DOCSLIB.ORG

EO Wharton Presentation 2018-Slides

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
EO Wharton Presentation 2018-Slides Simple Numbers™ PROFIT + PURPOSE = IMPACT Slides at: SimpleNumbers.me/wharton Greg Crabtree [email protected] 256-704-0620 Scaling Up Cash Applying the Cash Decision Questions to: • Scale Up Cash • Profitability • The Wealth BuilDing Capacity of your business PresenteD by: Greg Crabtree, CPA, Author of “Simple Numbers, Straight Talk, Big Profits” anD contributor to Scaling Up (Chapter 13) CASH ACTION #1 WHAT IS THE APPROPRIATE RETURN ON INVESTMENT FOR MY BUSINESS? UnDerstanDing ROIC for Private Companies • ROIC (Return on InvesteD Capital) – Annual Pre-tax Profit DiviDeD by your investment • Your Investment – Cash anD property you contribute – Sweat Equity • Does not include terminal value on a sale unless you are looking back after a sale Typical Self FunDeD Entrepreneur Startup The Power of CompounDing ROIC Takeaways • Economy is growing much faster than we think • Private Companies now dominate the economy • Cash is not the inhibitor to grow. The main inhibitors are: – Unable to build capacity – Not confiDent in growth – Desire to consume profits insteaD of growth The Conundrum of Growth vs Profits Company A & Company B are both at $5M in Revenue. • Company A decides to commit to 15% annual profit and grows at 10% for the next 7 years and sells for $9.7M • Company B decides to reinvest all profits, operate at zero net income anD grows at 19% for the the next 7 years and sells for $17M • Which company has the best total cash return to their owners after the sale? The Conundrum of Growth vs Profits Answer: The Same! Both companies haD a net return to owners of $14.2M. Let’s look at why….. Growth vs Profits - Organic Growth vs Profits - Organic • Company A • Company B – HaD Distributable – Since there were no earnings annually anD profits, they had to was able to grow with finance growth through their own cash debt or capital injections – Even though they solD – Even though the sales for a lower value (anD price was higher (harder more achievable), the to achieve), a significant net investment was the portion of the sales same (76% ROIC) proceeds was a return of capital (41% ROIC) Growth vs Profits with $1M Investment Outside Invested Capital Returns Let’s look at the same two plans again. This time, both have just sold 20% of their company to an outsiDe investor for $1M that is useD to capitalize the business for growth. Growth vs Profits with $1M Investment Growth vs Profits with $1M Investment • Company A • Company B – ROIC for Original Capital – ROIC for Original Capital Plus infusion Drops to plus infusion drops to 47% 30% Growth vs Profits Summary • Be clear on the math! A higher sales price might mean less money given the neeD for capital infusions along the way • Most Profitable companies can self fund growth at 20% per year • If management DeciDes to Diminish profits to grow, always moDel what profit woulD be without the experimental investment • Privately helD businesses can be great investments! Action Steps • Calculate ROIC for your company – If Company is unDercapitalizeD, calculate what ROIC woulD be given increaseD capital (retaineD through earnings or injecteD) – If ROIC is below 50%, challenge assumptions – IF ROIC is above 100%, is it sustainable? • Look at growth plans anD evaluate potential ROIC over a 5 to 10 year perioD CASH ACTION #2 THE BUSINESS IS STRUCTURED AND OPERATED TO OPTIMIZE MARKET VALUE. Running an “OptimizeD” Business • Effective Business Structure (legal anD tax) to either keep or sell • Operational excellence with documented processes that being followeD • Knowing anD monitoring what Drives market value for your business • Regularly scrub internal financials for “Deal adjustments” to reveal ”financial truth” 3 Essential Business Value Data Points • Economic Value – What is the business worth to you on a cash flow/ROE basis without selling • Current Market Value similar businesses in size anD inDustry are selling for • Replacement Return neeDeD if you solD at Market Value Economic Value • See Chapter 9 of “Simple Numbers, Straight Talk, Big Profits” by Greg Crabtree • Developed to manage shareholder or management buyout concepts baseD on after tax cash flow anD a reasonable time frame for purchase • 5 years to buyout a 50% owner, 10 to 14 years depending on interest rate for a 100% sale • Formula – 3 times Net Income Plus Equity Current Market Value • Can be a multiple of EBITDA (after deal adjustments) (5 is generally consiDereD neutral) • Can be a multiplier of Revenue, Gross Margin or Value per qualifieD customer • If you are carrying Debt, you generally have to payoff debt from proceeds or adjust price if they keep the Debt Replacement Return NeeDeD • Calculate “Net After Tax Proceeds” (use an average 25% tax rate for illustration) • Divide Net Income (after deal adjustments) by the Net After Tax proceeDs • If replacement return neeDeD is above 15%, reconsiDer whether selling is the best Decision or are you at a