various topics related to startup financing, including:
- The different methods of financing a startup such as personal wealth, debt financing, and equity financing. Equity financing involves giving away ownership to investors in exchange for money.
- The stages of equity fundraising rounds from friends and family to angels to venture capital. Rounds become more difficult to obtain as the company grows.
- Key terms related to equity financing such as shares, vesting, dilution, and the goal of investors which is to eventually exit their investment.
- Tools that can help calculate equity splits and potential dilution from future rounds. Alternative forms of financing like crowdfunding and incubators are also mentioned.
Angel Investing: Some of the Important Rules Have ChangedMike Panesis
Angel investing has changed in recent years due to advancing technology. Where startups once needed over $1 million to start a business, they can now launch for under $100,000 with low-cost online tools and services. This lower entry point has led to a rise in angel groups that provide specialized social networks for entrepreneurs. The Tech Coast Angels is a large angel investing group that reviews 12-20 deals per year across various industries. To attract angel investors, entrepreneurs need to give a compelling pitch covering their solution, market opportunity, team, competition, and financial projections. Building relationships and a reputation within the local startup community is important for gaining an advocate for one's deal within an angel group.
1) Traditional startup models assume startups should mimic large companies, but this leads to inefficiencies as startups don't have the same resources as large firms.
2) The Lean Startup model advocates for rapid, low-cost experimentation to test product-market fit through a build-measure-learn feedback loop rather than lengthy product development cycles.
3) New funding models like accelerators and patient capital lower risks for startups by providing early-stage funding and mentorship.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
Startup presentations to angel seed stage investors and partnersTelmoSF
This document provides recommendations for startup companies giving presentations to angel and seed stage investors. It discusses objectives for the initial meeting from both the company and investor perspectives. It recommends including an executive summary, company overview, market opportunity, business model, management team, financial projections, and next steps. The presentation should highlight the problem being solved, market size, competitive advantages, and path to profitability. An appendix defines key terms. The editorial review board consists of experienced entrepreneurs and investors.
Class 1: Introduction to web technology entrepreneurship allanchao
This document provides an agenda and overview for an introductory class on web startups and the Lean Startup methodology. The class covers the context and history of web startups, including the dot-com bubble. It discusses that ideas have little value on their own and that execution is key to success. The document then introduces the Lean Startup methodology, including minimum viable products, agile development, and the customer development process of discovery, validation, creation and company building. It concludes with assigning reading materials and noting that next class will involve practice startup pitches to form project teams.
In this special edition of Insights Success, we celebrate the spirit of innovation & entrepreneurship as we bring Emerging Startups to Watch. These home-grown companies are trying their bit to bring their ideas to life and services to you.
Class 10: Introduction to web technology entrepreneurshipallanchao
The document summarizes information from a startup class session, including a quiz, review of prior material, and discussion of team building and getting involved in startups. The prior material review covers financing rounds, equity, patents, and the startup lifecycle. For team building, it emphasizes finding co-founders you already know and vetting others through small projects. It provides resources for staying informed about startups through news, meetup groups, conferences, hackathons, and Startup Weekend events. The homework assigns starting a startup and watching an inspirational video.
Class 9: Introduction to web technology entrepreneurshipallanchao
The document discusses various topics related to startup financing, including:
- The different methods of financing a startup such as personal wealth, debt financing, and equity financing. Equity financing involves giving away ownership to investors in exchange for money.
- The stages of equity fundraising rounds from friends and family to angels to venture capital. Rounds become more difficult to obtain as the company grows.
- Key terms related to equity financing such as shares, vesting, dilution, and the goal of investors which is to eventually exit their investment.
- Tools that can help calculate equity splits and potential dilution from future rounds. Alternative forms of financing like crowdfunding and incubators are also mentioned.
Angel Investing: Some of the Important Rules Have ChangedMike Panesis
Angel investing has changed in recent years due to advancing technology. Where startups once needed over $1 million to start a business, they can now launch for under $100,000 with low-cost online tools and services. This lower entry point has led to a rise in angel groups that provide specialized social networks for entrepreneurs. The Tech Coast Angels is a large angel investing group that reviews 12-20 deals per year across various industries. To attract angel investors, entrepreneurs need to give a compelling pitch covering their solution, market opportunity, team, competition, and financial projections. Building relationships and a reputation within the local startup community is important for gaining an advocate for one's deal within an angel group.
