Coming up with a brilliant idea for your venture is just the beginning, taking it forward is where many people flounder. Session at Eximius, the Entrepreneur Summit at IIMB on how to go about implementing your idea.
The science and art of Startup ValuationsAnjana Vivek
Insights on Valuation and Negotiations… OR … how Can You can get a better price. ..whether for M&A or VC or strategic investment. Valuation is Subjective and Objective; there is a math to valuation, there are Business models which are captured in financial models and spread sheets. There is scenario analysis and sensitivity analysis. There are premiums and discounts assigned to multiple factors. This objective math is impacted by subjectivity of the person(s) doing the calculation, for example, if you are an unlisted company, is the discount factor 50% or 80% or somewhere in-between? This presentation sets out the methods and process of valuation with a few specific examples on valuations for different cases, including mentoring, acceleration, investment and more.
How to re-imagine and rethink business in a post Covid-19 world. Leading through building resilience in self and business and shining light in a new world business environment.
Proprietorship, Private Ltd. LLP or Partnership..?? Anjana Vivek
Multiple options are there starting a venture, for example: Sole Proprietorship, Partnership, Limited Liability Partnership (LLP ), One Person Company (OPC), Private Limited etc. What is the right one for you? Here are some tips to help you decide on what may suit you.
This document discusses various aspects of business planning and attracting investors. It covers identifying investor types, project requirements, building a business plan, and conducting due diligence. Key points include outlining investor options like VCs, angels, banks; requirements like a strong team, large addressable market; components of business plans and due diligence reviews that evaluate areas like sales, accounting, and value creation. The overall content provides an overview of planning and fundraising considerations.
Preparing A B Plan For Equity InvestmentAnjana Vivek
The document provides guidance on preparing an effective business plan for seeking equity investment. It advises considering the perspective of an equity investor, who will be looking for a company that can significantly increase in value over 4-5 years through rapid growth. The business plan should clearly outline the business idea, team, market opportunity, marketing strategy, competition, financial projections, and other key details. Presenting the plan in a clear, concise format is important to engaging the investor.
Leading in Changing Times: YourSelf and Your BusinessAnjana Vivek
We operate in a volatile and uncertain environment, across geographies, across industries. How can you StandOut from the Clutter and be visible as a leader?
Private equity involves various types of investments including venture capital, leveraged buyouts, and growth capital. When seeking private equity investment, preparation is key. Entrepreneurs should develop a business plan outlining their idea, team, market analysis, financial projections, and more. They should also identify potential issues or weaknesses in the business in order to effectively address questions from investors during due diligence. Finally, entrepreneurs need to consider valuation of the business and how to negotiate from a position of strength when discussing investment terms with private equity firms.
There is more to managing the financial health of your emerging start-up than raising money and selling out. The day-to-day financials matter, as they impact every other area of your business. Diagnosing your “full” costs, including those to acquire and serve customers, understanding different elements of cost. How your business model impacts your financial model and impacts value creation. It helps to institute the right procedures that will help keep things in check, and give you the visibility into key metrics so you can effectively monitor your progress.How do you read the numbers, the small data, not just the big data? How does value get created and what is valuation? Lack of knowledge may lead you to venture failure. The presentation at the IIMB/NSRCEL session for entrepreneurs and wanna be entrepreneurs is attached here touching on some of these aspects and more... Happy Reading
The document provides guidance on writing an effective business plan in 3 or fewer sentences:
The document discusses the purpose of a business plan, highlighting that it can be used for fundraising, reporting to investors or boards, or internal goal setting. It emphasizes analyzing strengths, weaknesses, opportunities, and threats, considering different reader perspectives, and maintaining consistency and brevity. The key is to concisely communicate the business idea, team, market, competition, strategy, and financials.