point in life where you will not need to consume more than the annual earnings of the replacement investment 3 Business Value “Plays” • Run to harvest – Profitable, cash flow generating – Only sell when you are reaDy to retire or start another more profitable business • Harvest until Premium Sale – Profitable, cash flow generating – Only sell if you can get a significant premium (usually 10x EbitDa) • BuilD to Sell – Cash flow neutral to negative – BuilDing a business of volume for a “strip sale” – Be certain of market DemanD anD valuation Action Steps • Calculate Economic Value for your company – Assess if there are any agreements for buy/sell or stock baseD compensation that use a value higher than this anD evaluate consequences if this agreement fails to cash flow. • Calculate estimated sale at current Market Value • Calculate the replacement return needed from proceeds if you sell CASH ACTION #3 PROFIT MODEL IN THE TOP 10% FOR YOUR INDUSTRY AND SIZE CATEGORY Profitability Keys • Have your P&L speak “truth” by eliminating distortions • Be careful comparing to “inDustry” data that has not been normalized for distortions • Create a simplified rolled up view like the Simple Numbers P&L moDel to look at first before looking at details • Think “moDel”, not “report” Profitability Keys - ContinueD • Compare your performance to businesses with similar moDels that may not be in the same inDustry (contracting, staffing, retail, manufacturing, etc) • Isolate expense spenDing that is for future years anD consiDer Displaying it below Net Operating Income to not distort current operational performance. 4 Primary Business MoDels • Services • ProDuct Sale • ProDuct Sale + Services • Manufacturing Action Steps • Create a rolleD up view of the business moDel for the Company • Focus on Isolation of Labor Categories • Remove Distortions if possible or at least move them below the Net Operating Income line CASH DECISION #4 WE HAVE A TARGET FOR NEXT LEVEL OF SIGNIFICANT ATTAINMENT AND … A ROLLING FORECAST LOOKING FORWARD 12 TO 18 MONTHS UPDATED AT LEAST MONTHLY. Art of Targeting & Forecasting Target – “a goal to be reacheD” (single point) Forecast – “to contrive or plan beforehanD; to prearrange; to make a prediction of” (journey) Art of Targeting • “A man who aims at nothing hits it with amazing accuracy” • Rolling 12 Data is usually able to preDict 3 to six months out just from trenD patterns • Labor ProDuctivity is the #1 Key to Profitability – OptimizeD Management Labor proDuctivity sets the stage for Direct Labor to be efficient. Larger companies can also isolate labor in more granular segments. Art of Targeting • TraDitional Targeting uses “Top Down methoD” – Determine expecteD revenue – PreDict costs neeDeD to support activity – Make unfounded assumptions about cost control to hit profit target Art of Targeting • Bottom Up MethoD is more reliable – Identify Management Labor – Multiply Management Labor by mLER target to get the Contribution Margin target – Identify dLER rate targeteD to calculate Direct Labor (CM / (DLER-1)) – Sum of Direct Labor anD Contribution Margin is Gross Margin Target – DiviDe Gross Margin by GM% to estimate Revenue Services Business Transformation Not Sustainable Management Labor What Does Management Need to Produce to Earn Comp? Management Labor Step 1 ??? Times Management LER Management Labor $3.50 Contribution Margin is Target for Management Labor Management Labor $433,300 Times Management LER Management Labor $3.50 Determining Direct Labor from Contribution Margin Target Contribution Margin Step 2 ??? DiviDeD by $3.00 (Direct LER minus 1) $433,300 Management Labor $3.50 Use DLER to Set Salary Cap Contribution Margin Step 2 ???$216,650 DiviDeD by $3.00 (Direct LER minus 1) $433,300/($3-$1) $433,300 Management Labor $3.50 Deriving GM Target Contribution Margin Step 3 ??? Plus Direct Labor $216,650 $3.00 $433,300 Management Labor $3.50 Plan for First Year of Transformation Contribution Margin $649,950 Plus Direct Labor $216,650 $3.00 $433,300 Management Labor $3.50 So How Did They Do? Management Labor Lather Rinse Repeat $3.00 Management Labor $3.50 Next Year Targets $1,088,640 $362,880 $3.00 $725,760 Management Labor $3.50 How Did They Do? Management Labor Lather Rinse Repeat $3.00 Management Labor $3.50 Next Year Targets $1,334,287 $444,762 $3.00 $889,525 Management Labor $3.50 How Did They Do? Management Labor Re-Targeting for Business Decision • Business Opportunities often arise after your plan has been set • Re-Target using the Bottom Up Approach – Most common issue is the Decision to hire a new key executive – UnDerstanD the builD up of Contribution
Load more

Recommended publications
  • Sweat Equity As a Gift: Venture Capital Investments and Tax Law in Japan
