fast growth forum
TRANSCRIPT
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Fast Growth ForumTricky First Million
26 March 2014
@fastgrowthforum #fastgrowthforum www.fastgrowthforum.com
Sponsors
Supporters
Start ups need a child’s imagination
And a relentless desire to win
And some highly calculated risks
Prizes can be enormous
So how can you help yourself?
Understand Markets
Watch for Demand Signals
Study People
Mobile changes everything
Changes which markets we connect to
Even more in future
We live in a great place
London is on a roll
Learn to work on the network
New ways to tell stories
New ways to sell
New ways to work
New ways to raise money
10k business ideas
1k firms started
100 VC funded
20 IPO
2 market leaders
Nobel Prize in
Economics2006
ProfessorEdmund Phelps
Less than 10% of business ideas even get started
62% of venture investments are <1x
0
10
20
30
40
50
60
x<0.5 0.5<=x<1 x=1 1<x<2 2<=x<5 x>=5
% Cost % Value
Yes, start ups are
really tough
You have no
customers
No money
You and your team are fighting an imaginary war
Armed just with some big ideas
The extreme risk of 62% is definitely not for everyone, including many entrepreneurs
and investors…...
In fact a 2% loss ratio for banks lending to SMEs is already pushing the boundaries.
So if you feel comfortable managing risk, you might as well shoot for the moon
The capital which survives, creates businesses now accounting for 21% of US GDP…..
1978 1981 1987 1995 1995 1997 1999 1999 2005
and $1.4tn in new market value
creating 440k new jobs
with $545bn in new annual revenue
serving >1bn customers
Source: HIS Global Insight
And in Europe we are starting to build waves of similar dimensions
So what should you be thinking about when you are starting a business…
OpportunityOthers
Ownership
How big is the opportunity….
Who are the others….
What level of ownership is available….
Pick a field big enough to change the world
Moving to Maslow’s Web
CommunicationsClothing
Discretionary Non-Discretionary
Media
Entertainment
Shopping
Travel
Energy & Housing
Education
Food
Finance
Health
Safety
1993-2003 2004-2012 2012+
And in Europe we have no shortage of willing talent….
Child’s imagination
Relentless desire to win
Highly calculated risks
No short cut to being a grandmaster
“achievement is talent plus preparation.”- Malcolm Gladwell
You have to learn take risks
Time Emotions Money
What should you focus on in the business…?
OpportunityOthers
Ownership
CustomersConversationsConvenience
CostsCompetition
Maniacal focus on the customer….
Encourage conversations….
Offer new levels of convenience….
Leverage and manage cost structure…
Let the competition worry about itself…
So aim too high. The prize is huge and we all have an
amazing start just by being here
Embrace your 62%
@cape♯risk62
www.mendeley.com
The Importanceof Vision...at MendeleyJan ReicheltCo-Founder
A brief introductionto Mendeley
Mendeley extracts data and fulltext from PDFs, ..
..share and discuss their research in groups, ..
..lets researchers organize and annotate papers, ..
..and aggregates everything in the cloud
..share and discuss their research in groups, ..
A global research network with 2.6 million users;the 15 largest userbases:
University of Cambridge University of OxfordStanford University MITHarvard UniversityUniversity of Michigan Imperial College LondonUniversity College LondonUniversity of WashingtonCornell UniversityColumbia UniversityUniversity of EdinburghUC BerkeleySao Paulo UniversityUniversity of Toronto
2,000 Mendeley Advisorsaround the globe
300 active third-party apps built on the Mendeley API
Content Publishers
MetadataPublishers, service providers, ...
Social Layer Mendeley, ...?
Today
Am
ou
nt
/ Im
po
rta
nce
Social Layer
Metadata
Content
Facebook, Twitter, Youtube, Pinterest...Creating and sharing “stuff” as a result.
Tomorrow?
Am
ou
nt
/ Im
po
rta
nce
What was Mendeley’svision on day 1?
To revolutionize the way researchers and students work and create the world’s largest research community (2008)
To create the world’s largest research community and shareable academic database, open to everyone (2008)
Wants to help researchers manage, share, and discover academic knowledge (2008)
A “Last.fm” for research (2009)
The world’s largest research collaboration platform and database (2011)
Mendeley helps people to organize and collaborate on research projects and makes academic research
fascinatingly more accessible and transparent. (2013)
Vision: It’s the story you tell. It’s a “fuzzy” understanding of what your company stands for.
