The secret weapon in the battle to retain a VC’s attention in a pitch meeting


There’s a secret weapon in the battle to retain a VC’s attention in a pitch meeting. And its hiding in plain sight. It can be found in every VC conference room from coast to coast, yet its rarely used.

Sure, you can follow the pitching forumla found on most VC websites. My friend, Mark Suster, even bulleted it out for everyone in his post yesterday:

  • Bio of top 3 people in the company.  Short sentence, bullet points, easy to read.
  • Problem definition (with the market … it’s why you exist)
  • How you solve that problem conceptually at the highest level
  • Details on the solution
  • [Demo could go here]
  • Why you believe there is economic value in what you do / how you think you can monetize one day
  • Competition
  • Progress to date of your company (when started, key milestones, what shape is the product in, any pilot / beta customers, financing)
  • Market sizing
  • Potential future exit possibilities
  • How much are you raising, how long will it last, key milestones you plan to hit before the next round

Viola, you have the perfectly scripted pitch meeting. Just like everybody else. 

I can almost certainly guarantee that by the time you’ve hit the 5th bullet in Mark’s list, the VC on the other side of the table has checked their phone at least once. 

The secret weapon, that I’ve found, to combat VC’s phone flipping ways (of which I’m terribly guilty) is use of the white board.

There’s just something magical about the things. They’re stinky, they’re messy, they’re imperfect- just like entrepreneurship.

When an entrepreneur steps to the whiteboard the energy in the room totally changes. There’s movement, there’s action, there’s something happening that requires attention. The conversation moves from consuming images on a screen in lean back mode, to active engagement. Half baked ideas get refined, new ideas emerge and a two way dialoge develops where a one way monologue once was.

The VC you’re pitching will be bought into the conversation in a very different way as well. They’re now co-creating with you. Brainstorming with you. Drawing on their experiences when they were entrepreneurs or executives scribbling on white boards just like you.

Maybe I’ve been huffing too many fumes from dry erase markers, but I don’t think any discussion on pitch strategies is complete without incorporating white board time into the meeting. 

Re-blogged via brycedotvc


We all have a lot to learn from Mike Mccue and Flipboard.

7 Lessons App Developers Should Learn from Flipboard

 Simplicity Scalability Creativity Improvisation Consistency Explosiveness Inspiration

Big Data, Small Startups: One Angle On Turning Data Into Money


Thanks to commodity computing power, it’s possible to build a startup business based around big data and analytics. But what does it take to do this, and how can you make money? 

It’s no surprise that in the time since Varian’s opining (2008), we’ve seen oodles of small startups setting their sights to capitalize on Big Data. And now, we’re learning from their failures. But Big Data doesn’t need to be the place bright startups go to die. After a number of startup breakups with El Data Grande, Pete Warden came up with a tangible analysis of what the path is from stacks to riches.How To Turn Data Into Money is one way to approach a complex topic in a landscape of changing tools, and it’s well worth a look. He describes the process of identifying how to make data turn a profit. Warden reinforces the notion that we’re still in the early days of really knowing where the ‘big wins’ are with Big Data.

The overall issue is this: From the outlay, many startups are going to be sitting on a large bucket of data but won’t be in a position to imediately know where the monetization sweet spot lies. As Warden suggests, they will have to go through a series of processes that enables them to zero in on how to provide the maximum amount of value by iterating in partnership with their customers/users.

The first step might be to summarize the data and provide simple graphs. This allows everyone, your customers and your own team, to really understand what the data might show.

As feedback is obtained from this initial process, key metrics and other indicators can be focused on in reports. This will begin to allow you to answer specific questions that will (hopefully) be of value to your customers.

It’s no surprise that your customers, once identified, are going to be where you go for answers to their needs. Iterating your business in response to working with your customers – which is always valuable no matter what vertical you are in – will ultimately bring you to a point where you can provide business intelligence and actionable recommendations for your customers based on what they are already doing with the data.

Being able to point out specific trends, suggestions and points of friction (contextual to your data’s domain) should be of great value and something your current and future customers will be willing to pay for.

Finally, Warden touches on how your shiny data should be presented – dashboards are commonplace, but clearly we’re in very early days in this space. What’s important to remember is that what’s being built here is a combination of product and consultation. If you need an initial framework to begin tackling the problem Warden’s post works as a great framework, but given that Big Data could be about anything, you will need to consider your domain space, the nature of the data and your own expertise to be able to know whether this will work for you.

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