    Proceedings from the 2009 Sho Sato Conference on Tax Law, Social Policy, and the Economy Sweat Equity as a Gift: Venture Capital Investments and Tax Law in Japan Zenichi Shishido Hitotsubashi University All rights reserved by the author. This paper was presented at a Sho Sato Conference held on March 9-10, 2009, under the auspices of the Institute for Legal Research and in cooperation with the Robbins Religious and Civil Law Collection, School of Law, University of California, Berkeley. 1 Proceedings from the 2009 Sho Sato Conference on Tax Law Sweat Equity as a Gift: Venture Capital Investments and Tax Law in Japan Zenichi Shishido1 I. Introduction We can observe a typical incentive bargain between human capital providers (entrepreneurs) and monetary capital providers (venture capitalists) in a venture company. If one party feels too much risk, she will hesitate to invest her capital. To maximize each party’s payoff, both parties need to bargain with each other to motivate each other to invest their respective monetary and human capital. It is a typical two-sided agency problem situation. The incentive bargain will be made on control sharing and value sharing. In Silicon Valley, such a two-sided agency problem is resolved by making entrepreneurs abandon control to venture capitalists and complementarily giving entrepreneurs additional cash-flow right as “sweat equity.” Japanese tax law is, however, hostile to the use of equity as an incentive. Particularly, the Japanese National Tax Agency might challenge the sweat equity practice as a gift and entrepreneurs would be required to pay gift tax. As a result, sharing cash-flow rights cannot be complementary to sharing of control, and the two-sided agency problem is not yet solved.
    [Show full text]
  • The Challenges Faced by Capital Markets in Handling Future Brownfield Investment By
    The Challenges Faced by Capital Markets in Handling Future Brownfield Investment by Jonathan A. Bedard B.S., Business Administration, 1992 Northeastern University Submitted to the Department of Architecture in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE In Real Estate Development at the Massachusetts Institute of Technology September, 1997 @1997 Jonathan A. Bedard All rights reserved The author hereby grants to MIT permission to reproduce and to distribute Publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author: 6 epartment of Architecture June 25,1997 Certified by: Lawrence S. Bacow Professor of Law and Environmental Policy Thesis Supervisor Accepted by: Nz*William C. Wheaton Chairman, Interdepartmental Degree Program in Real Estate Development S;EP 161997 The Challenges Faced by Capital Markets in Handling Future Brownfield Investment by Jonathan A. Bedard Submitted to the Department of Architecture on June 25, 1997 in Partial Fulfillment of the requirements for the Degree of Master of Science in Real Estate Development ABSTRACT An unintended consequence of the industrialization of the United States has been the creation of an estimated 450,000 brownfields, or environmentally impaired properties. The U.S. Congress passed the Superfund Act of 1980 to attempt to clean up contaminated sites with money from the original polluters, but with limited success. Now the regulatory climate is changing to favor working with investors interested in buying and redeveloping these troubled properties. The investment opportunity is not of the same magnitude as that of distressed assets left over from the Savings and Loan crisis.
    [Show full text]
  • Doing Business in France
    DOING BUSINESS IN FRANCE www.investinfrance.org FOREWORD This guide, Doing Business in France, written by the Invest in France Agency (IFA) in partnership with Deloitte, is intended to be a working reference guide to the business environment in France. It has been designed especially for foreign company directors who would like to invest in France, where more than 20,000 foreign companies are already established, running businesses under many different legal forms. In a fast-changing international environment, where being competitive is more than ever a priority, foreign companies choosing to set up business in France need be able to call upon experts that can offer them real growth opportunities. Working alongside the IFA is the Deloitte group, which has an extensive international presence in more than 150 countries, through which it can provide support to any foreign company in France. With around 15 international service groups based in France and around 10 abroad, Deloitte France is a unique and innovative organization that is fully dedicated to these issues. With its specialist country expertise, Deloitte France can provide assistance with your relocation and development projects in France and provide you with expert views from recognized audit, tax & legal, financial advisory, consulting and accounting experts. Today, France is a preferred destination for companies setting up business in Europe. It is a large economy within the euro zone, is open to foreign investment, and has supportive government policies to produce a well-qualified workforce and stimulate R&D, among other initiatives. France has many key strengths. While perusing the pages of this publication, we invite you to discover for yourself this environment stimulating entrepreneurial spirit, investment and innovation.
