Startup Opportunities

Know When to Quit Your Day Job
 
 
Standards Information Network (Verlag)
  • 2. Auflage
  • |
  • erschienen am 12. Mai 2017
  • |
  • 208 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-119-37817-4 (ISBN)
 
Start strong with essential early-stage guidance from the VC perspective
Startup Opportunities is the go-to guide for anyone with a great business idea. Whether it's your first business or your fifth, realistic assessment from the outset can save you a lot of time and money; why pour your heart and soul into a venture that is doomed to fail? Instead, position yourself to win from the very beginning. In this book, accomplished venture capitalists share their insight on startups and entrepreneurs: who will fail, who will succeed and why, and what you should do to give your business the very best shot at becoming a global success story. You'll learn how to evaluate your business with a critical eye, and how early customer development can be key in turning a good idea into a great opportunity. If you're serious about building a business that lasts, this book provides invaluable guidance that you really cannot miss.
More than five million people will launch a business this year, and many of them will be great ideas--yet few will be around in five years, and even fewer in ten years. A great idea is not enough to build a successful business. You need to fortify your idea with the proper foundation, and a scaffolding of good planning and early action. This book shows you how.
* Assess your business's viability using the 10x Rule
* Learn when you can quit your day job--or not
* Take the key steps to making your business succeed
* Discover the opportunities worth selling everything for
This expert author team has witnessed more than 30,000 pitches over two decades, and have participated in over 500 startup launches. Startup Opportunities gives you the benefit of their experience to help you start strong and stay strong.
weitere Ausgaben werden ermittelt
SEAN WISE is an expert on startups and venture capital. He hosts The Naked Entrepreneur, which airs on the Oprah Winfrey Network, and is a prolific business educator, bestselling author, and an international business speaker. He is a partner at Ryerson Futures, a seed-stage venture capital fund and technology accelerator.
BRAD FELD has been an early-stage investor and entrepreneur for over twenty years. Prior to co-founding Foundry Group, he co-founded Mobius Venture Capital and Intensity Ventures, a company that helped launch and operate software companies. He's also a co-founder of Techstars.
1 - Startup Opportunities [Seite 3]
2 - Contents [Seite 9]
3 - Foreword [Seite 15]
4 - Preface [Seite 19]
5 - Trust Me, Your Idea Is Worthless [Seite 23]
5.1 - Note [Seite 24]
6 - Chapter 1 What Is a Startup? [Seite 25]
6.1 - How to Use This Book [Seite 27]
6.2 - Who This Book Is For [Seite 27]
6.3 - Notes [Seite 28]
7 - Chapter 2 The Democratization of Startups [Seite 29]
7.1 - The Cost to Launch Is Approaching Zero [Seite 29]
7.2 - The World Is Flat [Seite 30]
7.3 - The Path Is Known [Seite 31]
7.4 - Access to Capital [Seite 32]
8 - Chapter 3 Opportunities [Seite 35]
8.1 - The Four Criteria for an Opportunity [Seite 35]
8.2 - What Is Opportunity Evaluation? [Seite 36]
8.3 - What Is the Cost of Poor Opportunity Evaluation? [Seite 38]
8.4 - Execution Trumps Opportunity [Seite 41]
8.5 - Risk, Uncertainty, and Ambiguity [Seite 43]
8.6 - The Issue of Bias [Seite 45]
8.7 - Notes [Seite 49]
9 - Chapter 4 Approaches to Opportunity Evaluation [Seite 51]
9.1 - Where Does Opportunity Evaluation Fit into the Overall Startup Process? [Seite 51]
9.2 - Overview of Business Model Generation [Seite 53]
9.3 - Overview of Customer Development and Lean Startup [Seite 55]
9.4 - Overview of the Disciplined Entrepreneur [Seite 57]
9.5 - A Modern Version of the Scientific Method [Seite 58]
9.6 - Notes [Seite 62]
10 - Chapter 5 People [Seite 65]
10.1 - Team [Seite 65]
10.2 - Working Full Time [Seite 69]
10.3 - Been There, Done That [Seite 69]
10.4 - Passion [Seite 70]
10.5 - Coachability [Seite 72]