Ecosystem Environment for Starting a Semiconductor CompanySteve Szirom
Management presentation on the complex ecosystem necessary for a successful semiconductor startup. Covers key issues: marketing, finacial, legal, PR, funding, and technology.
Entrepreneurial Competencies - A New PerspectiveThe Other Home
The document discusses key aspects of entrepreneurship including defining what an entrepreneur is, identifying entrepreneurial opportunities through observing trends, solving problems, and finding gaps in the market. It also discusses personal characteristics that help with recognizing opportunities such as prior experience, social networks, cognitive factors, and creativity. Finally, it provides 10 thoughts for entrepreneurs including advice about customers, data, price pressure, and balancing profits with growth.
This document discusses leadership and group dynamics within startups. It notes that while not all new companies are startups, startups are designed for very fast growth when small in size and recently founded. It explores how the costs to launch an internet startup have decreased and professional support structures have increased. It examines the culture of failure within startups and discusses leadership qualities and how team dynamics change over the startup lifecycle from the initial founding to later growth stages.
This document discusses how modern entrepreneurs can successfully launch startups with minimal funding through "bootstrapping". It describes how today's entrepreneurs have advantages over predecessors due to reduced costs from outsourcing, cloud computing, and viral marketing. Bootstrappers focus on a single attainable goal, get closer to customers, and maintain control over their company. While challenging, bootstrapping requires passion, resourcefulness, openness to sharing ideas, and surrounding oneself with experienced people.
Peter Jones provides advice for startups seeking venture capital (VC) funding. He emphasizes that founders should be brutally honest about whether their idea has the potential to become a huge global market. Successful VC-backed companies typically need to generate over $1 billion in exits. Founders also need extreme ambition and commitment to growing a large, wealth-creating business, not just a lifestyle company. Building a strong founding team with prior startup success improves the odds of raising funding. Warm introductions from trusted contacts are the best way to get the first meeting with a VC, who depends on their professional networks. Founders should qualify whether a particular VC is a good fit before wasting time pitching to them.
These are slides from my talk at Founder Institute's opening session in Finland. They don't work well w/o speech. Quick and dirty. Perhaps the most interesting part is the quick-and-dirty opportunity evaluation framework ... or not. Enjoy!
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
Portfolio Company Board Seat Survey Resultsmensa25
The National Venture Capital Association and Dow Jones VentureOne released the results of a study on differing practices and attitudes of venture capital-backed company boards. The study was based on surveys of over 700 venture capitalists and CEOs and revealed that while VCs and CEOs think about the same issues, their perspectives often differ. Some of the top issues of concern identified were exit strategies, financing rounds, management transitions, and conflicts between fiduciary responsibilities and financial obligations. The study provided insights into board activities, time spent, areas of agreement and disagreement between VCs and CEOs, and the perceived value that VCs provide to company boards.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Class 2: Introduction to web technology entrepreneurship allanchao
This document provides an agenda for a startup consulting session on website development. It covers topics like domain registration, email, web hosting, content management systems, and the differences between building a small business website versus a web application. It emphasizes that building a new web application from scratch requires significantly more effort and resources than using an existing content management system or website builder. The session aims to educate attendees on the various components involved in planning and launching a new website or software product.
This document provides career advice for non-founders working in tech startups from the perspective of Mike Nagy, a non-founder who has had a successful career in startups. It discusses that while startups have fewer superstars than other industries, there are many roles for supporting players to have fulfilling careers. It provides tips on various career considerations for those working in startups such as the type of company to work for, whether to pursue further education, focusing on technical or management roles, where to live, and how to stay relevant over the course of a company's growth. The document emphasizes the importance of having a clear product focus and understanding the company's value proposition.
Startups: Attracting and Retaining Talent (updated 3/6/13)Patrick Seaman
White Paper on attracting and retaining talent for your startup. Based on my own experiences in many startups and early stage companies. Topics include: Introduction 3
Insanity & Genius 4
Founders & a Whiteboard 5
Wearing Many Hats 7
First Hires 9
Prototype 10
Beta 11
Pre-Launch 12
Launch / A-Round 13
State of the Team 14
Growing and Growing 15
Startups are Nimble 16
Startups –vs- Corporate Culture 17
Networking 20
Referral Incentives 21
Events 22
Interns & College/Universities 24
Compelling? 26
Who works for a Startup? 27
Early Employees 28
Poaching? 29
Location & Recruiting 31
Flex 32
Compensation 33
Options Value 34
Compensation Plans 35
Retention 36
The Simple Things 39
Family 41
Perks & Bennies 44
Change of Control 47
Flush with Cash 50
Or not 51
About the Author 52
About Pepperwood Partners 53
Alumni are more than just customers, they are part of the brand and they can contribute back to an eco-system which can provide good experience throughout.