One Two Four Entrepreneurial Financial StrategiesAnjana Vivek
This document discusses various topics related to entrepreneurial financial strategies. It addresses how to develop financial forecasts and business models, consider different factors that influence valuation of entrepreneurial ventures, prepare for negotiations around valuation and deals, plan transitions to new stages of growth and roles of stakeholders. Key aspects covered include developing short, medium and long term financial plans, reviewing funding options, creating and updating financial forecasts and business plans, conducting due diligence and managing cash flows and working capital needs in entrepreneurial contexts.
The document provides an overview of key considerations for entrepreneurs and investors in establishing a realistic valuation for a startup company. It discusses the capital life cycle stages from concept to growth, and how valuation requires a holistic view of the interests of the company, founders, and investors. Key aspects of valuation covered include quantitative and qualitative advantages, dilution, down rounds, sources of capital, arrival at a value using market forces and financial models, deal structure, and common terms in investment agreements.
Material used in the Entrepreneurship course (Bachelor in Management) at the Toulouse Business School (Barcelona Campus)
November 2017
Brief review of the different stages in the life of a Start Up company, type of investors, valuation methods, the importance of growth management
Angel Investor Engagement for Entrepreneurslinkcaribbean
The document provides information on securing angel investor funding, including defining debt versus equity financing, the typical funding cycle process, what angel investors look for in investments, and key considerations for entrepreneurs. It notes that while the initial pitch is important, the process has just begun if funding is secured. Entrepreneurs need to prepare for due diligence and understand that taking on an investor means taking on a partner and sharing some control over the business. Trust between the entrepreneur and investor is emphasized as key to success.
The document provides an overview of various careers in finance, including corporate finance, investment banking, investment management, private equity, and venture capital. It discusses the typical roles, activities, lifestyles, and personalities associated with each path. It also provides advice on how to get jobs in these fields, including networking, attending events, and gaining relevant experience through internships and coursework.
Business Planning and Preparing a Business PlanTiE Bangalore
The document provides guidance on business planning and preparing a business plan (BPlan). It discusses assessing strengths and constraints, setting goals in the short, medium and long term, and planning for different funding scenarios. The business model canvas tool is introduced as a framework to map out the key elements of the business model. When seeking investment, appealing to investors requires demonstrating high growth potential through a large total addressable market and an execution-capable team. The document outlines sections that should typically be included in a BPlan such as management team, products/services, marketing strategy, financial projections, and implementation timeline. It emphasizes that an effective plan clearly communicates the business idea and convinces the reader of its viability.
This document outlines a presentation on business models, growth, and value creation. It discusses defining business models, examples of innovative Indian companies, the business model canvas with its 9 building blocks, assessing the starting point of a business, setting goals and targets, analyzing sales and growth parameters, governance, valuation, and other considerations for growth. Key aspects covered include stocktaking, setting short, medium, and long-term goals, segmenting and analyzing sales, managing the sales pipeline, demonstrating value, and readiness for scaling.
The document discusses the importance of developing a thorough business plan when starting a new venture. It explains that a business plan should communicate the entrepreneur's vision to attract investors, employees and customers. The business plan components include an executive summary, market analysis, business team details, product/service overview and financial projections. It also provides tips for implementing the plan, measuring progress, updating it over time, and reasons why some plans fail like unreasonable goals or lack of market need.
The Science and Art of Startup Valuations - Anjana VivekTiE Bangalore
TiE Masterclass: Valuation for Startups
This 3 part workshop conducted by Anjana Vivek, Founder Director of Venture Bean Consulting, Parag Dhol, MD, Inventus Capital Partners & Pavan Sondur, CEO & Cofounder, UNBXD
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
This document discusses the importance of developing an effective business plan that goes beyond just a checklist. It emphasizes answering the key questions of what the business is, why it is needed, and how it will operate. The document recommends including a business model canvas, financial projections, and addressing risks and growth opportunities. An effective plan also clearly conveys the vision and opportunity, operations and marketing strategies, financial viability, and project milestones to potential investors.
