Tag Archives: Funding

by Brian Solis


John Batelle and Tim O’Reilly

The Web 2.0 Summit opened up with a few powerful statements from Tim O’Reilly in defense of the idea of “web 2.0,” not the moniker that is argued to have lost its soul and meaning.

“Do you think web 2.0 is over,” he asked emphatically.

“Are we done evolving the Web as a platform,” O’Reilly continued.

O’Reilly is referring to the confusion of technology and business opportunities that have yet to be discovered and introduced with “me too” startups not closing critical rounds of financing.

With many leading bloggers and influencers citing the end of Web 2.0, O’Reilly truly believes that the opportunity for innovation is only pervasive.

I agree.

This isn’t a market for startups to capitalize on leap-frogging existing solutions and trying to change the world and carry the industry one iteration at a time. This is our chance to create new pioneering solutions and business models to not just generate revenue, but carry forward the true spirit of “Web 2.0″

Pictures from the Web 2.0 Summit Day One are available in my album on Flickr.

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by Brian Solis

LinkedIn announced a huge $22.7 million addition to $53 million Series D it closed in June bringing the company valuation to a staggering $1 billion.

The latest fusion of cash includes news investors SAP, Goldman Sachs, and McGraw Hill along with existing investor Bessemer Ventures.

This places the popular network in a strong cash position to not only weather the financial storm, but also excel in it. Tomorrow’s leaders seize today’s opportunities!

It’s a buyer’s market, so perhaps an acquisition or two may be on the horizon.

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Our guest blogger, Larry Chiang, is an instructive humorist. If you liked “9 VC’s You’re Gonna Want To Avoid,” you’ll like this submission on some all-important fundraising mistakes to avoid for entrepreneurs.

by Larry Chiang

Who is the biggest fundraising loser (ever)?

Me.

And you will benefit from my pain.  You are getting nearly ten years of fundraising mistakes boiled down into ten tips in ‘how to work a VC’.

** My fundamental thesis is this:  **

“Entrepreneurs need to get benefit while temporarily ‘failing’ at the fundraising process”.

These definitely fall into the category, “What They Don’t Teach You At Stanford Business School” – yeah I’m turning my pain into GigaOm blog posts and even a book coming out 09-09-09.

Why wait for the book, here are my 10 tips.

-1- Set aside your ego.

The business you gave birth to and nurtured into rocky adolescence will get hammered and torn to shreads by VCs.  It is time to learn the entrepreneur secret society method of justaposing pain and pleasure.

-2-  Know how knowledge flows.

It is like heat transfer and the three laws.  Knowledge flows from smart to dumb, experienced to inexperienced and some gets lost (so take some effen notes).

Entrepreneurs need to get feedback and advice but not get mentored by someone who just reads coverage.

Solicit granular advice.  Air dropped advice from 30,000 feet lands with a messy splat and scatters.  Sometimes it back-fires by landing on a founders head and killing his spirit.  Call out rudeness in your GigaOm blog post… oh wait, you do not blog for Om but I do.

-3-  Entrepreneurs should never be busy managing VC board member impressions OVER REVENUE GENERATION.

Building shareholder value can be a fart into your office max chair but sales are hard and real.  80% of founder mind share should be pointed answering the question, “How are we making money by solving a problem?”.

-4-  Skip the “9 VCs You’re Gonna Want to Avoid” by getting to 900k in revenue. And, learn from Robert Scoble’s Mr. No.

-5- How to close for a VC meeting via email.

When you get a good VC contact, the inclination is to draft an AIDA email. A-attention, I-interest, D-decision and A-action.  Skip the three paragraph email and send them one ping only.  The ping confirms the email address.

-6-  Close for a VC Meeting Via Voicemail It is similar to closing a new customer where I outline nine tools in a GigaOm post.

The key is to ask for ten minute conference call via voicemail.

-7- Entrepreneurs can get a soundbyte that advocates them using this hilarious technique I will ONLY tell you at a party.

This works parlaying VC probe meetings into hard-fast funding leads.

-8- How to charm an introduction.

Read my best stuff: work a party, man-charming + how to work a twitter party.

-9- Find and locate your balls.

This especially goes for female entrepreneurs and minority entrepreneurs (ie Asian).  Racial profiling is not kosher according to US laws, but character compassing has socio-economic background as a leading indicator of whether you will sack up.

Show some balls and tell them to take some notes during your meeting.

Remember!

No notes jotten…
Means your meeting went rotten

If you have it in writing, you’ve got a prayer.
If you don’t, you’ve got nothing but air.

-10- Press and speaking engagements don’t always help your start-up.

Remember, we treat VCs like the quasi hot girl who was popular with the boys at Stanford.  Once you leave the farm, its a rough world with much less deal flow.  We manage the VC similarly when;

- we politely disengage at the first sign of rudeness
- we don’t thank all meetings
- once you’ve shot your research load, you’re done. HOLD SOMETHING BACK
- NO reciprocity, no more meetings or emails

And remember. They’re ignoring you cuz they don’t think you are a winner so build your business while you are fundraising.

BONUS

-11- Pin the tail on the donkey.  Nothing will establish you better and faster than a well measure, well documented biatch slap.

