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Course on New Markets and business modelsThe Founder InstituteMaterial for class of Jan 17, 2011 - Singapore(cc) BY NC SA, www.rodrigosepulveda.com
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(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Founder Institute – January 17, 2011
Pix (cc) BY NC SA, Rodrigo SEPÚLVEDA
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Summary
Why is it important ?
Define your market positioning
How do you estimate it ?
Design a market entry strategy
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
1. Why is it important ?
Gives you A valuation A potential target for your revenue (therefore also EBIT) Assessment of market players, hence your competition
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Potential target revenue
• Let’s say your market is 1b€
• Everyone wants/says a 1% market-share
• That means you’re targeting 1b € x 1% = 10m€ of revenues
• Impact:– You’re a tiny fish in a pond with 99% revenue elsewhere.
• No barrier to entry (there are other players)• Competitive edge is key (geography, product, customers…)
– Only 2 ways to grow• Grow the market size (either by yourself, or the market grows as a
whole)• Grow your market-share
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Potential valuation
VCs are only interested in risk-controlled returns, usually in 5 years.
Hence we need to estimate your valuation in 5 years.
Usually 3 techniques: Multiples (turnover, EBIT, …) DCF (for going-concerns, not startups) Open market (early stage, or if Ricardian rent)
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Multiples
Alternext used to trade with these multiples on average for tech companies: 2,2x turnover 23x EBIT
Maybe your industry has different metrics
From original example: Your valuation is 10m€ x 2,2 = 22m€
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
DCF
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
VC’s share• Valuation bracket at exit = [21,8-22,0m€]
• If 1 round of financing of 1,5m€ for 30% equity
• Then VC’s value at exit is– 22m€ x 30% = 6,6m€
• That’s a return of :– 6,6 / 1,5 = 4,4x (ok, > 3x) or 33%/year
• GREAT, but that’s only 5,1m€ made for the VC in 5 years (too small !)– cost of opportunity is too high
• Nota: if you’re financing the company alone, then it’s a different story : 22m€-1,5m€ financing = 20,5m€ profit in 5 years = 4m€/year
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Advice you’ve already heard:
• Problem: – either target market is too small, – or target market-share is too small, – or profit is too small, – or asset created is too small, – or there are too many competitors.
• Target a BIG MARKET
• Aim to be the #1 in your market
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
2. Define your market
3 options An existing market A market that doesn’t exist yet An mature market : an opportunity to re-shape it
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Example of entering an existing market
• Richard Branson and all Virgin brands in air travel, finance, rail
• Steve Jobs and telephony, music– iPhone, iTunes
• Bill Gates on OS, office software, games, etc.
• Mark Zuckerberg (facebook) with social networks
• Google with Android
• Innovation and a differentiating factor are key
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
A market that doesn’t exist yet
• Tons on literature on this
• Very risky, because – No available numbers– No guarantee you’ll find a market– But maybe best way to reach #1 position, globally,
because • you know something competition doesn’t know yet :
1st mover advantage• You define the rules
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
A word of advice about innovation
Feature company
Product company
Solution company
Nice-to-have
Got-to have
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
What problem are you solving ?Reality check #1
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Why will someone PAY for your product ?
Reality check #2
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Sample new markets
Classic examples : Walkman Post-its Netbooks
Space travel
Twitter (?)
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
A mature market
#1 or #2 strategy
Not enough: redefine your market as 10% max of revenue
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
3. How do you estimate your market size?
Many different techniques: Guesstimate (à la McKinsey) Published numbers (always a bracket) Sum of all players in a market
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
guesstimate
http://shop.wetfeet.com/Browse/Ace-Your-Case/asd-%281%29.aspx
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Existing markets
Press articles
Competitor’s literature (presentations, website, financial statements)
Industry publications
Research institutes (IDC, Forrester, eMarketer, comscore, etc.) < beware though
SlideShare is great !
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
http://www.comscore.com/Press_Events/Press_Releases/2010/3/comScore_Reports_January_2010_U.S._Mobile_Subscriber_Market_Share
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Sum of all players
Hard not to compare oranges and apples
Take only direct competitors
Gives you a current picture, not a projected one
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
http://tvnomics.typepad.com/tvnomics/vido/
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
http://tvnomics.typepad.com/tvnomics/vido/
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
4. Market entry strategy (in a nutshell)
4C :-Customer-Company (SWOT)-Competition-Community (PEST)
4P:-Product-Price-Place-Promotion
Positioning:We sell THIS PRODUCTTo THIS CUSTOMERAt THIS PRICETo solve THIS PROBLEM
PnL
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
1 strategy is NOT enough
You need to assess different scenarii
4C 4P POS P&L
4C’ 4P’ POS’ P&L’
4C” 4P” POS” P&L”
4C’” 4P’” POS’” P&L’”
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
What you end up doing depends both on your RISK profile and SWOT
X Pos”
X Pos’
X Pos’”
X Pos
Return(m€)
Risk(wacc)
10% 20% 30% 40%
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
Summary : entering a market
Why is it important ?
Define your market positioning
How do you estimate it ?
Design a market entry strategy
(cc) BY NC SA, Rodrigo A. SEPULVEDA SCHULZ – www.rodrigosepulveda.com
www.rodrigosepulveda.com twitter: @rodrigo
Rodrigo A. SEPÚLVEDA SCHULZ
Pix (cc) BY NC SA, Rodrigo SEPÚLVEDA