除非你有一个能够击败Google的创意，否则你不大可能需要一份100页的计划书。大多数早期公司需要一个大约10到15页的战略描述。提姆‧伯瑞说：“开始制定计划时，它只要能够说清楚你公司情况就够了。计划的核心是战略，不是一份又长，又复杂的文章。”越大并不是越好——只会让人困惑。随着公司的成长，你总是可以往计划书中添加新的内容。检查一下你的资金需求和资金来源，清晰定位你的市场并且提供一份基本的市场分析，列出你的假设条件并建立对比标杆，提供基本的财务数据，包括销售预测和一份费用预算。

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Entrepreneurs spend a huge amount of time recruiting and selecting ideal candidates to join them as they build a company. Many sophisticated VCs hold true that people matter most in predicting a company’s likely success. Particularly in the early stages of a company’s growth, CEOs think a lot about who they want around the table with them. Shouldn’t they chose their investors the same way? The answer is, in my experience, they almost always do.

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Business-to-small & medium business (SMBs): For companies targeting SMB customers, investors want to believe that there is a validated, repeatable profitable marketing equation. The marketing equation is defined as the relationship between the customer lifetime value and the cost of acquisition. Put simply, investors want to know that a company can repeatedly acquire customers for $X and generate more than $X in gross profit from each customer. Depending on the business, investors will likely vary in how many customers they want to see profitably acquired.

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 I genuinely think that as a board we considered an objective view of when was the right time to sell the company. That is the duty of loyalty which board members have to the company’s shareholders. A board member should be explicit about his own incentives, but put them aside to attempt to objectively measure whether accepting an offer to sell the company is the right outcome for all shareholders.  But how does a board member figure out whether it is in the interests of the shareholders to sell?  Ambitious startups have so much potential, yet are typically backed with expectation of eventual liquidity.

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