The document analyzes reasons why many start-ups fail, comparing those that expanded indiscriminately versus discriminately. It finds that start-ups which expanded too quickly without properly analyzing market needs, refining their product, or establishing operational processes tended to fail. Those that took a more measured approach to growth were more successful long-term. The key is balancing analysis of the problem and market with building ability before overextending resources through rapid expansion.
1) Entrepreneurship is defined as the capacity and willingness to undertake conception, organization, and management of a productive venture with all attendant risks, while seeking profit as a reward. It is a factor of production along with land, labor, natural resources, and capital.
2) The entrepreneurial process involves identifying and evaluating opportunities, developing a business plan, determining required resources, and managing the resulting enterprise. Opportunities are identified through consumers, business associates, distribution channels, or technical people. They must then be carefully evaluated.
3) After evaluating an opportunity, an entrepreneur develops a business plan to determine the resources needed. They then acquire the resources and implement the business plan by managing the growing enterprise
The document provides 12 tips for entrepreneurs seeking venture capital (VC) funding. The tips are: 1) Keep presentations concise with clear main points. 2) Get introductions through trusted references. 3) Build a strong team with complementary skills. 4) Provide realistic financial projections and scalable business models. 5) Develop prototypes to demonstrate concepts. 6) Outline potential exit strategies for VCs. 7) Research which VCs match your business area. 8) Address legal terms carefully. 9) Maintain business performance during fundraising. 10) Balance optimism and realism in projections. 11) Consider market dynamics and competitors as well as technology. 12) Persist passionately while preparing for rejections. Following these tips could help
The document provides an overview of what constitutes a startup business versus a small business. It explains that startups require significant funding to achieve high growth rates and add value through generating jobs and wealth. The key aspects of a startup that it outlines are the need for a team-driven approach, appetite for risk-taking, and focusing business plans for investors on the team and market opportunity rather than extensive details. It also summarizes how venture capital firms operate by collecting funds from investors to invest in startups.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses various aspects of entrepreneurship including what entrepreneurship is, characteristics of entrepreneurs, advantages and disadvantages of being an entrepreneur, different forms of business ownership like sole proprietorship, partnership and corporations. It also talks about acquiring existing companies through bankruptcy, business brokers or networking. Key steps in starting a new company or acquiring an existing one are identified. The document concludes with lessons learned from experience and the importance of entrepreneurship programs at universities.
The document discusses strategies for innovation. It presents a diagram showing how markets change over time and the importance of exploring opportunities. It then outlines a three-step process for converting ideas into opportunities and products: 1) analyzing the organization's position; 2) exploring open, focused, or hybrid models for finding opportunities; and 3) establishing and expanding using exploration, establishment, and expansion.
This project gives a fair idea of starting a venture which is particularly applicable in India due to its various tax and legal laws. But still it gives the essentials of starting a venture anywhere in the world
Feasibility Analysis
Feasibility analysis is the process of determining whether a business idea is viable.
It is the preliminary evaluation of a business idea, conducted for the purpose of determining whether the idea is worth pursuing.
Feasibility analysis takes the guesswork (to a certain degree) out of a business launch, and provides an entrepreneur with a more secure notion that a business idea is feasible or viable.
Comprehensive Feasibility Analysis, Product/Service Desirability
1) Entrepreneurship is defined as the capacity and willingness to undertake conception, organization, and management of a productive venture with all attendant risks, while seeking profit as a reward. It is a factor of production along with land, labor, natural resources, and capital.
2) The entrepreneurial process involves identifying and evaluating opportunities, developing a business plan, determining required resources, and managing the resulting enterprise. Opportunities are identified through consumers, business associates, distribution channels, or technical people. They must then be carefully evaluated.
3) After evaluating an opportunity, an entrepreneur develops a business plan to determine the resources needed. They then acquire the resources and implement the business plan by managing the growing enterprise
The document provides 12 tips for entrepreneurs seeking venture capital (VC) funding. The tips are: 1) Keep presentations concise with clear main points. 2) Get introductions through trusted references. 3) Build a strong team with complementary skills. 4) Provide realistic financial projections and scalable business models. 5) Develop prototypes to demonstrate concepts. 6) Outline potential exit strategies for VCs. 7) Research which VCs match your business area. 8) Address legal terms carefully. 9) Maintain business performance during fundraising. 10) Balance optimism and realism in projections. 11) Consider market dynamics and competitors as well as technology. 12) Persist passionately while preparing for rejections. Following these tips could help
The document provides an overview of what constitutes a startup business versus a small business. It explains that startups require significant funding to achieve high growth rates and add value through generating jobs and wealth. The key aspects of a startup that it outlines are the need for a team-driven approach, appetite for risk-taking, and focusing business plans for investors on the team and market opportunity rather than extensive details. It also summarizes how venture capital firms operate by collecting funds from investors to invest in startups.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses various aspects of entrepreneurship including what entrepreneurship is, characteristics of entrepreneurs, advantages and disadvantages of being an entrepreneur, different forms of business ownership like sole proprietorship, partnership and corporations. It also talks about acquiring existing companies through bankruptcy, business brokers or networking. Key steps in starting a new company or acquiring an existing one are identified. The document concludes with lessons learned from experience and the importance of entrepreneurship programs at universities.
The document discusses strategies for innovation. It presents a diagram showing how markets change over time and the importance of exploring opportunities. It then outlines a three-step process for converting ideas into opportunities and products: 1) analyzing the organization's position; 2) exploring open, focused, or hybrid models for finding opportunities; and 3) establishing and expanding using exploration, establishment, and expansion.
This project gives a fair idea of starting a venture which is particularly applicable in India due to its various tax and legal laws. But still it gives the essentials of starting a venture anywhere in the world
Feasibility Analysis
Feasibility analysis is the process of determining whether a business idea is viable.
