Talk by Mr. Aristos Doxiades given at the 1st Innovation and Entrepreneurship Forum - "Bootstrapping our Ecosystem", organized by the Centre for Entrepreneurship, University of Cyprus.
Date: 9 December 2015
Video of the Talk is available on YouTube: https://youtu.be/laxUz6EYxvE
Aristos Doxiadis is General Partner at Openfund, an early-stage technology fund based in Athens. He is a pioneer of private equity in Greece, with 20 years of experience in many industries, from banking software to table grapes. Openfund is a leader in the startup ecosystem, having invested in the most dynamic recent ventures coming out of Greece. Recently he has been researching and writing on the institutional and cultural determinants of the Greek economy. Aristos’ earlier experience includes working on anti-poverty programs for the EU Commission, planning industrial policy for the Greek government, and managing consulting and auditing companies.
4. What constrains international expansion
Partnership models: Offline sales effort
◦ Large end users (enterprise sales)
◦ Resellers
Roll-out models: Local business development:
◦ Supplier network
◦ User community
◦ Physical assets
◦ Localization of product
5. Revenue models
Directly global:
◦ Free, consumer facing: very high funding requirements
◦ SaaS for SMBs: yes
Partnership:
◦ Enterprise sales: long sales cycles
◦ Deep technology: yes, but limited exit options
Roll-out:
◦ Local market innovations: yes
Contract work: doable, but not scalable
6. Organization of expansion
At home:
◦ Product development
◦ Customer service
◦ Inside sales
At a major center:
◦ Global sales
◦ Investor relations (BoD)
◦ Marketing
Local operations?
7. Ecosystem:
potential sources of domestic expertise
General ability (good founders everywhere)
Local industry (tourism, offshore banking)
Similar cultures/ institutions
Survival instincts (make do with less)
Research labs and universities (esp. in small rich countries)
Skills: e.g. Enterprise sales to a specific industry
VC funds who can invest, say 5m in one company would have to be at least 100m. Not to be found based in small ecosystems
“Big enough” = the company can earn millions in revenue just by serving that market. Not likely in countries below 50 mil population
Directly global:
The product is suitable for users in all countries (or at least some big countries such as the USA) without need to modify much;
It can be marketed from afar (using just internet)
And users can start using it without need for customer support (except what you can do online) --- Workable
Partnership:
Product cannot be sold as above. But there are large global players who are willing to use it, so they become in a sense your partners who carry you to global expansion. Example is Incelligent: software for mobile broadband operators, to make their network more energy efficient and improve quality of service. They sell to operators either directly, or via large vendors to operators such as Nokia or Cisco. They complement the offering of Nokia, and are piggy-backing on their sales channels.
Roll-out:
They develop their markets one city at a time (or one country), and then they replicate the model in many locations – like the roll-out of a restaurant chain in the physica world. Taxibeat
Local biz dev:
Supplier: Taxibeat/ taxis Incrediblue/ yachts for rental
User community: Locish: Users in NY who can exchange tips about bars
Physical assets: Forky: owns local supply chain for food (logistics hub)
Localization of product: Language, in content businesses. Also Forky needs to test new recipes in each country
Pockee; virtual coupons for FMCG; need code from the supermarket receipt, if this is different in each country, software adaptation?
Directly global:
Tapely needed millions of users for proof of concept (that is what US VCs said); could not get there by burning 1m which was what they could find in Greece
Saas for SMBs: Workable
Partnership:
Enterprise sales: Goodvidio needs runway for this, so product dev should finish before seed funding, or soon after
Deep technology: Fieldscale with major EDA player already interested before first contract
ANGEL INVESTORS
Funds: trust, so they will seriously examine Series A or B candidates
Clients: means big enterprise clients. Can one good startup-supplier refer others? (but, fear of competition)
Partners: It is good to have industry contacts
Diaspora as:
Angels
Intros to partners
Co-founders
Co-investors 10 institutionals, 40 angels
3 portfolio cos with major uprounds