• Why fuzzy? Because it should be robust for years.
• Can a vision ever be achieved? Goals can!
Vision
Goals
Strategy
Tactics
Activities
High-level, long term understanding of what a company stands for
Short-term, day-to-day operational implementation *Adapted from Diana Railton
Do something you
really, really like!
Develop your vision,
and translate it into a
great product
Our vision helped Mendeley to create
(some sort of) reality and self-fulfilling
prophecy
“In other words, ‘vision’ is a popular industry narrative applied after-the-fact”? (Josh Miller, Medium)
April 2013
Have a strong (founder) team and stick together
Techcrunch/Web Summit EuropasAward 2013 for best start-up founders
+ founders of + owner of
“How Long Does it Take to Build a Technology Empire?” (www.ipo-dashboards.com)
Because the journey is so long, vision is so important – it keeps the start-up together during high growth times.
You can only accomplish more things through and with other people, and vision helps to achieve internal alignment.
But vision does more for the team…
Daniel Pink (2009):Drive: The SurprisingTruth About WhatMotivates Us
• Autonomy• Mastery• Purpose
Mendeley’s vision was coming from passion and was driving
us to take entrepreneurship as a lifestyle.
The emotions are the hardest part.
My Background
• Graduated from HEC School of Management with a focus on Entrepreneurship
• Co-founded PriceMinister and created product & sales platform
• Moved to Asia (Singapore / Hong Kong) to develop Club Med’s Asia Pacific digital platform & TBWA digital offering and met my creative business partner
• Exited PriceMinister in 2010 when acquired by Rakuten• Moved to London and opened Shopcade end 2011 after
being obsessed with social and shopping implications
Getting critical mass takes time and effort
This applies to big and small companies
Read Clayton Christensen on “Disruptive innovation”
For today’s youth, keeping up with new fashion styles and
knowing where to buy them at the best price takes large
amount of time and effort.
16 – 25 year olds are hungry for novelty and not loyal to one brand. They constantly
hunt for the next “it” item using multiple sources, then go searching for where to go buy
the look at the best price. 50% shop at retailers who introduce new lines more
frequently than just once a season, and over 27% bought clothing from 5 or more
retailers in the last 12 months.
87
Browse the hottest looks of the moment
Identify what people are wearing
Buy these items at the best possible price
How we get feedback and develop features
User centric design
We regularly meet with our correspondents, content partners,
and hold monthly events with fashion industry insiders to showcase
the app and get feedback to ensure product updates are based on fashion
industry needs.
Lean Startup Approach
We only develop minimum number of features that have a clear need
and iterate on them until there’s a correlation with improvement in
performance data. We are not afraid of dropping stuff. We often test on web
before porting it to mobile as it’s more flexible.
Data driven business decisions
We have an always-on dashboard of userbase, engagement, sales, and
marketing. We often test new things and see how it impacts data, such as
new product features
User centric design example
From blogger brunches held in LA and London
The bloggers wanted to see on Shopcade: more fellow blogger styles, ability
to see styles from other users, more emerging brands
So we launched:
“Looks” feature on Shopcade, so that both bloggers and our
community can upload their looks.
Shopcade Store, where emerging brands with no affiliate networks can offer
their products directly on Shopcade and be featured.
You want feedback from the righttype of people for your product
o We held a Bus Party during London Fashion Week with 600+ VIP attendees including Amy Willerton (Miss Universe GB), Fran (Made in Chelsea), Jade Ellis (X Factor), Diana Vickers (X Factor), Ella Catliff (LaPetiteAnglais), LilahParsons (MTV), Hilary Alexander (Telegraph),V V Brown (Musician), Natalie Suarez (Model), Vogue, Elle, Candid Magazine, Rough Magazine, Yahoo, Rodnik Band, Fake Club, Alice Luker.
o Not only was everyone photographed and featured on Shopcade mobile fashion app, they all gave feedback on the app.
o https://www.youtube.com/watch?v=11jFMpNbzaY
Useful tools
Collaborate: Shopcaders’ usability Lab
Monitor: Analytics
Optimize: Multiple testing
Listen: Active Community
Lean Startup Approach example
Conversion rate optimization
We discovered that contextualizing sign-up gates on users’ first visit based
on their intent and source led to quadrupling conversion rate. (ie. If they visit
Shopcade by searching for Motel Rocks skirts, we show messages about
Motel Rocks on the registration popup.)