Being mean back to a VC launched a community of entrepreneurs.  It is number 13 (not coincidentally crazy #13) in my GigaOm post – 13 o’clock in Shanghainese means crazy.

BONUS BONUS
VC HAWT High School GIRLS
1. They don’t get sold. They buy
2. They love the waitlist
3. They love community validation
4. They have a hard time thinking for themselves
5. They gossip amongst eawx other
6. They hate hate desperation,
7. They do not like false-ness
8. DDSS is like a tractor beam
9. Understated money/treasure/talent makes them 10. They listen with
significant preconceived notions.
11.  They love a good party.
12. Who do they wanna date?  Whoever the homecoming queen is dating?
13. Can they pick a rising star?  Do they make any carry… ever?! School is nurturing but fundraising is not.  I wrote about it in, “9 Things Stanford B-School Won’t Teach You

Larry Chiang is the founder of duck9, which educates college student on how to establish and maintain a FICO score over 750. He is a frequent contributor to GigaOm’s Found|Read (if you couldn’t tell). His earlier posts include: How to Work The Room; 8 Tips On How to Get Mentored ; and 9 VCs You’re Gonna Want To Avoid. You can read more equally funny, founder-focused-lessons on Larry’s Amazon blog.

by Brian Solis

Tokbox closed its $10 million Series B led by Bain Capital Ventures and Sequoia and also announced that Nick Triantos, technology veteran and video expert, will assume the role of CEO. Tokbox is a Web-based video communication service that allows users to make free video calls and also send video messages.

TokBox also offers bloggers and new media enthusiasts the ability to add video communications to their blog, social network profile or other online communities by seamlessly embedding the interactive application.

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by Jackie Peters, Founding Partner at Heavybag Media

I had the pleasure of attending Monday’s roundtable panel discussion “Founder’s Wisdom: I Wish Someone Had Told Me That” – part of Dealmaker Media’s Strategy Series. The event was hosted by Manatt, Phelps and Phillips, with Mike Jones, CEO of Userplane & SVP at AOL moderating. The panel consisted of three seasoned entrepreneurs:

Frank Addante – CEO of Rubicon Project
Kamran Purzanjani – Former CEO & Founder, PriceGrabber & Angel Investor
Dana Settle – Partner at Greycroft Partners

Many topics were discussed during the panel, but the answer to almost every question was the same: lead with your gut, trust your instincts and be true to your vision.

On Corporate Culture – Creating an Environment for Success

The insights that Frank Addante had on corporate culture and leadership really hit home for me. Frank shared his experience as CEO of StrongMail, an enterprise product for email marketing. The world of enterprise software was one that Frank had little experience in. He questioned his ability to lead from his gut and instead instituted a corporate culture based on what he thought it should be: a stodgy environment of kaki pants and blue button downs. The result of this sort of corporate culture was a cover your ass environment in which people were afraid to take risks. In his new company, Rubicon Project, Frank has instilled a lively corporate culture in which creativity can thrive. He has invested in his people, creating an environment where his employees feel valued and are comfortable with taking risks.

Dana offered this advice – “Don’t fall into the trap of doing what you’re supposed to do. Be true to yourself and who you are; it extends through the organization.” CEOs are CEOs for one reason: they have a vision and the motivation to carry it out. It’s when we loose track of our vision, and start making decisions based on protocol that we can get into trouble.

Is Luck a Factor?

But how much does luck play a role in the success or failure of a startup? As one member of the audience pointed out, for every startup that succeeds there are hundreds that fail, and sometimes the reason for the success of one company over another isn’t always clear. Moderator Mike Jones reminded us that all of the panelists, including himself, had experienced failures as well. Is luck a factor? Of course it is. Frank pointed out that he considers himself to be extremely lucky to be so successful at such a young age. Frank believes firmly that if you try enough things and fail enough times, eventually you will find luck. He says the key is to make mistakes fast, and learn from them fast.

Funding – When and How Much?

On the subject of funding, Dana says this: “The problem with venture capital is it’s like crack. You get the money and get going so fast that you can miss the point of building a product for a market. Take the minimum that you need.”

Dana also points out that it’s important to choose the right investor for yourself. Conflicts can arise easily if you have the wrong person who’s not on your team, who doesn’t fully believe in what you’re doing. She believes it’s important to align everyone in the organization from hires to board members to investors, with a culture that breeds success.

The Importance of Product

Often times in the process of starting and leading a company, CEOs can loose sight of the most important thing: the product. It becomes more about the company than the product the company creates. In most cases, it takes listening to the market and continual iteration to succeed. Mike shared his insights in shifting from an agency mentality, which has a defined beginning and end, to a product mentality, in which the product is constantly improved based on it’s value to the user.

According to Kamran “The day you stop working on your product is the day your business starts dying.” Kamran also stressed the importance of building a product for a market, and not building it for the company. He mentioned that early on, his company turned down a huge revenue source – popup ads. They were thinking more about the user experience than about their own pockets. This decision lead to a product that better served it’s market and was ultimately more profitable as a result.

The Takeaway

To truly lead, and not just manage, it’s vital to stay true to your vision and guide everyone involved in your organization down the path to achieving it.