    [Show full text]
  • Simply FINANCE
    Simply FINANCE A comprehensive guide to the different options for financing a community enterprise 1st E dition J une 2011 Published by: Co­operatives UK Holyoake House Hanover S treet Manchester M60 0 AS Tel: 0 161 2 46 2900 Fax: 0 161 8 31 7684 email: [email protected] web: www.uk.coop © C opyright: Co­operatives U K 2011 Co­operatives U K i s t he national trade bo dy that campaigns for co­operation and w o r k s to promote, develop and unite co­operative e nterprises. Co­operatives UK aims to brin g together all those with a passion and interest in co­operative action. Design, artwork and illustration by www.wave.coop Printed on recycled paper You can get details of other publications from our website. This guide has been produced as part of the Making Local Food Work Project. ISBN: 978­0­9549677­8­9 2 Foreword Money may make the world go round, So often, people say ‘I am keen to be but if you are trying to make the world involved in community enterprise, but a better place it can seem to be notable I don’t know anything about finance / by its absence. So many would­be social money / economics’. This is a real entrepreneurs founder on this first step obstacle – it’s the one thing that every of securing the funds they need to launch person involved in the running of a a project. community enterprise does need to know a bit about. Let’s take the knowledge in this This guide will go some way towards guide and spread it around as widely as easing that difficulty.
    [Show full text]
  • Goldilocks Meets Private Equity: Taxing Carried Interest Just Right Donald Marron October 6, 2016 (Updated October 7, 2016)
    Goldilocks Meets Private Equity: Taxing Carried Interest Just Right Donald Marron October 6, 2016 (Updated October 7, 2016) ABSTRACT Controversy rages about how to tax carried interest—the profit shares received by managers of buyout funds, venture capital funds, and angel syndicates. Managers currently pay capital income taxes at effective rates of up to 25 percent on any long-term capital gains and qualified dividends they receive as carried interest. Many reformers believe this income—some received by exceptionally wealthy fund managers—is labor compensation and should be taxed at rates of up to 44 percent. Defenders of current practice argue that carried interest is capital income just like other returns from investing in business ventures, taking financial risk, and putting in sweat equity. I demonstrate that these two views—and a third that sees carried interest as a tax arbitrage between managers and tax-exempt investors—can be reconciled by reforming how both managers and investors are taxed. Current practice taxes carried interest too little. Treating it as labor income without other reforms would tax it too much when investors are taxable individuals. To tax carried interest just right, it should be labor income for managers and deductible against ordinary income for investors. This approach directs the favorable tax treatment of capital income entirely to the investors who provide capital and bear financial risk, rather than allowing some preference to be transferred to managers. This approach taxes carried interest as labor income yet protects the usual tax benefits for capital gains and dividends. One way to implement this approach is to treat funds as businesses and allow investors to deduct carried interest as a business expense.
    [Show full text]
  • Advanced Private Equity Chapter 1-R18
    1-5 GLOSSARY OF VENTURE CAPITAL § 1.02 § 1.02 Glossary of Terms -#- 401(K) Plan: A type of qualified retirement plan in which employees make salary reduced, pre-tax contributions to an employee trust. In many cases, the employer will match employee contributions up to a specified level. -A- “A” Round: A financing event whereby venture capitalists invest in a company that was previously financed by founders and/or angels. The “A” is from Series “A” Preferred stock. See “B” round. Accredited Investor: Defined by Rule 501 of Regulation D, an individ- ual (i.e., non-corporate) “accredited investor” is a either a natural person who has individual net worth, or joint net worth with the person’s spouse, that exceeds $1 million at the time of the purchase OR a natural person with income exceeding $200,000 in each of the two most recent years or joint income with a spouse exceeding $300,000 for those years and a reasonable expectation of the same income level in the current year. For the complete definition of accredited investor, see the SEC website. Accrued Interest: The interest due on preferred stock or a bond since the last interest payment was made. Acquisition: The process of gaining control, possession or ownership of a private portfolio company by an operating company or conglomerate. ACRS: Accelerated Cost Recovery System. The IRS approved method of calculating depreciation expense for tax purposes. Also known as Accel- erated Depreciation. Adjustment Condition: An adjustment condition occurs if the company does not close on an equity investment in the company for a minimum of $xxx, net of brokerage fees, on or before a series of other predetermined events, i.e., delivery of term sheet to preferred stockholders.