Think It – Build It – Ship It – Tweak It
Data driven business decisions
Which push notifications to send on mobile:
After testing via email “deal notifications”, where people are notified when
products they want on Shopcade goes on deal, we found that those emails
had a high click-through rate and led to purchases. Thus on mobile, we
ensured this is one of the high priority push notification over all others.
Weekly app downloads
Android iOS
Clear signs of necessity and addictiveness of
Shopcade is backed up by latest data and user response.
Do:
Get feedback from the right peopleGet responses in real-life, not in the office
Preview your features to a small group of influencersThey already know you well and the market needs
and people generally want to be helpful
Really listen hard to criticismsDon’t just think they don’t understand
Get the whole team to look at their dataKeep people accountable, and they will focus
on delivering results
Don’t:
Survey initial visitors about what they wantThey may not be your core demographic after all or
not know what they want unless you show them
Plug your site on blogs/forumsTakes too much time and impact is not guaranteed
Launch on dateLaunch on quality
Cool homepage everShow users what they want to see and keep it simple
Final thoughts:
The product is not everything
MYTH: A good product attracts users
TRUTH: A good product retains users
MYTH: PR and events will get you users
TRUTH: PR and events will get you noticed by
investors and partners and get you feedback.
=> You need virality and build a product people love
and want to share.
=> You need marketing plans to get awareness and
distribution.
Thank youP.S. Download our new mobile app for iPhone and Android.
+44 786 799 3803
Twitter: @nathgaveau
shopcade.com/nathalie
99
Scaling Startups@rorystirling
@mmc_ventures
#fastgrowthforum
Keynote
@rorystirling
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#fastgrowthforum
“a talk that establishes the mainunderlying theme”
“establishes the framework for the following programme of events”
@rorystirling
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#fastgrowthforum
WHAT THIS IS NOT
@rorystirling
@mmc_ventures
#fastgrowthforum
Scaling Startups
@rorystirling
@mmc_ventures
#fastgrowthforum
"Startup"
@rorystirling
@mmc_ventures
#fastgrowthforum
"A startup is a company designed tosearch for a repeatable and scalable
@rorystirling
@mmc_ventures
#fastgrowthforum
business model"(Wikipedia)
"Startup = Growth"(Paul Graham)
@rorystirling
@mmc_ventures
#fastgrowthforum
A startup is a company designed to
grow fast
@rorystirling
@mmc_ventures
#fastgrowthforum
The ONLY essential thing is GROWTH
@rorystirling
@mmc_ventures
#fastgrowthforum
Everything else we associate with
startups follows from growth
@rorystirling
@mmc_ventures
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…you can use growth like a compass to
make almost every decision you face
@rorystirling
@mmc_ventures
#fastgrowthforum
BILLION DOLLAR
STARTUP$
@rorystirling
@mmc_ventures
#fastgrowthforum
Startup = Growth
@rorystirling
@mmc_ventures
#fastgrowthforum
Scaling Growth
@rorystirling
@mmc_ventures
#fastgrowthforum
“Scaling”
@rorystirling
@mmc_ventures
#fastgrowthforum
"A startup is a company designed tosearch for a repeatable and scalable
@rorystirling
@mmc_ventures
#fastgrowthforum
business model"(Wikipedia)
To be a STARTUP you need toGROW (fast) and to GROW you need
to SCALE
@rorystirling
@mmc_ventures
#fastgrowthforum
What is scaling?
How do I do it?
@rorystirling
@mmc_ventures
#fastgrowthforum
Team & Culture
@rorystirling
@mmc_ventures
#fastgrowthforum
Systems & processes
@rorystirling
@mmc_ventures
#fastgrowthforum
Finally…
@rorystirling
@mmc_ventures
#fastgrowthforum
3 M’s
@rorystirling
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#fastgrowthforum
Management
@rorystirling
@mmc_ventures
#fastgrowthforum
Market
@rorystirling
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Momentum
@rorystirling
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Thank you@rorystirling
@mmc_ventures
#fastgrowthforum
VALUESWhy creating a high-performance culture
isn’t just beers and ping pong
27th Mar 2014 - 9:40am
Lord’s Cricket Ground, London
George Karibian
Founder, PaymentSense
battle scars
credit card processing
for SME’s
Finalist 2004
Finalist 2005
Finalist 20062013 – Ranked
24th in Europe
founded 2009
founded 2012
overdraft financing
for SMEs
founded 2012
tech payments platform
for mobile apps
founded 2000
rollover to PE 2010
online office products
for SMEs
telco
for SMEs
Finalist 2004
Finalist 2005
Finalist 2006
founded 2003
exit to PE 2008
5 startups | 400k customers | £100m+ turnover
values
so obvious – yet so difficult
• peter drucker
• clear goals
• stamp out failure
• fear
the pyramids
extreme perhaps – but built a masterpiece
• great past
• expense reports
• how would you handle abuse
• what xerox did
xerox
no different than the way they built the pyramids?