Ideation, business models; and how and where to startSaberi Marais
Presentation promotes the Lean Startup principles and includes Steve Blank's cusotmer development process and Osterwalder Business Model generation canvas as recommended by the authors
The document outlines the key elements of crafting a business plan and strategic plan for a small business, including an introduction defining what a business plan is, its benefits, and components. It then discusses each component in detail, such as the executive summary, description of products/services, marketing strategy, and financial projections. The document also covers developing a strategic plan, conducting competitor and environmental analyses, and establishing goals and performance controls. The overall purpose is to provide guidance to entrepreneurs on developing effective business and strategic plans.
This document outlines the key steps and considerations for starting your own business, including developing a business plan, determining financing options, choosing a legal structure, obtaining necessary licenses and permits, and establishing important partnerships. It discusses developing marketing strategies, financial projections, and exit strategies. The presentation emphasizes doing thorough research and due diligence to understand the market and ensure viability before launching a new business venture.
Fundamental of Business Plan for entrepreneurshp.pptxJawad864577
The document discusses the importance of developing a business plan. A business plan summarizes a business venture's operational details, financial projections, marketing strategy, and management team. It allows entrepreneurs to realistically test the feasibility of their business idea. The business plan format typically includes sections covering the company overview, products/services, industry analysis, marketing plan, financial projections, management team, and appendices. Developing a thorough business plan increases the chances of a startup's success and is often necessary to obtain financing from lenders or investors.
This document provides guidance on creating an effective business plan. It emphasizes that a business plan should clearly explain the problem being solved, the solution or product/service offering, unique selling point, competition, target market, and marketing and financial plans. It recommends using templates or outlines to structure the business plan and including an executive summary, company details, product information, market analysis, operations, management team, growth strategy, financing needs, projections, and appendices. The goal is to present the information concisely and focus on the business model and value proposition to attract investors or clarify the vision for employees.
The first of three capability building seminars for the Northern Ireland Food & Drink sector. This session looks at strategic planning, when, how and why you need to do it (whatever your business).
The document provides guidance on developing an effective business plan, including key components and considerations. An executive summary introduces the purpose of a business plan, which is to define business goals and strategies. The document then outlines various sections that should be included in a business plan, such as descriptions of the business concept, market analysis, management team, marketing plan, financial plan, and operations plan. Tips are provided on tailoring a business plan for different audiences and securing funding.
This document provides guidance on creating an effective pitch presentation for investors. It recommends that the pitch be no more than 16 slides and 8-15 minutes. Key elements to include are: (1) introducing the problem and solution, (2) describing the business model and sales strategy, and (3) presenting financial projections tied to milestones. The pitch should tell a story to help investors visualize the solution and market opportunity. Presenters should rehearse extensively and be prepared to answer questions about the competition, risks, team, and exit strategy.
StartupCamp Bratislava #29 - LivePlan presentationStartupCamp
This document discusses resources for startups in Slovakia, including how to get feedback on ideas and find mentors, investors, and customers. It provides tips for preparing a pitch and business plan, emphasizing the importance of preparation before pitching an idea. A business plan should present a well-thought out idea, be clearly written, have a logical structure, and illustrate management's ability to make the business successful. Finally, it promotes the business planning tool Liveplan, offering startups a free first month to create a pitch and business plan.
You need a business plan to document your business and your go forward plan. This is especially important if you are looking for financing. This outlines what is required for a business plan.
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2. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
2 2
3. VentureBean Consulting Private Limited
AS YOU START
Do take time out to think/reflect…
• WHAT are the strengths
– That you Can bring to your venture
– How can you bring this to your venture
• WHAT are constraints to either
– Address or
– Accept (and work keeping this in mind)
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4. VentureBean Consulting Private Limited
AT THE START
Reflect on your idea/solution …
• WHO can benefit from this?
– Is this actually going to be of help? How?
• WILL they pay you for this?
– Can this payment come more than once, repeatedly?
• HOW will you sell this?
– Pricing and profitability are also to be factored.
4
5. VentureBean Consulting Private Limited
SNAPSHOT VIEW
• Can you explain to a stranger in 1
minute what your business/idea is
about? Please articulate this in 1-2
sentences
• Test with a couple of persons and see if it
appeals to them and if you are satisfied.