It is the preliminary evaluation of a business idea, conducted for the purpose of determining whether the idea is worth pursuing.
Feasibility analysis takes the guesswork (to a certain degree) out of a business launch, and provides an entrepreneur with a more secure notion that a business idea is feasible or viable.
Comprehensive Feasibility Analysis, Product/Service Desirability
Feasibility analysis is a process that determines the viability of a business idea. It assesses the market potential, financial sustainability, and management capabilities required. The document outlines the key components of a feasibility analysis, including product/service analysis, industry/market analysis, organizational analysis, and financial analysis. It provides details on how to evaluate the desirability and demand of a product or service idea, assess the attractiveness of the target industry and market, examine the management skills and resources required, and analyze the startup costs and financial projections. Conducting a thorough feasibility analysis early in the process can help screen ideas before dedicating significant resources.
3 perspectives on performance that every talent leader should knowNewton Day Uploads
The document discusses 3 perspectives on enterprise talent capability that talent leaders should know: 1) Sourcing - measuring the effectiveness of talent sourcing approaches, 2) Candidate Fit - measuring if the right talent is being sourced and are happy, and 3) Workforce Effectiveness - measuring the impact of talent on the enterprise. It notes challenges talent leaders face in accessing and understanding inconsistent and incomplete data from different systems, as well as cultural barriers. The goal is to provide actionable insights to help talent leaders achieve outcomes like minimizing costs and maximizing productivity, quality, and profit.
The document discusses key topics related to small business start-ups and entrepreneurship including:
- The importance of entrepreneurship to the US economy and defining characteristics of entrepreneurs.
- Outlining the planning necessary to launch a start-up and the five stages of growth for entrepreneurial companies.
- How the management functions of planning, organizing, leading, and controlling apply to growing entrepreneurial companies.
The basic factors to be considered while starting your business pgp vivaPROF. PUTTU GURU PRASAD
Line of business, layout, location, plant, and building, capital, a form of business organization, tax planning, tax management, investment, returns, expenses, GST
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
The document outlines AlphaGrowth Capital, a search fund formed by three principals to acquire an existing private company valued between $10-50 million. It provides background on the principals, describes the investment structure which raises $600,000 for the search effort. It details the search strategy focusing on opportunities in India and the US across several industries. Key highlights include the aging demographics of business owners, the principals' industry experience, and the underserved acquisition niche for lower middle market companies.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
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....
What do you know about Entrepreneurship - Brittany Killinsbrittanykillins
Brittany Killins explains here about Entrepreneurship and its importance for society. It is very useful for us to build a better world for the next generations.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Top 10 lessons from SaaS founders on how to succeed and get funding too Apurv Bhatnagar
I attended the SaaSt event a few weeks back where multiple successful SaaS founders shared their journey of making their small Bootstrap SaaS enterprise to what they are now with multiple rounds of VC funding. What were the mistakes which they made which could have been avoided or what great practices they adopted were explained? VC’s also shared insights on what do they look for at various stages of funding while investing in a SaaS company. Overall it was quite an insightful event and learnings which I have summarized in my presentation can be of immense value to any SaaS enterprise or StartUps looking to grow exponentially. https://medium.com/@bhatnagarapurv17/top-10-lessons-from-saas-enterprises-founders-how-to-ensure-the-success-of-your-saas-enterprise-87b42480f3f7
The document outlines 9 indispensable factors to consider before starting a business: 1) having a business idea, 2) gaining the necessary knowledge and expertise, 3) assessing the market demand, 4) estimating start-up costs, 5) securing capital and financing, 6) analyzing the competition, 7) choosing an optimal location, 8) hiring qualified staff, and 9) leveraging appropriate technology. It emphasizes the importance of thorough planning and preparation to improve the chances of business success.
This document provides an overview and outline for launching a new business idea or product. It discusses key aspects such as developing a value proposition, assessing the market opportunity, describing the product or service, outlining competitive advantages, establishing an intellectual property strategy, creating a business timeline and financial model, identifying funding sources, and assembling a qualified team. The document serves as a guide to help entrepreneurs and intrapreneurs systematically plan and prepare all elements needed for a successful business launch.
People are always asking for a list of fundamentals, a checklist they can use to start their own businesses. From your business type to your business model to your physical location, there are so many variables it's not easy to come up with a list that will work for everybody. The key, regardless of what type of business you're starting, is to be flexible!
Angel Investing 101 - Part 1 - Pre-screeningAli Jafri
One of the most fundamental parts of the startup funding process is the pre-screening round. Here a group of investors or their representatives will do a short (~1 hour) interview with you to understand if your investment is a viable opportunity. Also gives the founder/CEO the opportunity to meet with the investor(s) and see if there would be a good fit.
Global entrepreneurship week 2020 and 2021Fraser Hay
Global entrepreneurship week 2020 and 2021 is an overview of the grow your business boardroom to help individuals start and grow their business one objective at a time.
This unique marketing mastermind group and entrepreneurship development programme helps individuals and entrepreneurs through each of the 4 stages on their entrepreneurial journey.
TAGS:
global entrepreneurship week, global entrepreneurship week 2020, global entrepreneurship week 2021, global entrepreneurship network, global entrepreneurship week keynote speaker, global entrepreneurship week help, mastermind group, marketing mastermind group, business mastermind group, small business mastermind group
Start up, scale-up and sustain-up through operational excellenceDr. L.K.PANDEY .
The document discusses establishing a business incubator to support agricultural startups and entrepreneurs. It outlines objectives like understanding needs at different growth phases, identifying resource gaps, and recommending mobilization strategies. Services discussed include access to markets, advice, facilities, and financing. The business incubator aims to help clients manage risk, understand value chains, promote innovation, and design support to accelerate growth and sustainability of agribusiness startups. The final goal is to prepare startups for long-term growth planning and catalyze new entrepreneurs through demonstration effects.
