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 [转帖] 白手起家的艺术 |
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[转帖] 白手起家的艺术 -- mmpower - (3359 Byte) 2008-2-14 周四, 06:04 (2280 reads) |
tutu
[博客]
[个人文集]
头衔: 海归准将
声望: 专家
性别: 
加入时间: 2004/02/21
文章: 4238
来自: 广州：gz_venture_club AT yahoo DOT com
海归分: 180045
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作者：tutu 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
Guy Kawasaki offers 10 ways to ease your way to VC money in The Venture Capitalist Wishlist:
Source: https://blog.guykawasaki.com/2006/01/the_venture_cap.html
下文中将列出了吸引风险投资的十大法宝，当然并不是说你照此做了就可以拿到几百万的资金，但会对你有所帮助。首先，在融资前不要要求投资商签订保密协议，因为投资商通常会在看3-4个类似项目，他们不希望与你签订了保密协议，后来投资了其它项目而产生法律上的问题。
1. 实在：建立个真正的公司，虽然这是非常明显的前提，但是，事实上只有少数创业者这样子在做，大多数创业者都想着上市和收购。 风险投资商并不是尚高只想改变世界，而是他们知道一个为世界带来创新的创业者，同时也意味着可以赚取利润。对投资者来说，一个未来对世界有影响的公司是最吸引人的。
2. 引见：VC都很懒，他们不想像DeBeers一样在砂沙中寻找钻石，他们希望是熟人最好是信任的人向他们推荐好创意，最好的介绍人通常是律师，教授，他们投资的公司的CEO。至少他们会给通过这些渠道介绍的创来者会面的机会。
3. 法则：遵循10/20/30法则，你的PPT应该在10页左右，在20分钟内可以完成演讲，最好的字体应该是30号。
4. 证明：最容易证明你商业计划可行的方法是销售收入，让VC相信你的商业计划，打消VC的疑问，如果没有现成的销售收入证明，至少援引一些客户的证明“如果你做出这样的产品/服务，我们会购买”
5. 干净：VC是很懒的，他们希望公司越干净越好，没有法律上的纠纷，股权不要太分散，或是有个拥有25%股份的股东在边上指手划脚，什么事也不做。VC看到他们进来后，要做的擦屁股的事越多，对公司就越不感兴趣。
6. 坦诚：实在解决不掉，也要对VC说明，当然并不一定在第一次碰面的时候，如在尽职调查或是投资后让VC发现，是最糟糕的事，会彻底失去信任。
7. 对手：说自己没有竞争对手是非常糟糕的事，这只能说明你对市场了解不充分，或是在开发一个不存在的市场。VC希望有竞争，这至少证明这个市场是存在的。然后再说明你的竞争优势。如果实在没有竞争对手{基本上不大可能}，那就说，微软和Google会进来。
8. 谎言：参考我写的创业者的十大谎言，每一个谎言会使你融资成功率降低25%，也就是说你说四个谎言，就没有希望了，第十一大谎言是，这是我们最后一轮融资。
9. 陷阱：VC会有两个陷阱问题，一是你是否是公司长期的CEO，二是如何保持公司人员的流动性。对第一个问题正确的回答是，我希望建立的是一个伟大的公司，如果有需要我会让贤。对第二个问题是，坦白地讲，我没有太多的考虑过，因为目前我们的团队主要是闷头苦干把产品完成，如果我们成为一个大公司，我想会有人员的正常流动。
10. 承诺：对任何事，你结果都要超过比承诺，产品设计发布，客户和合作伙伴签订等都要比承诺的早。唯一结果比承诺要晚的是用钱的速度。
The Venture Capitalist Wishlist
By popular demand (okay, two people asked me to do it), here are the top ten ways to attract the interest of venture capitalists. There's no guarantee that if you do these ten things that you'll raise millions of dollars, but this wishlist will get you in the game.
Before you even start addressing the hard stuff, never ask a venture capitalist to sign a non-disclosure agreement (NDA). They never do. This is because at any given moment, they are looking at three or four similar deals. They're not about to create legal issues because they sign a NDA and then fund another, similar company--thereby making the paranoid entrepreneur believe the venture capitalist stole his idea. If you even ask them to sign one, you might as well tattoo “I'm clueless!” on your forehead.