    [Show full text]
  • Private Equity Market Landscape
    JWBT775-c05 JWBT775-CAIA Printer: Courier Westford August 6, 2012 11:40 Trim: 7in × 10in CHAPTER 5 Private Equity Market Landscape he growing interest in private equity (PE) investing has arisen in part as a result of T its potential to earn superior long-term returns when compared to those of public equities and in part due to the diversification benefits it provides. Investments in PE funds offer access to privately held companies not available in the traditional investor landscape and to the expertise of intermediaries (the PE managers) in creating value by proactively influencing the management and operations of these companies. Institutional investors typically focus on the organized PE market, where pro- fessional management is provided by intermediaries. There is also an informal PE market, which is composed of angel capital and is, not without justification, often referred to as family, friends, and fools. Companies can also receive funding from the founder’s savings and efforts, commonly known as blood or sweat equity. The number of investments made in the informal PE market is probably several times larger than the number in the organized PE market; however, it is difficult for in- stitutional investors to gain the information and access necessary to invest in this informal market effectively. 5.1 MAIN STRATEGIES Private equity funds refer to a multitude of investment strategies with varying risk- return profiles (see Chapter 10) and liquidity profiles (see Chapter 14). The three primary, and most important, types of strategies are venture capital, buyout, and mezzanine. These strategies form the bulk of a typical institutional investor’s private equity portfolio.
    [Show full text]
  • A Management Buyout – an Opportunity of a Lifetime
    Private Equity Partnership Means More Than Money A MANAGEMENT BUYOUT – AN OPPORTUNITY OF A LIFETIME Management teams who desire to own the businesses they run often come to KLH Capital for our capital and strategic help when they see an opportunity to buy the business from the owner and convert their sweat equity into real equity ownership. For retiring owners, selling the company to key managers is an attractive way to monetize the value of their business, preserve its legacy, and give back to those folks who helped them succeed. However, buying a business isn’t as simple as buying a house by taking out a mortgage. These transactions require significant amounts of capital, an amount that is often more than someone can save from their salary or risk in one investment. Likewise, finding a bank that will provide adequate financing is challenging. Buying a business requires an understanding of the financing options and complex buying process spanning four to six months of due diligence, financial analysis, negotiations, and legal agreements. But it can be done, typically with the help of professionals whose line of work is focused entirely on buying businesses. KLH Capital “sponsors” or partners with management teams to fully fund the purchase of the company and navigate the intricate process required to successfully complete the transaction. As an equity partner in the company, KLH has a vested interest in seeing a smooth transition of ownership to the management team and provides ongoing support to help management achieve success. Specifically,
    [Show full text]
  • Funding Startups
    Finance III Part 2: Funding startups Marc Goldchstein 1 funding growth CCF Venture Capitalst Business Angel Entrepreneur, 3 F’s time Sweat equity Seed money Start-up Expansion Concept Expansion regional know how Prototype Product time Product support market research Marketing segment proof of introduction engineering concept helpdesk prototype working product dev. management team 1st marketing capital maintenance plan business plan 1st personnel product production start marketing enhancements prototype marketing plan market studies 2 Source: Rudy Aernoudt (adapted BAN-V) 3 enfocus 1993-1997 4 enfocus 1998-2003 5 Enfocus 1993-2003 6 artwork systems 1993-1996 7 biotech and finance biotech company ‘regular’ company CCF ‘Regular’ Valley of Death Time biotech valley of death: best case scenario 8 9 capital needs of biotech firms seed round ($ 1st round ($ 2nd round ($ 3rd round ($ 4th round / IPO ($ millions) millions) millions) millions) mezzanine ($ millions) millions) range 2.5 – 7 1.4 – 17 4.5 – 13.6 8.6 – 17 5 – 37 10 – 65.7 average 5 7.5 8.6 13.4 18.5 29.3 total raised 53 prior to IPO 82 through IPO (average) 10 Conclusions • Many companies require capital to fund their startup • Size of the needs depends on many factors • Often related to the ‘business model’ of your project: Service company? Technology developer? Investment goods supplier? Component supplier? Economies of scale? • What enabling technology? What end-user industry? Pace of change in industry? • There are several potential sources for this funding • Your own resources
    [Show full text]
  • Equity Capital
