SUTD问答，投球和海洋初创企业动态的基本原理-E221

我们正在谈论实现产品市场的契合度。我们正在谈论解决方案与实际问题与经济学成功之间的合适性。因此，这是关于如何发现，选择和开始建立一项伟大业务的事情，无论它是什么，它都可以成为社会企业。它可以是一个非营利组织，可以是一家业务。但事实是，任何考虑投球的人，您的基本角色都是建立一项伟大的生意。投球是一项终结这一业务的手段。-杰里米·澳

杰里米（Jeremy）在新加坡技术与设计大学（University of Technology of Technology of Technology of Technology of Technology of Technology and Design）上提出了一个问答环节，介绍了投球的基础知识。

Jeremy Au：（00:29）那我是谁？我是Monk's Hill Ventures的VC。因此，我们专注于投资可以改变东南亚数百万人生的初创企业。但是以前，我是创始人，是一家从播种到A系列和销售的公司。我也是天使投资者。因此，作为一名投资者，无论是作为天使还是风险投资人，我都看到了1000辆滑梯甲板，以及人们向我倾斜。我们也恰好是勇敢的东南亚技术播客的主持人，该播客位于www.jeremyau.com上。它在全球播客的前10％中排名。因此，如果您想听听有关创始人如何真正经历自己的音调的故事，请了解自己的艰难时刻，并随着时间的流逝而变得更好。就真实的，没有BS，真实的方式而言，然后是播客。贝恩顾问，国家服务公司，哈佛大学MBA，加州大学伯克利分校，沿途一群奖项。我认为，对于那些想更多一点了解的人，我相信三件事。我相信，作为领导者，增长会影响组织一级的业务和个人成长，将解决所有问题。因此，这不是业务增长，而是您作为个人成长的领导者确实是关键。第二件事是我喜欢指导人们成为伟大的领导者，这是我个人感到有意义的，这就是为什么我今天下午在这里的原因。而且我还相信这也将通过，这意味着发生的任何事情，无论您在哪里学习，学习，无论我们出现在哪里，我们都会从那里去。我是女儿的父亲，我喜欢和朋友一起远足，科幻小说和喝茶。我们将要谈论的是东南亚技术，独角兽等的背景。因为我认为每个人都必须拥有一个关键的宏观观点。否则，人们很快就会因为我们为什么这样做而迷路？然后，我们将谈谈如何做到这一点？另外，为什么要学习如何做。而且因为，我也记得我喜欢的时候，我不需要投球。迄今为止。之后，我们将非常详细地介入到球场上。我要假设和您交谈，好像我在与创始人聊天，而不是作为学生，而不是年轻人，无论如何，我相信任何人都可以建立一家公司。但是我要假设，无论您不了解什么，您都会问我脸上的问题，或者之后您在那里搜索了Google。或者，当您在1年，2年，5年零10年中遇到问题时，您会记住这表明了这一时间。然后，您知道如何再次搜索它，并在此时间点解决。然后，最后，我会给您一些关于实际投球过程的反思，这是我在自己的进步方面观察到的事情，而且我看过其他人的表现如何，或者在实际投球过程方面做得不好。所以这更多是故事的时间。最后，它将是问答。同样，我将探讨存在的问题。所以我们会从那里去。因此，我们所有人都在桌子上的原因是因为我们所有人都以某种方式对技术感兴趣。因此，宏观环境的背景是互联网是新的电力。我的意思是这是基本的。因此，您回去100年前，电力出来了。这太疯狂了。就像，有普通的公司。还有电力公司。就是这样，通用电气，所有这些人。有一个叫做电的东西。而且，只有那些建造电力的公司才能将其称为大电力。然后电力改变了一切。