Venture Capital Investment Pitch Deck Template - Leave Behind
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This template was initially based off a few generally accepted decks that were passed to me by friends who were / are VC's, I then based this on years experience in the entrepreneurship space building, growing and selling companies, added a few things that I believed to be improvements in communicating value to your potential investors. This is also not a bible but should serve to give an overview of what you should think about. Each company and business is different, think about those items in this deck that are important to your business and use them. It's also ugly on purpose, so you have to do the work putting it all together. By all means, edit, augment, change as you see fit. Enjoy, and good luck!
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Venture Capital Investment Pitch Deck Template - Leave Behind
- 1. Image telling me what your product does image Tagline understood by non-technical people by JACEK GREBSKI - @JGREBSKI
- 2. what does it do? SPLIT THESE OUT IF YOU NEED TO! It provides value to the market by, being able to do all this other cool stuff. MyAwesomeProduct.com is âŠ. ..... (again use of non-technical language, present immediate value to reader) How the market is shifting, why this is solving peopleâs problems and what why everyone in the markret will want it. (demonstrate scalability) MyAwesomeProduct.com is used by the following organizations (demonstrates traction) NASA UN WSJ Google etc.. by JACEK GREBSKI - @JGREBSKI
- 3. History + Product Info âą MyAwesomeProduct.com was launched by _team_, _from facebook, google, ïŹvesquare, in 2011 âą Since then it has grown and become a name player in the world of whatever pushing conventional boundaries and is making an impact in so and so space... âą It works on all modern browsers and mobile devices. product growth timeline, key points. communicate growth by JACEK GREBSKI - @JGREBSKI
- 4. Team (key players only) Main achievement prior to MyAwesomeProduct.com img Tom Secondary Achievement prior to MyAwesomeProduct.com Brief on historical background Main achievement prior to MyAwesomeProduct.com img Dick Secondary Achievement prior to MyAwesomeProduct.com Brief on historical background Main achievement prior to MyAwesomeProduct.com img Harry Secondary Achievement prior to MyAwesomeProduct.com Brief on historical background by JACEK GREBSKI - @JGREBSKI
- 5. Current investors, advisors or major clients slide Can delete this if not necessary by JACEK GREBSKI - @JGREBSKI
- 6. COMMUNICATE THIS BUT SPLIT THIS UP INTO Market Size MULTIPLE SLIDES! Total Actionable Across Verticals Total Potential Global 1 million 500 k 300k 150k/year A% of all addressable market use maps to communicate information though whatever. CAGR 7% 37% 3% 7.5% Total Market #number There were X billion mapping visualizations in 2011. Total addressable market in 2009: $dollars bn with A% CAGR The total potential number B2B users in the addressable market is Y million. The target demographic makes Z potential clients Expected addressable market in 2015: $dollars bn Expectable market reach at A% penetration in addressable market after 1 year, with N clients @ Average whatever spend in 2011 : $dollars / annum revenue of $dollars by JACEK GREBSKI - @JGREBSKI
- 7. Value Matrix Reinforce value proposition OïŹer Value to client Result Competitors Lorem ipsum dolor sin... What theyâre not doing Vertical 1 Lorem ipsum dolor sin... Lorem ipsum dolor sin... Vertical 2 Lorem ipsum dolor sin... Lorem ipsum dolor sin... Lorem ipsum dolor sin... What theyâre not doing Developer Lorem ipsum dolor sin... Lorem ipsum dolor sin... Lorem ipsum dolor sin... What theyâre not doing by JACEK GREBSKI - @JGREBSKI
- 8. reinforce value through product shot(s) (these can come earlier in the deck) by JACEK GREBSKI - @JGREBSKI
- 9. User Acquisition Inbound Marketing Conversion Funnel, Activity 2, Activity 3 + how Outbound Marketing Email, Activity 2, Activity 3 + how Viral Marketing Viral Loop, Activity 2, Activity 3 + how by JACEK GREBSKI - @JGREBSKI
- 10. Value to Partners MyAwersomePoduct oïŹers businessâ a platform that does something great Accessible to all business Val 1 Val 2 Val 3 Reinforce Values Reinforce Values Reinforce Values by JACEK GREBSKI - @JGREBSKI
- 11. Business Model Campaign delivery Freemium MyAwesomProduct provides developers, jounalists, NGOs (my customers) a simple solution to do whatever the hell it does Interest We solve the needs of the global whatever community Local Freemium model allows for rapid growth along key verticals. by JACEK GREBSKI - @JGREBSKI