welch matrix‘b’ players
• “we are family”
‘a’ players
• no brainer
• rock stars
• comp them
• develop them
• edge of comfort zones
• retain them
‘d’ players
• no brainer
• part with them
‘c’ players
• difficult to identify
• easy to deal with
• info bottlenecks
• credit for others’ work
• focus on reducing targets
• black boxes
• hold mgmt hostage
• political animals
• weed them out
• easy to identify
• difficult to deal with
• 2nd chancers
• training
• new role
• ease their move
b’s and c’s separate the few great companies from the many mediocre ones
a b
c d
results
+
+
-
-
valu
es a
c d
b
accelarated natural selection
fre
q
risk / return
hi
lo hi
aim
here
land
here
9/10
their
safe
landing
zone
our
goal
fail fast - learn fast
sunflowers
beware of the sunflower
a
a a
a a a
a a c a a
a c c c a a
a a c c c a a
a a c c c c a a
a a a c c c c a a a
a a a b b c b c a a a
a a a b b b c b c b a a a
a a a a b c a a a a a a a
a
a a
a a a
a a c a a
a c c c a a
a a c c c a a
a a c c c c a a
a a a c c c c a a a
a a a b b c b c a a a
a a a b b b c b c b a a a
a a a a b c a a a a a a a
a
a a
a a a
a a c a a
a c c c a a
a a c c c a a
a a c c c c a a
a a a c c c c a a a
a a a b b c b c a a a
a a a b b b c b c b a a a
a a a a b c a a a a a a a
a
a a
a a a
a a c a a
a c c c a a
a a c c c a a
a a c c c c a a
a a a c c c c a a a
a a a b b c b c a a a
a a a b b b c b c b a a a
a a a a b c a a a a a a a
the rot effect
have only ‘a’ players around your table… and real magic begins to happen
@fastgrowthforum #fastgrowthforum www.fastgrowthforum.com
Scaling Startups#fastgrowthforum
STARTED USTWO 2004
£5,000
to create a place where you actually want to be
more than life itself.
a place that truly isn’t a company.
a place where everyone is friends.
+SanFran
+Sydney
Made me think hard
What is ustwo about for me?
EVERYONE DUMPS ON ME.
why?
empowered trusted rewarded
piglets working on products
they believe in ends in direct
wins for all piglets and
projects.
everything I am about to
ask something that has
been suggested to me but I
shot down.
TRUST!!!!
why don’t we ask people if
they need a standup desk?
we buy unlimited beers!!!
Why do we pack people in.
Why don’t we invest more
in training our piglets?
Why don’t we plan projects
to effectively allow people to
think and not just produce.
happy 5 years.
WTF!
nyc pic
1. What is your Desired Outcome?2. Why are Revenue and Profit Important?3. The Evolution of Revenue and Profit4. Should You Focus on Revenue Growth or
Profit Growth?5. What Does MVF Focus On?
1. What is your Desired Outcome?2. Why are Revenue and Profit Important?3. The Evolution of Revenue and Profit4. Should You Focus on Revenue Growth or
Profit Growth?5. What Does MVF Focus On?
TO Sell your
business for as much
as possible
1. What is your Desired Outcome?
2. Why are Revenue and Profit Important?
3. The Evolution of Revenue and Profit4. Should You Focus on Revenue Growth or Profit
Growth?5. What Does MVF Focus On?
Potential Size
Size (Revenue or
Users)
Your Confidence in Negotiating
Speed of Growth
Potential Profit Margin
•
•
•
•
•
•
•
•
1. What is your Desired Outcome?2. Why are Revenue and Profit Important?
3. The Evolution of Revenue and Profit4. Should You Focus on Revenue Growth or Profit
Growth?5. What Does MVF Focus On?
