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  • #1 Thing the VC Industry Can Do To Save Itself (but can’t)

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    The VC industry is great catalyst of job and GDP growth in the U.S. Only, it has a major problem on its hands: it is going to shrink considerably over the next few years. The challenge is that investors like pension funds, college endowments, and wealthy families allocate a certain percentage of their money to the VC industry (e.g. 3%).

    Now 3% of investments in 2008, before the stock market, real estate, and other categories crashed was a larger number than 3% of investments today. Unlike publicly traded equities, VC investments are very illiquid so what was 3% in 2008, with portfolios lower overall, might represent 5% of the portfolio today. Thousands of investors needs to shrink their VC allocation down from 5% to 3%, and that’s going to result in many VCs going out of business.

    Here’s the number one thing the VC industry would like to do to save itself:

    The VC industry should make an across-the-board cut of 30% to all internal company valuations.

    Internal company valuations are required to report back to the investors but in reality represent a guess at the company value since the companies are private and the valuation is but a range. After cutting the valuations internally and reporting the new values back to the investors (that’s not a tenable conversation or legal) the investors’ portfolio allocation would back inline.

    Since the portfolio allocation would be back inline investors can put new dollars into VC as the rest of the portfolio grows. As it stands now with a significant overallocation to VC, investors are going to allocate even fewer new dollars (or none!) to VC for a period of time until the existing dollars plus new dollars equals the desired percentage of the portfolio.

    This strategy won’t happen but would be the number one thing the VC industry as a collective could do to save most of the size of the industry.

    What else? What do think of this idea on how the VC industry could help itself?

  • A Startup is More Valuable on Day 1 than Day 100

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    There’s an interesting phenomenon that takes places with startups looking to raise money: the startup is more valuable on day one than on day 100. Naturally, you’d think that working over three months on a business would make it more valuable, but for startups with no operating history a clean slate makes it easier to paint a big picture on this new, valuable business. You see, after 100 days, the entrepreneur should have launched the product or service in a minimum viable manner, have prospects and (hopefully) customers, and be well on his/her way to making money.

    The strange disconnect occurs when the company starts generating revenue and has paying customers. Now, with real numbers, an investor can start doing projections and come up with a model for how the company will grow and be valued. Almost always this results in a company valuation which is less than the pie-in-the-sky value assigned to the business on day one.

    So, if you’re raising money, and have a track record (required to raise money in Atlanta for an idea-stage startup), think hard about how the value of the business is likely to be higher at the beginning when you don’t have real-world data.

  • Startup Progression Example Two

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    Yesterday I also had a chance to meet with another new startup in town. This startup took a very different path from the other startup I met with as it is a spin-out from a large, established company. Here are some of the details:

    • The founders have worked together for two years at a publicly traded company in town
    • The CTO was the CTO of the company the publicly traded company had acquired at a strategic valuation
    • They spun out with a handful of high profile clients as well as four employees (inclusive of the founders)
    • They are in a fast-growing industry that has a lack of market awareness
    • The team has an excellent technical background but doesn’t have experience building a sales and marketing machine

    This is a team that will have an easy time raising money locally if they choose to do so. I’m looking forward to watching their progress.

  • The Startup Progression

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    This afternoon I met with a local startup founded by two recent UGA grads. Impressively, they’ve had a great startup progression so far. Here’s what they told me:

    • Spent three months working on a business plan only to realize it was a waste of time
    • Spent the last three months building a fully functioning web app
    • Didn’t know web design so they taught themselves PhotoShop, HTML, and CSS
    • Hired a local programmer to build a working site with PHP and MySQL
    • Raising a small seed round to launch their sales and marketing

    There were a few items I didn’t agree with:

    • Going to roll out the product to their main market and then focus on several related markets (I think they should stay laser focused on their initial market until the business is profitable)
    • Going to invest in 10-30 hours of programming per month (I think they need to innovate faster than that)
    • Don’t have a programmer as a co-founder (a technical co-founder is critical)

    My recommendation is to launch early and often (within 60-90 days of start) and solicit feedback from the market. These guys are well on their way.

  • Proprietary Customer Acquisition Strategies

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    One of my favorite questions to ask startups is “How are you going to generate leads?” Inevitably the answer comes back along the lines of SEO, SEM, blogs, social media, etc. The major challenge, naturally, is that’s everyone else’s strategy as well. Oh, and the well financed and/or established companies have significantly more money to spend, especially when it comes to PPC ads.

    I get most excited when a company has a proprietary customer acquisition strategy. Here are a few examples:

    • Exclusive relationship to co-market their product with a complementary solution that already has great distribution
    • Exclusive relationship with one or more lead generation sites that specialize in their industry (one company in town has done a great job with this approach)
    • Proprietary method of generating prospect lists based on non-generally available data

    Customer acquisition is hard and fiercely competitive. My recommendation is to think through proprietary customer acquisition strategies as a pre-requisite to starting a business.

    What else? What are some other example proprietary customer acquisition strategies?

  • How Much is Enough: A Story from Jimmy John’s

    Two weeks ago I was at Jimmy John’s in Buckhead near my house and there was a sign on the wall with a parable (see photo I took from iPhone to the right). Here is the story titled How Much is Enough:

    The American investment banker was at the pier of a small coastal Mexican village when a small boat with just one fisherman docked. Inside the small boat were several large fin tuna. The American complimented the Mexican on the quality of his fish and asked how long it took to catch them.

