Matt McCall (Draper Portage Ventures) wrote a very interesting post yesterday. In it, he describes the current venture capital landscape as having “flatlined”. Matt is an ultra bright, fairly conservative venture capitalist (at least he was way back when Portage was a key investor in one of my past lives - MetalMaker). A good read if you are currently launching a startup, and/or you are seeking funding for one.

I’m certainly not an economist, but I will say this: things could certainly be better. The job market sucks, the housing market is nonexistent in many places, and we’re staring $5 gasoline in the face. But how does it really affect the capital-seeking early-stage entrepreneur? It doesn’t sound like this is a particularly compelling time to start a new venture. Possibly, but not necessarily.

I founded my last company in 2000 - unless you were living on a deserted island then, you will remember how nasty the market was. Nevertheless, through persistence and self-funding, I managed to keep the thing going until I could exit (2005 - when the market was more in my favor). Timing is everything, as they say. Granted, the exit wasn’t overly lucrative, but we made money, and no one got hurt in the process.

I do want to point out one thing, though (and Mike and I are going to discuss this a bit in our podcast recording session later today). If you are an entrepreneur that is banking on someone else’s funding to help you to build, launch, and realize your dream - your expectations were probably out of line to begin with, so now it gets doubly hard for you. I see deals like this all the time (as do most investors):

Acme Software provides a world-changing solution to the way consumers shop online! Our cutting-edge, paradoxical approach to e-commerce will drive us to $1B in revenues in just 24 months. Seeking $5M to hire a team, build out the product, and start selling it.

Sorry, not gonna cut it. This is laughable. Telling an investor that “with my time and your money, all things are possible” is not a value proposition. If anything, it a nice fat red flag to any serious investor that you aren’t a bankable jockey (rightly or wrongly - this is the reality).
A tough capital market makes the second mile on your journey possibly more arduous - however, the first mile should not be affected. Innovate, sell, and meet the investors halfway.

In an underserved market like Atlanta, you are not likely to waltz in and secure a first round of capital with an idea alone (save for the occasional angel that truly gets what you are doing). Even if you have a prototype product, your chances may only marginally better. So guess what? Nothing has really changed for you. However, once people are buying what you’re selling, the opportunity will stand out like a diamond in the rough. This is your challenge.

If Acme came in with this pitch, however, things get interesting:

Acme Software’s beta product currently provides over 50,000 consumers with a very unique way to shop online. For the first 12 months after launch, the company generated revenues of $1M, and we’re now at cash-flow break-even. Seeking $2M to expand our product and to expand our sales efforts.

When markets get tough, investors withdraw. Their margin for error is already small, and it gets even smaller in tight markets (true for most entrepreneurs as well). However, entrepreneurs are in a slightly different position. They have the “x factor” - the gene. The thing that makes them drive for success even through the toughest of times. The thing that separates mid-level Fortune 1,000 managers from someone who will try the unthinkable. When the landscape sucks, it actually drives innovation and resourcefulness even further. A blessing in disguise to a serious entrepreneur. Not the same for investors - they are often content to ride out the storm - as well they should, since they are most likely investing someone else’s money. But if your deal represents a chance to return even a mild multiple in a tough market, you may find takers.

Good deals get funding … still. They likely always will. But proving yourself to be a “good deal” could be getting a lot harder if you are on the uber-early end of the spectrum. So adjust your expectations if you need to, then get out there, execute, and don’t worry about things you can’t control. Turn a bad market into an opportunity to move forward, while many others sit on the sidelines. If you can’t (or aren’t willing to) do this, you are most likely going to find the next 12 months to be a colossal waste of your time, energy, and precious capital.

Of course, if your venture is already off and running, Matt serves up some pretty good advice to try and insulate yourself. Good reading, for sure.

Cheers.

I had a fun lunch with Drew Ermenc from Catalyst Magazine last week. Our office is actually upstairs from theirs, so it was pretty convenient. Among the many things we talked about was the status of “rockstar entrepreneurs” here in Atlanta. Specifically, they are working on some events for later in the year, and were trying to put together a list of entrepreneurs that would make great panelists and/or speakers.