Mousetrap case study by Heba ElkarkariHeba Karkari
Martha and investors saw an opportunity with Trap-Ease, an innovative mouse trap. However, they did not properly evaluate the opportunity through a SWOT analysis or market research. This would have helped them understand challenges and evaluate strengths, weaknesses, opportunities and threats. The document provides suggestions for how to write an effective mission statement and properly target and position the product. It outlines additional market segments and ways to segment and position to different groups of women. Conducting proper evaluation and research early on could have helped the company maximize its opportunity with Trap-Ease.
Most of the time VCs have one or more discrete reasons for saying “no.” Although it would be ideal if they relayed them to founders clearly and openly, they sometimes feel pressure to take the less confrontational path and say vague things “this is too early for us” when the truth is more difficult to hear. VCs have a code around rejection language that often leaves founders scratching their heads to interpret, but candor is usually better for both parties long-term. Truthfully, the reason for the “no” often has little to do with the founder or the details of the business, but lots to do with that VC’s personal interests, portfolio, or history.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
Feasibility analysis is a process that determines the viability of a business idea. It assesses the market potential, financial sustainability, and management capabilities required. The document outlines the key components of a feasibility analysis, including product/service analysis, industry/market analysis, organizational analysis, and financial analysis. It provides details on how to evaluate the desirability and demand of a product or service idea, assess the attractiveness of the target industry and market, examine the management skills and resources required, and analyze the startup costs and financial projections. Conducting a thorough feasibility analysis early in the process can help screen ideas before dedicating significant resources.
3 perspectives on performance that every talent leader should knowNewton Day Uploads
The document discusses 3 perspectives on enterprise talent capability that talent leaders should know: 1) Sourcing - measuring the effectiveness of talent sourcing approaches, 2) Candidate Fit - measuring if the right talent is being sourced and are happy, and 3) Workforce Effectiveness - measuring the impact of talent on the enterprise. It notes challenges talent leaders face in accessing and understanding inconsistent and incomplete data from different systems, as well as cultural barriers. The goal is to provide actionable insights to help talent leaders achieve outcomes like minimizing costs and maximizing productivity, quality, and profit.
The document discusses key topics related to small business start-ups and entrepreneurship including:
- The importance of entrepreneurship to the US economy and defining characteristics of entrepreneurs.
- Outlining the planning necessary to launch a start-up and the five stages of growth for entrepreneurial companies.
- How the management functions of planning, organizing, leading, and controlling apply to growing entrepreneurial companies.
The basic factors to be considered while starting your business pgp vivaPROF. PUTTU GURU PRASAD
Line of business, layout, location, plant, and building, capital, a form of business organization, tax planning, tax management, investment, returns, expenses, GST
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
The document outlines AlphaGrowth Capital, a search fund formed by three principals to acquire an existing private company valued between $10-50 million. It provides background on the principals, describes the investment structure which raises $600,000 for the search effort. It details the search strategy focusing on opportunities in India and the US across several industries. Key highlights include the aging demographics of business owners, the principals' industry experience, and the underserved acquisition niche for lower middle market companies.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
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....
What do you know about Entrepreneurship - Brittany Killinsbrittanykillins
Brittany Killins explains here about Entrepreneurship and its importance for society. It is very useful for us to build a better world for the next generations.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Top 10 lessons from SaaS founders on how to succeed and get funding too Apurv Bhatnagar
I attended the SaaSt event a few weeks back where multiple successful SaaS founders shared their journey of making their small Bootstrap SaaS enterprise to what they are now with multiple rounds of VC funding. What were the mistakes which they made which could have been avoided or what great practices they adopted were explained? VC’s also shared insights on what do they look for at various stages of funding while investing in a SaaS company. Overall it was quite an insightful event and learnings which I have summarized in my presentation can be of immense value to any SaaS enterprise or StartUps looking to grow exponentially. https://medium.com/@bhatnagarapurv17/top-10-lessons-from-saas-enterprises-founders-how-to-ensure-the-success-of-your-saas-enterprise-87b42480f3f7
The document outlines 9 indispensable factors to consider before starting a business: 1) having a business idea, 2) gaining the necessary knowledge and expertise, 3) assessing the market demand, 4) estimating start-up costs, 5) securing capital and financing, 6) analyzing the competition, 7) choosing an optimal location, 8) hiring qualified staff, and 9) leveraging appropriate technology. It emphasizes the importance of thorough planning and preparation to improve the chances of business success.
This document provides an overview and outline for launching a new business idea or product. It discusses key aspects such as developing a value proposition, assessing the market opportunity, describing the product or service, outlining competitive advantages, establishing an intellectual property strategy, creating a business timeline and financial model, identifying funding sources, and assembling a qualified team. The document serves as a guide to help entrepreneurs and intrapreneurs systematically plan and prepare all elements needed for a successful business launch.
People are always asking for a list of fundamentals, a checklist they can use to start their own businesses. From your business type to your business model to your physical location, there are so many variables it's not easy to come up with a list that will work for everybody. The key, regardless of what type of business you're starting, is to be flexible!
Angel Investing 101 - Part 1 - Pre-screeningAli Jafri
One of the most fundamental parts of the startup funding process is the pre-screening round. Here a group of investors or their representatives will do a short (~1 hour) interview with you to understand if your investment is a viable opportunity. Also gives the founder/CEO the opportunity to meet with the investor(s) and see if there would be a good fit.
Global entrepreneurship week 2020 and 2021Fraser Hay
Global entrepreneurship week 2020 and 2021 is an overview of the grow your business boardroom to help individuals start and grow their business one objective at a time.
This unique marketing mastermind group and entrepreneurship development programme helps individuals and entrepreneurs through each of the 4 stages on their entrepreneurial journey.
