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Strategies for small
entrepreneurial
ecosystems
ARISTOS DOXIADIS, OPENFUND
What is missing
Many different skills (not enough people)
Funders, beyond a certain size
Big enough local market
Generic expansion models
Directly global
Partnership
Roll-out
Contract work (non-VC fundable)
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
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
Organization of expansion
At home:
◦ Product development
◦ Customer service
◦ Inside sales
At a major center:
◦ Global sales
◦ Investor relations (BoD)
◦ Marketing
Local operations?
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)
Ecosystem: External linkages
Funds
Clients
Strategic partners
Diaspora is important
Openfund strategy
Pre-seed: €100k-200k
Seed: €300k-400k (total 500k)
Focus on next funding round
◦ Milestones: product/ traction
◦ Contacts
Follow-on: €250k (total 750k)
theopenfund.com

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Strategies for Small Entrepreneurial Ecosystems

Editor's Notes

  1. 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
  2. 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
  3. 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?
  4. 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
  5. ANGEL INVESTORS
  6. 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
  7. Co-investors 10 institutionals, 40 angels 3 portfolio cos with major uprounds