Skąd się biorą jednorożce, koszty zmiany atencji i Problem-Solution-Fit

W co wierzę najbardziej, mając najmniej dowodów na to, że jest prawdziwe?

Dzień dobry,

Mam nadzieję, że masz się świetnie.

W dzisiejszym wydaniu między innymi:

• Skąd się biorą jednorożce?

• Sekwencjonowanie procesu pozyskiwania inwestora

• Koszt zmiany atencji

• Warstwa wspierająca w gamingu (trendy)

• Problem-Solution Fit (PSF) a Product-Market Fit (PMF)

• Kiedy słowa kształtują percepcję

• RAPORT: Venture Studios i inkubatory.

• RAPORT: Gen Z

Naprzód!

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Skąd się biorą jednorożce?

Nie jestem fanem określenia unicorny/jednorożce, ale już od niego nie uciekniemy w branży tech. Pojawił się dobry raport Endveour: Where Do Unicorns Come From?

Najważniejsze wnioski:

Unicorn founders are global citizens.

Fifty-five percent of the top US unicorn founders are immigrants or second-generation immigrants, and the top countries of origin for these entrepreneurs are India, Israel, China, Ukraine, Canada and Russia🖕🏻. Entrepreneurial migration is a common phenomenon for emerging markets too. Thirty-two percent of the top unicorn founders in emerging markets are immigrants or second-generation immigrants. Many of these are examples of South-South migration, like a founder moving across countries in Latin America. Founders also develop a global perspective by studying or working abroad. Sixty percent of the founders included in this research studied or worked abroad, gaining valuable networks and knowledge.

Only 20 percent of unicorn founders worked for an elite employer.

Work experience at elite employers including Big Three consulting firms, MAMAA tech companies, and bulge bracket investment banks was rare among this cohort of entrepreneurs.

Half of these founders previously worked at a startup or scaleup.

Most of the world’s successful unicorn founders did not have experience working for name-brand employers. Usually, they worked for an entrepreneurial company prior to launching their unicorn company. Many of these founders served as C-suite executives of tech startups, or grew from within the ranks as that entrepreneurial company went from startup to scaleup. A significant number of those employers were unicorn companies themselves. In most cases, the entrepreneurial employer had a successful exit, either by going public or being acquired. Aspiring founders who work for companies that have an exit like this gain invaluable first-hand experience.

About half of these founders are serial entrepreneurs.

Previously founding a company may be a good resume builder for would-be unicorns. About 49 percent started a business prior to launching their unicorn company. On top of that, a majority of these serial entrepreneurs had successfully exited.

The average founder had 10 years of work experience.

There are no shortcuts on the pathway to building a unicorn company. The unicorn founders included in this study gained a decade of experience following their undergraduate education, on average. Several existing studies have shown that the quintessential successful founder is not particularly young or a college dropout.

Science and engineering training is far more common than business.

Sixty-one percent of founders majored in a science or engineering field in undergrad, compared to only 19 percent who majored in business. Computer science, electrical engineering, and mathematics were popular majors among those with science or engineering degrees. Science and engineering graduate degrees outpaced MBAs among those who continued to study, and for the 10 percent of founders who completed a PhD, most chose computer science.

Founders in emerging markets have different skill sets than their US counterparts, and reach unicorn status faster.

Emerging market founders were ten times more likely than US founders to have previously worked in finance, consulting, business development, or marketing. On the other hand, US founders were more likely to have worked in product and engineering roles. Another difference between the emerging market and US founders is how fast they grow their companies. Founders in emerging markets achieved unicorn status for their companies in an average of five and a half years, while US founders took more than six years.

Ostatnia statystyka zaskakuje szczególnie.

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Sekwencjonowanie procesu pozyskiwania inwestora

Większość startupów pozyskuje inwestora metodą spray and pray. Najmniej skuteczna moim zdaniem. Proces pozyskiwania jest znany i opisany w wielu artykułach i książkach. Pojawił się natomiast dobry przewodnik po sekwencjonowaniu procesu pozyskiwania funduszy dla startupów, szczególnie na etapie Pre-Seed i Seed.

Kluczowe wnioski:

• Pozyskiwanie funduszy nie polega na kontaktowaniu się z każdym inwestorem, ale na znalezieniu tych, którzy wierzą w wizję założyciela/li/ki i mogą aktywnie przyczynić się do rozwoju biznesu.

• Zachęca założyciela/li/ki do traktowania pozyskiwania funduszy jak produktu, wymagającego nauki, iteracji i dostarczenia doskonałej prezentacji.

Całość wygląda tak:

Fajnie ujęty jest proces pozyskiwania kapitału - wygląda standardowo, ale chcę zwrócić Twoją uwagę na ten fragment procesu:

Using your list of investors, I want you to rank/prioritise them according to the following tiers:

• Tier 1: These are your most preferred investors. They could be brand name firms, sector specialists or high value-adding angels. You would do anything to get these investors on your cap table

• Tier 2: These are investors you kind of care about and would still want on your cap table but aren't your first choice. 

• Tier 3: These are your backup investors. They are your safety net if anything goes wrong with investors in the first two tiers

• Tier 4: These are your practice investors. They're funds that you don't really care about because it's unlikely they'll add value to your business, or be a constructive partner at the early stage. 

With this step, it's important that you're ruthless. 

A lot of founders will be scared of writing off investors before even pitching them, but the entire point of fundraising is finding people who will believe in you and will actively help you grow a big business without hindering it. You should be selective about who you want on your cap table.

Nie każdy inwestor jest sobie równy, a ćwiczenie z inwestorami dobrze przygotuje nas na tych najważniejszych. Przy czym należy pamiętać, że tworzenie “aury” pod tytułem “mamy tyle rozmów z inwestorami” będzie bardzo przeciwskuteczne.

PS. Poniżej znajdziesz link do CRM procesu fundraisingu w Excelu, Google Sheet i Notion.