I was asked if I could suggest some “rockstar” caliber entrepreneurs that they could engage here in Atlanta (or Georgia). Ideally, this would be someone who was currently enjoying a great deal of success, and who also had “name recognition”. Obviously, the combination lends itself to “street cred”, and the ability to draw enough people to fill a venue.

I thought about it for a few minutes, and I must admit, I was a little stuck. I mentally sifted through a few dozen names, but they generally fell into one of the following buckets:

• They satisfied one criteria (are currently enjoying success in a venture), but not the other (they bring name recognition), or vice-versa.
• They are too “new” - they haven’t had a big hit yet, although I’m bullish on them. But they don’t have the street cred yet as a result.
• They had a great deal of success at some time in the past, but are not currently doing much of anything.
• They are ultra successful (cash-wise), and do not currently face the challenges that early-stage entrepreneurs face.
• They are “tired” - everyone has trotted them out over the past 5 or 10 years as a speaker, and thus wouldn’t bring a fresh perspective.
• They are “real estate” moguls, or in some other industry which is driven more by how much cash you can deploy rather than swinging for the fences as a bootstrapping upstart.

If I were to plot this as a distribution curve, there are lots of people on either side of the bell (the long tail!), but not many people inside of the sweet spot (currency/relevant now, street cred, success, etc.)

The only name that really jumped out at me was Mitch Free from MFG.com. MFG went from being bootstrapped from an Excel spreadsheet/sneaker-ware marketplace to an international B2B player backed by Jeff Bezos. And they are still going strong.

Who am I missing?

While I think there may be some gaps now, this won’t always be the case. I think in the next few years we’ll have a new wave of rockstars that will emerge from what is happening here now. But boy, if we were to hold a Woodstock and try to populate it with current Rockstars in Georgia, it wouldn’t be a terribly long show.

Cheers.

One of the really fun things about being involved in the early-stage scene here in Atlanta is that I get to network and meet with a lot of people who share the common vision of fostering a better startup ecosystem for our community. Included in this are representatives from various chambers of commerce, academic institutions, and governmental agencies. It seems that a common thread among many of these groups is that they all get excited about the prospects of launching an “incubator” in their respective geographies.

Unfortunately, many of these well-intentioned endeavors never get off the ground, or they take forever to gain traction. Why? Bureaucracy. While they all see the benefit from an economic stimulation perspective, they lose sight of what is really important - traction. Let’s face it - they are going to try and encourage tenant entrepreneurs to gain “traction” - ostensibly so they can graduate from the incubator, and become a viable force in the local economy.

It’s time they drink their own medicine. Stop wasting time with steering committees, breakout groups, and herding cats - start executing.

I recently met with one of the local Chambers of Commerce - one in a very affluent part of the city. They are very excited about launching an early-stage incubator, but for a year now, they’ve been “talking” about it.

Here is my easy four step plan for anyone who wants to launch something like this:

1. Forget about “incubators” - think “accelerator”

Incubators imply infrastructure. Not needed. Acceleration implies movement - traction. Much more salient. Forget about creating a building and charging rent from an early-stage company. You will automatically rule out 90% of the ideas that will eventually become viable players in the economy. By its very nature - if a company can already afford to pay your rent, they shouldn’t even need you. They already have traction.

2. Find a kid with a good idea

Imagine that. Jimmy is building a new software company from the ground up. Latch onto him. I was a judge last week for the Georgia Tech Business Plan Competition. Lots of fun. One company in particular actually said in their business plan that they were considering a move to Silicon Valley. Not if I can help it. Grab them before they get desperate.

3. If need be, Give him a place to hang his hat

Got a spare cube laying around? Stick Jimmy in it. Let him use your small conference room. Give him Wi-fi access. Whatever. Just do it. Just don’t charge him. Do it because you give a flip.

4. Help him.

Leverage your network and other resources to help Jimmy on a practical level. If he has a marketing question, set up a coffee with Bill, your longtime college buddy who now runs marketing for a hot tech company. Help Jimmy build his own network. Mentor him. That’s what it is all about. The next thing you know, Jimmy is an ambassador for the cause, and contributing to others.

Yes, Virginia - it’s just that simple.

Forget the bureaucracy. Find a kid with a good idea, stick him in your office, and help him. Acceleration. Good things happen.

