Oct 25 2008
Mr. Big & The Killer Pitch
Los del MIT100K han hecho un par coñas sobre las típicas situaciones al buscar inversores (Killer Pitch) o una reunión con algún ejecutivo importante (Mr. Big A.K.A. the decision maker).
Killer Pitch
Mr. Big
Sep 06 2008
Equity fingerprint de Skype
Un documento muy interesante sobre como evolucionó el accionariado de Skype, des de su creación en 2002 a su venta a Ebay en 2005. Los Business Angels engancharon un retorno del x350 y los VCs un x40 sobre $18M.
Jun 21 2008
fuck it I’ll fund that
Si buscas inversores y quieres dar un poco la nota, cómprate una de éstas!
Apr 30 2008
The secret glossary of Venture Capital by OVP
La web del OVP Venture Partners no tiene desperdicio…
|
Term or Phrase |
English Translation |
| Acquisition strategy | the current products have no market |
| Basically on plan | revenue shortfall of 25 percent |
| Biotech business model | potentially bigger fools have been identified |
| Considerably ahead of plan | hit plan in one of the last three months |
| Core business | obsolete product line |
| Currently revising the budget | financial plan is in total chaos |
| Cyclical industry | posted a huge loss last year |
| Entrepreneurial CEO | totally uncontrollable, bordering on maniacal |
| Ingredients are there | given two years, we might find a workable strategy |
| Investing heavily in R&D | trying desperately to catch the competition |
| Limited downside | it can’t get much worse |
| Long selling cycle | yet to find a customer who likes the product |
| Major opportunity | last chance |
| Niche strategy | a small-time player |
| On a manufacturing learning curve | can’t make the product with positive margins |
| Possibility of a slight shortfal | a revenue shortfall of 50 percent |
| Repositioning the business | multimillion-dollar investment recently written off |
| Somewhat below the plan | revenue shortfall of 75 percent |
| Strategic investor | investor who will pay a preposterous valuation |
| Too early to tell | results to date have been grim |
| Turnaround opportunity | lost cause |
| Unique | no more than six competitors |
| Upgrading the management team | the organization is in complete disarray |
| Volume sensitive | massive fixed costs |
| Well below plan | an outright, unmitigated disaster |
| Window of opportunity | without more money, the company is dead |
| Work closely with the management | talk to them on the phone once a month |
Source: OVP http://www.ovp.com
Mar 16 2008
The Art of Innovation by Guy Kawasaky
“The Art of Innovation”, a parte de ser el libro de Tom Kelley es el titulo de una muy buena presentación de Guy Kawasaky en el Event Marketing Conference del 2007.
Guy, uno de los primeros empleados de Machintosh (en Marketing), cuenta sus batallitas sobre innovación & start-ups.
La presentación este especialmente bien, pues reune el video & el powerpoint, en total son 55min (in english).
Al tanto al final cuando cuenta la historia de Yahoo (Bozo Quote 4). wow!
Jan 20 2008
Emprenedors @ La Salle
Crec que La Salle, fins a la data, ha realitzat una bona inversió en IT (web, etc..), almenys vistosa. El seu Butlletí d’Innovació, n’és un bon exemple.
També m’agrada el llistat de start-ups nascudes al Parc de La Salle, tenen una bona pedrera (en negreta els que hem conegut):
Linqia - Frog Mobile Services - Contact Center Institute - Ecogetic Soluciones Energéticas Alternativas - Desarrollos Dentales Plus Tres - Isigma Asesoría tecnológica - Advertising Media Game - Wututu - Voztelecom - Polymita Technologies - Genaker - E-Controls - Adiciona - Adecq Digital - EduExcellence - Ariadna Solutions - Signaletics - Aifos Solutions - Flubetech - On-Laser - Mobile 4 Media - Hidroflot - Imagsa - Digger Tools - Nadir - Etnia - Ta with you - Cantor Innovació Internacional - Identia - OpenMet - Emovilia - Cuatic - Development - Soluciones Digitales de la Movilidad (SDM) - Aira Networks- Digital Legends - Air Water Treatment - Vida Software - DAEM - Novarama - Wattpic - ControlPaint - Active Career - Voxel
Oct 26 2007
the Sequoia Capital bible
(the Sequoia Capital target start-ups)
Elements of Sustainable Companies
Start-ups with these characteristics often foretells the success of a business and the likelihood of it becoming a sustainable, enduring company. We like to partner with companies that have:
Clarity of Purpose
Summarize the company’s business on the back of a business card.
Large Markets
Address existing markets poised for rapid growth or change. A market on the path to a $1B potential allows for error and time for real margins to develop.
Rich Customers
Target customers who will move fast and pay a premium for a unique offering.
Focus
Customers will only buy a simple product with a singular value proposition.
Pain Killers
Pick the one thing that is of burning importance to the customer then delight them with a compelling solution.
Think Differently
Constantly challenge conventional wisdom. Take the contrarian route. Create novel solutions. Outwit the competition.
Team DNA
A company’s DNA is set in the first 90 days. All team members are the smartest or most clever in their domain. “A” level founders attract an “A” level team.
Agility
Stealth and speed will usually help beat-out large companies.
Frugality
Focus spending on what’s critical. Spend only on the priorities and maximize profitability.
Inferno
Start with only a little money. It forces discipline and focus. A huge market with customers yearning for a product developed by great engineers requires very little firepower.
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