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Considering whether or not to start your own business? You'd better be ready to raise some money. What do VCs and other investors look for when investing? A good business plan, sure, but what else?
WetFeet interviewed entrepreneurs about what it takes to succeed and investors on what they look for when they invest in a startup. Here's what they told us is the essence of what you need to create a winning company.
Passion
Your excitement has to be intoxicating enough (above and beyond your business plan and excellent idea) to make others believe in your dream just as much as you do. This is the key to finding great employees, connected board members, and generous funders.
Once you become an entrepreneur, you're on 24-hour call selling the concept behind your business, its viability, and its future. A convincing case can only be delivered by a true believer. Investors don't want to fund greed. They want to fund a revolution—your passion will make the difference.
A Winning Team
Want funding? The quality of your management team will make or break you. Your top employees' credentials show that you're ready (or not) for whatever the economy, markets, or the competition throw your way. Your team also needs to be flexible—able to adapt to wherever the company's growth takes you. This is particularly key in the seed-capital phase when investors bet on unproven concepts based on their gut feelings about a team.
That's why you'll need to fill out core positions before you meet investors: CEO, engineer, and marketing. The other crucial reason you need to put together a cohesive and talented team is the long hours you'll spend together.
The Big Idea
Your concept needs to be different and useful. Investors want to fund firsts, not variations on a theme. They also want to fund winners: companies positioned to get major market share (a first-to-market story is always good). Best-case scenario: your idea is defensible—difficult to duplicate or compete against (like patents).
Market Insight
Become an industry expert, verify that no one else is in your way, and find out what's kept others from your breakthrough. Master your competitive landscape and environment; show how your company is bound to benefit from economic and market trends. You also need to need to have a sense of what's ahead on the horizon, and that your business isn't about to become obsolete. Before they fund you, investors want to know you know all the angles.
The Business Plan
It shouldn't just talk about how you'll start your business, but how you'll grow it and make your investors money. Four out of five entrepreneurs agree: The executive summary is the single most important component. Boil your plan down to a clear two-page document that hooks the reader in.
The next step is the management team description—your team's experience and track record should comfort investors. Honest financials also make a difference—a complete competitive analysis and reasonable assumptions should support your claims. Breezy optimism is a turn-off.
Finally, show your investors the money—build in a credible exit strategy (either acquisition or IPO) to make the investment worthwhile. Source: Wetfeet
- Starting your Own Business. From WetFeet
- Vault Guide to Starting Your Own Business
- Learning to Lead, A Workbook on Becoming a Leader
by Warren Bennis, Joan Goldsmith
- Good to Great : Why Some Companies Make the Leap...And Others Don't
by Jim Collins "Good is the enemy of great..."
- Small Business Sourcebook: The Entrepreneur's Resource (Small Business Sourcebook) : by Amy R. Suchowski (Editor), Theresa J. Macfarlane (Editor)
- Shifting Into Higher Gear : An Owner's Manual for Uniting Your Calling and Career : by Tom Siciliano, Jeff Caliguire
- How to Change the World: Social Entrepreneurs and the Power of New Ideas
by David Bornstein
- How to Win Friends and Influence People by Dale Carnegie
- The Magic of Thinking Big by David J. Schwartz
Periodicals
Inc Magazine (online)
Inc.com, the website for Inc. magazine, delivers advice, tools, and services, to help business owners and CEOs start, run, and grow their businesses more successfully. You'll find information and advice covering virtually every business and management task, including marketing, sales, finding capital, managing people, and much, much more.
Entrepreneur Magazine (online)
Entrepreneur Media has some reading material for the self-employed. Targeting small-business owners and those thinking about taking the leap, Entrepreneur Media publishes Entrepreneur magazine (with 550,000 subscribers) and operates entrepreneur.com. The company also publishes international editions of its magazine and runs several other business-related Web sites. In addition, Entrepreneur Media publishes books through its Book Publishing Entrepreneur Press and Business Start-Up Guides units.
Career Sites Focused on Entrepreneur Endeavors
Additional Job Search Web Sites
www.som.yale.edu/careers/jswebsites/jswebdefault.asp
Professional Organizations
Women Entrepreneur Message Board: http://www.vault.com/community/mb/mb_main.jsp?forum_id=10881&ch_id=252
Small Business Association: www.sba.gov
Entrepreneurial Endeavors Career Preparation Timeline
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Internships |
Full-Time |
Pre-academic year summer |
Research firms of interest and note deadlines for on and off campus recruiting deadlines
Draft resume and cover letters
Keep up with the markets (for firms of interest) and identify network of contacts within these firms |
Craft resume and cover letters
Build business plan
Review potential VC funding potential
Inform CDO of interest in starting your own business
Network with alumni, and with second years who may have started their own business
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September-October |
Attend Entrepreneur Club kickoff meeting
Inform CDO of interest in starting own business
Research companies that you want to work at this summer to gain valuable experience
Revise cover letters and resumes
Identify and network with alums and second years involved with your industry/function selection
Begin organizing trips to visit firms with classmates
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Attend Entrepreneur Club kickoff meeting
Continue to refine business plan
Prepare pitches to companies and VC funding sources
As a backup plan develop contacts at firms that do not recruit on campus and drop resumes
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November |
Revise cover letters and resume
Attend campus presentations
Meet with CDO consultants to refine personal story and interview skills
Drop resumes |
Update CDO on progress and meet with consultants to refine strategy based on interview feedback
Participate in mock interview program |
December |
Meet with CDO consultants to refine personal story and interview skills
Drop resumes
Contact companies around holidays and over break |
Update CDO on progress and meet with consultants to refine strategy based on interview feedback
Update CDO on feedback relating to business plan |
January |
Prepare for internship interviews – plan to have practiced at least three elevator pitches prior to your first interview
Contact firms around holidays and over break
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
February |
Continue to practice, practice, practice for interviews
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
March |
Continue to practice, practice, practice for interviews
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
Continue to practice, practice, practice for presentations and pitches (and possibly) interviews
Update CDO on progress and meet with consultants to refine strategy based on interview feedback |
April |
Review outstanding offers with CDO and negotiate terms
Identify staffing manager at firm where offer is accepted and start developing a relationship |
Review outstanding offers with CDO and negotiate terms
Identify staffing manager at firm where offer is accepted and start developing a relationship |
May |
Network with key contacts and alums |
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June, July and August |
Internship experience
Network with key contacts and alums |
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Post-academic year summer |
Network with key contacts and alums
Evaluate whether experience meets expectations. Is this function/industry for you? Do you want to return to the firm? The CDO is available to help you with these considerations
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