Managing Expectations

Below are some important thoughts on managing investment expectations. When mapping out your financial goals and incorporating investment returns be sure to understand the various facets.

1) Beating an index isn’t a financial goal:  Getting a better return than your neighbor isn’t a financial goal either. I realize that this is not necessarily the goal of many financial gurus either. Still, it’s important to understand that a real financial goal is, say, sending your children to college or having enough money to retire.

Sure, getting the best return you can is a part (I’d argue a small part) of the equation. But remember that it’s possible to beat an index and still retire broke if you don’t focus on the things that really matter, such as how much you save, what you spend, how much you earn and having realistic goals.

2) Skill versus luck:  If your conversations with “that guy” veer toward past performance, remember that you still need to determine if that mutual fund did well because of skill or luck. In other words, is the performance repeatable? And will it happen again once your money is in the fund?

Statistically, even if a fund beat the market average for 25 years we still can’t say with any degree of confidence it was because the manager was skillful versus lucky. Prof. Ken French at Dartmouth has already worked out these numbers. If you assume the fund beats the market by five percentage points per year, which is a huge number, and had volatility of 20 percent per year, you would still need 64 years of data before you could be confident the superior performance was because of something other than luck.

64 years! The point is that finding skill in the world of mutual funds is almost impossible, and betting your retirement money on luck sounds like a bad idea to me.

3) Rear-view-mirror investing leads to accidents:  Even though it seems logical, making investment decisions based on past performance doesn’t add up. In almost every other area — business, construction, medicine — past performance matters. But with investing, past performance tells us virtually nothing about future performance. At this point, it’s settled doctrine. The academics, regulatory agencies and most professionals agree: when it comes to investing, past performance has zero predictive value.

But for the sake of argument, let’s say there is some value in past performance. Most thoughtful people will not argue that it’s impossible for a mutual fund manager to outperform the market. The bigger question is this: How will you identify that manager in advance?

When you’re talking to “that guy,” be prepared to hear how much he thinks the past influences the future. Now you know better.

4) Reversion to the mean:  I know this probably never happens to you, but I’ve found that just about the time I think I’ve identified the best investment, and I decide to buy it, it turns into the not-so-great investment.

It turns out there’s data to support this pattern. If we look at all mutual funds that have been around for 25 years (and they are rarer than you might think), 62 percent outperformed the S&P 500 over the last 15 years. This (and the figures below) is according to Morningstar’s Principia database.

Keep in mind that, presumably, the only funds still around after 25 years are ones that have done well. So the 62 percent figure overstates the performance of all funds over time. We call this surviviorship bias.

Meanwhile, when we look at the last 10 years, that number plummets to 37 percent. And keep in mind that we’re including precious metal funds, bond funds, everything — not just stock funds.

Then consider what happens if we look only at funds in Morningstar’s large-blend category of stock mutual funds instead of all funds, as we did previously. Among those funds, only 47 percent beat the S.&P. 500 over 15 years. And here’s the reality check: only 32 percent have done it over the last 10 years

The law of averages tells us there’s an increasing likelihood that if a fund has done well in the past, it’s less likely to do well in the future. At some point it’s going to revert back to the mean. So about the time you think you’ve identified the next hot manager, it’s about time for that manager to be the not-so-hot manager.

5) If it’s too good to be true, it often is:  Beating 12 percent per year is incredible. People who can achieve those returns year in and year out should be running their own hedge fund. For perspective, consider that among large-cap blend stock mutual funds (funds that should use the S.&P. 500 as a benchmark) with a 25-year record, not one had an annualized return of greater than 12 percent over the past 10 or 15 years.

When looking at all mutual funds with a 25-year history, there are only a few that have beaten 12 percent annualized over the last 10 years, and most of those are funds that invest primarily in precious metals. I suspect that 10 years ago most of us weren’t willing to bet our retirement money on mutual funds invested in precious metals, and I sure hope no one is doing that now.

The issue isn’t whether you’re hearing something like this from some self-styled investment guru or your brother-in-law. What does matter is that we need to have realistic investing expectations, and “that guy” rarely provides them. So while some people may claim to have no problem hitting 12 percent, I have yet to see an academic study or hear any planning professional suggest that 12 percent is a realistic number for building a plan.

To see what I’m talking about, let’s walk through two hypothetical examples and use the simple calculator found at Bloomberg.com. For this little experiment, we’ll focus only on the portion of your portfolio invested in stocks.

In one plan, let’s use 12 percent, and in the other let’s use 7 percent. Say you’re 25 years old, and you’re starting a savings plan with no money. Your goal is to have $2 million by the time you retire at 65.

So how much do you need to save? You could:

  • Base your plan on 12 percent, which means you need to save $217 a month.
  • Base your plan on 7 percent, which means you need to save $834 a month.

Do you understand the implications of these assumptions now? In this hypothetical world, you can assume 12 percent, and if you’re wrong, you’re in big trouble. On the other hand, if you take the more conservative approach and assume 7 percent on the portion you have in stocks, and you wake up 40 years from now having earned more than that, it’s fantastic.

That’s why this issue is so important. If you’re serious about your financial goals, you can’t afford to take “that guy” seriously. I wish there was a shortcut or some magic way to find the best investments, but the fact of the matter is that meeting your goals is about boring things like saving as much as you can, knowing not to chase after past performance and avoiding the pain of buying high and selling low. Counting on a high number like 12 percent takes your eye off those things that matter and over which you have some control.

Now, back to “that guy.” Over time, I’ve learned just to ignore those guys. I used to try to reason with them, but that is a waste of time. It’s a little bit like trying to have a logical conversation with a teenager.

So if you find yourself at a barbecue and “that guy” tries to start up a conversation about his investment prowess, maybe it’s time to excuse yourself and go see if the hamburgers are ready.

