通常我会希望对方可以用15个字以内的简短一句话来概括这是个什么项目。

接下来我想知道的是:
靠什么赚钱?为什么你能做成?现在做得状况如何?需要多少钱能达到你的目标?你的团队怎么样?

同时我很怕:
跟我谈理想,谈抱负,谈激情。谁没年轻过呢,有理想有抱负只是基本,说了不会加分,不说也不会减分。但是占用的时间可是很宝贵的,人的注意力高度集中保持不了一个小时以上,还是应该把重点留在重要的东西商。
谈宏观数据,市场状况。因为宏观的数据有时候误差非常大,或者实效性不够好,说了半天其实就一句话,市场非常大。真的大市场即使不说也会觉得很大,不大的市场说出来一个数字发现,原来才这么小啊。几十个亿的市场还真不大。
说我们没想过盈利模式。不赢利和没有赢利模式有本质不同的,盈利模式的思考也能体现创业者对商业本质的认识。
跟我说腾讯其实做不了,因为他们是大企业,不如我们快速。这种回答我只能尴尬的转化话题。

BTW,天使投资人的个性和喜好对投资有很大影响,没什么放之四海皆准的方法,多见几个,说不定就能碰上对胃口的,所以以上的建议也仅代表我的个人好恶。

如果沟通时间很短,只要说明两件事情:1.你做什么事情,做这件事情有什么价值;2.你有什么优势来做成这件事情。如果沟通时间比较充分,讲清楚三件事情就好:1.你对行业的理解以及行业里面存在的问题/用户未满足的需求关检点;2.你的解决思路是什么,用什么产品/模式来实现,以及你对细节关键点的理解和把握,将来的竞争壁垒在哪里;3.你们团队有什么经验/能力方面的优势去做这个事情。

其实沟通是一种能力展示,能力主要包含三方面:1.大格局:对产业的理解,用户的理解,解决问题的清晰思路、战略发展规划和竞争应对;2.细节把控能力:你需要举几个具体的例子来表现你对行业的经验以及用户的了解深度,最好有之前做过的实际案例;3.团队:团队的能力搭配是否能够满足做成这么件事。

以下是stanford mba网站摘录的风投常问的问题:

Typical Questions Asked by Venture Capitalists
If you really want to impress a venture capitalist, you have to be quick with answers to the grueling business questions they ask. Being prepared is your best defense. The following questions are among those most likely to be asked. (Source: Rainmaker Capital Group)

  • What type of business experience does the management team have?
  • Are the members achievers?
  • What motivates each team member?
  • Can the team accomplish the job outlined in the business plan?
  • How does your company and product fit into the industry?
  • What are the current market trends?
  • What are the keys to success in your industry?
  • How did you determine total sales of the industry and its growth rate?
  • What industry changes most affect your company's profits?
  • What are the seasonal effects in your industry?
  • What makes your business different?
  • Why does this business have high growth potential?
  • What makes this business situation special?
  • Why will this business succeed?
  • Why is this product or service useful?
  • What will the product do for the user?
  • What is the expected life cycle of the product?
  • How do advances in technology affect your product and business?
  • What is the product liability?
  • What makes this business and product unique?
  • Why will your business succeed when it must compete with larger companies?
  • Does the product meet a specific need or perceived need of the customer?
  • Does the product have brand-name recognition?
  • Are there repeat uses for the product?
  • Is this a high quality or low quality product?
  • Is the consumer the end user of the product?
  • Does this product have mass appeal or single large buyers?
  • Who is your competition?
  • What advantages does your competition have over you?
  • What advantages do you have over your competition?
  • Compared to your competition, how do you compete in terms of price, performance, service and warranties?
  • Are there any substitutes for your product?
  • How do you expect the competition to react to your company?
  • If you plan to take market share, how will you do it?
  • What are the critical elements of your marketing plan?
  • Is this primarily a retail or industrial marketing strategy?
  • How important is advertising in your marketing plan?
  • How sensitive are sales to your advertising plan?
  • How will your marketing strategy change as the product/or industry matures?
  • Is direct selling necessary?
  • How large is the customer base?
  • What is the typical demographic of your customer base?
  • What is the lag time between initial buyer contact and the actual sale?
  • What is the capacity of your facility?
  • Where do you see bottlenecks developing?
  • How important is quality control?
  • What is the current backlog?
  • Is the product assembly line based or individually customized?
  • What are the health and safety concerns in producing this product?
  • Who are your suppliers and how long have they been in business?
  • How many sources of suppliers are there?
  • Currently, are there any shortages in components?
  • How many employees do you have?
  • What is the anticipated need in the immediate future?
  • Where does the labor supply come from?
  • What is the employee break down, i.e. full time, part time, managerial staff, support staff, production/service?
  • What is the cost of training?
  • Is the labor force primarily skilled or unskilled workers?
  • Is there a union and what is the company's relationship?
  • How old is your company's equipment?
  • What is the yearly maintenance costs?
  • What are your capital requirements over the next five years?
  • Do your competitors have an advantage due to equipment?
  • Do you lease or own the property/facilities?
  • What are the terms of your lease?
  • How much do you owe on the mortgage?
  • Are the facilities adequate for future expansion based on your business plan?
  • Will the expansion require relocation?
  • Who owns the patent?
  • What licensing arrangements have been made between you and the patent company?
  • Does anyone else have licensing arrangement? If so, how does this impact your company?
  • What is the current research and development?
  • What is the annual expenditure on R&D?
  • How does R&D impact future sales?

