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Avoid These 7 Mistakes When Pitching to Big-Time VCs

While there is no universal answer as to how a startup successfully closes a great funding round, there are several issues that usually kill a VC’s interest.

Ravin Gandhi

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Most startup companies have the same goal: Get funded by a prestigious VC who can help them scale, offer valuable connections and send a signal that the company is a comer. But we all know that VCs, especially the big ones, pass on over 99 percent of the deals they see. So what’s the secret to getting funded?

I have invested in startups for the past 15 years and over that time I’ve seen thousands of company decks and have personally been pitched by hundreds of startups.

Luckily, a number of deals I have funded have gone on to raise big rounds from famous VCs.

We-recommend-tickWe recommend: Government Funding and Grants for Small Businesses

While there is no universal answer as to how a startup successfully closes a great funding round, below are seven issues that I’ve noticed always kill VC interest:

1. Not solving a real problem

Everyone thinks his or her startup solves a consumer pain point. However, ask yourself metaphorically if the pain point you solve is “aspirin level” or is it “morphine level?” Big VCs love to invest in businesses that solve morphine-level pain. Why? Because when pain is huge, it’s far likelier consumers will pay for the solution.

Businesses that solve minor inconveniences usually hit a brick wall when they try and monetise or scale and don’t usually get funded.

2. Targeting tiny markets

Given the huge risks in startup investing, I need to see that your startup can become a billion-dollar business. Yes, that’s billion with a capital B. If your target addressable market is in the nine digits, most big VCs will dismiss it as too small.

A R100 million exit, even though it sounds amazing, usually will not move the needle for a large fund that has billions to deploy. Big markets mean big dollars, so think BIG.

3. No technical talent

I see deck after deck proposing all types of mobile apps but many times the companies have no personnel who can actually program or code. This destroys credibility. Outsourcing or using technical consultants will not cut it.

If you don’t have a technical co-founder you’ve pretty much selected yourselves for extinction.

Do not try and raise money until you can credibly point to the person who is going to make the backend or technical magic happen.

We-recommend-tickWe recommend: 10 Tips for Finding Seed Funding

4. Under-estimating your competition

underestimating-competitors

When I see that there are over four existing players in your space, or if you have chosen to compete with existing tech monsters (Facebook, Google, etc.), you better have a bulletproof story about why your business is different.

Compelling business models usually have very little real competition, because they are attacking the market creatively and doing something that hasn’t been done before. It can be much harder to get funded as a “me-too” business.

5. Overestimating your product

In Peter Thiel’s book Zero To One, he says that your product needs to be 10X better than whatever is currently out there to get breakaway traction. I agree. Anything less than 10X will not create consumer passion that is sticky and viral.

As a CEO of a technology company myself, I know that making something even 50 percent better is hard, so 10 times may sound crazy. But in our hyper-competitive economy, you need to come to market with something that is not only incrementally better if you want to get funded.

6. Relying on top-down analysis

All too often, I hear a pitch that says something like “our target market is X billion is size, and if we can get Y percent of it, we will be Z billion in revenue.” Nobody ever believes this top-down fluff, so just avoid it.

You have to have a bottom-up analysis that starts with the unit economics of your product and shows how you will get to the first million in sales.

That first million will be the hardest revenue you ever get, so if you can convince me that you will beat the odds and get there, it makes it far easier to believe your scaling story.

We-recommend-tickWe recommend: How to Write a Funding Proposal

7. Lack of passion

This may be the most important. Remember, in the end VCs are investing in people. No matter how much I like your product, if the CEO and team do not exude passion and confidence, I pass every time.

As someone who has founded and built businesses, I know every startup will face “going concern” risk at some point over the first year or two. Sometimes the only thing that keeps you going is passion and confidence. So make sure you believe your own story and that you really love your product, because everyone in the room can tell instantly.

If you avoid the pitfalls listed above, you will have a far greater chance of raising a round with a great VC.

This article was originally posted here on Entrepreneur.com.

Ravin Gandhi is CEO and co-founder of GMM Nonstick Coatings, one of the world's largest suppliers of nonstick coatings to the $9 billion housewares industry. Ravin also moonlights as a VC investor and has invested in technology companies such as KeyMe, Tred, Ampsy, Lettrs and Hester Biosciences.

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Venture Capital

What Funders Look For From The Funder’s Perspective

Essentially, Secha brings three key ingredients to the table.

Nadine Todd

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Secha Capital is an FMCG and Agri fund that is focused on the ‘missing middle’, established but small businesses that need additional capital to assist them to reach next-level growth.

“We look for founder/market fit and product/market fit and recurring revenues,” explains Brendan Mullen, co-founder and Managing Director of Secha Capital. “We believe there are businesses that are too big for government grants, but too small for traditional funds, and that’s our focus.”

As a result, Secha addresses capital and management gaps of companies, and chooses its sectors based on research and surveys.