Marketing Channel Optimisation
Landing Page Optimisation
Strong Sales Process
Strong On-Boarding Process
• Customer Montetization
• Cost of Customer Acquisition
TIME
1. What is your Desired Outcome?2. Why are Revenue and Profit Important?3. The Evolution of Revenue and Profit
4. Should You Focus on Revenue Growth or Profit Growth?
5. What Does MVF Focus On?
• Demonstrate you can pull levers to generate
profit, or
• Have line of sight on profit in the future
1. What is your Desired Outcome?2. Why are Revenue and Profit Important?3. The Evolution of Revenue and Profit4. Should You Focus on Revenue Growth or Profit
Growth?
5. What does MVF Focus On?
2009 2010 2011 2012 2013 2014 2015 2016
£500k per Month
Revenue
£1m per Month
Revenue
£1m per Month Gross Profit
£2m per MonthGrossProfit
“Rough Diamond”
“Inconsistent Player”
“Talent Risk”
“Future Star”
“Key Player”
“Solid Professional”
“Consistent Star”
“Current Star”
“High Professional”
Performance
Po
ten
tial
•
•
•
CREATING PROCESSES AND KPIS TO MANAGE YOUR BUSINESS WITHOUT LOSING AGILITY AND INNOVATION
#BESTBUDS OR #DEVILBABY
Budweiser, "Puppy Love" 20th Century Fox,
Devil Baby Attack48,499,082 views, 1,861,707 shares 43,332,549 views, 2,031,736 shares
A SHOREDITCH START-UP
WE HELP BRANDS MEASURE SUCESSS &
IDENTIFY TRENDING CONTENT
Source: Company Management
• Real-time benchmarking
• Customizable data clusters
• 2,000 preloaded brands
• Granular social reactions
• Plus the bigger picture!
WE PREDICT & IMPROVE CONTENT SHAREABILITY
Basic emotions
Primal responses
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Intensity
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Schema disruption
Social motivation
Memorability
Enjoyability
Medium
Favourability
Interpanel agreement
and more...
AND ACTIVATE THE OPEN WEB WITH PAID MEDIA
Maximize peak sharing
Prolong burn-out phase
with Unruly
without Unruly
Brands use Activate to maximize earned media
• Make videos ubiquitous & shareable
• Maximize social spread and viral views
• Target super-sharers to slow burn-out
WHY DO SHARES MATTER?
50xINCREASE
2006 2013
Source: Viral Video Chart
…WITH GLOBAL ASPIRATIONS FROM DAY ONE…
5. Expansion Plans
5.2 Geographic Expansion
Today
Regional Hub
Local Office
Sales Presence
London
2007
Paris
2010
Sydney
2010
New York
2011
Stockholm
2011
San Francisco
2011
Amsterdam
2011Berlin
2012
Singapore
2014
Chicago
2012
Hamburg
2013
Oslo
2013EMEA
Americas
APAC
LA
2012
GLOBAL GROWTH
Seoul
2014
THAT’S QUITE A ROAD TRIP!
BARCLAYS WATERSLIDE
2008
EVIAN ROLLER BABIES
2009
OLD SPICE GUY
2010
T-MOBILE ROYAL WEDDING
2011
ADIDAS ‘DON’T STOP ME NOW’
2012
DOVE REAL BEAUTY SKETCHES
2013
$25 million
FUNDING
TECHNOLOGY & INNOVATION
International Winner,
Hot New Media and
Technological Platforms
Winner, Digital
Innovation
Winner, International
Impact Management
Team of the Year
INNOVATING WITH AGILE
FAILING FAST
ROLLING OUT XP
BRAINSTORMING
DECIDING
TALKING
SEARCH FOR PANDAS
Logo’s safe area
RECRUITING PANDAS
GROWTH HACKING
LEARNING
DEVELOPING TALENT
PLAYING
OM NOM NOMMING
THANKING
Deliver WOW Share the Love
Embrace
Change
VALUES
Deliver WOW
Share the Love
Embrace
Change
THANK YOU!
