How to Pitch your Idea, Business, Yourself!

Four easy stages to pitch fluently:

1. Take the time to construct a succinct, single sentence explanation of your idea, your business, yourself - whatever it is that you are trying to pitch - this is commonly known as the "elevator pitch"
2. Know your pitch cold, be able to repeat it if wakened from your sleep
3. Show passion when you pitch!
4. Visualize your success!!

83-year-old Billionaire Serial Entrepreneur Dishes Out Business Advice

Mann Power
Los Angeles, California
Smart Business
November 2005

Al Mann, the billionaire founder of Advanced Bionics (cochlear implants), dishes out management wisdom in this profile by Laura Taxel. Mann founded several companies among them Spectrolab (electrooptical systems, 1956 - today a subsidiary of Boeing), Heliotek (semiconductors, spacecraft solar cells), Pacesetter Systems (pacemakers, sold to St. Jude Medical), MiniMed (insulin pumps, sold to Medtronics), Mannkind Corporation, Second Sight, Bioness, Quallion, and Stellar Microelectronics.

Referring to the major elements required to create a successful business enterprise, Mann says, "Capital is most important, I can’t emphasize that enough...The failure of most promising businesses is usually due to inadequate funds for the start-up and early growth phase of the enterprise."

Some Comments on the "Entrepreneurial Type"

According to Kaplan (2003), entrepreneurial types share a number of characteristics; they actively seek out opportunities, always on the look-out for the chance to revolutionize a business model in order to more effectively profit from a given market segment; they are disciplined in their pursuit of opportunities; they have an aptitude for pursuing the best opportunities; they execute rather than leading to “paralysis by analysis”; and, they develop and draw on a network of contacts in order to achieve their goals (p. 13). Stevenson and Gumpert (1991) delineate the character of the entrepreneur along two dimensions ; on the one hand, entrepreneurs have “self-perceived power and [the] ability to realize goals,” while on the other hand they are determined to reach a “desired future state characterized by growth or change” (p. 11).

In an extremely interesting paper, two scholars with completely unpronounceable names…Beugelsdijk and Noorderhaven…set out to show, empirically, that there is a significant difference in the psychological profile of the entrepreneur vs. that of a typical member of the population at large (2005). They find that “…entrepreneurs can be characterized by an incentive structure based on individual responsibility and effort, and a strong work ethic” (p. 160).

Kaplan provides a useful framework within which the degree to which the characteristics of the entrepreneur influence managerial action can be assessed (p. 13). An entrepreneurial manager’s strategic orientation is driven by the perception of opportunity; his commitment to such opportunities is revolutionary rather than evolutionary, and can frequently be of short duration; his commitment of resources utilizes a multi-stage approach which provides for minimal exposure at each stage of the process; resources required for the completion of tasks are more typically rented or leased than owned to allow for flexibility in future action; and such a manager will maintain a flat managerial structure, intertwined with multiple informal networks which extend beyond the manager’s immediate organization.

References

Beugelsdijk, S., and Noorderhaven, N. (2005). Personality Characteristics of Self-Employed; an Empirical Study. Small Business Economics, 24, pp. 159-167.

Kaplan, J. M. (2003). Patterns of entrepreneurship. New York: John Wiley & Sons.

Stevenson, H. H., and Gumpert, D. E. (1991). The Heart of Entrepreneurship, in The Entrepreneurial Venture, Boston, MA: Harvard Business School Publications.

Venture Capital and the Structure of the Venture Capital Environment

Venture capitalists are professional investors who manage private equity, investing in young companies at an early phase of their corporate existence and nurturing such companies over the long term with the goal of gaining abnormal returns on their investment. Such investors organize in firms (henceforth VC firms). A VC firm (e.g. Kleiner Perkins Caufield & Byers) is a partnership between individual venture capitalists (the "general partners") that organize for the purpose of managing one or more venture capital funds (e.g. KPCB Java Fund).

A venture capital fund manages assets invested by the general and the limited partners. Typically, the general partners contribute about one percent of the total fund's assets and manage the fund's day-to-day operations. The limited partners, who invest the balance of assets, are passive participants (In order to retain limited liability, the law restricts limited partners from taking an active role in the day-to-day management of the fund.). As compensation, the general partners receive an annual management fee that ranges from one percent to two-an-a-half percent of the fund. In addition, they receive, on average, about 20% of any distribution. The limited partners receive the balance of the distributions.

A 1988 Venture Capital Journal Study found that the majority of limited partners are institutional investors. Of the $2.95 billion raised in 1988, 46% came from pension funds, with an additional 12% from endowments and foundations and 9% from insurance companies. Corporate venture capital subsidiaries accounted for 11% of investments, individuals and families for 8%, and foreign contributions totaled 14%.

The venture capital fund is set up as a limited partnership with a predefined lifetime, usually ten years with an option to extend the fund for up to three additional years. For a VC firm to remain active, a new fund is raised every three to six years - therefore, VCs are repeat players in the investment arena. New funds make most major investments (The companies in which a VC invests are called portfolio companies) within the first four to five years so that investments can be exited and gains distributed within the appropriate timeframe (Gompers 1996). At any given time a VC firm will have a number of funds under management ongoing concurrently.

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Reference

Gompers, Paul A.(1996). Grandstanding in the venture capital industry. Journal of Financial Economics, 42, 133-156.

Interesting Facts About Venture Capitalists

Some interesting things to know about venture capitalists...

+ Venture capital is not about seeking risk, it is about reducing risk - this is very counter intuitive since from the outside it seems as if VCs are risk seekers, when in practice they will do everything in their power to invest in the safest entity they can identify
+ For every startup a venture capital firm invests in, it receives 1,000 business plans, follows up on 100, invites 10 to present, follows up with 2-3 and then invests in one.
+ VC compensation structure has evolved so that the VC no longer has to be successful in order to strike it rich themselves; this is a big part of the problem with VCs today - and just like prices are said to be "sticky" (they easily increase but are slow, i.e. sticky, to decrease), the same goes for compensation packages - it's difficult to knock them back down...

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