On that note, stay tuned for an announcement about the cloud, our (StartupLounge.com’s) new model for early-stage acceleration here in Atlanta.

Cheers.

I learned to play the game of chess as a kid, although I’m certainly no Gary Kasparov. I have always been intrigued by its simultaneous complexity and simple elegance. After running several startups, and going through the exit process more than once, I have come to the conclusion that running a company is very akin to playing chess, although running one effectively is probably closer to mastery of the game. Chess is a great game for entrepreneurs - it is a lot like entrepreneurship at its core.

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I came across this great story on the Kenneth Cole website. There is definitely a lesson here for early-stage entrepreneurs on resourcefulness, and doing what it takes to get the job done. As a side-note, Kenneth Cole is now doing revenues of over $500M each year.

THE BIRTH OF A SHOE COMPANY AS TOLD BY KENNETH COLE
Twenty years ago, I wanted to open a shoe company with limited money. From experience I knew one had to get in quickly because so often new companies run out of cash flow before they get the chance to conduct business. I also knew it was easier to get credit from factories in Europe who needed the business than from American banks that didn’t. So I lined up the factories, went to Europe, designed a collection of shoes, and returned to the states to sell them.

At the time, a shoe company had two options. You could get a room at the Hilton and become 1 of about 1100 shoe companies selling their goods. This didn’t provide the identity or image I felt necessary for a new company, and it cost a lot more money than I had to spend. The other way was to do what the big companies do and get a fancy showroom in Midtown Manhattan not far from the Hilton. More identity, much more money too.

I had an idea.

I called a friend in the trucking business and asked to borrow one of his trucks to park in Midtown Manhattan. He said sure, but good luck getting permission. I went to the Mayor’s office, Koch at the time, and asked how one gets permission to park a 40 foot trailer truck in Midtown Manhattan. He said one doesn’t. The only people the city gives parking permits to are production companies shooting full length motion pictures and utility companies like Con Ed or AT&T. So that day I went to the stationery store and changed our company letterhead from Kenneth Cole, Inc. to Kenneth Cole Productions, Inc. and the next day I applied for a permit to shoot a full length film entitled “The Birth of a Shoe Company.”

With Kenneth Cole Productions painted on the side of the truck, we parked at 1370 6th Avenue, across from the New York Hilton, the day of shoe show. We opened for business with a fully furnished 40 ft trailer, a director (Sometimes there was film in the camera, sometimes there wasn’t), models as actresses, and two of New York’s finest, compliments of Mayor Koch, as our doormen. We sold 40 thousand pairs of shoes in two and a half days (the entire available production) and we were off and running.

To this day the company is still named Kenneth Cole Productions, Inc. and serves as a reminder to the importance of resourcefulness and innovative problem solving.

Cheers.

I have been contemplating writing this post for about 2 years, and have been jotting down various notes for it for at least a year.

There are lots of ways to unethically nudge your fledgling company along. For example, you can artificially inflate your numbers. “You’ll love our site! Millions of other people are already using it!” Faux-Guerilla marketing, is another example (e.g. posting a message on a forum somewhere pretending to be a user in love with your product or service). “Procuring” copies of your competitor’s proposals by pretending to be a customer is also something I’ve seen before. The sky is truly the limit when you operate with little or no regard to ethics.

However, the widespread use of pirated software among startups is probably the most prevalent problem that I’ve seen.

Read more »

We are now at three weeks until the next StartupLounge.com Capital Connections event, and we have sailed past the number of RSVPs for the previous event. Right now there are over 200 people registered to attend, and we expect that it will climb to at least 250-300 before the event date arrives.

I’d like to take a moment to thank the folks who’ve stepped up to sponsor our non-profit efforts:

• Chrysalis Ventures
• Southern Capitol Ventures
• Web.com
• Adams Capital
• Clements-Walker
• Slingshot
• Angus McRae
• ATDC
• Technology Association of Georgia (TAG)

Without their substantial sponsor dollars and influence behind what we do, we’d have to pay for all of this ourselves (again), and let’s face it, that would suck. Each of these sponsors is behind our efforts because they truly believe in what we are doing - and that makes our relationship with them even sweeter.

Cheers.