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。
如何写一份简单的商业计划书 (9-2)
一个推销公司的失败案例 (8-20)
一个VC可以胜任10家公司的董事吗? (8-13)
什么是创业合伙人,他为什么对你很重要? (8-11)
跟VC见面之后,下一步该怎么办? (7-29)
别伤害你投资的公司 (7-20)
最好的VC会谈是辩论而不是推销 (7-16)
VC每天都做什么? (6-29)
外部融资与内部融资:夜总会效应 (6-15)
创业者和VC都应该放弃“码头”融资 (6-7)
VC尽职调查:好的与烂的 (5-30)
小规模基金的好处 (5-19)
请别找VC做推荐 (5-12)
当心VC把你当做情报来源 (4-26)
VC入门 - VC可以用2支基金对一个项目投资吗? (4-18)
VC入门 - VC基金的规模会影响你融资吗? (4-13)
做VC是什么样子的? (4-8)
VC入门 - 你处于航道的什么位置? (4-6)
初创企业的收入预测:连续创业者是怎么做的 (4-2)
当投资人进入董事会 (3-28)
投资人愿意做视觉学习者 (3-21)
对于风险投资的4大幻想 (3-18)
VC的10大建议:怎样给VC做融资演示 (3-14)
你的初创企业值多少钱? (3-3)
增值型投资人如何增值? (2-26)
VC什么时候可以收回Term Sheet (2-12)
给VC做融资演示 之 市场分析 (2-9)
创始人之一也是投资人时,股份如何分配 (2-7)
给VC做融资演示 之 竞争分析 (1-31)
战略投资人的坏处 (1-24)
要当心7种天使投资人 (1-20)
融资时的9大错误 (1-16)
创始人套现 (1-13)
VC想要了解什么? (1-11)
投资人董事能够给企业带来的5大增值 (1-10)
向天使融资 (12-31)
NDA及保密 (12-30)
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。
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.
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.
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.