Alumni Engagement and Relations need to improve on their game and create a great experience and shareable moments for our digital natives and meet the needs of Today's Alumni.
The document provides an overview for starting your own eLearning business, including why you should start one, who should start one, what it takes to get started, how to find and retain clients, pricing, project execution, and considerations for the future. It discusses traits of successful entrepreneurs, developing a business plan and legal/financial setup, marketing strategies like networking and blogging, managing client expectations, pricing models, and common myths and reasons businesses can fail. The presentation ends with encouraging questions and contact information for following up.
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
Building a Successful Money Management BusinessCale Smith
This document provides an overview of Cale Smith's presentation on building a successful money management business from the ground up. Cale is the founder of Islamorada Investment Management, a value investing firm with two funds. He discusses the stages of growing a one-man firm, focusing initially on putting up good numbers and serving investors. Cale also outlines his approach of creating "Spoke Funds", which are more transparent and affordable alternatives to traditional mutual funds and hedge funds. The presentation covers best practices and key tools for operations, compliance, marketing and growing assets in a sustainable way.
1. The document discusses the need for companies to shift and adapt to changing times as old assumptions become meaningless and conventional ways of doing business become obsolete.
2. It argues that companies need to overhaul their policies, organizations, and processes to empower individuals and occupy a smaller role as part of the broader ecosystem rather than trying to control employees and stakeholders.
3. The author suggests that companies should see employees as contributing parts of their skills and expertise rather than as wholly owned resources, and that companies should act as catalysts and investors rather than direct owners of production.
The document summarizes TheFamily, a French startup accelerator founded by three entrepreneurs. TheFamily aims to support startups from their initial founding through achieving product-market fit or venture funding. It provides education programs and "unfair advantages" like connections, procurement assistance, and specialized legal and funding support to help startups scale. The founders have extensive experience building startups and want to address weaknesses they see in the French startup ecosystem through TheFamily's programs.
This document discusses various options for financing a start-up or company, including:
1. Private equity financing such as business angels and venture capital.
2. Debt financing through bank loans and negotiation tips.
3. Convertible loans as an alternative to traditional debt.
It also covers equity financing sources like friends/family/fools funding, grants, bootstrapping, and an overview of the Barcelona startup ecosystem and common reasons why companies fail.
Seed Fundraising and Angels; Entrepreneurs Roundtable Accelerator (ERA)Thomas Wisniewski
This document provides an agenda and materials for an ERA workshop on seed stage fundraising and angels. The agenda includes introductions, an introduction to angel capital, and key success factors and advice. Tom Wisniewski will provide an introduction including his background in startups, investing, and advising. He will discuss sources of early stage investment including friends and family, angels, and venture capital. Key aspects of angels will be outlined including typical profiles, investment sizes, and focus areas. Success factors emphasized include pitching and getting feedback, finding advisors, effective communication, finding the right investors, and understanding the investment process.
This document discusses raising money from angel investors. It provides an overview of angel investors, including that there are over 260,000 individual angels and 155 angel groups in the US. Angel groups typically invest $19 billion per year in 55,000 deals, with 45% going to seed and early stage companies. The document then provides 7 practical tips for raising money from angels, such as managing the process like a sales campaign, the importance of an experienced attorney, differences between working with individual angels and angel groups, and considerations around convertible notes versus preferred stock.
Ecosystem Environment for Starting a Semiconductor CompanySteve Szirom
Management presentation on the complex ecosystem necessary for a successful semiconductor startup. Covers key issues: marketing, finacial, legal, PR, funding, and technology.
Entrepreneurial Competencies - A New PerspectiveThe Other Home
The document discusses key aspects of entrepreneurship including defining what an entrepreneur is, identifying entrepreneurial opportunities through observing trends, solving problems, and finding gaps in the market. It also discusses personal characteristics that help with recognizing opportunities such as prior experience, social networks, cognitive factors, and creativity. Finally, it provides 10 thoughts for entrepreneurs including advice about customers, data, price pressure, and balancing profits with growth.
This document discusses leadership and group dynamics within startups. It notes that while not all new companies are startups, startups are designed for very fast growth when small in size and recently founded. It explores how the costs to launch an internet startup have decreased and professional support structures have increased. It examines the culture of failure within startups and discusses leadership qualities and how team dynamics change over the startup lifecycle from the initial founding to later growth stages.