“We’re investment thesis driven,” explains Brendan, who contacted Danie because his team had been researching the fragmented packaged biltong sector in South Africa.

Essentially, Secha brings three key ingredients to the table:

  1. Growth capital: Often used as working capital, but can also be used to purchase machinery.
  2. Human capital support: Secha joins the team for a minimum of nine months and also sources an intern from a management consulting group or international MBA programme. The result is a skills transfer, a new perspective, additional bandwidth and operational support. “It’s often difficult for SMEs to attract the best and the brightest. We look at it like human capital arbitrage; bringing in a high-level person to really assist with projects and operations.”
  3. Channel access. This is the side of FMCG that requires the most persistence, and in many ways Brendan already has excellent contacts that the companies he invests in can leverage off. “It’s important to know buyers and be able to make the right connections and introductions in this business. That’s an invaluable level of support for entrepreneurs.”

For any entrepreneurs considering funding, it’s as important to consider what the investor brings to the table over and above capital — afterall, you are giving equity in your business away, a decision that only makes sense if the ultimate goal is growth.

Related: The DTI Funding Guide You’ve Been Looking For: The What And How

Achieving growth

From Secha Capital’s perspective, the first test that Stoffelberg passed was the taste test. Brendan saw the brand in a retailer and bought it. He then did some research and found a business with a one-page website and limited marketing — which meant there was an opportunity for Secha to add value.

“We were specifically looking for businesses in this sector that owned the entire processing part of the value chain. We wanted to be price makers, not price takers.”

An additional plus point was that Danie and Oom Stoffel had already secured their Halaal, HACCP and export certifications, which proved grit.

“We realised that they are the experts in meat. One of the key things they had in place was an exceptional team. Chris Bothma, who worked on the Blue Train as a head chef, is not only Stoffelberg’s chef, but he’s in charge of production, product innovation, recipes and he manages a team of 25 at head office. He’s also a shareholder in the business. Finding the right subject experts drives growth, and was a big plus point for us. If we find a business that has product/market fit and founder/market fit, we know it’s just a case of adding some other capabilities to achieve real growth.”

What funders look for

For Brendan, there are a few key areas that he considers when making an investment. First, he regularly taps into his networks to stay abreast of what’s hot and new, and what consumers are asking for. This will often lead to an investment thesis.

Next, he looks for a large TAM (total addressable market) with adjacencies. “You ideally want a large TAM in a fragmented area, with products that tend to be grudge purchases because top alternatives are not available, as well as a team or founder who really knows the industry, what’s broken, what can be fixed, and how to get recurring customers from that solution. In addition, we want to see what new value-adds you can you bring to the table.

“Stoffelberg is re-invigorating a dormant market, while another one of our investments, nativechild, is operating in a niche growth vertical within a much larger vertical and can expand from there.

“Look for opportunities in fragmented value chains, where there are no clear brands in that specific section of the market. Find that, and you can find a slice of that value.

“I also believe in founder/sector fit. Stoffelberg wouldn’t be here today if Danie and Oom Stoffel didn’t know the different players in the value chain, couldn’t anticipate pricing and didn’t understand consumer pain points. Domain expertise is huge.

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Why Not Getting VC Funding Might Be Better For Your Business

Here’s why lifestyle businesses appeal to so many entrepreneurs.

Jim Price

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When I started teaching a new venture creation elective to MBAs 15 years and over 2 000 students ago, I’d tell my student teams they each had to come up with – and develop a compelling plan for – a (theoretically) VC-backable start-up concept. Made sense, right? MBAs wanted to be part of building the Next Big Thing, and venture capital-backed start-ups had driven a massive tech boom over the prior decade – a wave I’d been lucky enough to ride.

But, it didn’t take me long to ease up on that “it’s gotta be VC-backable” requirement. Looking back, I had three reasons for that shift:

1. Start-up lessons tend to apply across the board

First, folks immersed in the action-based learning exercise of mapping out a start-up consistently reported back, after re-entering the workforce, that they were able to apply those learnings and frameworks to almost any entrepreneurial – or intrapreneurial – experience in their careers.

2. Many people find low-tech businesses more appealing

Second, a lot of teams would come up with quite interesting but low-tech startup ideas. As I discussed in my recent article, “Who Would Invest in Your Startup, and Why?,” low-tech businesses rarely represent interesting investments to VCs, primarily because of low valuation multiples (often due to limited growth upside).

3. A vanishingly small proportion of all startups raise VC financing

Finally, I looked at the numbers and realised that most startups – indeed, even most very successful start-ups – do not raise money from venture capitalists. According to statistics from the U.S. Census Bureau, 2017 saw approximately 556,000 business applications from corporations (what they call CBAs) in the U.S. (That’s only about 18 percent of all new business applications, to make sure we’re not counting sole proprietorships, two- to three-person professional services practices, and so on.) Meanwhile, Venture Monitor data from PitchBook and the National Venture Capital Association tells us that, during the same period, U.S. “first financings” from VCs (as opposed to follow-on financings) numbered 2,676, or less than one-half of 1 percent of new corporations started. Now granted, first financings from VCs will tend to occur one to three years after a company first incorporates, but the statistics year-to-year are similar enough that the proportionality doesn’t change in a meaningful way.