5
6. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
6 6
7. VentureBean Consulting Private Limited
WHAT IS A BUSINESS MODEL
• Business model
From Wikipedia, the free encyclopedia
A business model describes the rationale of how an
organisation creates, delivers, and captures value
(economic, social, or other forms of value). The
process of business model construction is part of
business strategy.
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9. VentureBean Consulting Private Limited
BMC: 9 building blocks
BUSINESS MODEL CANVAS (BMC)
• Customer segments
• Value propositions
• Channels
• Customer relationships
• Revenue streams
• Key resources
• Key activities
• Key partnerships
• Cost structures
SOURCE:http://www.businessmodelgeneration.com/canvas
• Acknowledgements:
– Wikipedia, the free encyclopedia
– http://www.businessmodelgeneration.com
– http://www.businessmodelhub.com
– Alexander Osterwalder
• You may like to think through the elements of the BMC for your venture
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10. VentureBean Consulting Private Limited
EXAMPLES
• Direct sales
• Brick and mortar
• B2B
• B2C
• Freemium
• Franchising
• etc…
Can you think of some more?
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11. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
11 11
12. VentureBean Consulting Private Limited
Setting Goals and Planning
• Plan in 3 dimensions of time: short term,
medium term and long term
– Long term: dreams and aspirations drive you and the
business
– Short term: details are easier to think through,
assumptions are fewer
– Medium term : more of guess work and trend
analysis and less of data
• It is good to periodically go back and forth
between these time horizons...
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13. VentureBean Consulting Private Limited
Setting Goals/Targets
Planning for Alternate scenarios for eg:
• Funded/Non-Funded/Boot-strap
• Pessimistic, realistic and optimistic
• With rapid expansion versus a slower growth mode
• With alternate business models; impacting strategy
and cash flow
• And more..
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14. VentureBean Consulting Private Limited
Other Aspects
• Are You Ready for Change/Growth and getting
into the Next Orbit, all rockets do not get to next
stage, some fall back into this orbit. Think
through:
– Stepping out of comfort zone
– Execution issues
– Risk of failure
– Financial challenges
– Leading a larger company, ability to let go
– Inclination to grow into next level of leadership
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15. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
15 15
16. VentureBean Consulting Private Limited
Business Plan
• An output based on business model and
strategy, expected to evolve over time
• To be forward looking, based on past knowledge
of promoters and their work experience in the
existing or new venture
• Assumptions to be tested to see if they will be
valid for execution, i.e. to demonstrate this is not
a business plan on paper alone
• Risks to be factored in plan
• Multiple scenarios are looked at, revenues
expected are discounted, expected costs and
expected cash flows factored, sensitivity to key
parameters checked
17. VentureBean Consulting Private Limited
Seeking equity investment? Must haves…
• High upside potential
• Potential for extraordinary returns to investor
• Exit route plan to provide the returns to investor
• This implies – Rapid Growth, i.e.
– Total addressable market is really high
– Company has Potential to address this market
– Company has Ambition to address this market
– Company has Capability to Execute to achieve high growth
– Risks are articulated
– .. Etc
MUST Have Key Requirements:
• TEAM with Execution Capability and
• Huge Addressable Market
18. VentureBean Consulting Private Limited
Investors: One Slide Checklist
• HNIs, informal and formal angel groups
• Seed Funds
• Venture Capital
• Private Equity
• Banks exploring innovative ways to fund SMEs
• Strategic Investors
• Corporate Funds; (Family) Business Groups, Indian & Global
– Directly and/or through a special division or subsidiary
– For employees alone or open to public
– As intellectual and/or financial capital with other facilities
• Government supported funds
• Impact Investors
• Incubators
• Accelerators
• Co-Creators
• Crowd funding
• Online funding platforms
18
Which
One
Could be
the
…
Right
Fit
for
your
Venture?