- 12. Competitors Key Competitors: Potential Entrants: what theyâre not doing how theyâre not going to play Competitive Advantage Defensibility And how do we protect it. What is our long lasting competitive advantage by JACEK GREBSKI - @JGREBSKI
- 13. SWOT POSITIVES NEGATIVES Strengths Weaknesses Threats Opportunities by JACEK GREBSKI - @JGREBSKI
- 14. positioning Variable 2 (+) img img Variable Variable 1 (-) 1 (+) img Variable 2 (-) by JACEK GREBSKI - @JGREBSKI
- 15. Financials USER Acq. Cost Assumptions Investment Stake $2m 10% Rev Channel 1 $5 Hurdle Rate 8% 50k users | $100 user = 60m annual rev USER Lifetime.Val IRR Rev Channel II $55 197% 50k users | $100 user = 60m annual rev Project NPV Rev Channel III 50k users | $100 user = 60m annual rev $ 40.57m by JACEK GREBSKI - @JGREBSKI
- 16. Exit Strategy Acquisition goog msft appl ibm etc. Google: As a key offering to their Google Mega plus engine. Get Glue, Foursquare : check in into the real world - offer additional services to brands, focus on real instead of only digital, expand business. Ogilvy, GREY: Purchase an engagement platform for brands. by JACEK GREBSKI - @JGREBSKI
- 17. Risk & Precautions Positive Indicators Key Problem Areas Economic : Limited Reach : Social : Slow growth : Tech : Commoditization: Market : Substitutes : by JACEK GREBSKI - @JGREBSKI
- 18. Competitive Response Situation Co. response Low barriers to entry Diverse user acquisition strategy & brand development. Competitor synergies with other networks API integration post platform launch. Low platform virility API integration post platform launch, web embed codes Lack of user commitment High value - low time commitment proposition. Slow initial growth Key problem identiïŹcation, chose alternative scenario. Emergence of new competitors CartoDB feature set is diïŹcult to implement and align. Churn in mappin services SatisïŹed users have little reason to switch. Existing competitor user base averse to switching Incentivize on price point by JACEK GREBSKI - @JGREBSKI
- 19. Deployment Timeline when will product be ready, milestones, etc. by JACEK GREBSKI - @JGREBSKI
- 20. MyAwesomeCompany.com @twitter LOGO http://mysumsum.co whatever else blurb to strengthen emotional bond by JACEK GREBSKI - @JGREBSKI
Hinweis der Redaktion
- This is a more defined overview of the product as a whole. The information flow to the reader follows this paradigm. 1. What pain points does it solve - understand the solution (problem)2. What is it - Understand the product (solution)3. How is the market shifting that this product makes sense - grasp the market4. Who uses it. Â - prove traction
- Basic company background slide, showcasing how the product falls into the technological sphere, timeline and background show acceptance and growth
- How would someone use the product, very simple language again, communicating value.
- Delete if not necessaryThe result of using the product, a show - tell example of the before identified problem-solution parity.
- The team, historically, investors will put their money behind a fully complementary team before product any day. A strong team reinforces their belief that you - as a startup - will be able to succeed, and introduced the company's management to investors.
- Moar traction
- Actionable is your industry, this is who youâve segmented out and are actually targeting. This slide shows the investor an understanding of the market, and your core customer base, it lets them know if the market makes sense financially to enter or not. This can often be a deal breaker in negotiations should the market not be big enough to generate a high enough internal rate of return (IRR) for the investor. Generally accept that IRR is the ONLY thing they care about.
- Change vertical / developer as need be. Keep offer, value, result.
- How we make money.
- Whatâs happening in the market, demonstrate knowledge of space
- This is what you give them, at what rate, and how much they get, followed by your historical, and projected financial statements.
- Investors want to exit (make money). Whether this exit is in the form of an acquisition (ideal for the investor), a IPO (initial public offering and highly unlikely), a joint venture, or any other type, investors want to know what direction you see the company headed in. They are not in it for the long game, and want to know that you've thought about this as a business venture above anything else. IMG's are potential acquirers.
- What are positive indicators exist along the political, economic, social, technical, legal, environmental influence on your product, and where have you idientified potential roadblocks to full product scalability.
- The terms in here are BS, but this shows you've done a situational analysis, and have prepared a proper competitive response to each situation. i.e. competitor with more clout launches a similar product -> how we respond.
- Self explanatory