This document discusses how modern entrepreneurs can successfully launch startups with minimal funding through "bootstrapping". It describes how today's entrepreneurs have advantages over predecessors due to reduced costs from outsourcing, cloud computing, and viral marketing. Bootstrappers focus on a single attainable goal, get closer to customers, and maintain control over their company. While challenging, bootstrapping requires passion, resourcefulness, openness to sharing ideas, and surrounding oneself with experienced people.
Peter Jones provides advice for startups seeking venture capital (VC) funding. He emphasizes that founders should be brutally honest about whether their idea has the potential to become a huge global market. Successful VC-backed companies typically need to generate over $1 billion in exits. Founders also need extreme ambition and commitment to growing a large, wealth-creating business, not just a lifestyle company. Building a strong founding team with prior startup success improves the odds of raising funding. Warm introductions from trusted contacts are the best way to get the first meeting with a VC, who depends on their professional networks. Founders should qualify whether a particular VC is a good fit before wasting time pitching to them.
These are slides from my talk at Founder Institute's opening session in Finland. They don't work well w/o speech. Quick and dirty. Perhaps the most interesting part is the quick-and-dirty opportunity evaluation framework ... or not. Enjoy!
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
Portfolio Company Board Seat Survey Resultsmensa25
The National Venture Capital Association and Dow Jones VentureOne released the results of a study on differing practices and attitudes of venture capital-backed company boards. The study was based on surveys of over 700 venture capitalists and CEOs and revealed that while VCs and CEOs think about the same issues, their perspectives often differ. Some of the top issues of concern identified were exit strategies, financing rounds, management transitions, and conflicts between fiduciary responsibilities and financial obligations. The study provided insights into board activities, time spent, areas of agreement and disagreement between VCs and CEOs, and the perceived value that VCs provide to company boards.
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
Class 2: Introduction to web technology entrepreneurship allanchao
This document provides an agenda for a startup consulting session on website development. It covers topics like domain registration, email, web hosting, content management systems, and the differences between building a small business website versus a web application. It emphasizes that building a new web application from scratch requires significantly more effort and resources than using an existing content management system or website builder. The session aims to educate attendees on the various components involved in planning and launching a new website or software product.
This document provides career advice for non-founders working in tech startups from the perspective of Mike Nagy, a non-founder who has had a successful career in startups. It discusses that while startups have fewer superstars than other industries, there are many roles for supporting players to have fulfilling careers. It provides tips on various career considerations for those working in startups such as the type of company to work for, whether to pursue further education, focusing on technical or management roles, where to live, and how to stay relevant over the course of a company's growth. The document emphasizes the importance of having a clear product focus and understanding the company's value proposition.
Startups: Attracting and Retaining Talent (updated 3/6/13)Patrick Seaman
White Paper on attracting and retaining talent for your startup. Based on my own experiences in many startups and early stage companies. Topics include: Introduction 3
Insanity & Genius 4
Founders & a Whiteboard 5
Wearing Many Hats 7
First Hires 9
Prototype 10
Beta 11
Pre-Launch 12
Launch / A-Round 13
State of the Team 14
Growing and Growing 15
Startups are Nimble 16
Startups –vs- Corporate Culture 17
Networking 20
Referral Incentives 21
Events 22
Interns & College/Universities 24
Compelling? 26
Who works for a Startup? 27
Early Employees 28
Poaching? 29
Location & Recruiting 31
Flex 32
Compensation 33
Options Value 34
Compensation Plans 35
Retention 36
The Simple Things 39
Family 41
Perks & Bennies 44
Change of Control 47
Flush with Cash 50
Or not 51
About the Author 52
About Pepperwood Partners 53
Alumni are more than just customers, they are part of the brand and they can contribute back to an eco-system which can provide good experience throughout.
Alumni Engagement and Relations need to improve on their game and create a great experience and shareable moments for our digital natives and meet the needs of Today's Alumni.
The document provides an overview for starting your own eLearning business, including why you should start one, who should start one, what it takes to get started, how to find and retain clients, pricing, project execution, and considerations for the future. It discusses traits of successful entrepreneurs, developing a business plan and legal/financial setup, marketing strategies like networking and blogging, managing client expectations, pricing models, and common myths and reasons businesses can fail. The presentation ends with encouraging questions and contact information for following up.