TAGS:
global entrepreneurship week, global entrepreneurship week 2020, global entrepreneurship week 2021, global entrepreneurship network, global entrepreneurship week keynote speaker, global entrepreneurship week help, mastermind group, marketing mastermind group, business mastermind group, small business mastermind group
Start up, scale-up and sustain-up through operational excellenceDr. L.K.PANDEY .
The document discusses establishing a business incubator to support agricultural startups and entrepreneurs. It outlines objectives like understanding needs at different growth phases, identifying resource gaps, and recommending mobilization strategies. Services discussed include access to markets, advice, facilities, and financing. The business incubator aims to help clients manage risk, understand value chains, promote innovation, and design support to accelerate growth and sustainability of agribusiness startups. The final goal is to prepare startups for long-term growth planning and catalyze new entrepreneurs through demonstration effects.
Mousetrap case study by Heba ElkarkariHeba Karkari
Martha and investors saw an opportunity with Trap-Ease, an innovative mouse trap. However, they did not properly evaluate the opportunity through a SWOT analysis or market research. This would have helped them understand challenges and evaluate strengths, weaknesses, opportunities and threats. The document provides suggestions for how to write an effective mission statement and properly target and position the product. It outlines additional market segments and ways to segment and position to different groups of women. Conducting proper evaluation and research early on could have helped the company maximize its opportunity with Trap-Ease.
Most of the time VCs have one or more discrete reasons for saying “no.” Although it would be ideal if they relayed them to founders clearly and openly, they sometimes feel pressure to take the less confrontational path and say vague things “this is too early for us” when the truth is more difficult to hear. VCs have a code around rejection language that often leaves founders scratching their heads to interpret, but candor is usually better for both parties long-term. Truthfully, the reason for the “no” often has little to do with the founder or the details of the business, but lots to do with that VC’s personal interests, portfolio, or history.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
The document discusses what entrepreneurs need to know when seeking venture capital funding. It states that securing venture capital is difficult, with less than 1% of startups receiving it. Investors want to see strong leadership and a cohesive team that can adapt to change. They also want evidence of significant revenue potential and scalability. Simply having a good idea is not enough - the business must demonstrate traits like addressing a large market, producing high returns, and having product traction to attract venture capital funding.
The document is a presentation on internship submitted for a Master's degree. It discusses Analah Capital, a company that deals in unlisted shares, insurance, and fractional assets. It provides an overview of the company, its values of entrepreneurship, diversity, transparency, innovation, positivity, and philanthropy. It then defines unlisted shares, explains why one should consider investing in them, and lists some hot selling unlisted shares. It also performs a SWOT analysis of unlisted shares and outlines the process for buying them. The internship helped the author improve communication, sales, and leadership skills.
The Rudder Group VC, Fund Raising & Pitch Deck OutlineThe Rudder Group
The document provides guidance on when and how much venture capital early-stage companies should raise. It recommends initially raising small amounts from friends and family, using that to build a product and pilot customers. It then suggests raising an angel/seed round and keeping costs low for the first year to prove scalability. It outlines when companies should consider venture capital versus other options. The document also provides tips on pitching VCs, including optimal fundraising seasons, pitch deck structure, and services The Rudder Group can provide to help companies raise capital.
The document provides guidance on when and how much venture capital early-stage companies should raise. It recommends initially raising small amounts from friends and family, using that to build a product and pilot customers. It then suggests raising an angel/seed round and keeping costs low for the first year to prove scalability. It outlines when companies should consider venture capital versus other options. The document also provides tips on pitching VCs, including optimal fundraising seasons, pitch deck structure, and services The Rudder Group can provide to help companies raise capital.
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.
Over 100 decision-makers working directly on corporate innovation in Fortune 1000 (Americas, Europe, Asia) corporations share their learnings. By 500 Startups.
Thinking about launching a hedge fund or looking to grow your fund's assets faster? Find out why some funds raise capital faster than others.
Note: Content is targeted to hedge funds, but the information is applicable to other types of asset managers.
Corporate digest magazine july, 2017 by venture careKumar Kanaujia
Corporate Digest is a monthly e-magazine published for India Business owners by www.venture-care.com. It contents latest trends and expert opinions on Business, Strategy, Technology, Digital, Finance and Legal.
The document discusses "The Entrepreneur's Dilemma" of not knowing what the right things to focus on and how to do them at different stages of developing a business. It outlines a typical entrepreneurial cycle from idea to growth and explains that entrepreneurs must make choices about focusing on functions like marketing, operations, strategy, etc. but there is no single right answer. The conclusion introduces the Business Advantage Model (BAM) which was developed to help entrepreneurs make better decisions to focus on the right things done the right way at the right time to reduce risks and increase the chances of sustainable success.
Entrepreneurship and innovation require certain key characteristics. The document discusses 15 characteristics that entrepreneurs tend to exhibit: drive to take responsibility, tolerance for moderate risk, confidence in ability to succeed, desire for feedback, high energy, future orientation, skill in organizing, valuing achievement over money, strong thinking and problem-solving abilities, good communication and human relations skills, technical knowledge in their industry, ability to set goals, accountability, innovation, and commitment even in the face of challenges. Successful entrepreneurs adapt to changing market needs with flexibility, tenacity, and tolerance for ambiguity.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
Recent Revolution brought about by StartupsAyush Badala
A startup is a young company that offers a new product or service not currently available in the market. Startups are typically small and operated by a handful of founders in the early stages. They offer less competition but more flexibility and hands-on experience than established companies. Successful startups progress through several stages, from validating the initial idea to achieving scale and maximizing profits over multiple years.
Stepping into a role which requires business finance knowledge? Here is a short guide offering advice, tools, and expertise that you will need to equip yourself with to be successful. Check out our Diploma in Business Finance for more.