19. VentureBean Consulting Private Limited
What Investors Look for
• INVESTOR FIT: Mandate and Fund Philosophy,
stage of investment cycle, other portfolio companies
• Team: Education, Experience, Multi-disciplinary, co-
founder team cohesiveness
• Past Track, of team members both in and before this
venture, of business
• Idea/Business Growth and history thus far, ability for
growth and sustainability
• Competitive Scenario
• Financial plan and funding strategy
20. VentureBean Consulting Private Limited
Due diligence reviews (DDR)
Investment decision is based on DDR, some
illustrative reviews are below. Some of these or
aspects of these may be done in-house by the
investor, others may be out-sourced to experts and
professionals:
• Business
• Market
• Accounting
• Tax and Legal
• Technical
• HR
21. VentureBean Consulting Private Limited
An Illustrative Sales Quality Review..
• Illustrative indicative parameters, for DDR
– Sales Quantity
– Quality of revenue - in terms of
product/service/vertical/location etc.
– Average revenue per employee
– Number of customers, number of high value
customers
– New customers added
– Customers lost
– Pipeline customers
– Customer acquisition strategy
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22. VentureBean Consulting Private Limited
A BUSINESS PLAN COMMUNICATES…
• Many times, a reader’s perception of your
business/idea will be based on the business
plan you prepare
• Different persons will look for different things, a
banker will check if a loan can be repaid, the
VC will look for value multiples on exit
• Substance and form matter, more so, when
hundreds of plans are reviewed
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23. VentureBean Consulting Private Limited
BUSINESS PLAN
• Should be self speaking: ie with limited
clarification required (including with regard to
abbreviations & technical terms)
• Reader friendly: Key information that you want
to convey should not be hidden amongst too
much details
Do not think only of what you want to share,
rather think about what your potential reader
may want to know
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24. VentureBean Consulting Private Limited
IN SUMMARY: Business Planning
As an entrepreneur
• What are your strengths/weaknesses?
• What do you like to do or think you like to do?
• What do you think you are good in?
• How would you bring this into your business?
As a business
• Have you thought about the business model?
• Have you thought about the soft issues such as team
dynamics, roles and responsibilities, leadership plan?
• Have you thought about your business plan structure?
• Have you thought about how you will pitch your plan?
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25. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
25 25
26. VentureBean Consulting Private Limited
AT THE START
• Stock Take of key financial and non-financial
parameters (for example) :
– Product/service offerings
– Revenue, both quantity and value
– Customer categories
– Employees, technical and non-technical
– Kinds of customers / categories
– Key cost elements
– Balance in bank accounts
– Advisors on board
– Number/category of investors
– etc..
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27. VentureBean Consulting Private Limited
Monitor Growth Parameters
Illustrative:
• Sales / Customers
• Profit
• Cash-flow
• Other such as employees; multiple city branches; retail
outlets etc.
• .. etc
• Value?
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28. VentureBean Consulting Private Limited
Periodic Stock Take
• A well prepared MIS/Flash report is a great tool to
support decision making and enable any course
correction required.
• It will capture the flavor of your company and the
industry sector in which it operates.
• Some items are monitored more regularly than
others, for example, cash (which includes Bank
Balances) is monitored on daily basis. Sales and
some costs may be monitored on a monthly basis.
You design and monitor this.. it is Your Report of
Your Business Health
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29. VentureBean Consulting Private Limited
Envisage: At the start
Envisage: The Business Model Canvas
Strategize: Setting Goals and Planning
Strategize: Business Plan & Funding Strategy
Implement: Governance: Periodic Stock Take
Implement: Illustrative areas: Sales and Valuation
Agenda
29 29
30. VentureBean Consulting Private Limited
Product/Service Offerings: Analysis
LOOKING INSIDE
• Product Lines
• Service Lines
• Combination solutions (product/service)
– bring some tangible into the intangible
– tangibilise the intangible;
• Pricing – an art and science
• Costing – math with assumptions
30
31. VentureBean Consulting Private Limited
Sales (Plan): Analysis
LOOKING OUTSIDE
• Segments
– B2B
– B2C
– Retail
– online etc.