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
Building a Successful Money Management BusinessCale Smith
This document provides an overview of Cale Smith's presentation on building a successful money management business from the ground up. Cale is the founder of Islamorada Investment Management, a value investing firm with two funds. He discusses the stages of growing a one-man firm, focusing initially on putting up good numbers and serving investors. Cale also outlines his approach of creating "Spoke Funds", which are more transparent and affordable alternatives to traditional mutual funds and hedge funds. The presentation covers best practices and key tools for operations, compliance, marketing and growing assets in a sustainable way.
1. The document discusses the need for companies to shift and adapt to changing times as old assumptions become meaningless and conventional ways of doing business become obsolete.
2. It argues that companies need to overhaul their policies, organizations, and processes to empower individuals and occupy a smaller role as part of the broader ecosystem rather than trying to control employees and stakeholders.
3. The author suggests that companies should see employees as contributing parts of their skills and expertise rather than as wholly owned resources, and that companies should act as catalysts and investors rather than direct owners of production.
The document summarizes TheFamily, a French startup accelerator founded by three entrepreneurs. TheFamily aims to support startups from their initial founding through achieving product-market fit or venture funding. It provides education programs and "unfair advantages" like connections, procurement assistance, and specialized legal and funding support to help startups scale. The founders have extensive experience building startups and want to address weaknesses they see in the French startup ecosystem through TheFamily's programs.
This document discusses various options for financing a start-up or company, including:
1. Private equity financing such as business angels and venture capital.
2. Debt financing through bank loans and negotiation tips.
3. Convertible loans as an alternative to traditional debt.
It also covers equity financing sources like friends/family/fools funding, grants, bootstrapping, and an overview of the Barcelona startup ecosystem and common reasons why companies fail.
Seed Fundraising and Angels; Entrepreneurs Roundtable Accelerator (ERA)Thomas Wisniewski
This document provides an agenda and materials for an ERA workshop on seed stage fundraising and angels. The agenda includes introductions, an introduction to angel capital, and key success factors and advice. Tom Wisniewski will provide an introduction including his background in startups, investing, and advising. He will discuss sources of early stage investment including friends and family, angels, and venture capital. Key aspects of angels will be outlined including typical profiles, investment sizes, and focus areas. Success factors emphasized include pitching and getting feedback, finding advisors, effective communication, finding the right investors, and understanding the investment process.
This document discusses raising money from angel investors. It provides an overview of angel investors, including that there are over 260,000 individual angels and 155 angel groups in the US. Angel groups typically invest $19 billion per year in 55,000 deals, with 45% going to seed and early stage companies. The document then provides 7 practical tips for raising money from angels, such as managing the process like a sales campaign, the importance of an experienced attorney, differences between working with individual angels and angel groups, and considerations around convertible notes versus preferred stock.
This document discusses strategies for funding a startup business. It outlines sources of funds including founders' own money, friends and family investments, angel investors, venture capital, banks, and debt versus equity financing. It emphasizes that outside funding should generally be considered only after internal cash flow and that most startups need less money than anticipated. Guerrilla or unconventional financing involves creativity and thinking outside the box to find funding sources.
This document provides guidance on how to pitch a start-up to financiers. It discusses:
1) The services offered by Spinno to help start-ups develop fundable business plans and launch their businesses.
2) Factors that often cause start-ups to fail in fundraising, such as not having a fundable business case, traction, or understanding how different financiers operate.
3) An overview of various types of financiers (business angels, Tekes, VCs), what motivates them, and how to appeal to their priorities when pitching a case.
Instead of asking "Are you ready to fundraise", perhaps the better question is.. "Are you ready to grow?"
Learn about the basics of fundraising and whether you are ready.
Use the free tools and frameworks
Lean Canvas Plus (aka Fat Canvas) https://bit.ly/jdlfatcanvas
Fingerprint4Success Human Analytics: https://bit.ly/censusf4s
The document provides advice for entrepreneurs on the best time to start a business. Some key points include:
- Great entrepreneurial talent can now be found globally due to increased access to venture capital and the internet which allows entrepreneurs to more easily scale their businesses worldwide.
- The author, Anna Hejka, is a serial entrepreneur and investor who has founded and invested in several global companies.
- The document outlines lessons learned around factors like timing, understanding the market and problem being solved, building the right product and team, fundraising processes, and management skills.
General Assembly Class: Insiders Guide to Seed FundraisingThomas Wisniewski
The document summarizes an entrepreneur's seminar on seed fundraising. The seminar covered sources of early stage investment like friends/family, angels, and seed VCs. It discussed characteristics of different investor types, including typical investment sizes, stages invested in, and expectations. The seminar provided tips on finding the right investors, getting pitch meetings, and communicating effectively in various pitch formats. The goal was to help attendees better understand the seed fundraising process and improve their approaches.