This document provides an overview of considerations for starting a business, including developing an idea, conducting market research, establishing legal and financial foundations, assembling a team, and creating a business plan. It discusses enhancing the initial idea, evaluating feasibility, intellectual property, forms of business entities, financial objectives, hiring strategies, and the components of an effective business plan. The goal is to guide entrepreneurs through the pre-launch stage of starting a new venture and help ensure future business success.
Making big money with venture capitalismSwapnilMekale
Making Big Money With Venture Capitalism. Inside this eBook, you will discover the topics about venture capitalist basics, questions to ask when considering venture capital investment, the venture capital boom and the internet bubble, how to make good money the venture capital way, venture capital and its association with job creations and risks of venture capital investment schemes.
What is a business description? A business description provides an overview of what your company does and what makes it unique. It introduces your brand, offering prospective investors and other interested parties an overview of the company's objectives and scope.
Investing is to grow one's money over time. The expectation of a positive return in the form of income or price appreciation with statistical significance is the core premise of investing. The spectrum of assets in which one can invest and earn a return is a very wide one.
Vehicles for the next generation of warfare in built up areasMaurice Williams
The document discusses introducing electric military vehicles to the Singapore Armed Forces for urban warfare operations. It describes how existing vehicles are ill-suited for urban environments and outlines the capabilities of the proposed Tomberlin Vanish and Escape models. The Vanish enhances tactics like proximity to objectives, offensive impact, and surprise through silent operation. The Escape provides an electric alternative for general on-base commuting. Introducing these vehicles could help military operations in complex urban settings while meeting environmental goals.
This document summarizes Solar-Driven Asia's services and capabilities for maintaining National Parks Board (NParks) vehicles. It details how Solar-Driven Asia has [1] improved the operational efficiency of NParks' electric vehicle fleet, [2] fine-tuned service/repair reporting, and [3] undertaken specific vehicle modifications. It also outlines Solar-Driven Asia's client list, capabilities in bodywork, mechanics, and electronics, comprehensive service protocols developed with NParks, and a proposal to establish 180 day maintenance and repair reports.
This document discusses electric vehicles for industrial use at Singapore Refining Company. It provides details on Columbia Industrial Work Vehicles, including specifications like a 65km range on a single charge, 1.1 tonne capacity, and 30kmh top speed. It also outlines a purchase model and estimated maintenance costs of $1180 per year for services, battery replacement every 3 years, and new tires every 2 years. Finally, it presents a 4-year leasing model that includes all maintenance and a new fleet option in the 4th year for $12,686 initially and $9,996 for years 2-3.
Solar-Driven Asia proposes to supply utility vehicles to CWT and provide maintenance services. They will supply various electric vehicles including dump trucks, buggies, and off-road vehicles. SDA will also implement a preventative maintenance program including inspections every 90 days and lubrication every 120 days. Maintenance will be performed on-site with technicians available by phone.
The document discusses vehicles for tunnel maintenance and transmission cable work. It lists four Columbia vehicles for consideration: a Payloader, another Payloader, an Expediter, and two Chariots. The vehicles are to aid in tunnel maintenance and cable work.
This document discusses electric vehicles and Solar-DrivenAsia's expertise in electric vehicle maintenance and repair. It summarizes Solar-DrivenAsia's services, customers, and products. Specifically, it notes that Solar-DrivenAsia services and supplies electric vehicles to major customers, is an expert repairer of golf cart and utility electric vehicles, and is the Asia distributor and service center for Columbia industrial electric vehicles.
Vehicles for the next generation of warfare in built up areasMaurice Williams
The document discusses introducing electric military vehicles to the Singapore Armed Forces for urban warfare operations. It describes how existing vehicles are not well-suited for urban environments where distinguishing combatants from civilians is difficult. The proposed electric vehicles would take advantage of urban terrain characteristics like buildings and alleys while enhancing tactics like proximity to objectives and surprise through silent operation. Two models - the Tomberlin Vanish for frontline missions and the Escape for on-base transport - are introduced as cleaner, more maneuverable alternatives to gasoline vehicles for urban military needs.
This document proposes that Singapore Post adopt electric vehicles from Columbia Electric Vehicles to improve their transport operations without paying road tax or COE fees, as some government vehicles are exempt. It summarizes Columbia's electric vehicles like utility trucks and passenger shuttles that could transport personnel and cargo for Singapore Post. The document also introduces Solar-Driven Asia, the authorized distributor and service center for Columbia electric vehicles in Asia, and their ability to supply electric vehicle parts and maintenance services to support Singapore Post.
The document discusses two approaches for Singapore Sports Hub to adopt electric vehicles and solar power to improve sustainability:
1. Install solar panels on existing industrial vehicles to charge batteries and reduce emissions.
2. Adopt fully electric vehicles for all operations which would send a strong environmental message.
It then provides details on the solar generation systems that could be used, including specifications of the solar panels, controllers that ensure optimal charging, and applications at venues around the world.
The document discusses Solar-Driven Asia's role as the authorized distributor and service center for Columbia Electric Vehicles in Asia Pacific. It outlines how Columbia electric vehicles can benefit the hospitality industry for various functions like housekeeping, food delivery, maintenance, and more. Solar-Driven Asia also serves as an authorized dealer for electric vehicle parts and accessories and has workshop facilities for maintenance and training. The document promotes Columbia and Solar-Driven Asia's electric vehicles and services to the hospitality industry.
This document discusses Electric Vehicle Transportation and Reinforcing The Changi Experience. It provides information about Solar-DrivenAsia, including that they are a service and supply contractor for electric vehicles, they are the Asia distributor and service center for Columbia Par Car electric vehicles, and they provide electric vehicle repairs, parts, and solar power systems. The document promotes Columbia industrial electric vehicles and their various models for passenger, cargo, and heavy duty transportation needs.