Build a real business. This seems like a “duhism,” but few entrepreneurs do it. Most entrepreneurs focus on quick flips to an IPO or acquisition. Don't get me wrong: venture capitalists aren't necessarily good guys who want to make meaning and change the world. It's just that we've noticed that entrepreneurs who make meaning and change the world usually also make money. Nothing is more seductive to venture capitalists than a company that they can easily imagine having a big impact on the world.
Get an intro. Venture capitalists are lazy people. We don't want to be DeBeers: sifting through two tons of dirt to find a few diamonds. We want things handed to us on a silver platter like when someone we know, and maybe even trust, tells us about a good deal. The best intros come from corporate finance attorneys, college professors, and the CEOs of companies in our portfolio. Intros from these parties will usually result in at least a meeting. (Incidentally, this is a good reason why even though Uncle Joe the divorce attorney could probably do your early legal work, you don't want him to: he can't make any introductions compared to the lowliest lawyer at Heller, Ehrman.)
Obey the 10/20/30 rule. To repeat myself, your PowerPoint presentation should have approximately ten slides; you should be able to give this presentation in twenty minutes; and the smallest font should be thirty points. And yes, this means you--the guy with the revolutionary, patent-pending, curve-jumping, open-source, Google-adwords-optimized way to sell dogfood online.
Show traction. The easiest way to “prove” that you have a real business is to see that you're already generating revenue. It's one thing to believe your bull-shitake PowerPoint presentation; it's another to see cash flowing into your company. You show traction, and most venture capitalists will be willing to suspend disbelief. Fundamentally, you're asking venture capitalists to take a leap of faith with you--we'd rather jump off a diving board than the Golden Gate Bridge. If you can't show traction, then at least line up customer references who will really say, “If they build this, we'll buy it.”
Clean up your act. Going back to my theory that venture capitalists are lazy, you need to present a clean deal to venture capitalists. “Clean” means that there isn't a lawsuit by your former employer contesting the ownership of the intellectual property of your company; nor have you sold common stock to your friends and relatives; nor given stock to vendors in lieu of fees; nor have a disgruntled founder who owns 25% of the company but doesn't do anything but sit around and complain. The more crap that a venture capitalist has to clean up, the less likely he'll be interested in your deal.
Disclose everything. If you have crap that you simply cannot clean up, then disclose it right away--not necessarily in the first meeting, but soon thereafter. When it's making an investment decision or, later, serving on your board of directors, the worst thing you can do to a venture capitalist is surprise her with bad news.
Acknowledge, or create, an enemy. Woe to you that claims you have no competition. It means you're clueless or pursuing a market that doesn't exist. Venture capitalists like to see some competition--it means that there's some validation that a market exists. Then, it's your problem to explain why you have an unfair advantage. If you truly have no competition (and I doubt it), then just say that Microsoft or Google might go after you because these companies do want it all.
Tell new lies. Please refer to my list of the top ten lies of entrepreneurs. Every time you tell one of these lies, you decrease the likelihood of funding by 25%. Do the math: you tell four lies, and you won't get funded. I'd like to add an eleventh lie that someone brought to my attention: “This is the last round of funding we'll need.” That's a joke and a lie.
Don't fall for old trick questions. Venture capitalists will try two trick questions on you in order to assess your degree of cluelessness. (1) Do you see yourself as the long-term CEO of this company? (2) What is the liquidity path for your company?“ The right answer for the first one is, ”My goal is to build a great company. If it means that I need to step aside, I will gladly do so when the time is right.“ The right answer for the second one is, ”Frankly, I haven't given a lot of thought to liquidity. My team and I are heads down and focusing on finishing the product. If we build a great company, I'm confident liquidity of some form will occur.“
Under promise and over deliver. In everything that you say, ensure that your results exceed expectations. Deliver a prototype earlier. Deliver your list of references earlier. Sign up your first customers earlier. Close a partnership deal earlier. Launch earlier. The only thing you shouldn't do earlier is run out of money.
作者：tutu 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
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 [转帖] 白手起家的艺术 -- mmpower - (3359 Byte) 2008-2-14 周四, 06:04 (2280 reads) - [转帖] 吸引风险投资的十大法宝 -- tutu - (7158 Byte) 2008-2-14 周四, 09:44 (841 reads)
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