Hot seat the startup CEO guidebook
<div> What avoidable problem destroys more young startups than any other? Why is it a mistake to ask for introductions to investors? When do you play the CEO card? Should you sell out? Author and four-time founder/CEO Dan Shapiro tells the stories of dozens of startups whose companies lived a...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Sebastopol, California :
O'Reilly Media, Inc
2015.
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628903706719 |
Tabla de Contenidos:
- Copyright; Table of Contents; Preface; Anointed in the Elevator; Figuring It Out; Maybe You Should Do That; Goodies; Safari® Books Online; How to Contact Us; Part I. Founding; Chapter 1. The Virtues of an Early Bankruptcy; Chapter 2. The Cofounder Dilemma; Cofounders Are Top Talent; Cofounders Save Cash; Investors Love Cofounders; The Split Is the Downside; First Question: Are You an Army of One?; Second Question: Do You Have Access to a Solid-Gold Cofounder?; Third Question: Will You Trade Cash for Camaraderie?; A Finicky Note on the Linguistics of Cofounders
- Chapter 3. Deciding on the DreamWhat Is Your Company Going to Do?; Step 1; Step 2; Step 3; Step 4; Chapter 4. Sharing Shares; Who's a Founder?; What's a Founder Worth?; A Formula for Equity; Why Not 50/50?; Chapter 5. Vesting Is a Hack; Vesting Schedules; Chapter 6. Spending Money; Build Dollars into the Company Culture; Don't Spend Your Own Money; Remember: Cost/Benefit Analysis Is Irrelevant; Chapter 7. Conclusion; Part II. Funding; Chapter 8. The Fun of Funding; Chapter 9. Don't Ask for Introductions; Reason 1: Not Every Investor Is the Right Investor for You; Reason 2: It's Lazy and Rude
- Reason 3: They'll Give You a Crappy IntroductionThe Right Way; I Know This Makes You Sad; Chapter 10. The Standard Pitch Deck; Title; Market Size; Problem/Opportunity; Solution; Demo; Model; Traction; Landscape; Team; Final Slide; Appendix; Chapter 11. The Nonstandard Pitch Deck; Chapter 12. Business Plans; Chapter 13. The Pyramid Pitch; Chapter 14. Pitching Twitter; Pitching Hoverboards; Chapter 15. Why Taxi Drivers Don't Take Venture Capital; You Want to Build a Profitable Company; Your Business Has Reasonable Margins; You Are Going to Double Your Investors' Money; You're Not Their Type
- You Have Better Things to Do with Nine Months, and You Will Probably FailYou Will Have a New Boss; ...So Does This Mean I Shouldn't Raise VC?; Chapter 16. Angels and Demons; Myth: "Angel Investor" Is a Thing; Myth: Angel Investors Want to Make Angel Investments; Myth: Angel Investors Range from Useless to Helpful; Myth: Angel Investors Consider Your Company to Be a Financial Investment; Should You Take Angel Money, Then?; Chapter 17. The Lead Investor; Leading Due Diligence; Negotiating Terms; Rounding Up the Round; Taking the Board Seat; Who to Choose; Lead Alternatives
- Chapter 18. Winning at CrowdfundingPlatform; Project Picking; Curly's Secret; Story; Reward; Video; Goal; Tone; Launch; Media; Updates; Failure to Launch; Support; Chapter 19. Miscellaneous Financing Sources; Family and Friends; Strategic Investors; Accelerators; VC Seed Funds; Chapter 20. How Much You're Worth; Chapter 21. How Much You Need; Chapter 22. Notes or Priced?; How to Decide?; Chapter 23. Conclusion; Part III. Leadership; Chapter 24. The Six Things You Cannot Delegate; The CEO Builds the Team; The CEO Is the Keeper of the Vision; The CEO Is Strategist-in-Chief
- The CEO Manages the Investors