Winner Best Content
Distribution Service
Winner Digital Innovator of
the Year
Winner 2012 Digital Innovation
Award
Preparing Your Business for Exit
David Sidwell
FY97 FY98 FY99 FY00 FY01 FY02 FY03
£1.6m £2.5m £6.5m £10m £17m £24m £34m
• 2005, £300k
• 2001, £2m
• 2007, £10m
• 2012, £440k
• 2007, £13m
• 2005, £1.8m
Preparing your Business for Exit
1. Clear Proof Points
2. Scalable Business Model
3. Solid People
The 7 Great Myths of Preparing Your Business for Exit
1. I won’t be happy until I have made lots of money
2. I’ll sell when I’m ready…and I know when I’m ready
3. I know what my business is worth, and I’ll not sell for less
4. Big spreadsheets showing long term sales forecasts are pointless
5. You need a Big Vision
6. All investment is the same: it’s just money
7. Selling my business is what I do all day
Myth #1: I won’t be happy until I’ve made lots of ££££££
Your company reflects your personalityMyth #1: I won’t be happy until I’ve made lots of ££££££
No ! M&A enables you to achieve your goals in life
Myth #2: I’ll sell when I’m ready……and I’ll know when I’m ready
Maturity
Crisis of
Growth through
Size
Leadership
Autonomy
Control
Bureaucracy
Internal Growth
Creativity
Direction
Delegation
Co-ordination
Collaboration
External partnerships
The Greiner Curve
Myth #2: I’ll sell when I’m ready……and I’ll know when I’m ready
Myth #3: I know what my business is worth……and I’ll not sell for less
Truth: You really aren’t the best judge. Honestly
Dream Value = 10-20x revenues
Tuck In: 2-5x revenues
Normal business:
3 x last year’s profits + cash at bank
Myth #4: Big spreadsheets showing long term sales forecasts and market shares are completely pointless
Revenue and Valuation Forecast to 2018 - Assumptions and Summary
Core Planning Assumption: Increase in Money Under Management
Start Point £11.3m as at end March 2012
Organic Growth per month £200,000 = annual growth of £2,400,000
Investment Growth per month £300,000 = annual growth of £3,600,000
Market Growth Factor per annum 5.00%
Wastage from retiring clients per annum 5.00%
Revenues will be 3.00% of Funds Under Management
Split of Recurring Fees Income vs. Commission
Percentage of Recurring Fees Income will be 55% of Revenue initally and can be expected to rise
Valuation Calculation is Industry Standard: Multiple of Fee Income + Commission Income - Debt
Fee Income
multiple to be
used: 4
Low valuation = 3
Mid Market Valuation = 4,
Rising market valuation = 6
Summary: Organic Growth Model:
2012 2013 2014 2015 2016 2017 2018
actual
Funds £m 11,300,000 13,700,000 16,100,000 18,500,000 20,900,000 23,300,000 25,700,000
Valuation £ 595,668 £ 615,256 £ 771,456 £ 927,656 £ 1,083,856 £ 1,234,900 £ 1,362,100
Investment Growth Model:
2012 2013 2014 2015 2016 2017 2018
actual
Funds £ 11,300,000 14,900,000 18,500,000 22,100,000 25,700,000 29,300,000 32,900,000
Valuation £ 595,668 £ 635,656 £ 809,556 £ 1,025,756 £ 1,281,556 £ 1,532,200 1,743,700
“There is nothing so practical as a good theory”
WHAT
HOW
WHY
You need clarity about your purpose and your Road Map
Myth #5: You need a Big Vision
Would you hire them ? What for ?
They need goals/targets/appraisals
Myth #6: All investment is the same: it’s just money
“You can smell emotional commitment a mile away”
Myth #7: Selling my business is what I do all day
Preparing Your Business for Exit
1. Clear Proof Points
2. Scalable Business Model
3. Solid People – starting with …
You
Preparing Yourself for Exit
1. I won’t be happy until I have made lots of money
What are your goals in life ?
How will this business help you achieve them ?2. I’ll sell when I’m ready…and I know when I’m ready
By the time you’re ready, it’s too late3. I know what my business is worth, and I’ll not sell for less
No, you don’t. Honestly.4. Business Models are pointless
The best possible value protection/creation strategy
5. You need a Big Vision
You need clarity about your purpose and your Road Map
6. All investment is the same: it’s just money
Choose the people, not the money7. Selling my business is what I do all day
Beware…almost impossible not to take your eye off the ball
@fastgrowthforum #fastgrowthforum www.fastgrowthforum.com
Thank youFeedback please!