Startup Funding Made Easy by Shanti Mohan, Founder @LetsVentureSanjay Jha
The document provides information on funding sources and stages for startups in India. It discusses seed funds, angel investors, friends and family as sources of early capital. It also outlines the typical stages of a startup from ideation to revenues/traction to scale. Later sections cover valuations, term sheets, what investors look for, and how LetsVenture can help startups with fundraising.
February 2017 entrepreneur talk at Ateneo de Manila UniversityLouAnn Conner
This document provides an overview of entrepreneurship from a Silicon Valley perspective. It discusses ideation, funding, ecosystems, teams, and risk. Regarding ideation, it emphasizes validating ideas by getting feedback, testing assumptions, and learning from failures. For funding, it outlines stages from bootstrapping to IPO and what investors look for like traction, management team, and risks. Ecosystems that support entrepreneurship have investors, businesses, universities, and a government that provides infrastructure. Strong teams are emphasized over individual founders, and common risks businesses face are discussed.
Equity vs Value - Women in Blockchain & Finance Insights SusanFalola
This was definitely a heartfelt subject amongst women professionals who work in the finance and blockchain and one for a passionate debate. Value and equity can be perceived as cousins who don't always get along but when they do its fun all round. What do I mean by this analogy? Equity can be perceived as an investment, a stake, a proof of value, whereas value is something earned, worked, produced, learnt or executed. Don't get me wrong I have just simplified things by determining them in this way. As you read through this article, these female professionals will further define the different types of equity and value in business and working environments.
The 5 ps to finding capital and attracting investors to your business AP DealFlow
The document discusses finding capital and attracting investors for businesses. It outlines the 5 Ps approach: Planning, Promotion, Placement, Presentation, and People. Planning involves writing a business plan to outline one's idea and financial projections. Promotion is about targeting the appropriate investors, like angels or venture capital. Promotion can be done through the APDealFlow platform, which allows adding media and pushing deals to agents and investors. Placement refers to closing deals, which involves negotiating terms sheets and agreements with investors. Presentation and networking with people are also important aspects of obtaining funding.
VC 101 - How to Pitch to Investors - DMC + Asher - FASTAsher Siddiqui
This document provides guidance on pitching startups to investors. It outlines 10 essential areas to cover in an investor pitch: 1) elevator pitch, 2) problem, 3) solution, 4) market size, 5) business model, 6) unfair advantage, 7) competitive landscape, 8) marketing plan, 9) team, and 10) funding request. The presenter then discusses each area in more detail, emphasizing the need to clearly explain problems and solutions, prove market size and traction, demonstrate advantages over competitors, and justify the requested funds and their intended use.
VC 101 How to Pitch to VCs - Dave McClure Asher SiddiquiAsher Siddiqui
This document provides guidance on pitching startups to investors. It outlines 10 essential areas to cover in an investor pitch: 1) elevator pitch, 2) problem, 3) solution, 4) market size, 5) business model, 6) unfair advantage, 7) competitive landscape, 8) marketing plan, 9) team, and 10) funding request. The presenter then discusses each area in more detail, emphasizing the need to clearly explain problems and solutions, prove market size and traction, demonstrate advantages over competitors, and justify the requested funds and their intended use. Research, practice, and preparation are advised to deliver a successful pitch.
Raising your first $1mm to $5mm a view from both sides of the tableStartupWeekDallas
This document provides an overview of raising seed funding for startups. It begins with introductions and background on the speaker's experience in venture capital. It then covers the fundraising landscape, including sources of money and typical terms. Key topics discussed include understanding investor perspectives, qualifying investors, creating an effective pitch, addressing common risks, and finding the right funding fit. Throughout, it emphasizes the importance of traction, passion, and superior execution over valuation. The overall message is that entrepreneurship requires resilience and there are many potential paths to financing a business.
Effective Communication with Angel InvestorsRemound
Effective communication is critical for private equity relationships. The entrepreneur must understand the investor's criteria including how much money is needed, intended use of funds, expected return and timeline. The communication should achieve shared understanding and help people think in new ways to act effectively. An entrepreneur needs to know what stage of development they are in and who typically invests at that stage.
David Weekly's Angel Investment Deck. Meant as an introduction to investing in US-based companies as an accredited investor. Covers Angel List, syndicates, syndicate funds, venture capital, common risks and pitfalls.