Sometimes Enough Money Is Enough

And so, on the one-year anniversary of this column, I caught up with Mr. Bogle to discuss the difference between investing and speculating and, in the spirit of the holidays, what it means to have "enough."
"People look at investing more or less as trading stocks or mutual funds or God forbid ETFs, and that has nothing to do with investing," he says.
Legendary investor Benjamin Graham (Warren Buffett's mentor) famously drew a distinction between investing and speculating: "The speculator's primary interest lies in anticipating and profiting from market fluctuations," he wrote. "The investor's primary interest lies in acquiring and holding suitable securities at suitable prices."
In his latest book, "The Clash of the Cultures: Investment vs. Speculation," Mr. Bogle cites another legendary figure, British economist John Maynard Keynes, who drew a similar distinction between investment, or "forecasting the prospective yield of [an] asset over its whole life," and speculation, or "forecasting the psychology of the markets."
Like Lord Keynes in his time, Mr. Bogle today is "deeply concerned" about the influence of short-term speculation on the markets, though as a student at Princeton University he was cheeky enough to reject the famed economist's cynicism. In his 1951 thesis, Mr. Bogle predicted a "steady, sophisticated, enlightened, and analytic" demand for securities from the growing investment-management industry—a demand based essentially on the intrinsic performance of a corporation instead of the public's opinion of the value of a share.
"I was wrong and he was right," says Mr. Bogle flatly. The "enlightened" demand for securities that he'd predicted is now in short supply, he says, while speculative demand has soared.
Consider: Annual turnover of U.S. stocks climbed from about 15% in 1951, when Mr. Bogle entered the investment business, to 100% in the 1990s to 280% in 2008 before dipping slightly to 250% in 2011.
The problem with all that trading, he explains, is that, like casino gambling, it's ultimately a loser's game after transaction costs, advisory fees, sales loads and administrative costs are factored in.
Still, Mr. Bogle is steadfast in his belief that there remain common-sense ways to invest for the long haul and, as he puts it, claim your fair share of the returns earned by public companies. His list includes buying—and holding—index funds as the core of your portfolio and managing your expectations for future returns.
On the subject of mutual funds versus ETFs, he says: "There's nothing the matter conceptually with a broad-market ETF. The issue is what other lunacy is going on in ETF land." By lunacy he means ETFs that invest in narrow market segments and ETFs with high daily trading volumes.
As for why speculation has eclipsed investing, Mr. Bogle points to, among other things, a broader change in our national culture.
He writes: "... we Americans like to buy things—in abundance—before we have the cash to pay for them. We focus on today's wants rather than tomorrow's needs. Even our wealthiest citizens never seem to have enough. We compare ourselves with our neighbors and, since the realities of life can be so hard to overcome, we look to speculation—even at long odds—to lift us out of the everydayness of our lives."
It's a theme he's explored before, in a little book he wrote called, simply, "Enough." It opens with a story about the novelist Joseph Heller who, at a lavish party on Shelter Island, N.Y., was ribbed by another guest, author Kurt Vonnegut, that their host had probably made more money in a day than all the money Mr. Heller had earned from his best-seller, "Catch-22."

Trouble With Venture Investing

Moritz waxed philosophical by comparing venture capital investing to bird spotting. “I rarely think about big themes. The business is like bird spotting. I don’t try to pick out the flock. Each one is different and I try to find an interestingly complected bird in a flock rather than try to make an observation about an entire flock.” For that reason, while other firms may avoid companies because they perceive a certain investment sector as being overplayed or already mature, Moritz said Sequoia is “careful not to redline neighborhoods”.
Continuing with the ornithological analogy, Moritz pointed to Cisco and said, “There’s a lot to be said for investing in the ugly duckling.” When Don Valentine led Sequoia Capital’s investment in Cisco, many others had passed on the husband and wife founding team of Len Bosack and Sandy Lerner.

Quit Your Job For Consulting

Going from a steady salary from my job to an inconsistent income was a bit challenging at first. 
Travel
Last year I said I wanted to travel more, so I really made it a priority this year. Here is a list of places I went in 2012. Seattle, Las Vegas, Seattle, Kansas City, Portland, Los Angeles, and San Diego.
Writing
In May I made a commitment to write 1,000 words a day. I broke my streak of days in a row a few times, but now it is going strong and I am at 165 days in a row. That slow, consistent progress is what allowed me to write two books, almost two dozen guest posts, and over thirty posts on this blog in the last year.
Learning the value of teaching
I heard all the time how important it was to teach in order to build your brand and market products, but I never understood it fully until this year. But, this year I took it to heart and used writing as my primary method of teaching. Traffic to this blog has grown incredibly and I’ve become friends with some very talented people through this site.
New Friends
I met a lot of great new people this year, many of whom I talk to on a weekly basis. They’ve helped me grow my personal brand, kept me on track to publish my books, and given incredibly valuable advice every step of the way. Now I plan to go to even more conferences.
Also, as I mentioned earlier, people I met through posting on this site and on Hacker News have been invaluable.
What Did Not Go Well
Focus
I have a serious problem being able to stay focused and complete a task without opening up tabs, reading Twitter, and looking at stats. If I improved this last year, it was only by a tiny percentage. Not good. As my blog became more popular I became more addicted to refreshing meaningless metrics rather than creating new content.
Checking email, Twitter, and Facebook on my phone has also been a constant interruption of time spent with family. I think this is the biggest issue I need to deal with in 2013.
Speaking
I would like to speak at more conferences, but I didn’t make it a priority this last year. Outside of a few small talks to 30-100 people, I did very little speaking. Now that I have the two books out of the way I’d like to do more speaking in 2013. But it probably won’t fall into my lap, so it is something I need to actively pursue.
Accounts Receivable
I mentioned earlier that I had some outstanding accounts receivable that I did not include in my consulting revenue for this year. 
In theory I will receive this money eventually, but it may take a while. That’s why I love selling products, I get paid up front and don’t have to worry about collecting payments.
Limited Programming
Last year I spent a lot of time learning Objective-C and improving my general programming skills. Unfortunately this year, especially the second half of the year, I didn’t continue to learn and practice. The time I would have spent programming was replaced by writing the books. It worked out really well for me, but I want to make sure I dedicate plenty of time for programming practice this coming year.
Self Employment
Overall, being self employed has been wonderful. Between time to travel and time to pursue interesting projects, I’ve had a great year. Plus, doubling my income is a nice benefit as well. My goal for this last year was to exceed my previous salary, so I’d call that a success. Being able to do that and have complete control of my time is a wonderful thing. I especially love not having to fill out time-off request forms anytime I want to leave town for a few days.


Are You An Artist Or A Scientist?

I believe that everyone falls into two broad categories, scientists or artists. The beautiful thing about art is that it is unique and original.