    10 EQUITY CAPITAL Our combination of great research universities, a pro- risk business culture, deep pools of innovation-seeking equity capital and reliable business and contract law isdistribute unprecedented and unparalleled in the world. Marc Andreessen or Sweat equity is the most valuable equity there is. Mark Cuban I think this is also a great timepost, to invest in private equity, helping companies grow from the ground up. Jim Rogers CHAPTERcopy, LEARNING OBJECTIVES Upon completion of this chapter you will be able to List sources of equity financing notDiscuss which source of equity capital is appropriate for different ventures Define the role of angel investors Explain the role of venture capital firms in equity financing Do Describe the most common forms of equity instruments Evaluate which factors impact a company’s ability to raise capital 229 Copyright ©2019 by SAGE Publications, Inc. This work may not be reproduced or distributed in any form or by any means without express written permission of the publisher. 230 Launching Successful Ventures EQUITY CAPITAL Equity capital is the basis of entrepreneurship. Equity investors are risk takers. Entrepreneurship is dependent on individuals and venture financing organizations that are willing to risk their financial capital intelligently by investing in new businesses. Without experienced risk takers, only entrepreneurs who have their own financial resources would ever bring a new business to market. The biggest test of an entrepreneur’s ability is to access and utilize financial resources that the entrepreneur neither possesses nor controls. The ability to attract and manage these scarce resources effectively to launch and grow the enterprise is the singular dis- tinguishing characteristic of the successful entrepreneur.
    [Show full text]
  • To the SEC Concept Release Comment Review Team
    To the SEC Concept Release comment review team: We’d like to sincerely thank the SEC for the opportunity to comment on the concept release and for making available to the public such key information about private markets. We apologize for the delay in submitting beyond the appointed deadline. This is our first communication with the SEC. We seek to develop a long-term relationship built on mutual understanding, clear communication, and prioritization of mission-driven outcomes. This reply was drafted together by Seth Wright and Dagan Bora, respectively the Chief Technology Officer and Chief Executive Officer of Leyline Corporation (www.leyline.io). We hold the somewhat unique position of being a startup that is developing software to empower people’s path to smart private investing. Our objective is to double the number of private market participants over the next 5-7 years. We are staunch supporters and advocates of the SEC’s mission, and plan to develop a path to sophistication for new private market entrants that prioritizes education, compliance, and access to high quality tools for individual investors. We hope you will find our insights helpful as you consider the best path forward, while safeguarding investor protections, facilitating capital formation, and ensuring the fair and efficient function of markets. Sincerely, Dagan Bora 6. How should we evaluate whether our existing exemptions appropriately promote efficiency, competition, and capital formation? For example, in evaluating our exempt offering market, should we consider whether investors have more opportunities to participate in exempt offerings? Investors and offerers need a “litmus” test to see if they are able to participate with each other.
    [Show full text]
  • Accelerators in Silicon Valley: Building Successful Startups
    9789462987166 Accelerators in Silicon Valley: Building Successful Startups Accelerators in Silicon Valley: Building Successful Startups Searching for the Next Big Thing Peter Ester Amsterdam University Press This research was made possible by a grant from the Dutch Van Spaendonck Foundation. Cover design: Klaas Wijnberg Typesetting: Crius Group, Hulshout Amsterdam University Press English-language titles are distributed in the US and Canada by the University of Chicago Press. isbn 978 94 6298 716 6 e-isbn 978 90 4853 868 3 nur 800 doi 10.5117/9789462987166 © P. Ester / Amsterdam University Press B.V., Amsterdam 2017 All rights reserved. Without limiting the rights under copyright reserved above, no part of this book may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the written permission of both the copyright owners and the authors of the book. You should start with the problem that you’re trying to solve in the world and not start with deciding that you want to build a company. Mark Zuckerberg, Facebook To all startups that contribute to a better society through their passion, ambition, and entrepreneurship Table of Contents Foreword 9 Acknowledgements 11 The Interviewees and their Accelerators 15 1 Silicon Valley 21 The DNA of an Entrepreneurial Region Introduction 21 Europe and Silicon Valley 22 Accelerators: Pillars of Silicon Valley’s startup support infra- structure 25 Accelerators: their role, research,
    [Show full text]