10.6 - Ability to Attract Talent [Seite 75]
10.7 - Business Acumen [Seite 75]
10.8 - Domain Knowledge [Seite 77]
10.9 - Operational Experience [Seite 77]
10.10 - Mentors [Seite 78]
10.11 - Board of Directors/Advisors [Seite 79]
10.12 - Customers [Seite 80]
10.13 - Social Capital [Seite 81]
10.14 - Notes [Seite 82]
11 - Chapter 6 Pain [Seite 85]
11.1 - Compelling Unmet Need [Seite 87]
11.2 - Size [Seite 87]
11.3 - Durability and Timeliness [Seite 90]
11.4 - Notes [Seite 93]
12 - Chapter 7 Product [Seite 95]
12.1 - The 10× Rule [Seite 95]
12.2 - Rate of Adoption [Seite 97]
12.3 - Rogers' (1976) Diffusion of Innovations Theory [Seite 97]
12.4 - Intellectual Property [Seite 98]
12.5 - Key Asset Access [Seite 99]
12.6 - Proof of Concept-Selling Your Product in Advance of Making It [Seite 100]
12.7 - Gross Margins [Seite 101]
12.8 - Scalability [Seite 103]
12.9 - Notes [Seite 103]
13 - Chapter 8 Market [Seite 105]
13.1 - Market Stage [Seite 106]
13.2 - Product/Market Fit [Seite 109]
13.3 - Disruptive Innovation [Seite 112]
13.4 - Industry CAGR [Seite 112]
13.5 - Distribution Strength [Seite 113]
13.6 - Customer Acquisition Costs [Seite 115]
13.7 - Viral Marketing [Seite 115]
13.8 - Competition [Seite 116]
13.9 - The Goliath Paradox [Seite 118]
13.10 - Barriers to Entry [Seite 119]
13.11 - Government Regulations [Seite 120]
13.12 - Partnership Status [Seite 121]
13.13 - Knowing Why You Need to Raise Money [Seite 121]
13.14 - Notes [Seite 124]
14 - Chapter 9 Plan [Seite 127]
14.1 - Time to Launch [Seite 128]
14.2 - Plan to Scale [Seite 129]
14.3 - Reasonable Not Right [Seite 130]
14.4 - Get Out of the Building [Seite 133]
14.5 - Plan B [Seite 134]
14.6 - Notes [Seite 137]
15 - Chapter 10 Pitch [Seite 139]
15.1 - Short Form (Under 10 Minutes) [Seite 140]
15.2 - Long Form (30 Minutes) [Seite 140]
15.3 - Business Plan-or Not [Seite 141]
15.4 - Executive Summary [Seite 143]
15.5 - Q&A [Seite 143]
15.6 - Notes [Seite 146]
16 - Chapter 11 Raising Money [Seite 147]
16.1 - Building a Relationship with a Potential Investor [Seite 148]
16.2 - Who Makes the Ask? [Seite 149]
16.3 - Use of Proceeds [Seite 149]
16.4 - Raise the Least Amount of Money to Get to the Next Level [Seite 150]
16.5 - Ask for Money from the Right Kind of Investor [Seite 151]
16.6 - Raise Money When It's Available [Seite 153]
16.7 - You Aren't an Exception [Seite 154]
16.8 - Why Anything Other Than a Yes Is a No [Seite 156]
16.9 - Be Realistic about Your Valuation [Seite 158]
16.10 - Even Angels Have Investment Committees [Seite 159]
16.11 - Notes [Seite 163]
17 - Chapter 12 Pitfalls [Seite 165]
17.1 - Showstoppers and Red Herrings [Seite 165]
17.2 - Excessive Valuation [Seite 166]
17.3 - Taboo Businesses [Seite 167]
17.4 - No Skin in the Game [Seite 168]
17.5 - The No Asshole Rule [Seite 168]
17.6 - The Key Person Dependency [Seite 169]
17.7 - Drinking Your Own Kool-Aid [Seite 169]
17.8 - Notes [Seite 172]
18 - Chapter 13 Don't Quit Your Day Job If You Aren't . . . [Seite 173]
18.1 - Passionate about the Space [Seite 173]
18.2 - Able to Execute the Solution [Seite 173]
18.3 - Certain That the Problem Is a Need (as Opposed to a Want) [Seite 173]
18.4 - Certain That the Problem Is Shared by a Large (and Growing) Market [Seite 173]
18.5 - Able to Offer a Solution That Is 10× Better Than Anything Else in the Market [Seite 174]
18.6 - Ready to "Burn the Ships" [Seite 174]
18.7 - Able to Access Potential Customers [Seite 174]
18.8 - Able to Spend Six Months without Personal Income [Seite 174]
18.9 - Able to Garner Enough People, Users, and Money to Create a Minimum Viable Product [Seite 174]
18.10 - Prepared to Get into the Weeds and Do the Grunt Work [Seite 174]
19 - Glossary [Seite 175]
20 - Acknowledgments [Seite 181]
21 - About the Authors [Seite 185]
22 - Index [Seite 187]
23 - Excerpt from Brad Feld's Venture Deals, Third Edition [Seite 195]
23.1 - Crowdfunding [Seite 197]
23.1.1 - Product Crowdfunding [Seite 197]
23.1.2 - Equity Crowdfunding [Seite 199]
23.1.3 - How Equity Crowdfunding Differs [Seite 201]
24 - EULA [Seite 203]

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