Although replicability leads to scalability, which in turn makes you rich. Yet, it is being an artist that gives you the ability to make something worth replicating.

All great scientist start out as artists.

I challenge everyone to unleash their inner artist irrespective of their jobs or professions.

Art is an original gift, a connection that changes the recipient, a human ability to make a difference. Art isn’t a painting or even a poem; it’s something that any of us can do. If you interact with others, you have the platform to create something new, something that changes everything. I call that art.

Art is the opposite of trigonometry. Art never follows instructions or a manual or a boss’s orders. Instead, art is the very human act of creating the uncreated, of connecting with another person at a human level. What we’ve seen is that more and more markets will reward art, while putting out compliant work to the lowest bidder.

I am idea-man, execution is not my strong suit. I have started many things in my life, and only seen a fraction to the end. I blame this on my ADD and my need thrill-seeking mentality. I find myself bored way too often. This causes me to jump ship on a project 

Earlier in life this caused much frustration. I found myself angry that I was getting no where in life. Then I realized I had been many places 

I started several companies, embarked on various projects, only to find I would let them fall to the wayside and then blame it on the fact that the idea was bad or that there was not enough money to be made, when in reality I was the reason these things failed. I don't consider myself lazy. I am quite the opposite - too driven. I find myself with insatiable momentum in the beginning stages but soon lose steam. I was indeed born to burn, but my fire too often burns out. 

By surrounding yourself with people who are the opposite you might find you actually get s*** done. You first must figure out your role, then go from there. 

Anatomy Of A Bubble

Right now, we don’t understand why people get caught up in self-reinforcing expectations of rising prices. The first time you’re in this experiment, you may have bought early and you may have sold before the break. Bring those same people back in another two or three days, put them in the same environment, and we get a lower-volume bubble. Typically, it booms earlier and crashes earlier; they are expecting a bubble. Bring them back a third time, and they tend to trade fairly close to fundamental value.

How does this type of experiment map onto, say, the last five years in America?

If you think about the housing bubble, buyers, sellers, borrowers, lenders, real estate agents, government regulators—everybody believed that prices would rise and continue to rise. And that is the essence of a bubble. Suppose a regulator in 2003 or 2004 said, “Hey, this thing is not sustainable. We’ve got to do something to stop it.” I think he’d have been fired. If the bubble had been stopped in 2003 or 2004, it probably would have been a lot less damaging. But who’s going to know that?

Why Everyone Should Get Knocked Out

Getting knocked out includes losing your job, your startup going bust, bad investment choices and a host of other possibilities. So you got knocked out, now get back up. Not everyone bothers to get back up, some people stay down forever...but this is not a bad thing since this helps distinguish the doers from the pretenders. 

For those that do decide to get back up, it's a matter of how you do it and how long it takes you. It might be a personal thing and it might be a work thing. The best entrepreneurs get up quickly. They can take a hit and keep moving forward. 

Andrew Mason Fired At Groupon (GRPN), His Exit Letter

(This is for Groupon employees, but I'm posting it publicly since it will leak anyway)

People of Groupon,

After four and a half intense and wonderful years as CEO of Groupon, I've decided that I'd like to spend more time with my family. Just kidding - I was fired today. If you're wondering why... you haven't been paying attention. From controversial metrics in our S1 to our material weakness to two quarters of missing our own expectations and a stock price that's hovering around one quarter of our listing price, the events of the last year and a half speak for themselves. As CEO, I am accountable.

You are doing amazing things at Groupon, and you deserve the outside world to give you a second chance. I'm getting in the way of that. A fresh CEO earns you that chance. The board is aligned behind the strategy we've shared over the last few months, and I've never seen you working together more effectively as a global company - it's time to give Groupon a relief valve from the public noise.

For those who are concerned about me, please don't be - I love Groupon, and I'm terribly proud of what we've created. I'm OK with having failed at this part of the journey. If Groupon was Battletoads, it would be like I made it all the way to the Terra Tubes without dying on my first ever play through. I am so lucky to have had the opportunity to take the company this far with all of you. I'll now take some time to decompress (FYI I'm looking for a good fat camp to lose my Groupon 40, if anyone has a suggestion), and then maybe I'll figure out how to channel this experience into something productive.

If there's one piece of wisdom that this simple pilgrim would like to impart upon you: have the courage to start with the customer. My biggest regrets are the moments that I let a lack of data override my intuition on what's best for our customers. This leadership change gives you some breathing room to break bad habits and deliver sustainable customer happiness - don't waste the opportunity!

I will miss you terribly.

Love,

Andrew

How to Size a Market?

I like an entrepreneur who tries to define the market as tightly as possible. This is mainly driven by a loosely defined industry. “I’m addressing the $300 billion US energy market.  We want to have people 10% on energy.  Therefore our market size is $30 billion” or “I’m addressing the $2.3 trillion US services market.  It is a huge market.”  That is a sure way to lose the interest of a potential investor. Define your market sizing as tightly as you can.  Nobody will fault you for estimates, just make sure they are reasonable. 


Boards At Startups

What to look for in a board member? Engaging but operational distant.  Being too operational requires too much engagement, usually on a specific issue that has little relevance.  More importantly, the most useful board members are those that have a fundamental understanding of the business, the economics or drivers, the competition, industry, and the like.

Company board members. Usually only one person within the company is on the board, that is the CEO.  The CEO should be the leader and the boss.  Thus, having someone else within the company who work for the CEO is not usually on the board, because how can they work for the CEO and be the boss of the CEO, since the board is the CEO's boss.  Although, the CFO may be present in meetings to convey financial information, the board deals and communicates with the CEO.  The CFO or other non-board member attendees do not vote or engage in conversation, other than the results they present.

Board basics. Every company should have a Board Of Directors.  The shareholders elect the Board of Directors and there is usually a nominating entity that puts directors up for election by the shareholders. If the founder controls the company, then they are usually that nominating entity.  The Board of Directors is the governing body for a company. All major decisions will be made by the Board. The Board's approval is needed to sell the company, hire or fire a CEO, to approve a major acquisition, or to do major financing, including an IPO.  However, the CEO runs the company.  The Board makes sure the right team is in place and guides the overall direction.  The Board should not be too involved.  They should be focused on key issues and debate them openly, but Boards should also be leader driven, this is the Chairman.

