By Richard P. Shanley
An necessary source for a person attracted to the way forward for rising expertise industriesFinancing Technology's Frontier attracts upon the reports of modern day such a lot profitable enterprise capitalists and marketers to supply funding execs specialist perception and robust instruments for determining and capitalizing at the so much promising high-tech and biotech possibilities. it is usually confirmed enterprise versions and lots of attention-grabbing and instructive case stories that aid marketers, CEOs and CFOs study from the successes and setbacks of alternative businesses of their sectors.Richard Shanley (New York, manhattan) is a accomplice within the health and wellbeing companies and New Media department at Deloitte Touche Tohmatsu.
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Extra info for Financing Technology's Frontier: Decision-Making Models for Investors and Advisors (Wiley Finance)
If I started in technology and technology’s not working, don’t become so blind, so limited, so passionate about that which you developed, that which you believed would take you to that ultimate destiny, so as to blind you to the fact that it will not work and you have to choose other courses. There must be multiple paths because if there aren’t multiple paths, what you are essentially doing is taking every shareholder and subjecting them to the ultimate risk of one avenue, and rarely in life does one avenue turn out to be the successful one.
2. Show that these goals can be achieved. 3. Demonstrate that realization of the plan will satisfy the reader’s requirements. qxd 10/20/03 4:09 PM Page 16 16 FINANCING TECHNOLOGY’S FRONTIER Although different business models will lead to different business plans, certain elements are common to all plans, regardless of the company’s overall model. Assumptions of the Business Plan It is vital that the company’s business plan be based on reasonable assumptions. The primary risk of the plan is that if the assumptions are too optimistic, the money the company works so hard to raise will not be enough.
Venture capitalists often tend to turn to a select group of other venture capitalists for co-investment opportunities. From the venture capitalist’s point of view, this provides an assurance that if the business turns sour for an investee company, the reaction of the co-investors will be predictable. What it means for the company’s management is that if these other venture capitalists are not in the first round of financing, they eventually will be in the second, third, or fourth round. If management’s due diligence has identified a potential problem with one of the venture capitalists, it should know up front if that venture capitalist is likely to participate in a later round of financing.