NOTE: Does not constitute legal or financial advice and is not a solicitation for investment.
Similar to Spjimr Social Ventures Contest Jan 21,2012 (20)
1. Starting and building
a great business
venture
Indranil Deb
PRESENTATION INSPIRED BY prezi.com
January 2012
098336 27280
mobiusstripcapitaladvisors@gmail.com
2. In this session, we
will discuss the meaning
of Social ventures, why they
are necessary, who start them,
who back them, and why they
succeed or fail to make an
impact.
We will also look at
some real cases.
3.
4. A social enterprise is a venture that primarily seeks to
achieve philanthropic* goals. They can be formed as for-
profit or non-profit
In India, the most popular forms of such ventures are
Organisations adjunct to Trusts(under the Indian Trusts
Act,1882) or entities formed as Section 25 Companies(under
the Indian Companies Act, 1956)-primarily prohibited from paying
any dividends to its shareholders
*philanthropy – love of humanity
love- caring for, nourishing, developing, enhancing;
humanity- “what it is to be human”
5. Require founders, members and stakeholders to be of
a philanthropy and service mind-set
Have been known to play a serious role in bringing
about social change – hence impactful
Is acting happy hunting ground for many talented
young corporate professionals who are finding the
present culture as fostering a meaningless “rat-race”-a
life devoid of job-satisfaction, self-respect and values
6. Do serial entrepreneurs have a leg up on first time entrepreneurs?
Caza_No_7
Answer: Yup. Serial entrepreneurs are more likely to build successful startups.
According to the Harvard researchers, there is performance persistence in entrepreneurship.
They write, "All else equal, a venture-capital-backed entrepreneur who succeeds in a venture (by our definition, starts a company that goes public) has a 30% chance o
Read more: http://www.businessinsider.com/why-some-startups-succeed-and-others-fail-10-fascinating-harvard-findings-2012-1#do-serial-entrepreneurs-have-a-leg-up
7.
8.
9.
10.
11.
12.
13.
14.
15. Organisation Life Cycle
Stable Aristocracy
Prime
Premature Ageing Early Bureaucracy
Divorce
Adolescent Bureaucracy
Unfulfilled Entrepreneur
Go go
Family/Founder Trap
Death
Infant Infant Mortality
Courtship
Affair
Growing vs. Ageing
16. Expansion
Prototype
Inception
Roll-Out
Maturity
Growth
Risk Levels
Technology High Moderate Low Low Low Low
Market High High Moderate Moderate Low Low
Execution High High High Moderate Moderate Moderate
Finance High High High High High Moderate
17. WILL GETFUNDED ANDGROW SOMEWHAT
WILL GET FUNDED AND LIMP ALONG-DOUBTS ON EXE
WILL GET FUNDED AND LIMP ALONG - DOUBTS ON EXEC
WILL GET FUNDED AND LIMP ALONG –DOUBTS ON EXECUTION
WILL DIE BECAUSE OF NO FUNDING WILL DIE BECAUSE N
WILL DIE BECAUSE OF NO FUNDING WILL DIE BECAUSE OF NO
WILL DIE BECAUSE OF NO FUNDING WILL DIE BECAUSE OF NO FU
WILL NOT GET STARTED AND DIE WILL NOT GET STARTED
WILL NOT GET STARTED AND DIE WILL NOT GET STARTED AND
WILL NOT GET STARTED AND DIE WILL NOT GET STARTED AND DIE
20. 1. Lack of focus or specificity about the problem/ issue
being addressed
2. Lack of clarity about the consumer/ user segment and
the size and complexity of the problems
3. Inability to convince others to join the team/ venture
4. Have put together a team but do not have enough
know-how about how to go about solving the problems
that we promised to solve
5. Need a CFO, Need a Senior BD Person, Need a Mentor
21. Public Services or Affordable Paid-Services are not
Available to a large segment of the population. Examples of
such services are:
1. Advanced Healthcare, Treatment of Disabilities or
Handicaps
2. Services related to skilling, employability and
employment among economically weaker sections
3. Infrastructure-Transportation(from home to place of work)
4. Communications(Internet, Email, Mobile telephony)
5. Digital media for trade and commerce
22. 1. Founders’ Capital/ Contribution
2. Foreign Government Grants
3. International Agency Grants
4. Global Private Family/ Endowment Funds-Grants
5. GOI Grants/ Subsidies
6. Corporate Donations
7. Campaign Contributions/ Donations from Individuals
…… continued
23. 8. User-Charges/ Fees
9. Loans from financial institutions/ banks
10. Angel funding
11. Venture Capital
24. Growth Stage
Inception
Prototype
Expansion
Roll-Out
Maturity
Growth
Typical Funding
Founder/ Private Late Stage
Promoters Moneylenders VCs
Family & NBFCs Growth Stage
Friends PEs
Early Stage
Angel Banks
VCs
Investors
25. Transformatory stages
Capital intervention point
What is end result when the
funds are consumed?