所以一切都变得电气了。洗衣机，铁器，火车，公共汽车，当时试图在电力上做所有事情的人们。有些成功了。有些没有。但这改变了整个一代。甚至我们的父母和祖父母也有利益电力。因此，互联网确实是新的电力，在我们工作方式，运作方式和合作方式的基本层的基本转变中。最重要的是，我们谈论这件事的原因是，因为初创公司，为什么定义创业公司拥有攻击现有人来创造数万亿美元的价值？因此，很多大词，为什么意味着在电力之前，有电力公司。然后有使用电力的公司。今天，我们拥有技术公司以及不应对技术的公司。今天有趣的是，我们拥有的初创公司甚至是更快的版本，它们总是积极竞争，以创造价值以使其他人变得更好。当然，最后一件事是，我们已经在美国了解了这两个故事。或在我们不称之为的发达国家中。但是，实际上，我认为我们都在桌子上是因为我们在东南亚的自己是从停在新技术领域的初创企业或思考创新中受益的。这确实是以前不存在的巨大好处。因为事实是60年前，我们正在进行一场战争。第二次世界大战，我们只是从战争中重建。因此，我们甚至无法考虑建立互联网或技术，甚至是企业家。我们正在尝试弄清楚如何布置基本基础架构。因此，我们所有人在桌子周围的所有人都从建立初创企业，谈论俯仰甲板，我们可以在变焦的环境中生活和工作的事实真正受益，在这里，我们没有这个宏观环境，在那里我们正在努力处理庇护所，食物和安全。因此，我们可以考虑技术，初创企业和音高甲板。事实是，如果您查看世界各地的许多宏观地区，那么许多没有初创企业的边境经济体，因为它们无法或没有能力或思维空间或安全的人，让人们考虑创业公司。甚至在东南亚，我们都知道不同的地理位置。对于我们所有人，我们主要位于新加坡。因此，我们受益是因为东南亚的其他部分无法考虑创业公司，这些初创公司无法考虑技术，而不会考虑如何推销。因此，从根本上讲，这个时期对新加坡的人们和东南亚的某些地区特别有利。从广义上讲，东南亚与世界其他地区，将技术作为我们建立和创造价值共同创造价值的边界。这真的是关键。还有一些值得感谢的东西。因此，这意味着我们谈论初创公司。每个人都一样，什么是创业公司？抓住一家初创公司吗？好吧，这太疯狂了。因为现在是巨大的。每个人都使用抓取。那是那家初创公司了吗？好吧，这是一家初创公司，是一家小型供应商店，但恰好是绅士人。那是创业吗？他们正在使用启动原则。因此，我认为要考虑的一件事是，基于其中一个问题，他们只是反映了，我想简化这个问题，我将把一家初创公司定义为新成立的业务。因此，这是一家启动且新颖的业务。就是这样。那是一家创业公司。因为过去，从历史上看，初创企业就像是，使用技术，好吧，这些天，每个人的技术都可以成为一家初创公司。因此，对于那些谈论社会企业家精神等的人，我对此感到非常满意，并且有所不同。我确实想到很多是关于什么是独角兽？这就是最终目标。因此，一家价值超过十亿美元的初创公司。

因此，我想一个基本问题是，如果您从美国的顶级风险投资中筹集了超过一百万美元的资本，那么您成为独角兽的几率是多少？因此，有五分之一的人等。所以这里有16个人。有多少人说40分之一？举手。那是三个。有多少人说30分之一，1英寸10，然后说20个？因此，实际上感觉就像是一个偶数分散。所以我大致说，每个大约25％。所以这是一个很好的问题。简短的答案是，如果我们将其定义为酋长的价值，那在历史上是40分之一。这意味着从根本上讲，这是在轮盘赌上的，这取决于使用欧洲或美国轮盘赌，这是37或38个轮子在那里。因此，实际上，您可以更好地进入轮盘赌轮，节省一生，但是我们接下来五年的一生收入。我在轮盘上放了一个数字，然后是建立一个以建立技术创业的目标的创业公司，价值超过十亿美元。