1. DEAS E’Ship Series 2005 Michael J. Roberts

2. Entrepreneurship: a definition “The pursuit of opportunity w/out regard to resources currently controlled”

3. What does it mean to be Opportunity-Driven? Looking out instead of looking in Accepting the risks of –trying to do what you don’t know how to do –building a biz around capabilities and resources you don’t yet have –stretching to acquire what you need instead of figuring out how to use what you already have

4. The Entrepreneurial Environment (running w/ ankle weights) Uncertainty Resource Scarcity Rapid change Growth

5. Entrepreneurship is NOT a “steady-state equilibrium” Forces of change open the opportunity window But for an unknown time period And in the context of significant uncertainty All this creates considerable risk…and the possibility of considerable return

6. Lots of Factors Create Opportunity at “Macro” Level Technology Demographics Unique skills / abilities Creativity Unique resources

7. Opportunity Depends on the person Depends on the environment / context Depends on access to/ pricing of the required resources Depends on timing

8. New Venture Ingredients Opportunity Person/TeamDeal Context

9. Questions to ask when evaluating a new venture Source: William A. Sahlman, “How to write a great business plan,” Harvard Business Review, July-August 1997 OPPORTUNITY CONTEXT PEOPLEDEAL Whom do they know and who knows them that will help them to succeed? What critical skills, experience, capabilities do they posses? What is their reputation? How do you know? How committed are they to this opportunity? How do you know? Why has this opportunity appeared right now? What regulatory, technical, financing or product market changes gave rise to this opportunity? How long will the window of opportunity be open? How will you know when the window is about to close? Who are the investors? How sophisticated are they? What do they expect? Do they have a relationship with the entrepreneurs? Will this help or hurt the venture? What do they provide in addition to cash? How much money will it take to produce results? Does the deal provide appropriate incentives for all investors? How big is the market? Who is the customer? What is the product or service? How will you deliver it? What pain are you solving for customers? How much will it cost to acquire a customer? What is there lifetime value? What can go right? What can go wrong?

10. Opportunity Analysis How do you know if you have a good one? The Business Model works if you can articulate a way to generate cash flow can articulate the risks and rewards i.e., –the (as yet unproven) assumptions you are making and your degree of confidence in them –the dimensions of the reward at the end of all the hard work can give up what you need to to get the resources you need and still have enough left over for you!

11. Business Models & Financial Analysis Opportunities have lots of non-financial dimensions But ultimately, everything comes down to creating value, especially if you are raising outside capital.

12. A Business Model... A summary of the company’s strategy and the core business decisions that underlie it The math of how you make money and create value Requires detailed knowledge of revenue sources, cost and margin parameters, and capital requirements Sheds insight on key drivers underlying Inc St. & BS Is either a set of assumptions or an articulation of reality, depending on where you are in the process

13. profits costs revenues Driver 1 Driver 2 Driver 3 Driver 1 Driver 2 Driver 3 Driver 1 Driver 2 Driver 3 Be clear about the business model 1. Identify the key drivers of revenue and costs 2. Quantify assumptions 3. Test sensitivity to changes in key drivers 4. Analyze how reasonable key assumptions are 5. Surface key assumptions, logic, critical sources of uncertainty, important questions to ask, and things to track once you start

14. Generic Models A “subscription” model An “advertising” model A “content” model A “razors and blades” model

15. Two General Rules If contemplating a new venture in an unproven/new market, be able to tell a story about why a change in context has created this opportunity. If contemplating an existing/mature market, be able to tell a story about how you are going to change the income statement or balance sheet

16. In any Business, The ONLY way to create value is Assemble a collection of assets and people Through the power of an idea/vision/ business model And the discovery of an attractive market “space” Create a large, growing, durable, stream of cash flow (sometimes you can get away w/ something else) Where what you need to pay for the req’d resources is less than the value you create

17. Physical Assets People Money Business Model Market Opportunity Revenues Customer Base Profits Cash Flow Intellectual Property Value Creation via Inputs/ ResourcesRecipeTargetOutputs How Output Valued Intellectual Capital License Revenues IPO Merger/ Acquisition Dividend Stream Compensation Personal Brand Physical Assets

18. The Raw Economics How much cash goes in and how much cash comes back - NPV or IRR is what matters Most entrepreneurs / teams are putting in everything BUT the money – what do you get to keep in exchange?

19. Example A business requires an investment of $3 million and throws of $1 million per year…is this a good opportunity?

20. Think about it in a fine-grained fashion – bottom-up Unit economics: A customer, a product, a location Ramp-up time Overhead Capital as well as operating costs

21. Business Model Helps you understand what matters See what you don’t know- what are the risks What can you learn before you spend $ What are you betting on? Track actual performance against key variables Build up a set of financials

22. Questions to Ask What are revenues, costs and capital requirements? What are the venture’s MONTHLY cash flows? How much cash is required in total – how deep is the trough? What size bites do we want it in? What returns will investors expect?

23. The Cash Flow Cycle for a Venture Cumulative Cash Flow in $ Time BurnRate Burn Rate Date of First Cash Flow Positive Maximum Financing Needs Da te of Cumulative Cash Breakeven

24. Restaurant Business Model What do you think it looks like?