The Board Chair. The Chairman is responsible for ensuring the Board is doing its job.  They ensure the Board is meeting on a regular basis and that the CEO is getting the most from the Board.  When there are opposing views the Chairman ensures all opposing views are heard and pushes and ensures resolution.  It is common for the founder/CEO to also be the Board Chair.  If the Chair is independent, the Chair works closely with the CEO to keep them up to date on the Board and get value out of a Board.  

Board meetings. This is the way Boards function.  Some Boards meet monthly, this is good for young companies where things are changing frequently.  Board meetings should be discussions, not an update session.  Updates should be done via email or calls in between meetings.  There should be some structure or agenda, but there should not be too much structure.  There should not be too many topics and most of the discussion items should be strategic and items that the business must tackle to be successful.

Board meetings are generally two to three hours.  The Board deck (outline of sorts) is sent out three or four days in advance includes all the important financial and operational results for the Board to consume in advance of the meeting. It should also tee up the big discussion items so that the Board can start to think about them in advance of the meeting.  The CEO should also convey the three or four items that are their top concerns or their biggest worries.  

The Board should commit to to face to face meetings and the CEO has to keep the Board up to date in between meetings so reporting doesn't have to happen in the meeting.  The Board should understand the business and the market well enough to be able to have a meaningful discussion about the key issues the business is facing.

Board compensation. Cash compensation at an early stage company for board members is a rarity, and likely means the member is joining for the wrong reasons.  A good compensation structure is something along the of options at 0.25% - 1.00% (this will depend on their experience on boards), with annual vesting over four years.Term of Board members - Terms can vary , four years is usually a good number, but some are longer.   

Angels: Questions for Entrepreneurs (part IV)

It's time for the final leg in this four part series. After putting together some thoughts on questions entrepreneurs should have for angels (see that post here), I got a number of questions and comments from angels about some counter questions they should ask entrepreneurs in an effort to better analyze the model and company.

In simple, a business model is an integrated array of distinctive choices specifying a startup’s unique customer value proposition and how it will configure activities—including those of its partners—to deliver that value and earn sustainable profits.

These choices startups make can be grouped into FOUR BROAD categories pertaining to a startup’s customer value proposition (see here), technology and operations plan (see here), go-to-market approach (see here), and profit formula .

Profit Formula Analysis of a new venture’s profit formula does not require an entrepreneur to make additional choices about business model design. Rather, this analysis evaluates the venture’s long-term economic viability, based on assumptions about its customer value proposition, technology and operations management, and go-to-market plan. To confirm that these assumptions yield a profitable business, an entrepreneur must answer the following questions:

  • What contribution margin (revenue - variable costs/revenue) will the venture earn?
  • What will be its unit economics, that is, contribution per unit of product sold?
  • What fixed costs will the venture incur?
  • What break-even level of capacity utilization and sales volume does this imply?
  • What share of the total addressable market does the break-even sales volume represent?
  • How much investment in working capital and property, plant equipment will be required per dollar of revenue?
  • Can the venture reduce working capital by delaying payments to suppliers? Receiving payments from customers before delivering its product (as with subscriptions)? Shifting inventory to partners?
  • How will the venture’s contribution margin, fixed costs, and investment/revenue ratio change as the business scales?
  • Given projected growth, what is the profile of the venture’s cash flow curve? In particular, how deep is the curve’s trough, and when will it be reached?

It is useful to analyze a new venture’s economics by following accrual accounting principles for the timing of revenue recognition and the depreciation and amortization of investments. However, for resource-constrained early-stage start-ups, managing cash flow is absolutely crucial. For this reason, when designing business models, most entrepreneurs should put accrual accounting on the back burner—at least at temporarily—and focus on cash flow using this formula, which captures the key metrics in the questions above:

In the formula, TAM = Total Addressable Market, VC = Variable Costs, and FC = Fixed Costs. Projecting the formula above over time—and taking into account any interest payments and taxes—yields the venture’s cash flow curve, which plots cumulative cash flow from operations. The curve reveals the two most important facts that an entrepreneur needs to know about their business model: what is the magnitude of maximum cumulative negative cash flow, and when will that point be reached?

Angels: Questions for Entrepreneurs, part III

After putting together some thoughts on questions entrepreneurs should have for angels, I got a number of questions and comments from angels about some counter questions they should ask entrepreneurs in an effort to better analyze the model and company. Here's the four part series continued with the go-to-market approach, be sure to check out parts I & II. 

In simple,

a business model is an integrated array of distinctive choices specifying a startup’s unique customer value proposition and how it will configure activities—including those of its partners—to deliver that value and earn sustainable profits.

These choices startups make can be grouped into FOUR BROAD categories pertaining to a startup’s customer value proposition, technology and operations plan, go-to-market approach, and profit formula.

GO-TO-MARKET APPROACH: 

A go-to-market plan specifies how a new venture will generate and fulfill demand, addressing the following choices:

  1. What mix of direct channels (e.g., in-house sales force; company website; wholly-owned retail stores) and indirect channels (e.g., wholesalers; independent reps; value-added resellers; franchisees; third-party retailers) will the venture employ to educate prospects, configure and deliver its products, provide after-sale service, give feedback for future product development efforts, etc.? What margin will channel partners require? Should any partners be granted exclusive distribution rights?

  2. Does the venture have strong incentives to race for scale due to network effects, high switching costs, or other first mover advantages (e.g., economies of scale in production; opportunities to pre-emptively acquire scarce assets, patents, or capacity)? How do these incentives compare to factors that may discourage aggressive investments in customer acquisition, in particular, scalability constraints and late mover advantages (e.g., opportunities to reverse engineer pioneers’ products; to leapfrog them with superior new production technology; to free ride on their missionary marketing efforts; and to avoid their positioning errors)? (See Part 4 of this series for an overview of factors that encourage and discourage racing for scale.)

  3. Given the expected lifetime value (LTV) of a customer, what average customer acquisition cost (CAC) will the venture target?

  4. What mix of free and paid demand generation methods (e.g., mass and targeted advertising; product sampling; trade promotions; “freemium” pricing; public relations; customer word of mouth) will the venture employ at each stage of the conversion funnel (i.e., awareness > interest > trial > repurchase)? What will be the resulting shape of the funnel? What will be the average CAC for each paid demand generation method?