– Analyse % of sales and quantity of sales in each
category (as applicable)
• What are the activities to reach out and get
revenue from each of these segments?
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32. VentureBean Consulting Private Limited
Sales (Plan): Analysis
• Review findings / Revisit plans
– Where is maximum sales coming from?
– Where is maximum effort made for sales?
– Are you spreading yourself too thin?
– Are you missing out on low hanging fruit?
• Can you tweak your sales plan?
• Can you target segment-by-segment sales in a
phased manner?
• Can you unbundle and bundle offerings to be more
meaningful?
• What is your pricing strategy?
• Go beyond sales, where is value to customer, where
is value perceived by customer?
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33. VentureBean Consulting Private Limited
Sales: More analysis
• Sales – Quantity (In numbers; in amount)
• Sales – Quality: for example
– category A customers – ie Customers with revenue over Rs.1000
cr; MNCs; listed companies; premier organisations etc..
– Number of high value customers
– Percentage of revenue from top few custumers
– in terms of product/service/vertical/location etc
• Customers churn/T.O : lost and gained in a period
• Average revenue per customer
• Profitability: segment-category wise
• Pricing plans, alternates, for differently bundled offerings
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34. VentureBean Consulting Private Limited
Sales Pipeline
• How can you increase the pipeline funnel
– List network contacts
– Cold calls
– move out of your comfort zone and set
ambitious/aggressive targets: for eg. how can you double
number of meetings this week
– Social media, website tweak... etc… other?
• Periodically review sales/marketing strategy and
execution with results.. i.e. track performance with
activity
• What could be barriers to sales growth; how can you
overcome these?
34
35. VentureBean Consulting Private Limited
Sales Collection: Governance
• Is your billing timely?
• What is the mode of receipt?
• Are you collecting on time? .. Advance/upfront?
These basics are often ignored..
35
36. VentureBean Consulting Private Limited
Valuation
• Identify valuation methods and drivers in your
industry
– Number of customers?
– Revenue?
– GMV?
– Number of unique views?
– Average revenue per customer?
– Profitability?
– Cash Flow generated?
– Combination of above?
– Other?
• What could be
– Value drivers
– Value depleters
36
37. VentureBean Consulting Private Limited
Valuation
• Valuation is based on
– intangibles and
– tangibles
• Valuation is often computed as a multiple of
– Revenue
– EBIDTA
– PAT
– Cash Flow
– Capacity/Quantity
– Key value driver for industry; this changes from time to
time; especially in initial stages of industry development
(i.e. page views; user base, clicks etc..)
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38. VentureBean Consulting Private Limited
Valuation
• At the start value is mostly intangible, look at
how this can be made tangible..
• For eg. service – through content, follow up
calls, showcasing feedback, etc.
• Can you think of how you can demo value in
early days of your business
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39. VentureBean Consulting Private Limited
Valuation
Some examples of value demonstrated:
• Association with credible organisations (incubation, acceleration etc..)
• Team: Reputed/trustworthy; experienced/multi-disciplinary
• Marquee/discerning customers
• Other stakeholders associated – Advisors, investors, bankers, well
known professional service firms etc.
• Feedback/testimonials from reputed persons
• Ability to charge premium pricing
• Ability to address a huge market – i.e. ecommerce companies, value
without profits?? Sustainable or not?
For more: 5 Points on Valuation and Negotiations… OR … how You can get
a better price
39
40. VentureBean Consulting Private Limited
In Summary
• Thank you for the patient hearing
• Additional information/articles/resources at: @ The
VentureBean K.Hub: (Knowledge Hub)
• www.slideshare.net/anjanavivek : Content TOP 4%; 5%
Viewed 2013;2014
• http://www.linkedin.com/company/venturebean-
consulting-private-limited
• https://in.linkedin.com/in/anjanavivek
• https://twitter.com/VentureBean
• Email to : beanie@venturebean.com
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