Posts Tagged ‘Start Up’

iPad and Apps Economy

Thursday, January 28th, 2010
Google Buzz

We all now know officially that Apple launched iPad. It is an interesting new concept between mobile phones and laptops. And definitely it will have and need a lot of applications to be successful. We saw already some games, books, and newspapers that are available.

iPadThe next step is to get developers to make much more apps. Paul Grim, a General Partner at venture capital firm SunBridge Partners, commented the apps business from the traditional VC point of view in Venturebeat’s article, An investor’s take on the iPad — how to parse the hype. In this article Paul Grim says:

Although I do believe there will be many successful apps on the iPad, I don’t believe they are generally venture-backed material. As with most of the iPhone apps, this will be a hits-driven business with little capital intensity; most of the successes will likely be angel or self-funded.”

This is the same point Grow VC has emphasized many times (like yesterday). We have actually divided the mobile startups now into two main categories (there are of course much more segments inside these categories):

  1. Hardware and more demanding technical platform startups
  2. Application startups

The first category includes companies that have been funded by traditional VC’s. But many of those firms also need seed funding before a VC round. The second category is not really for the traditional VC’s. But it doesn’t mean that they are not good business opportunities. But the capital structure and risk profile is different from VC’s targets. They can start with small money, and it is not technology risk, but much more market risk, i.e. can they really get loyal users.

This is one reason, why new models for seed and startup funding are needed. And we believe Grow VC’s concepts, which we have now in beta and especially new ones we launch in this year, will offer a new way to fund these companies.

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How to approach “protecting the idea” -problem?

Monday, January 4th, 2010
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Image by stevendepoloDuring the past 18 moths or so, while developing Grow VC team, company, service and pitching with various people about our service and business model, there have been a certain feedback given about the obstacles that we can expect to face for our service.

One of them that we have gotten more than few times is the issues of “How to protect the idea?” in a very transparent service like Grow VC. Mainly we have got this feedback from those people that have not build their own startup before and/or have not done any investing. Few days back there was a related question about this topic in linkedin that I tweeted about.

Also few days back there was a feedback in our service, asking:

Could you please advise who would evaluate my startup idea? And how my idea is protected? Normally, if I go to a VC, do they sign an NDA or something? I think entrepreneurs are reluctant to release info to the public without protection (in this case, a closed group of people… but still public). Thanks again for your advices. Happy New Year!

and my answer to this was:

In first place it’s evaluated by us (grow VC) and if it’s approved then people with active funder, expert or entrepreneur (that have active/approved startup) will see the information you choose to provide.

In today’s world, VC and more professional Angel Investors don’t sign NDA’s and the reason is simple, they see same ideas many times over and don’t really want to be in trouble by some NDA – much easier just not to sign NDA.

I also pointed to that LinkedIn question for more reading about the subject, where some of the answers point out the following things to think about:

  • If the idea is truly disruptive, you can be pretty sure that large companies would not come anywhere near it
  • Fear is a great motivator to perform. Use this fear to your advantage in design, strategy and execution.
  • Market forces even destroy patentable ideas , their is least you can do if somebody copies your idea and starts producing it
  • Get out of this is to reach to market faster and tie up with VC’s/big organisations who can support you with some stake in your profits
  • If you are in the process of raising funds and presenting business plans for the same here is what I suggest take all that is propriety out of the biz plan and replace it with a teaser instead, when talks have moved to the nest level and trust is built in represent the biz plan with its key elements
  • Ensure you have a great team and that the goals, vision and responsibility of all is clear.

Bottom line is that usually “the idea alone” is not that interesting for anyone seriously thinking of acting on it. Some of the other things to consider is that there are plenty of proven and successful business models to copy. So if someone is into copying, they can just opt to copy these business models and take those to new markets. Those can have much less risk and can actually even be acquired by the company that came up with the original idea. Few links: Facebook copies, Graics list (video), and there is plenty more if you want to google them.

Also being first to market is not always the best position to be in. Google is probably one of the most know example of the company that was not first to market (not even close), yet managed to become the most dominant player in Internet, while starting as a new startup, going against the big companies.

If in deed your startup is all alone first in market, that can also be a bad thing, either there is NO market, or it can be way too costly to educate everyone to create and/or wait for the market. IE. wrong market timing.

So how to approach the “idea protecting”- problem?

When you come up wit the idea that you are seriously thinking of acting on, you should:

  1. make a simple plan and move forward with it
  2. note that most ideas evolve to something else as the plan is moved forward

If you are not going after the idea, you shouldn’t worry, someone will most likely come up with the same/similar idea. Best option may just be to blog about it and have some credit for it later on to build your profile, like many people that do this all the time.

Usually those people that come up with one good idea, come to have more good ideas in the future. So in fact you may hold yourself back from even bigger idea, if you cant act or give up on the previous one.

If in deed you choose to make a GO for the idea, you should first check the patent option.

Is the idea patentable (this is not a legal advise)?