Gogreen will lead an all-inclusive electric vehicle transport solution for Sentosa that will better connect the island to the wider transport network. They are currently in discussions with Singapore Power and National Parks to supply electric vehicles and provide fleet management services. Gogreen has access to the world's largest provider of electric vehicle parts and accessories and can perform repairs including welding, chassis corrections, and electric/electronic circuit board repairs.
This document provides a deployment plan for maintenance vehicles across several tunnels in May. Vehicles such as Chariots, Expediters, Payloaders and Bravi HD Lifts will be located at specific tunnels including Tagore, May, Ayer Rajah to support transmission cable maintenance over distances ranging from 1.7 to 6.5 kilometers.
Solar-Driven Asia is an authorized dealer of Columbia Electric Vehicles and the world's largest provider of electric vehicle aftermarket parts and accessories. They have a workshop facility with over 20 years of automotive service experience. They provide electric vehicles, solar panels, and batteries suited for industries like hospitality, and have installed products worldwide at places like Disneyland Hong Kong. They also distribute an EU-approved house brand of electric vehicles from China.
Solar-Driven Asia is a specialist company in Industrial and Recreational Electric Vehicles, After-Market Spare Parts and Accessories, Deep-Cycle Batteries, Tyres and Service and Maintenance Programmes
This presentation is from Solar-Driven Asia, a leading company in renewable energy technologies, on their vision, mission, experience and solar products. Their vision is to be a leading provider of environmental friendly technologies through research and development of clean energy solutions. Their mission is to create technologies that lower greenhouse gas emissions, utilize renewable energy and improve efficiency. They have experience installing various solar and wind power systems across Asia. They provide full solar energy solutions from design and installation to maintenance. Their solar products include systems for buildings, street lamps and LED lighting tailored for tropical climates.
The document discusses opportunities for expanding the business of ETG, an audio visual solutions provider, into new markets and industry sectors. It recommends that ETG focus on key accounts and countries, and expand into additional industries like retail, healthcare, and worship. It also suggests improving account management, restructuring operations, and increasing focus on production, events, and the ETG Tupperware subsidiary. The goal is to diversify ETG's revenue sources and ensure growth.
The document discusses opportunities for the Singapore Stock Exchange (SGX) in the post-economic crisis environment. Key points:
- Prior to the crisis, consumer conventions regarding financial services varied by region, but the crisis has consolidated consumer attitudes globally. This presents an opportunity for SGX.
- Consumers now value qualities like time, information, and accountability over complexity and profits. SGX's communication should focus on simplicity, fairness, and earning trust.
- SGX could position itself as "The Enduring Marketplace" that provides timely information for investment decisions in Asia. Its products and partnerships should signal how it will facilitate sensible trading and investment products.
- SGX should encourage interaction between consumers
The NUS-SBF Business Advisors Program (BAP) matches professional, managerial, executive, and technical (PMET) talent with small and medium enterprises (SMEs) to complete projects. The program aims to create opportunities for both PMETs and SMEs. PMETs receive a consulting fee of up to $5,000 per month to complete projects for SMEs, with 70% paid monthly and 30% paid as a completion bonus. The program is jointly supported by SPRING Singapore and SME sponsors and aims to complete 30 projects annually across business management and technical domains.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Why so many start ups fail
1. Why So Many Start-Ups Fail
A Report
by
Maurice Williams
2. Acknowledgment
“As we Express our Gratitude, we must Never Forget that the
Highest Appreciation is not to Utter Words,
but to Live by Them”
John F. Kennedy
Helen Lange Habbibullah Khan Jason Fitzsimmons Ken Low
Darrell Metzger Amy Wong Mamata Bhandar Graham Bell
Tony K. Siddique
3. Why it is Important to Delve into the Possible Reasons,
“Why So Many Start-ups Fail!
The increased rate in the survival of start-ups has the ability to
positively impact economic growth
There is a sentiment that many of the new start ups in Asia
tend less to evolve into the pillars of growth that the
corporations and conglomerates of earlier decades
from the West
4. Why it is Important to Delve into the Possible Reasons,
“Why So Many Start-ups Fail!
Since the early 1980’s when venture capitalists and private equity emerged on
the business landscape in landmark proportions managers and scholars
have been seeking a scientific manner in which to recognise and
categorise start-up operations
The cost of entry for to register and operate a start-up is at an all-time low.
The web and its hosting, transaction and promotion platforms
immediately launch even a simple dumpling company to international
proportions overnight
Social media has become a key driver for entrepreneurs and start-ups
In the last decade we have seen “Baby Boomers” demonstrate a higher rate
of entrepreneurial drive than “Generation Y”
5. Why it is Important to Delve into the Possible Reasons,
“Why So Many Start-ups Fail!
Predominantly A Qualitative Approach with reference to some Quantitative
Indicators has been undertaken. The intention is to achieve a better
understanding for the entrepreneurial environment in Singapore
The secondary structure has been a Semi-Structured format –with free
flowing conversation to heighten insights through participant’s thoughts,
sentiments and general behaviour
The need to build more science into entrepreneurship is an important study
that needs to go further than obvious approach of how to build a start-up
based on just riding the Information & Internet Wave
6. Start-Ups Do Develop Through Some Identifiable Milestones of Maturity
These may be classified as:
Analysis
Affirmation
Ability
Application
7. The Start-Ups Interviewed Do Fall into Certain Key Groups of Business
These key groups can be categorized as:
Robot Start-Up
Community Converter Start-Up
Congregator Start-Up
Contender Start-Up
8. Fifteen Observations We Noted
1. Founders that had previous start-ups were more prepared for the
journey
2. Start-ups who had previously re-aligned their business operations and
even product offering were performing better
3. Indiscriminate expansion tended to be a predominant cause for failure
and bad performance
4. Investment at the Analysis Phase tends to be over-subscribed and
tendency to over-invest in initial founders
5. Real-time input and involvement from investors proves little or no
consequence to the company’s operational performance
9. Fifteen Observations We Noted
6. Individual founders take probably three times longer to reach any measure of scale.
This is in comparison to a twin or multiple founder start-up.