  5. If the venture relies heavily on free customer acquisition methods, how will its product’s design encourage virality, and what will be its viral coefficient?

  6. If the venture sells a fundamentally new product, is it likely to confront what Geoffrey Moore describes as a chasm between early adopter and mainstream customer segments? If so, what is the plan for crossing the chasm?

What to Focus on as a CEO

Great insight by CollegeHumor CEO Paul Greenberg

Where should CEOs focus their time?

  1. Strategy: Make sure that I create a coherent strategy for the business (in conjunction with other team members, of course; doing this in a vacuum is perilous).
  2. Communication: Making sure that this strategy is communicated clearly to everyone on my management team and throughout the organization. Everyone needs to be on the same page about what we have to do.
  3. Hiring: Put the right people in place.
  4. Help: Remove any obstacles so that the team can succeed at doing the things at which they excel.
  5. Financing: Making sure we have enough capital to achieve our goals (and getting that funding in place if we don't)

Angels: Questions for Entrepreneurs (part II)

After putting together some thoughts on questions entrepreneurs should have for angels, I got a number of questions and comments from angels about some counter questions they should ask entrepreneurs in an effort to better analyze the model and company.

When looking to invest a startup there are a number of things to consider. I have broken them into FOUR BROAD categories pertaining to a startup’s customer value proposition, technology and operations plan, go-to-market approach, and profit formula.

Here is Part II:  Technology and Operations Plan

Having defined their customer value proposition - Part I, entrepreneurs next should consider the following choices for technology and operations management:

  1. What activities are required to develop and produce the venture’s core offerings?

  2. Which of these activities should the venture perform in-house? Put another way, to what extent should the business be vertically integrated? Who will perform outsourced activities, and under what terms?

  3. What are the cost drivers for key activities (e.g., unit volume, capacity utilization, number of customers)? Can the venture exploit scale economies in operations by substituting fixed for variable costs? By leveraging learning-by-doing opportunities?

  4. Will the venture create any valuable intellectual property? If so, how will this IP be kept proprietary?

  5. How strong are first mover advantages (FMAs) related to technology and operations management, for example, scale economies in production or preemptive access to scarce production inputs? How do FMAs compare to late mover advantages, such as opportunities to reverse engineer pioneers’ products or leapfrog leaders by leveraging new technology?

  6. Given capacity and hiring constraints, will rapid scalability be possible?

Angels: Questions for Entrepreneurs (part I)

After putting together some thoughts on questions entrepreneurs should have for angels, I got a number of questions and comments from angels about some counter questions they should ask entrepreneurs in an effort to better analyze the model and company.

In simple,

a business model is an integrated array of distinctive choices specifying a startup’s unique customer value proposition and how it will configure activities—including those of its partners—to deliver that value and earn sustainable profits.

These choices startups make can be grouped into FOUR BROAD categories pertaining to a startup’s customer value proposition, technology and operations plan, go-to-market approach, and profit formula.

Since these posts can be long I will break it into four parts, the first:

Customer Value Proposition

    • What unmet needs will the business/venture address?  

    • Will the business emphasize differentiation? Increasing customer willingness to pay relative to rivals' offerings, OR by low cost, reducing expenses that customers incur - again, relative to rivals' offerings - for a comparable bundle of benefits? If it emphasizes differentiation, will the venture’s edge principally be vertical (i.e., outperforming rivals’ products on dimensions for which most customers would agree that “more is better,” for example, a car’s gas mileage) or horizontal (i.e., distinguishing itself on dimensions of taste that cannot be intrinsically rank ordered, for example, an Audi’s styling compared to a Saab’s)

    • Which customer segments will the venture serve upon launch? How will targeted segments change over time? With respect to the customer segments, will the venture serve 1) a fundamentally new market, offering a radically innovative product, 2) an existing market, offering a product that offers superior relative performance against well-established benefit and/or cost metrics, or 3) a re-segmented market, offering a product that offers superior performance on familiar attributes strongly valued by a subset of the existing market’s customers

    • How large is the total addressable market (more to come on market sizing) for the venture’s product, and how fast is the market likely to grow

    • What will be the venture’s minimum viable product for launch, that is, the smallest set of features needed to validate key business model assumptions? What is the plan for adding features over time, that is, the product road-map?

    • To access a whole product solution, will customers need to acquire any complements or ancillary services from third parties? If so, who will provide them, and under what terms?

    • Will pricing be structured per transaction, per period (as with a subscription), or through some hybrid approach? Will prices/fees be: 1) fixed per transaction/period (e.g., a $20 book; a flat fee for a consulting assignment; a $10 monthly subscription to Netflix), 2) variable, based on a fixed fee per unit of activity (e.g., hourly billing for a legal case; a per unit royalty to a patent holder; a per minute charge for long distance calls), 3) tiered based on feature/service level (e.g., “freemium” pricing that is free for a basic product or $10/month for a “pro” version) or 4) linked to some outcome (e.g., “pay-per-click” advertising; a broker’s fee on a home sale)?

    • If the venture’s product is a physical good, will it be sold outright—transferring title—or will it be rented/leased?

    • Will the venture pursue a skimming strategy that is, charging a premium to early adopters with high willingness to pay for the product? Alternatively, will the venture engage in penetration pricing to exploit strong scale economies or other first mover advantages?

    • Does the venture have opportunities to capture value through price discrimination, for example, through negotiated pricing, auctions, or discounts for early booking? Through bundling, for example, by including after-sale service with the product’s purchase?

    • What switching costs will confront customers, and what will be the expected average life of a customer relationship?  Can the venture improve customer retention through incentives, for example, a penalty for early contract termination or a rewards program for heavy users?

    • Relative to offerings from likely rivals, how will customers’ willingness to pay (WTP) for the venture’s product compare to their expected total cost of ownership (TCO)?

    More to come on tech and operations, go-to-market and profits.

    How To Scale A Startup

    I did a post about hiring in general - So You Need To Hire - which touches on when to look to find talent and how to go about getting that talent, but after getting a number of questions about how to hire, when to hire, etc. etc. I decided to do a quick post about hiring at different levels of the company, from concept to scaling. Here are some things to keep in mind when building and managing a team, and the dynamics at different levels of building a company:  

    Building the product. While building the product, there should be minimum management and a small team. Less than five is usually recommended, usually just the founder/co-founders and a few developers. This small team is built around product, design and engineering skills. Usually, there are no management skills required, the team is driven by their own account. Until the team has a minimum viable product and has managed to launch into the market to some degree, even in beta, the team should remain small and centered. Hiring too fast too early can sink a great company and great idea quick. Most people think they need executives and CFOs and VPs and so on, but you do not.  Titles should be reduced to a formality and the team should be driven by getting things done; too many people too early slow this down too fast.  