In some countries you can find free or cheap government or city organizations that can help evaluate if the idea could be patentable. If it would, there can also be some grants or similar to cover some of the patenting costs. – Even if there’s not, it can be pretty affordable to apply for national patent.

In any case you should talk to patent attorney/expert to get their feedback (that is typically free). If they think it’s patentable, you can always try to negotiate for revenue share or some other deal. There is also a tool for this in our service.

If the idea included enough innovation to be patented, then you may choose to do so to patent the core parts of the idea (the secret sauce).

Note. There can be BIG difference on innovations that get patent in different countries and by who does the application and who makes decision.

If you have chosen to apply for patent even in only one country, typically you will get 12 months worldwide priority to continue applying in other countries. As long as you do your new/other markets applications on time you will be able to keep your priority and protect the possible patent you may be granted.

If or not the actual patent is granted you don’t need to wit for that, since you do have the priority protection time you can use, if you choose to continue the patent process. So after the first application is in, you are pretty safe from this priority point of view for several months.

If the patent would be granted then eventually you will end with the cost problem of applying to different country and protecting your patent. So after the initial priority time, it starts to become much more costly, unless the patent is denied.

Speed is your protection

When you choose to act on the idea, regardless if you choose to apply for the patent or not, speed is your best protection and asset as a startup. Before you start to talk about your idea to new contacts, you should focus on optimizing your actions on how you will move forward to build your team, momentum and user base.

Few thing are clear, you simply can not move forward or raise capital without sharing the idea, so you need to make sure you are moving as fast as possible with right steps and using right metrics. Even if you have priority to the idea with patent pending, you still need to keep your speed, before the cost of applying and protecting it will start to add up.

And to do this, as one of the answers in that linkedin question pointed out you should build the other material about the plan so that you explain enough about the overall business model and then put teaser information to any public or general information / presentation, that will still build a “good enough, but interesting” overall picture of the solution/business model, while leaving the “secret sauce” part to be shared selectively or by request only.

Other things to think about

You should consider that most likely there is someone already working with the same idea. The earlier you can find out who they are, in what stage they are and with what resources they are working with – the earlier you can choose to either compete or choose a another idea to work on – before you have spent money, time and resources of your own and others, just to learn later that you are already way behind with much less resources. Or both of you could actually see that it may be more beneficial to join forces and make joint and more stronger venture in the very early stage.

Current visibility settings in our service

In Grow VC service at the moment, we have one level of visibility for the information shared in startup, so all information in startup profile is visible to all people that have active funder or expert role and to entrepreneurs that have active startup profile in the service.

So, if there is any core “secret sauce” part to your startup, you can keep that core information to yourself and share it by request. But you still need to make the other part interesting enough or there will be nobody asking for more information and therefore you speed slows down.

In later updates we will add additional level for those “secret sauce parts”, that you can choose to open access to by request.

As for Grow VC – our service is not the first to market, so we are betting on the market timing and better service with some core innovation, where some are out, some will be launched by the end of this month and some later on. – Yet, we also already have some copy cats of our own already and this we consider to be a good sign :)

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How to build your core team for early-stage startup?

Saturday, January 2nd, 2010
Google Buzz

Few days back there was this good question in linkedin Q&A’s:

How to recruit top talents to build a startup with you? How many people will you recruit when you are just starting up?

Below is the reply I posted (with few additional edits). This also cover parts one and two in “The process from idea to competitive startup” -post, I have written earlier. Please note, this process is most relevant for startups with aim and potential for high growth.

Building the succesful startup

How to build your core team

Depending on the type of startup you are building, will lead to questions like; how many people and what skills are needed?, what milestones are you looking to hit, when and how fast?

Those will determine how you should look about building the startup. If you are aiming big, you will need to first look for co-founder or co-founders. There is a great post and podcast about this subject “How to pick a co-founder” at venturehacks. You may also want to see this post “Unlock Your Team’s Potential to Create Evangelists” by The FundingGuru.

After you have your co-founder and your product/service is in right stage, you can opt for what Wallace was suggesting “Get a nice chunk of VC and simply hire them and pay them what they are worth.” (if that is realistic option), or you can continue building the startup with your equity (shares).

So after co-founder(s), you can start to look for outside experts / service providers, that can join your startup with “sweat equity” type of deal and/or for core team employees, where you can opt to give shares + minimum salary even for top talents. More about this subject, see this video by my co-founder Jouko, about “Startups and Advisers“.

When you have these two routes (VC + hired employees or sweat equity + minimum pay), you need to choose the route that is achievable and makes the most sense for what you are doing. You should be calculating what will give you most value in the long run, IE. shares that you end up having & their value and the value of your team (resources, skills, commitment).

No VC (at least not a good one) will invest unless you can prove enough traction for the idea and product/service. And not unless you have at least one committed co-founder.

Being able to attract a good co-founder to join, + other core people on shares (+ optional minimum pay), is one very strong signal of traction on the idea and you also get committed resources.

If you are unable to attract top talent people with your shares, don’t expect VC’s to pay for those shares either, it’s a much harder sell.