7. Business driven founding leaders are more likely to successfully mature the business
through a sales-driven approach than would be a product-driven approach.
8. Technical driven founding leaders tended to more successfully mature the business
through a product-driven approach than would be through a sales-driven approach.
9. Equitable founding leaders (business and technical approach) tended to success mature
the business with less of a chance of scaling beyond its means.
10. Founding partners that did actively work the business had a significantly less confidence
of raising capital from its investors.
11. The most impressive founding partners appeared to be those who were, Driven by
Purpose more so than Profit.
10. Fifteen Observations We Noted
12. A vast majority of their founding partners admitted that that what they
thought or felt to be their unique approach to market was not the company’s
call to success as was initially thought.
13. It generally took three years for any new business venture to gain real traction
in the market place.
14. Start-ups who did not bother to raise capital funding generally made too much
presumption for estimated market share capture. In most cases they assumed
that theirs would be a unique and virgin market for development, not realising
that it is being served differently.
15. Increasingly due to connectivity and information transparency and availability
no business model can clearly delineate between corporate and consumer
customers.
11. Indiscriminate Expansion Guidelines
No single business dimension of:
- Client Relationships
- Product Development
- Organisational Structure
- Business Operations
- Financials
12. Comprehending what Brings About the Imbalance
Business
Purpose
Client
Relations
Product
Development
Organisational
Structure
Business
Operations
Financials
13. What Brings About The Imbalance
Product development that does not
meet market needs.
Too much emphasis on extras to
cover up an irrelevant application
Too many headcount at the onset.
Specialist in each realm only should
come in when the company is
operationally running
Management should only be hands
on and running operations
Nothing worse than hierarchy
without foot soldiers
14. Quote on Indiscriminate Expansion from
Ms. Olivia Loh Lay Pin Owner& Managing Partner SuperCuts Sengkang & Nexx
“Both stores currently average a $1.3 m turnover each
I have opened two SuperCuts outlets and the first being Sengkang we made recovery of $400 000 start up costs
inside 6 months. Using exactly the same model for Nexx two years down the road revealed a
completely different set of issues. This is despite the fact that both Shopping Malls were initiated and run by
the same managing agent. Prices and offerings were to be the same across both stores and we used the same
banker, equipment suppliers, designers and even senior stylist team and structure to initiate the business. Both
were in shopping malls within reasonably young heartlands connected by the same MRT line. It has taken us 36
months since opening to recover initial set up costs!
Indiscriminate expansion can put expenses on resources before we have had time to assess the
customer requirements and peculiarities. As business owner who has previously experienced run-away
success I had been tempted to scale up in exactly the same way I outfitted Sengkang – having been lucky the first
time. It has taken some time for us to recover and gain traction with our different customer set.
For the hair styling team there was the mistaken presumption that branded treatments and preparations would
attract and retain customers within reasonable price points. Unfortunately we were competing in a segment that
was borderline mass fashion and ramp up in store outlook was a necessary evil but no one was anticipating the
bumpy ride we would be in for with economic changes and minor demographic/ psychographic peculiarities.”
15. Structure of Indiscriminate Expansion
The Analysis Period
Consumer acceptance which can
be quantified by the number of
clients, their increased account,
enlarging client usage pattern,
frequency of use, loyalty and
profitability of account
The Ability Period
Fine tuning of processes in client
management, offering platform,
account handling, liquidity of
company and business purpose
16. Analysis/ Ability Balance
The Fooled Purchaser
The Overwhelming Organization
The Insolvent Financials
For Purpose First, For Profit Second
17. Quote on Indiscriminate Expansion
from Mr. Tan Eng Beng Owner of World Auto Pte. Ltd.
A $3 m turnover automotive workshop
“When beginning do note that you are very weak (fragile). Spending investor money in the beginning is with the
hope of capturing business but you are not sure if it will work or not.
Khiang Te Hor. Mai Keh-Khiang! (Hokkien Expression literally translated Being Smart is Good, Just Don’t Be a
Smart-Ass!)
When you start out just make one or two types of service/ product don’t do so many. Also you must be the boss.
Your manager or senior worker cannot direct the company – you decide!”
18. A Review of Customer Usage Incidence within 30 Day Cycles
Against Different Stages of Start-Up
Series 1
Series 2
0
1
2
3
4
5
6
Analysis
Affirmation
Ability
Application
Series 1
Series 2
Series 1 – Represents Indiscriminate Expansion Start-Ups (Unsuccessful)
Series 2 – Represents Discriminate Expansion Start-Ups (Successful)
The Indiscriminate Expansion Start-Ups progressed quicker in the beginning possibly as a consequence of initial interest towards
overtly developed product.
19. The Overall Perceived Nett Worth A Start-Up Was Accessed At In
The Different Initial Stages
Series 1
Series 2
0
0.5
1
1.5
2
2.5
3
Analysis
Affirmation
Ability
Application
Series 1
Series 2
This represents the overall perceived nett worth a start-up was valued at during the
the different initial stages. The undervalued and conservative businesses tended to be have their values soar at later stage of development.
20. The Characteristics of Indiscriminate Expansion Start-Ups Against
Discriminate Expansion Start-Ups
0
5
10
15
20
25
30
Discrimate Co. in Year 1
Indiscriminate Co. in Year 1
Discrimate Co. in Year 3 on
Indiscriminate Co. in Year 3 on
Series 2
Series 1
This indicates that indiscriminately expanding start-ups usually begin with significantly larger teams even thought their business has
not scaled to fit market requirements.