    One key attribute at this stage is drive and initiative.  The curse of an entrepreneur is that you see and care about things that others do not even know exist, so there is no surprise that there will be times that people do not show passion.  But at this stage the company should operate like a rowboat, where it is up to everyone to drive the boat forward and everyone knows what makes the boat go -- the team.  This is opposed to have a speed boat that has team members that are merely along for the ride -- not knowing what makes the boat go nor have a part in steering it.

    Getting users and building usage. The product is usually in place, even in rough form.  In most cases the product is launched and has positive feedback.  The key to this stage is acquiring users.  This is where you start building your team that will be instrumental in driving the team through this stage and the next.  

    A big part of the additions to the team at this stage is engineers. These engineers will be key to scaling the service and will be required to continue to build and perfect the service.  This includes being instrumental in bringing the service to other devices (i.e. mobile) and to adjust the product as necessary, to fully achieve product market fit.  

    The product team will need to grow with the engineering team.  Customer support individuals will need to be brought on board, because with users comes the need to keep them happy, support them and engage them.  Marketing also becomes key at this stage, since acquiring users will require marketing.  Business development also comes into play at this stage, as interacting with other companies will be necessary for distribution and service integration.  Other key hiring will include sales and a sales team.  The other departments include business operations, human resources, and finance and legal.    

    The team size depends on the company, but the initial team usually grows to now be 10+ people, and may grow to 20 before entering the next stage. Key people will include business development head, marketing people, finance person - who usually handles outsourced legal and accounting. Then there are a couple salespeople.  

    Usually only the engineering and software development team requires its own management team, which is usually the CTO, while the other team members report to the CEO. In some ways it is unavoidable. During this stage the key members will be found who will be the leaders for the next stage.  

    Scaling the company. At this stage we will know the product inside, have detailed information on the market, customers and competitors. Our goal at this stage will be to deliver the product to the marketplace in full form. The company now turns to organic growth or sales and marketing to build a vast user base that will make the business sustainable for the long term.   

    Leaders for every part of the business will be required. Including leaders for engineering, product team, customer support, as well as leaders for finance, marketing, sales, and business development. A strong manager or HR person is usually brought in as the COO to help recruit keep leaders. At this stage there is no magic number for the number of employees to add as the scalability of the company will dictate this.

    Thoughts on outsourcing.  Main reasons for outsourcing (1) cost (2) skills.  By outsourcing, a company can get the necessary work done at a lower cost or highly quality than if conducted by someone on the team or by hiring someone.  Other reasons may include time, where the job can be done faster by outsourcing.  

    All kinds of business functions can be outsourced, but the most common things that companies outsource are software engineering, data entry, customer service, tech support, legal, and accounting/bookkeeping.  The general idea around outsourcing for startups is that these companies can focus on their competences.

    Also check out how to keep the talent - .Employee Engagement

    Entrepreneurs: Questions for Angel Investors

    When thinking about taking money from angel investors, entrepreneurs are often drilled with a number of questions, but there are a questions that you the entrepreneur should be asking of your angels.

    One of the most basic questions, and sometimes you don't have to ask this to find out the answer. What is your criteria for investing in a startup? This includes finding out what stage (i.e. concept, product launched, customers acquired, etc.) of the business they like to invest at and the type of businesses they invest in. This should be an initial screening question to narrow down the investor pool. 

    Do you have to pay them to present your pitch? Some 60% of angel investors tend to charge fees for listening to pitches. Never pay to pitch your company. The best angels are the hardest to get access to, but they don't charge you to pitch. 

    Have they invested in other companies? How many and over what time frame (i.e. 6 months, 6 years, etc.)? Ideally, the angel investor you're considering will have invested in at least one company. If they have not made any or only a limited number of investments, make sure they can secure viable funding. Beyond taking money from the investor and giving them equity or a combination of debt and equity, they might be a number of contingencies that investors will try to stipulate. We can get into preferences and terms if there is enough interest (feel free to shoot me an email beingunordinary@gmail.c). 

    How involved do they wish to be in the business?  Set guidelines from the get go and manage expectations. This can range from passive, with the call every now and then, from the over the top, wants to be involved in every day to day operations. Usually you want something in-between, but it's more important to ensure investors don't hinder progress. 

    Can they fund additional rounds? A number of investors will only be focused on the short-term and seek to exit within a few years. Given that, they don’t always consider funding beyond the angel round. But if you company is everything you hope and begins to take off then additional funding will be needed. 

    What is their exit strategy? As Some angels have unrealistic expectations of when an exit will take place, which makes them put unnecessary pressure on companies. Be sure to ask what their exit strategy is and exit time frame is, and make sure that it lines up with your expectations or that you are comfortable with it. The broad exit expectations range is usually from 1-3 years, 5-7 years or 10 plus years. But it's not all about when these investors are looking to exit, but how...are they looking to sell their shares back to the company, another investor or pushing for an outright acquisition by another company. 

    As always, whether it be with investors, partners, potential employees, make sure they are serious and never reveal too much about your business. Also, generally avoid friends, family and fools as investors whenever possible. 

    Weekly Tweets

    Starting a new tradition that will include recapping weekly tweets…

    1/24/2013

    A mask helps you get through the day, sometimes its all you have, but we wear them for one very good reason...without our mask we're open...