In the very early stages, you will want to have very entrepreneurial and passionate people to join your startup (regardless of the position), those that agree and can absorb some limited financial risk (uncertain or very limited pay), without abandoning the startup before the agreed time/milestone is reached.

When you opt for “normal employee” type of deal, you better have enough money to pay them for the duration agreed. Because those type of top talent, will have plenty of options to choose from. And typically their personal life can not or they don’t want to be flexible on the compensation (no flexibility on personal finance, big spenders, spouse don’t agree etc.) – therefore, this option really is available only after you have raised enough cash or your are generating enough cash-flow.

In the answers there was also another good and thoughtful one given by Joe Abraham, where he starts with this advise:

Figure out what it is going to take to get your venture to a point where you have proof of concept and market traction. That is truly the only point when your business is considered “viable” and “investable”.

and then continues

Based on this established point (call it milestone #1), figure out WHO needs to be on the team to get you to milestone 1. Don’t try to recruit “top talent” at the management level yet. Focus your energy on the people who will actually build/sell your product.

Jump to original question to read his full answer.

Now that you are ready to start taking your idea or startup forward and build your core team, you may want to take advantage of our platform, where we provide you with the right tools to build your startup from idea to VC funding level. Including “service investment” -tool, to create, promote and negotiate your core team & advisor deals.

Note, all accounts and roles for 2010 are FREE for registrations done before 31st of January.

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The process from idea to competitive startup

Tuesday, July 21st, 2009
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Startup Financing Cycle
Image via Wikipedia

Building a successful startup from an idea to successful launch and beyond is a mysterious process for many. There is so much information out there and it can be very difficult to obtain what is the right information for you.

First, it’s important to understand that depending on what type of company/business you are starting or launching, the process can be very different. Also we have intentionally left products, customers and other business related parts out of this process outline, to be able to focus on the other aspects of startup development.

In our Grow VC service, we are focusing on the type of ideas and companies that cannot normally use traditional funding solutions like business loans. The reason why these ideas don’t fit that type of funding is that the idea is so risky that there is no other reasonable option than to try it on the real market, and typically this kind of companies have no material assets to be a collateral. So, some sort of risk funding is needed.

When it’s risky to see if the idea will gain traction and momentum, the only logical thing to do from a risk funder’s point of view is to minimize all the other related risks involved, making sure that the idea will have the best possible chance of success.

This usually requires ensuring the team behind it is great, the timing for the idea is right, competition is manageable, and the most important item, “protecting the idea,” would be possible. However, the last one is becoming very difficult in today’s fast changing world and also less meaningful if the business can quickly gain critical mass (like a user base). It is also more and more difficult to patent and protect ideas and components in our “open source world.”

So based on these assumptions, we have outlined the process of building a startup that would have an optimum chance of success from the funding and growth point of view. And we are building our service by focusing on making this process as effective as possible, with the best outcome, when looking at the long term goal of international success.

Building the successful start-up

This process is the core of our Grow VC service development. This can be over simplified and there are many other factors as well. But I think it’s important for us to explain the main process that we at Grow VC focus on.

Building the succesful startup

  1. The first risk to avoid is to be too dependent on one entrepreneur where one would have such ownership that he or she alone could make all decisions. So the core structure / ownership will need to be built, so that also looking from a funders point of view, there is more than one committed entrepreneur. So at least a core team of two or three is advised (since a 50/50 split can be problematic as well). More than three depends on the business model, roles, ownership %, etc.
  2. Other team members. The next step is getting various other contacts committed to support and offer expertise and funding when needed, without too much effort. These people can typically be friends, ex-colleagues, business contacts, family and other close contacts that you have built. They are the type of contacts that you know and they know you. So real trust is based on those relationships.
  3. Next you will need other outside experts that are not in your personal, inner circle. They are the ones bringing in the “outsiders viewpoint” and the contacts that would normally be out of your reach without a bigger effort. You must be able to convince enough of these types of people and get them involved with your start-up as well.
  4. When you have shown traction with external experts , and they are committed to help you by sharing their contacts and expertise and recommending you to others, your startup has reached a level where you are starting to look more appealing to funders. Of course, this is only looking at your startup structure and people involved with it. The value of the idea and the quality of your product must be competitive as well.

Many times the roles between your contacts, experts and funders are not that clear, i.e. in many cases your original founders may also be funders, experts can be funders, etc. But overall the type of structure you will have at the end should look something like the above.

In Grow VC we will have components that are linked to different kinds of funding models in this process, e.g. the different roles for founders, funders, and experts, and tools to manage the process in different stages. For all the other elements in this process that are important but not core for us, we are looking for partners to join us to provide various solutions, services and expertise.

Some of the roles for our partners are already well defined and some of them are more open or not yet defined. If you are interested in partnering with us, please contact us and let’s see how we can cooperate in order to make the experience even better for everyone.

What do you think? Let me know in the comments below, if you feel I have left out some crucial elements that should be added to this.

In future posts, I will go focus to each stage of this process in more detail.

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