Engineering 245 The Lean LaunchPad Lecture 8: Resources Steve Blank, Ann Miura-Ko, Jon Feiber
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Transcript of Engineering 245 The Lean LaunchPad Lecture 8: Resources Steve Blank, Ann Miura-Ko, Jon Feiber
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Engineering 245
The Lean LaunchPad
Lecture 8: ResourcesSteve Blank, Ann Miura-Ko, Jon Feiber
http://e245.stanford.edu/
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2images by JAM
customer segments
key partners
cost structure
revenue streams
channels
customer relationships
key activities
key resources
value proposition
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KEY RESOURCES
which resources underpin your business model? which assets are essential?
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Key Resources
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Four Critical Resources
• Physical• Financial• Human• Intellectual
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Physical Resources
• company facilities– office space, company location
• product/services – supply of silicon wafers or iron ore, or
thousands of feet of warehouse space?
• Many physical goods are capital intensive
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Financial Resources
• Friends and Family• Crowdfunding• Angels• Venture Capital• Corporate partners • Others: SBA or SBIR grants• Lease-lines• Factoring• Vendor-financing
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Human Resources
• qualified employees• mentors, teachers, coaches, advisors
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Mentors, Teachers, Coaches
• Mentors, teachers, coaches advance your personal career– If you want to learn a specific subject find a teacher– If you want to hone specific skills or reach an exact
goal hire a coach – If you want to get smarter and better over your career
find someone who cares about you enough to be a mentor
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Advisors
• Advisors are people you need to help advance your company’s success– Founders fail when they believe their visions are facts– Listening to experienced advice can help you sort
through whether your vision is a hallucination– Getting an advisory board (by expanding your circle of
accumulated wisdom past their investors) is so important that it’s an explicit step in the Customer Development process
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Qualified Employees/Culture
• Are the difference between a good idea that never went anywhere and a billion dollar firm
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MBA295F Customer Development
in the High-Tech Enterprise Spring
2007
13
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Executive Traits by Stage
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Executive Traits by Stage
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Executive Traits by Stage
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Intellectual Property
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Trademark protects branding & marks
• Trademark gives you the right to prevent others from using “confusingly similar” marks and logos
• Trademark protection lasts as long as you use the mark• The more you use the mark, the stronger your protection• Trademark registration is optional, but has significant
advantages if approved • Country by country
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Copyright protects creative works of authorship
• Copyright gives right to prevent others from copying, distributing or making derivatives of your work
– Protects “expressions” of ideas but does not protect the underlying ideas
• (Way) more than just technology: – songs, books, movies, photos, etc.
• Copyright protection lasts practically forever• Copyright does not prevent independent development• Registration is optional, but is required to sue for
infringement
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Trade Secrets
• Information that is kept secret and has economic value to the business
• Coke recipe, customer lists, product road maps.• No registration required• Can last for as long as you take reasonable
steps to keep confidential
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Contract
• Protection agreed to by contract
• No registration process
• You have whatever protection is defined in the contract (e.g., NDA gives you certain rights to protection of your confidential information)
• The protection lasts for the time period defined in the contract
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Patents• A government granted monopoly
– prevents others from making, using or selling your invention– Even if the other’s infringement was innocent or accidental
• Invention must be non-obvious• Protection lasts typically for 15-20 years• Application and examination is required
– Typical cost for application and exam is $10-30k– Typical time for application and exam is 1-4 years
• Must file in U.S. within one year of sale, offer for sale, public disclosure or public use
• Provisional application alternative
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What Can be Patented?
• Just about anything . . .– Circuits, hardware– Software, applied algorithms– Formulas, designs– User interfaces– Applications, systems– Business processes (sometimes)
• But not these . . . – Scientific principles– Pure mathematical algorithms
• And, pending Supreme Court Case raises concerns regarding patentability of “methods” inventions
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Venture Financing
See:
http://steveblank.com/tools-and-blogs-for-entrepreneurs
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What are sources of funding?
Banks AngelsSuper-Angels
Micro-cap VC
Traditional VC
Size of Fund
NA NA $5-20M $20-100M $100M+
Size of Investmen
tNA $10-250k $100-500k $250k-1M $2M+
Source of Funds
NA Personal Institutional
Institutional
Institutional
Expected returns
Interest rate 2-3x 2-3x 3-5x 3-5x
Length of commitme
ntLong term ASAP Depends 10 years 10 years
Expected ownership
NA <10% <15% 10-25% 25-50%
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Know what you’re getting into...
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80 winners per year* out of 1,500 VC backed deals
exit >$50M 80
1,420
PASS
FAIL
*IT industry only
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...The 80 that “Made It”
>$750M87
20
45
$500-$750M
$250-$500M
$50-$250M
Legendary Companies
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Venture Economics
Fund size
$400M
$1.5B
20% return in 6 years
$7.5B
Value creation required
$5B
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Decision Tree
How large is the opportunity?
$1B Company
Minimize
Dilution?Micro-Cap VC
Minimize
Financing Risk?Traditional VC
$50-100M Company
Super-Angel
Unknown Micro-Cap VC
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Funding Mechanics
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Valuation
• Still at your old job– You have an idea, You may have a prototype– Valuation range: Don’t bother.
• Pre-product– You have an idea, did customer discovery, no product– Valuation range $0 – $7M pre-money– Appropriate: $2-3.5M– Average Size of deal: $300K-$700K
• Prototype Built and in the market– Have a team, customer discovery, MVP– Valuation range : $2.5-6M pre-money– Appropriate: $3-4M– Size: $400K -$1M
Source: jordancooper
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How to calculate dilution
Step 1:
Determine postmoney valuation
Money investedPre-Money
Post-Money Value
+
Step 2:
Determine investor ownership
Money investedPost-Money
Investor Ownership
÷
Step 3:
Negotiate employee
option pool
Investor Ownership
Option Pool
DILUTION
+
Source: Founder’s Fund