• Strong management team
• Strong advisory board and
good board
• Revenue of Rs. 4 cr.
• 4 customers and 2 partners
• Strong technical team and
strong sales/BD person
• Strong advisory board
• Neat prototype
• 2 strong trials
• 2 solid technical founders
• Neat idea
• Hot market (potentially)
26. KEY PROPOSITION
What is the size of the addressable market?
What is the need/ pain that the product/ service seeks to
address?
What are the current solutions(services, products) available?
What is/are unique about the offerings of the company?
How does the product/ service help the customer solve his
problem/ address his need/ satisfy his demand?
How does it do so in a faster/ more efficient/ more economic
way?
27. GLOBAL AWARDS
REGIONAL AWARDS
FOREIGN COUNTRY-GOVTS.
GOI–MINS., DEPTT.S, SCHEMES
GRANTS
PRIZES,AWARDS GRANTS LOANS SUBSIDIES
PARTNER
PROGRAM
S
Social Venture A DISTRIBUTORS
NGO L
NGO DISTRIBUTORS BUYERS
E
S
28. PUBLIC-FUNDING BACKED VC INSTITUTIONS:
1. SIDBI
2. Ventureast(APIDC)
PRIVATE VC FUNDS/ CATALYSTS:
3. Aavishkar India Micro Venture Fund
4. Acumen Fund
5. Asia Venture Philanthropy Network
6. Omidyar Network
7. New Philanthropy Capital
8. Ennovent
9. The European Venture Philanthropy Association(EVPA)
10. Social Venture Partners, Seattle
11. Nonprofit Enterprise and Self-sustainability Team (NESsT)
29. PRIVATE SECTOR ENTITIES
12. Corporates(as part of CSR portfolio)
13. Mahindra Group: www.sparktherise
INTERNATIONAL AGENCIES
14. USAID
30. INTERNATIONAL PRIVATE ENDOWMENTS
15. The Ford Foundation
16. The Dennis & Phyllis Washington Foundation
17. The Bill & Melinda Gates Foundation
18. Fractal Foundation
19. The Calvert Social Investment Foundation
20. The Lemelson Foundation
21. Permira & Community Action Network
22. Impetus Trust
23. PhiTrust Partners
24. Social Impact
25. UnLtd
31. ASHOKA INDIA – INVESTING IN NEW SOLUTIONS FOR OUR WORLD’S
TOUGHEST PROBLEMS
32.
33. 1. They have invested significant amount of time and/or
money
2. It is not an idle pursuit
34.
35.
36. RISK MITIGATION
1. Has technology risk been significantly reduced or
eliminated?
2. Have market risks been adequately addressed?
3. What is the team composition? How has execution
risk been addressed?
37. 1. Great, Looks like a “Ready-to-go” Plan
(In other words): “Please call me next Monday and we
can confirm a date when you can visit our office and
meet the other team-members. We’re definitely on!”)
2. Very Good, But Needs some more preparation
(In other words- “Please do a little more home-work and
revise your document ; then email/ call me whenever
you’re ready(can be 2-4 weeks) and we can fix a date
when you can visit our office maybe and meet the other
team-members. We’re on… if…. Not sure now…!”)
… continued
38. 3. Yes, But Can collaborate/co-invest with other
Investors/ Funders
(In other words: “Please let us know when you have
found someone/ anyone showing interest in investing
and then we will talk to you/ meet you again”)
4. Well, you seem to have put in a lot of effort there-Let’s
stay in touch, email us after 6 months and let’s
discuss this at that time
(In other words: “It’s been nice meeting you… Please
look elsewhere… Please don’t expect us to waste any
more of our precious time on your idea”)
39.
40. 1. Failure Increases Chances Of Success
2. VCs Really Do Invest In The People
3. Serial Entrepreneurs More Likely To Raise Funding
4. First-Timers and Non-Successes Benefit More From VC
Expertise
5. Better VCs Provide Better Deals
6. Serial Entrepreneurs Get Better Terms