    Why You Should Love The Realty Income Deal As Much As Luxor Capital - $ALX $ARCT $CWH $FRT $O $RPAI http://t.co/evFKOVkI

    RT @mhargra: Taking A Look At Overlooked Regional Banks - $BAC $BBT $C $FITB $HBAN $PNC $RF http://t.co/AEPplAOm

    Who the Hell Are Phil Mickelson?s Financial Advisers? http://t.co/Hm11Hf9Y

    Job Ad Seeks Beautiful Women To Seduce Insider Information http://t.co/Qh3wCRzp

    History of the Internet, 1969-2012 | The Reformed Broker http://t.co/JRKFLMRp

    RT @mhargra if you make consistency a goal you end up achieving it through mediocrity

    Stocks: Tech earnings to dominate - Jan. 20, 2013 http://t.co/lqQXUVsL

    1/17/2013

    Goldman employees no longer "wealthy" http://t.co/DRQLjzhp

    Taking Your Banking Advice From Bruce Berkowitz's Fairholme $AIG $BAC $BBT $C $JPM $PNC $WFC http://t.co/qlAPxxjQ

    Taking Your Banking Advice From Bruce Berkowitz's Fairholme - Seeking Alpha http://t.co/qlAPxxjQ

    5 Dividend Stocks In Under Appreciated Industries http://t.co/gJttHgKp

    Being Unordinary blog in the the Kindle Store http://t.co/TbkuEcaM

    Blog post: So You Need To Hire? http://t.co/S5z1FRea

    You're Better Off Investing In Federated Investors Than With It $FII $BEN $TROS http://t.co/3f9h3Wph

    What Will The 'New' Supervalu Look Like? $SVU $SWY http://t.co/dTFnFiRt

    Using American Express As A Bellwether For Capital One $AXP $COF $DFS $MA $V http://t.co/sgLuRZWL

    1/10/2013

    Earnings Beat, But Is Alcoa Still A Nightmare? $AA http://t.co/g4lTinEa

    Seed Giant Of The World - Monsanto $MON http://t.co/IuHHMHSN

    The Impact Of Networking ? Being Unordinary http://t.co/BOd2q4ue

    So You Need To Hire?

    Know when to hire.  Think hard about the position you think you need.  Will the position allow for growth, what will the reporting structure be like, what skills are needed, etc.?  Another key is to understand whether you need an employee or a contractor.  Many companies immediately think they need an employee to fill a certain role, however, they fail to think about the what the job will be long-term and will the need still be there 6-12 months out.  If not, consider a contractor.  Most companies hire employees and when the job is complete, or the employee has reached their level of incompetence, the company does not fire the employee, rather keeps them on with the company, wasting much needed resources.

    Know what you are looking for and be specific, but not too specific.  Explain the job well, but leave some “wiggle” room, narrowing your job post too much will turn away, what could be good fits.  So find the right balance, you can start by looking at posts of other companies.  However, make your post its own.

    Always be hiring!  Be open minded when reviewing applicants, if they are not a good fit, but exhibit enthusiasm for your product or service, perhaps they could be used in another role, assuming you have one open.  Do not create an opening or role for someone just because they or know a lot about your company.  Although you might not have an immediate role open, if you come across someone with strong domain knowledge in your industry or could make a good Operations Manager, keep their card or info, and when the time is right reach back out to them.

    Seek help.  When possible, get a HR professional to come in to assist, assuming you do not have one in-house.  This person can also double as a recruiter.  Hiring recruiters might be useful for larger companies, but for smaller companies the CEO and a key HR person can handle this process.  The key is to have someone within your company who knows what to look for and understands your local job market.

    How to find talent.  Besides the typical avenues, job posting sites, social networking sites and social media sites, there are a few methods that many companies overlook.  Local universities are a good place to start and can be done without hiring a recruiter.  Your HR person can coordinate with the university or if you company is smaller, the CEO can interact with professors to find top talent.  Competitors that have recently merged or been acquired are another great place, as there will likely be layoffs.  Also, competitors that have openly announced layoffs for other reasons are a great place to start.  If you company has taken outside investment, chances are these people are well connected and can introduce you to talent.

    Cast a wide net.  First, you must have a job openings page on your website.  People may come to your site for a number of reasons, and likely not to look for job openings, but by having a jobs page people can see when and if you are hiring.  These people can in turn recommend your posting to their friends or family.  This can help you cast your net farther.  By simply posting to jobs sites you are limited to people who come to those sites, but by getting your posting in front of people visiting your site, or by posting jobs openings to your social media sites, you are casting a larger net that may attract talent that is too busy or sought after to browse job openings on the conventional sites.

    Be proactive!  Simply posting the job on your site or other jobs sites will not get you the best talent.  This piggybacks on casting a wide net and using unconventional methods to find talent.  You should be using LinkedIn and other social media and networking sites to find talent that may or may not be looking.  The other key is that if your are a small or medium business your company may not be that well known, thus, use connections to help introduce your company and add clout.  Do not simply post a job, make your friends, collages, advisers part of the recruitment process as well, having them make intros and recommendations when able.  Your main priority is to find the best talent for your company and to retain those employees.

    The process.  The first key is have a screening process, set a level of base requirements, that if not met the application will not be considered further, this helps reduce time and resources spent.  From there narrow your list to the number of candidates that you would like to follow up with a phone or video call with.  After that you should narrow the list even further to those that will be given face-to-face interviews.  

    The candidate vetting process should be a team effort.  Your HR person can help identify the best verbiage for your post and key skills and experience that might be useful, but the manager who will oversee the new employee must be involved.  How early they get involved depends on your company size and resources.  Ideally, the manager works with HR to draft the job posting and vetting of candidates for interviews.  Then the manager should actively participate in the interview and have a large say in who is hired.  The HR person should coach the manager on best practices for interviewing.  If your company is small enough, the CEO should always be involved in the hiring process to some degree.

    Have a time frame.  This requires planning in advance for you hiring and having a personnel plan in place to help guide your processes and give you plenty of lead-time to find the best candidates.  If you set a three-month time frame and within the first month you think you have found the candidate, you will need to act fast.  If you do find a top candidate, other companies likely are pursuing them as well.  As a result there is a fine line between closing the hiring process early versus leaving it open to accept as many applications as possible.  This is where you HR person can really be useful; part of their job is to be in tune with the job market and the supply versus demand for your position.  Thus, they will be able to guide you on whether you should close the process and hire what you think is the ‘top’ candidate now versus keeping the posting open for another couple weeks.

    The Impact Of Networking

    Why bother?  Creating links, building rapport, connecting dots is what networking is all about.  This includes meeting and interacting with people to build a relationship that will prove useful sometime in the future.  Be relentless in getting to know people who might be useful, take advantage of them in the way you need to.  The most value from people is derived from people you meet or know informally, not your friends or family.

