Issues to be consider before jumping into 'Entrepreneurial Fray'

The 9 most important questions in business ..

1. What is your value proposition?
2. What differentiates your product from the competitors'?
3. How much cash do you need to survive in the early years?
4. What are your strengths?
5. How big is the threat of new entrants?
6. How much power do your suppliers have?
7. Does the business scale?
8. What price will your customers pay?
9. How committed are you to making this happen?
   
   "There are three sets of issues that one must consider when thinking about how to become an entrepreneur, particularly if you are born into a middle-class family of professionals (one or more of your parents work for a large company).

The first involves getting started, leaving a safe job or career prospects and jumping into the entrepreneurial fray.

The second issue has to do with maintaining and building a viable business, successfully scaling up so that one has not just managed to 'survive' but also to grow the business and create great value for investors.

Finally, there's the issue of knowing when to move on, either by selling the business or handing over to someone who can bring new energy, skills and ideas to bear.

Let's take each of these issues in turn, and examine some of the things you can do to address them...

• SO WHAT’S YOUR BUSINESS ALL ABOUT?

The wording of this question will change, but this is the classic “elevator pitch” question. Translation: “In the shortest amount of time possible, grab my interest by the proverbial you-know-whats.” Sell them quick, with something simple and powerful they can remember; and keep reiterating that message throughout your presentation.

• WHAT’S THE BARRIER TO ENTRY FOR COMPETITION?
• WHAT’S GOING TO STOP BIG MONSTER COMPANY IN YOUR SPACE FROM COPYING YOU?

This is almost identical to Question No. 2 but it’s more commonly asked because there’s always competition. And, it’s usually from the “big bad wolf” company that’s got tons of money, lots of market share, a huge staff and years of experience. For starters, don’t say, “What competition? We don’t have any.” There’s always competition. Secondly, this is a tough question to answer. What is stopping “big bad wolf” company from copying you instantly and smashing you like a bug? Generally, you can argue: We can move more quickly. Big bad wolf is too busy managing what it’s doing to innovate. They’ll acquire us rather than copy us.

• HOW FAR DOES THAT MONEY GET YOU?

Have a good answer to this question. Couch this in product and financial terms, i.e. “It gets us six months past launch, when we expect to be cash flow positive.” The best way to think about this is to calculate how long the money will last if you earn zero revenue. Count backwards by four-six months and that will tell you when you need to start the process of raising more money. If the money is only going to last you four-six months, you need to start looking for more money almost immediately (which isn’t a pleasant thought.)

• WHY ARE YOU RAISING THE MONEY YOU WANT TO RAISE?

The amount you’re asking for is critical. Make sure you’ve done your financial homework. Don’t tell them your numbers are conservative, just explain to them how you arrived at them.

• DO YOU HAVE ANY CUSTOMERS? HAVE YOU SPOKEN TO POTENTIAL CUSTOMERS?

Investors are looking for traction, or at least the inkling of traction. As soon as possible, try and get a few potential customers to say, “Sounds interesting.” You might even use them as references. This raises the comfort level for investors and helps answer the question, “What’s the market?”

• WHAT’S YOUR MARKETING STRATEGY?

For early stage companies this is a very tough question. Chances are “just getting to freaking launch” is what you’re thinking, but that’s not good enough. And “launch big” is equally uninspiring. Think about presenting a timeline of events and customer acquisition numbers that you’re anticipating, tied to marketing. Throw in a variety of strategies that you’re going to do or researching. Marketing will be critical to your success, so you better plan for it sooner rather than later.

• HOW ARE YOU HANDLING TECHNOLOGICAL INFRASTRUCTURE FOR SCALING?

Investors want technical details. They want to know that you’ve thought about the behindthe-scenes technology to support your system. When customers are signing up faster than you can process their credit cards (don’t let that happen!), will the system stay running at a reasonable speed? The further you get along in the process with investors, the more technical details they’ll want.

• WHAT’S THE TEAM LOOK LIKE? WHAT ARE YOUR BACKGROUNDS?

Investors want to know the backgrounds of the founders. If you’ve got people on staff, they’ll want to know who, why you hired those people, and who else (and how many) you need to bring on board. They’ll want to know how quickly you expect to grow the team over time as well. Although there are common questions you’ll get from venture capitalists and angel investors, what’s more fascinating is that each investor will ask different questions. You can’t be prepared for every question, but even if you get new ones, the more comfortable you are pitching (because you’ve done it so many times), the better.