公司目的
- 用一句话描述公司的业务

问题
- 描述客户的“切肤之痛”
- 简介目前客户是如何应对这些问题的

解决方案
- 阐述公司的产品/服务的价值定位如何解决客户的难题
- 说明公司的产品/服务具体在何处得到实现
- 提供一些产品/服务使用的具体例子

时机:为何是现在?
- 回顾公司产品/服务所应用的领域的历史演变
- 说明哪些近期的趋势使得公司的产品/服务之优越性得到可能

市场规模


- 定义你的目标客户并描绘他们的特性
- 用不同的方法测算市场规模,比如用自上而下法估算可获取的市场规模(total addressable market),用自下而上法统计可获取的收入规模 (sales addressable market),或依据市场占有率份额来估计 (share of market)

竞争格局
- 列出现有的和潜在的竞争对手
- 分析各自的竞争优势

产品/服务
- 产品/服务描述:外形,功能,性能,结构,知识产权等等
- 产品/服务的开发计划

商业模式
- 收入模式
- 定价
- 从每个客户上可获得的平均收入或其终身价值
- 销售和渠道
- 现有客户和正在开发的客户清单

团队描述
- 创始人和核心管理层
- 董事会成员和顾问委员会成员

财务资料
- 利润表
- 资产负债表
- 现金流量表
- 股本结构
- 融资计划

以上出自红杉主页(sequoiacap.cn/ideas.htm),可能会有些参考借鉴意义。


我没前面那些位专业,只是路过回答一下。
和我聊过的有几个,天使、vc、pe都有。我只是当作认识个新朋友而已,在对方感兴趣的领域聊聊天,能多点新见识,就行了。至于获益或者获利,基本不在考虑范围内。我觉得只要双方态度对等就行,讨厌居高临下的。
当然这可能和我用不到风投有关。

补充一个点吧,想想如何让对方喜欢你。 很多时候,早期阶段的产品或者团队的很难有足够的说服力,而一个能让人产生信任感和亲切感的创业者则会让投资人更愿意给你一个机会。

你要解决什么问题?
你的解决方案?
你团队的实现能力?组合?化学效果?
你面对的市场容量?竞争?
你的人品?

天使投资看三件事:一,什么人来要钱,二,要钱做什么事,三,这个人能不能做成这个事。 所以你只要准备不超过5页的PPT,首先介绍人和团队,然后是做什么业务,然后是盈利模式,然后是财务计划。 就是这样。

了解你要见的天使投资人。先确定他不是个大忽悠。

言语中少用那种很绝对的形容词,比如最好,最大,世界一流等等,因为这些信息没法在短短几分钟的交谈中确认。所以,朴素、简洁,引起投资人兴趣就好了。

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