market entry strategy - presenter deck
DESCRIPTION
The Founder Institute8 March 2011, San Francisco, CA(cc) BY NC SA, Rodrigo SEPÚLVEDA SCHULZwww.rodrigosepulveda.comTRANSCRIPT
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Founder Institute – March 8th, 2011
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Summary
Why is it important ?
Understand your market type
How do you estimate it ?
Design a market entry strategy
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1. Why is it important ?
Gives you A potential target for your revenue (therefore also EBIT) A valuation Assessment of market players, hence your competition
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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
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Potential valuation / fundraising
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)
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Multiples
Former French tech stock market 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 = $22m
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DCF
Note : Let’s assume here the currency is irrelevant
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VC’s share• Valuation bracket at exit = [$ 21,8-22,0m]
• If series A of $1,5m for 30% equity
• Then VC’s value at exit is– $22m x 30% = $6,6m
• That’s a cash-on-cash return of :– 6,6 / 1,5 = 4,4x (excluding tax impact)
• 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
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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 (BIG) market
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2. Understand your market type
3 options An existing market A market that doesn’t exist yet An mature market : an opportunity to re-shape it
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Examples of entering an existing market
• Richard Branson and all Virgin brands in air travel, finance, rail
• Steve Jobs and Apple : telephony, music, personal computers, feature software
• Bill Gates on OS, office software, gaming, etc.
• Mark Zuckerberg (facebook) : social networks, the Internet
• Google : Android
• @jack with Square: payments
• Innovation and a differentiating factor are key
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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
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Sample new markets
Classic examples : Walkman Post-its Netbooks, then tablets
Space travel
Twitter (?)
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A word of advice about innovation
Feature company
Product company
Solution company
Nice-to-have
Got-to have
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A mature market
#1 or #2 strategy
Not enough: redefine your market as 10% max of revenue
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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
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guesstimate
http://shop.wetfeet.com/Browse/Ace-Your-Case/asd-%281%29.aspx
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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 !
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http://www.comscore.com/Press_Events/Press_Releases/2010/3/comScore_Reports_January_2010_U.S._Mobile_Subscriber_Market_Share
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Sum of all players
Hard not to compare oranges and apples
Take only direct competitors
Gives you a current picture, not a projected one
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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
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How big is your market ?Reality check #1
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What problem are you solving ?Reality check #2
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Why will someone PAY for your product ?
Reality check #3
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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’”
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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%
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Summary : entering a market
Why is it important ?
Understand your market type
How do you estimate it ?
Design a market entry strategy
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www.rodrigosepulveda.com twitter: @rodrigo
www.slideshare.com/rodrigo1971
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