A New Series on Business Startups — Part 11

Many startups plunge into the marketplace on a wing and a prayer. The young, inexperienced hopefuls have great expectations, but little knowledge of the complexities of the business they are getting in to.

The problem with this approach is that, except in rare instances, the new entrepreneurs will be forced into mimicking what’s already out there, including their main competitors. They will be competing directly with hard-bitten professionals and mature operations. They don’t stand a chance.

One way round this head-to-head gambit is to set up the enterprise initially as a hobby project, rather than a registered business.

The advantages of this alternative approach are many:

* You can win your spurs without too much financial drain or loss of face.
* You can gain expertise by copying the market leaders with little comeback.
* You can mature in the job and branch out from your competitors.
* You can gain respect in the market before making big investments.

This path is especially easy on the internet because entry costs are so small. Syntagma Media was started in this way, first as a tentative hobbyish project to test the waters, then as a semi-commercial enterprise with all profits reinvested for growth. Finally, as a registered business earning good returns for its owner.

Where entry costs are low, it’s always best to reach the comfort zone before fully committing yourself to a real business with all its overheads and legal headaches.

After all, you may not like it once you’ve tried it out for yourself.

A New Series on Business Startups — Part 9

Many people dream of quitting their day job and starting their own business on the internet. It seems simple enough, doesn’t it : working from home, low costs and boss of your own time?

But what about the technical side, the long lead-in to a decent income, and the flakiness of many internet projects?

John Evans, boss of Syntagma Media, has given an interview about the trials of creating an online content business to Gerry Reynolds, business consultant and retail analyst.

Here’s a preview :

Gerry : What are the economics of an online income stream? […]

John : If you set no upper limits, you’re really at the mercy of events. It’s no good having a $10m business if your costs are $11m. Mr Micawber defined that problem 150 years ago.

The trick is to set an upper boundary that gives you the best split between receipts and obligations, building in the vagaries of the tax system, of course, and depending on the amount of effort you can comfortably provide. Everyone will reach a different conclusion, but it has to be within your comfort zone. You are, after all, in this for the long haul.

Gerry : So you’ll not be selling the business?

John : I’ve personalized the business so much, it’s hard to see who would buy it now. But the idea of creating an empty shell of a company, with no branding, so that anyone can buy it, just isn’t how I do things. I’ve always preferred chocolates to boxes.

Read both posts here : #

A New Series on Business Startups — Part 8

If you’re looking for new business ideas, you can receive a useful free email service from lateral thinking guru, Edward de Bono, and Robert Heller, a best-selling business writer.

The emphasis is on small ideas leading to bigger ideas. Get the small ones right and much else follows.

When pursued, these new ideas may not turn out to be at all valuable: nevertheless, they are new directions. The habit of seeking for small ideas can develop just this confidence. There is no fundamental difference in the mental processes involved in small ideas from those involved in major ideas. Therefore, as you build up confidence in your ability to direct creative effort at small ideas, so you build up the confidence needed for big ideas.

To find out more, go to the website.

If a venture capitalist offers you a certain sum of money in exchange for a shareholding in your startup, what are the rules governing these deals and how much of your business should you part with?

Paul Graham has done a pretty good analysis of this perennial teaser for new business owners. The answer apparently is :

1/(1 - n)

Whenever you’re trading stock in your company for anything … the test for whether to do it is the same. You should give up n percent of your company if what you trade it for improves your average outcome enough that the (100 - n) percent you have left is worth more than the whole company was before. For example, if an investor wants to buy half your company, how much does that investment have to improve your average outcome for you to break even? Obviously it has to double: if you trade half your company for something that more than doubles the company’s average outcome, you’re net ahead. You have half as big a share of something worth more than twice as much. In the general case, if n is the fraction of the company you’re giving up, the deal is a good one if it makes the company worth more than 1/(1 - n).

If you were in this scenario, you would already have gone through a lot of hoops to get there. You should bear in mind from the outset that a VC company like Sequoia gets about 6000 business plans a year and funds around 20 of them.

Face it, you’re going to have to be good to get the cash, so you are entitled to drive a hard bargain. According to Graham, Sequoia will allow you to do so.

Read Paul Graham’s account of VC funding options in full.