21. Investment Points/ Level in a Start-Up at On-Set
Series 1
Series 2
0
50000
100000
150000
200000
250000
300000
Analysis
Affirmation
Ability
Application
Series 1
Series 2
Column1
Indiscriminate Expansion Start-Ups tend to garner lots of revenue (much like during the dot.com era) before they can
consolidate the market and fine-tune their operational mechanisms. Bringing about too much capital injection early is
detrimental to start-ups, it just forces the company to take grow in operational structure unnaturally.
22. Quote on Indiscriminate Expansion
from Ms. Jessica Oman
Author of From Idea to Open: Planning Your Service Business By the Numbers
“Some entrepreneurs “bootstrap” their start-ups – meaning they spend as little money as possible on the launch
and stretch every dollar as far as it can go. If you're using a bootstrapping or lean start-up strategy, be careful
not to underestimate your start-up costs. You don't want to run out of cash before your business ever opens; in
fact, you want to have a reasonable amount of working capital left over from start-up so that you're in a strong
cash position when your business opens, and you can cover your ongoing expenses. Got your start-up costs in
order? Now comes the fun part: finding funding sources!”
23. Reflective Assessment of Start-Up Owners on their Company’s Valuation
0
0.5
1
1.5
2
2.5
3
3.5
4
Indicriminate vs
Discriminate Start Up at
Analysis
Indiscriminate vs
Discriminate Start Up at
Analysis
Series 1
Series 2
Start-Ups tend to overvalue their worth during discovery and then rushes to lower it on realization when they put their product
out in the market place. A good point to note is that when on your own without investors you did worse – than this is a good
point.
24. Entrepreneurs Reflection on What was Important at
the Analysis Realm
Series 1
Series 2
Column1
0
10
20
30
40
50
60
70
80
Analysing
Problem Confirming
Product Fine-Tuning
Product Escalating
Output Increasing
Profitability Expanding
Product
Application
Series 1
Series 2
25. Entrepreneurs Reflection on What was Important at
the Ability Realm
Series 1
Series 2
Column1
0
10
20
30
40
50
60
70
Analysing
Problem Confirming
Product Fine-Tuning
Product Escalating
Output Increasing
Profitability Expanding
Product
Application
Series 1
Series 2
26. Quote on Indiscriminate Expansion
from Ms. Zhang Yangling
Serial Entrepreneur
“Expanding at the correct moment is a difficult decision. If too soon you will loose money and get disheartened.
If too late you will lose the opportunity.
It is not always so predictable, some say it is fated. I say if you have a 60% chance go for it with confidence.
Expansion is not always about having more customers it’s about choosing what you want to get from them.”
27. How Much Entrepreneurs Deploy Outside Their Capability
Series 1
Series 20
2
4
6
8
10
12
14
16
18
20
Analysis Stage
Ability Stage
Series 1
Series 2
For the initial period it is suicidal to lose control of product development and service development. The fundamental realms of
creation, consumer capture, operational procedures and liquidity management must be under full control.
28. The Types of Exchange Approach
Series 1
Series 2
Column1
0
5
10
15
20
25
30
35
40
45
Current
Exchange
(superior
offering)
Current
Exchance (more
economical
offering)
Current
Exchange
(specialist
offering)
Future
Exchange
(potential)
Series 1
Series 2
Indiscriminately expanded and discriminately expanded start-ups demonstrate parity of product entry when putting to sale in
current market framework. But in the case of potential and current market frameworks where introducing a more economical
offering the behaviour is quite different.
29. Share of Paying Customers by Type of Start-Up Business
Series 1
Series 2
Column1
0
5
10
15
20
25
30
35
40
Robot Type
Start-Up Community
Converter Start-
Up
Congregator
Start-Up Contendor
Start-Up
Series 1
Series 2
Indiscriminately expanded type start-ups tend to try capitalizing every single business avenue when what they should be
doing is focussing on newer more attainable opportunities.
30. Certification of Founding Partners in Start-Ups
Series 1
Series 2
Column1
0
5
10
15
20
25
30
35
40
45
50
Primary School
Secondary
School Polytechnic/
Vocational Pre-University/
College University
Post Graduate
Series 1
Series 2
It is clear that the type of study the entrepreneurs had has no bearing on their ability to do business.
31. Type of Sex the Entrepreneurs Are
0
10
20
30
40
50
60
70
80
90
100
Men
Women
Series 1
Series 2
It is clear that the type of sex entrepreneurs has no bearing on their ability to do business.
32. How Long The Entrepreneurs Knew Each Other
Series 1
Series 2
Column1
0
5
10
15
20
25
30
35
40
Below 90 Days
90 - 180 Days
Half a Year to
One Year A Year to One
and Half Years One and a Half
Years to Three
Years
Three Years and
Above
Series 1
Series 2
It is clear that the length the entrepreneurs had know each other has no bearing on their ability to do business.
33. Number of Times the Entrepreneurs Created Start-Ups
Series 1
Series 2
Column1
0
10
20
30
40
50
60
70
80
First
Second
Third
Series 1
Series 2
It is clear that the number of times entrepreneurs had built start-ups has no bearing on their ability to develop a successful
business.
34. The Mean Age of Entrepreneurs
0
5
10
15
20
25
30
35
40
45
Averag
e Age
Series 2
Series 1
It is clear that age entrepreneurs had built start-ups has no bearing on their ability to
develop a successful business.
35. The Quantity of Product Lines Offered by Start-Up
0
10
20
30
40
50
60
70
80
One Product
Two Prodcuts
Three
Products
Series 1
Series 2
It is clear that the number of products start-ups has no bearing on their ability to develop a successful business.
36. The Final Analysis
The indiscriminate expansion is a consequence of this
company’s paying too much attention on a particular
perspective of operations whilst neglecting the others.
The indiscriminately expanded company’s had
overspent too soon on customer capture, getting too
much headcount, putting in place top brass too soon
and looking too closely at the product development at
the expense of closing a deal.