    Networks.  Be active in professional networks, both virtually and locally. This includes organizations and groups related to your work, your age or your education.  Alumni organizations are great ways to connect with people who have a defined commonality.  Job type or designation organization are rallied around certain job professions and will be the most in tune when a new job or opportunity in your relevant field opens up.   

    Prepare a pitch.  Have a short pitch, 30 seconds or less, about yourself.  A brief overview of what you have done and what you hope to do.  This should also be easily converted into text format for messaging or emails.  Rehearse this pitch and reiterate it as needed.  You should have a pitch for particular audiences.

    Be visible.  Networking is not complete without social networking.  Have your social networking sites in order, including Twitter, LinkedIn, and in some respects Facebook.  Mainly, have your LinkedIn profile filled out.  You are more likely to get a return email or follow up call if people can find out who you are, and can get to ‘know’ beforehand.  This is why it is important to both have complete and high level profiles.  

    Using social media; use wisely.  Have separate connections and acquaintances depending on your social media service.  For example, you will have uniquely different friends and connections across Facebook, Twitter or LinkedIn.  As a result be mindful of what you post and share across these sites.

    Do not be annoying, but do be persistent.  If someone will not return your call, email or appears to ignore you at networking events, they may not be that interested in you.  Then again they might be busy or just not know enough about you.  This is why it is important to have a high level pitch as well as complete social profiles.  If you are not having luck with getting your ‘foot in the door’ alone, ask for a common acquaintance to introduce you or work your way into their daily lives.  This not not mean to send them daily emails or messages, but start elsewhere in the company or network with others who interact with your target and built a rapport there.  As well, be interactive beyond email and calls.  

    Be interactive.  Blogs, group conversations (such as those on LinkedIn), Twitter; interact on these platforms, but be sure to add value.  This is a great way to interact and network with like-minded individuals, but also to interact subtlety with people you would like to know.  

    Intros and referrals.  Get intros and referrals to further your network.  There is an art to asking for an introduction.  The first key to have a need and use for the person you want an intro to, and not for simply adding them to your Rolodex.  Also, make it less committal.  People do not like to feel obligated, and so whether or it is asking for an intro, a favor, of meeting, make is as less obligatory as possible.  

    Keep it simple.  When asking for favors within your network, make it as simple as possible.  People have trouble saying no, as long as the request is reasonable.  Thus, when you do get ready to leverage someone and ask them for a favor keep it reasonable.  This also opens the door for being ask for future favors, as your connections may be more than willing to help knowing that you are not going to ask them to introduce you to the CEO of IBM.  

    Return the favor.  Show your network you can be useful to them, and that you do not expect something for nothing.  This will make them much more willing to help you.  When possible offer to help out with service for service work.  If someone offers to make an intro return the favor by lending them a hand of possible.

    Be prepared.  Know something about the person you are meeting or interacting with.  In the current age of endless information, a simple search will provide various results either on Twitter, LinkedIn or other, possibly interesting, facts.  Find a topic to jump start a conversation or exchange.  This involves focusing on the details and knowing about hobbies, past work experiences, and more.  This deepens your relationship and helps build rapport.  

    Show progress.  When keeping in contact with your connections and network always show traction.  When following up on a meeting, intro or just trying to keep in touch, let them know what you have been up to and milestones you might have achieved.

    Respect other people’s time.  If scheduling a meeting or call always be mindful of the other person’s time and mention the time you expect to take up, usually not more than 30 minutes.  That way they know what to expect and if you stick to your time limit they will be more likely to take a second meeting or call.  

    Network before you need to.  Do not wait until you need help to start trying to networking.  Be forwarding looking on what you might need connections for in the future.  You would not start looking for gas the moment your car was completely out; plan ahead.  

    Conferences and networking events.  If the event or conference is popular there is sure to be a large number of people there to meet.  However, the question is whether these people are worth your time.  Make sure the event is relevant to your networking goals and you have a defined goal going in.  

    Follow up.  Be prompt on the follow up.  If following up from a conference or networking event, refresh their memory on who you are and what you discussed, this will help them place you and validate yourself.  If appropriate, follow up with additional info, whether it be what you are working on what you are doing.  Do not forget to follow up with connectors and refers.  These are the people who may have introduced you to a contact or invited you to a conference.  This way they will be more inclined to help in the future.  Also, be sure to mention if it was or was not useful, this way they will not waste their or your time in the future, however, you want to do this delicately as to not offend them.  

    Manage your network.  Whether this be with your Rolodex or a CRM software, keep notes.  Always be iterating on your network, this includes knowing who is in your network and how you can possibly help them.  When possible, offer to help people.  Even though you may have connected with someone in hopes of leveraging them, if you can find a way to assist them, do it.  There is no better way to get help from someone than to have first helped them.

    Quality versus quantity.  With the increased ease of networking and reaching a large number of people, you must make the distinction between quality and quantity.  Although having 500 people in your network may sound like a good thing, it can be very productive.  If people see you as a person who is simply looking to them to your Rolodex without having a more meaningful relationship you will be perceived in a negative light.  Also, make sure the connections are quality enough that you would want them to speak on your behalf, or that you would be willing to speak on their behalf.  Reciprocity is one of the best drivers of a high level network, so be sure you surround yourself with people that you respect and admire.  

    The importance of in-person.  One of the age old ways to build rapport is in-person, possibly over meals or coffee.  However, be mindful of who you ask to an in-person meeting, as this usually requires time commitments and is not as flexible as an email response.  Some of the people you connect with may have families and so a dinner invitation is usually out of the question.  However, being able to have a meal or coffee will make the meeting more social   The simplest thing to do is to limit your in-person meeting to coffee, or if they are an extremely busy person, offer to drop by their office (and bring coffee).  Assuming you will be the one benefiting most from the meeting, always be the one to travel the farthest and inconvenience them the least.  

    Networking beyond a new job.  Networking can benefit you in a number of ways.  In the general sense, most people consider networking to keep their options open in case they decide to are searching for a job.  However, networking can be useful for many other purposes, including advancement within your current job, for example, using your contacts or network to help with a work project.  Networking is also great for recruiting potential employees or clients and potential customers.  

    Value of networking.  If you are job hunting, some of the best jobs are never posted on job boards, they are filled from personal connections, this is precisely why you need to be one of those personal connections.  For jobs that are looking to hire for a key role, many managers and executives will use their personal connections to first fill the role.