    The Mexican replied, “only a little while.”

    The American then asked why he didn’t stay out longer and catch more fish?

    The Mexican said he had enough to support his family’s immediate needs.

    The American then asked, “but what do you do with the rest of your time?”

    The Mexican fisherman said, “I sleep late, fish a little, play with my children, take siesta with my wife, Maria, stroll into the village each evening where I sip wine and play guitar with my amigos, I have a full and busy life.”

    The American scoffed, “I am a Harvard MBA and could help you. You should spend more time fishing and with the proceeds, buy a bigger boat, and with the proceeds from the bigger boat you could buy several boats. Eventually, you would have a fleet of fishing boats. Instead of selling your catch to a middleman you would sell directly to the processor, eventually opening your own cannery. You would control the product, processing and distribution. You would need to leave this small coastal fishing village and move to Mexico City, then LA and eventually NYC where you will run your expanding enterprise.”

    The Mexican fisherman asked, “But, how long will this take?”

    To which the American replied, “15-20 years.”

    “But what then?”

    The American laughed and said that’s the best part. “When the time is right you would announce an IPO and sell your company stock to the public and become very rich, you would make millions.”

    “Millions?” asked the fisherman, “Then what?”

    The American said, “Then you would retire. Move to a small coastal fishing village where you would sleep late, fish a little, play with your kids, take siesta with your wife, stroll to the village in the evening, sip wine and play your guitar with your amigos!”

    (Author Unknown)

  • 14 Trout or a Giant Marlin Startup

     

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    A few nights ago we saw the movie The Social Network and really enjoyed it. One of my favorite anecdotes came when the characters were debating the potential of Facebook. I’ll paraphrase the story without giving away too many details of the movie. One of the main characters poses a question to the founder of Facebook: Have you ever seen a photo of a fisherman with 14 trout caught in one day? Of course he hadn’t as fishermen like to show off the pictures of a giant marlin. The character’s point in the movie was that the entrepreneur needs to decide if Facebook is going to be a trout or a marlin.

    There’s no right or wrong answer but I think it’s important for entrepreneurs to think through the question of what they want to be in the future.

    What else? What are your thoughts on the trout vs marlin question? What did you think of the movie?

  • Manufacturing Sales as a Relationship-Oriented Consultant

    Earlier this week I was having lunch with an entrepreneur that has a successful consulting business. He’s been in business for four years and has 10 full-time consultants. The big challenge for him now is that he’s both selling new deals and coordinating the delivery of work on existing deals — working 80 hours a week in the business. If he doesn’t sell new deals the business goes under, and if he doesn’t sell even more deals than last year, the business doesn’t grow.

    The goal right now is figuring out how to train the consultants to sell and make it so that he’s not the only person bringing in new business. We talked for over an hour and this is what I suggested to him:

    • Figure out how to get economies of scale with his sales abilities
    • Consider having an inside sales person call on target accounts to set up appointments for him as well as offer events like “my CEO is going to be in town on xyz date and would enjoy grabbing breakfast or lunch with you”
    • Build regular value-added content to stay top-of-mind with prospects and outsource this work to a markting person
    • Look for other ways like lumpy mail and industry speaking events to stay in front of prospects

    My biggest recommendation for him was to lean on junior sales and marketing people to help him maximize his reach.

    What else? What are some other ways to help sell more as a relationship-oriented consultant?

  • International Product Distribution

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    Recently I was talking to an entrepreneur about international product distribution. The company already had a few clients overseas, mainly in the UK and Western Europe, and was looking for ways to proactively grow the base. To date, customers had come in as inbound leads from regular marketing campaigns. Here are a few considerations when thinking about international product distribution:

    • It is expensive to open a physical office and staff it with management, sales, marketing, and support.
    • Plenty of international companies specialize in reselling products, especially from American software companies, and are a good starting point.
    • If the international partner does product support, expect to do a more aggressive revenue split along the lines of 50/50 instead of the usually 10%-30%.
    • Look to sign up at least 10 international clients on your own to better understand any details or nuances of customers in foreign companies.
    • Product support including hours of operation become a much tougher issue with international clients.

    I think international expansion is a great way to grow but should be taken slowly unless you are already a $10MM – $20MM business and have the resources to make a major push.

    What else? What are some other considerations for international product distribution?

  • Community-Facing or Inward-Facing CEO

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    Earlier this week I was having dinner with a successful technology founder/CEO in town. After talking about what local activities he’s involved in it became clear that he’s much more involved with the community than I am. That’s when I asked, “Do you spend more time working with non-profits in the community than in your company?” Without missing a beat he said “yes” and outlined how he allocated his time.

    As a startup CEO, the more success you have the more requests there will be for your time, especially from the community. Here are a couple questions to think through:

    • How do I want to balance my time between industry activities, community activities, and company activities?
    • Do I want to be the face of the company like Steve Jobs of Apple or more behind-the-scenes like Jim Goodnight of SAS?

    My recommendation is to consider how your spend your time and balance community requests.

    What else? What other questions should CEOs consider regarding time allocation?