But, what I teach and how I teach it completely aside, my real “a-ha” has been a growing appreciation for non-VC-backable start-ups and how they can represent a genuinely appealing path for many entrepreneurs.

Related: Attention Black Entrepreneurs: Start-Up Funding From Government Grants & Funds

Let’s look at the positive side of the ledger for so-called lifestyle businesses:

Ownership and control

Raising equity financing from VCs – or, for that matter, angels – comes with a downside that few talk about: pressure to achieve a liquity event (sale of the company or IPO) within a fairly short time horizon (we’re talking three to six years, typically). Since your company needs to be pretty massive to go public, we’re really talking about pressure to sell the company. If you don’t raise equity financing, you’re in far better control of your own destiny. If you’re in a reasonably protected niche, you’ve got the luxury of time to grow at a more leisurely pace. It’s also up to you as to whether you want a board or directors and/or advisory board, and whom you want to invite to join.

Less dependency and greater chances of success

On the one hand, you’ll need to fund your lifestyle businesses through savings, credit cards, friend-and-family loans, bank lines of credit, small business loans and the like. And while it may sound sexier to load up on lots of VC rocket fuel for your start-up, as we’ve discussed, that funding path assumes you’ll be one of the select few who’s successful in attracting VC investment, and it comes with outside pressure to “go big or go home” and sell the company. So in general, you can think of well-crafted lifestyle businesses as being lower upside, but also lower risk.

Taking the lifestyle business route, you stand a higher chance of getting airborne and achieving some level of success.

Related: Government Funding And Grants For Small Businesses

More options in life

If you own and control the business, you can decide the degree to which you choose to grow it aggressively to maximise cash flow or wealth, versus taking a more casual approach. Perhaps you’ll decide to build the business to a certain plateau and then simply manage it for free cash flow that makes work an option. And, building a lifestyle business in this fashion by no means precludes eventually selling the company if you choose – or, alternatively, handing it down to your kids some day.

You can still leverage technology

Whereas a lot of lifestyle businesses are low-tech in nature, increasingly, we’re finding that even those entrepreneurs are creatively leveraging technology to successfully launch, grow and become more profitable. Social media campaigns, search-optimised websites, customer newsletters and referral networks can all play a crucial role. And behind the scenes, smart lifestyle entrepreneurs are exercising the muscle of low-cost, online tools for everything from brand management to accounting and finance, inventory control, customer relationship management, point-of-sale tools and HR management.

Building a VC-backed startup can be bracing and both personally and financially rewarding. Been there, got the t-shirt. But, nobody’s going to feel sorry for you if you get your lifestyle startup to the point where you’ve created life options such as hiring a general manager and calling in from the lake house a couple of times a week to check in.

This article was originally posted here on Entrepreneur.com.

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7 Questions A Venture Capitalist Will Ask You Before Investing In Your Business

Are you ready for external financing?

Rob Heath

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It’s no secret that the number one cause of business failure is running out of cash. However, an injection of cash alone does not necessarily mean a business will be successful. Our role as a VC is to identify businesses that have a unique mix of skills and offerings that, when mixed with the right capital partner, are in the best position to succeed.

These businesses are generally run by entrepreneurs that seek to have an impact on some sector of society and have the drive, foresight and emotional intelligence needed to succeed. Finding businesses run by entrepreneurs who exhibit these qualities is a big part of our secret sauce, but equally, it’s important that we can work with, collaborate and align interests with these entrepreneurs, so that success ultimately results in both founders and investors alike realising profits and investment returns.

Related: The Truth About Venture Capital Funding

Understanding what VCs look for

After identifying businesses with potential, we spend a lot of time working with the entrepreneurs we’re considering investing in, asking questions like:

  1. Are we funding a business, an idea, a lifestyle or a big dream?
  2. Who are the clients, how did the business acquire them and why do they use their services?
  3. Does the business have a competitive advantage that’s difficult to copy?
  4. Can the business scale?
  5. And finally, is the founder and entrepreneur ready?
  6. Are they prepared to sell some of their company and work with external partners? Do they listen, seek and take advice?
  7. And when (not if) the company runs out of money, are they the first employee to forego their salary?

If you want to prepare yourself for a capital raise, these are the questions you should be asking yourself in preparation.

Right partners at the right time

Starting a business is hard. Partnering with the right investors with aligned interests is crucial and being comfortable in answering the above questions is just as important.

If answering these questions makes you uneasy in anyway, perhaps you aren’t ready for venture capital financing. Like most things in life, success comes down to people, and partnering with the right people and investors at the right time, is key. Not all entrepreneurs are comfortable working with partners. Understand what you want from a funder before you start looking for investors.

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