顺便说一句，我说的是美国。我们不是在谈论东南亚，在那里您可以说，就回报而言，这些公司的平均水平可能较小。我们不是在谈论资本市场等。因此，例如，如果您尝试在南极洲建立一家技术创业公司，那么赔率可能比40分之一的赔率更糟糕。因此，在美国，这是40分之一。因此，这就是您应该一直在思考的方式。所有人都想到了，成功的几率是多少？它是否变成了像Grab或Sea Group等大公司。因此，这意味着，因此，每家创业公司都必须在其三个阶段中爬行。并不是每个人都做到这一点。这真的是要穿过丛林。穿过一条土路，穿过高速公路。因此，每个公司都经历了这三个阶段。对于您来说，记住每个初创公司都经历了这三个阶段，这确实是关键。丛林的脸很大，我在世界上建立了什么？我实际上在乎什么？我实际上要实现的目标是什么？是值得建造的东西吗？为什么要构建它？其他人想加入你？换句话说，我应该走的方向是什么？这是要记住的超级关键，因为我们很多人在谈论初创公司时，我们在谈论这一半的创业公司，就像我正在建立一家初创公司一样，您的朋友看着您。他就像，您的创业公司是什么？你是，我不知道。所以有一个关键问题。您正在考虑自己，例如我是什么阶段？丛林舞台，这里的桌子周围有很多。当您到达土路时，我们正处在俯仰甲板上。土路基本上说您基本上是到达的地方，您开始看到这条路，有一些客户，您粗略地知道您要实现的目标。正确的方向是什么？您粗略地知道您不想做什么？而且你知道，你该怎么办？而且您知道您目前在做什么吗？并以什么速度。然后，第三，当然是您试图建造的高速公路，并说您确切地知道哪种策略是什么，您有船上的人，您确切地知道他们实际上是什么方向，您的工作就是建造高速公路，以便您可以尽可能多地驾驶卡车。那就是当您获得大量的增长资本时，您就有所有报纸出来并祝贺您，并说您做得很好，等等。这并不一定意味着您实现了出口或产品市场的合适。但这就是大小，比例。因此，这总是要思考的是丛林，土路和高速公路。这些是那里的三个阶段。对于您来说，考虑一下时间很重要，因为人们一直都会感到困惑。他们说，Grab是一家创业公司。我想，是的，这是一家创业公司，因为您从技术创业开始。但是它处于高速公路模式。他们只是想弄清楚如何做事。但是现在，Grab中的某些举措实际上是在丛林或土路阶段。因此，有不同的项目，当您尝试进入新市场时，当他们尝试进入新的垂直领域时，对于团队中的人们来说，不假装他们处于高速公路模式非常重要。因此，例如，如果海洋进入拉丁美洲，并带有沙皮人等，那么他们必须说自己，看，我不是，我不是安全的或知道发生了什么。好像我在做高速公路。我的工作是吸引那些丛林探险家，他们要降落在那里并弄清楚如何进行导航练习，以摆脱丛林，猛烈抨击其他人。这确实是关键，因为我们所有人周围都喜欢自己说话，我们想成为。然后我就像我们是技术的一部分。今天加入Grab与加入Google和Facebook截然不同，Google和Facebook的数量级更大，而不是加入A系列初创公司。因此，不同的阶段对您来说，对于您来说，不仅是创业公司，而且还意识到您试图在个人角色方面实现的目标。并且还意识到公司将在此过程中死亡。因此，我们在美国谈论了40分之一。当您谈论种子阶段时，请相信我，所有40个甚至更多的公司。老实说，种子阶段基本上意味着您会得到另一种类型的VC，这意味着在一条土路周围的某个地方，您的下一个过渡是到一条土路。在此之前的丛林更糟，大约有数百或1000人只有想法，想法和想法。然后在中间，任何一次大约有40个。当他们一直到达过渡到高速公路的尽头时，大约有20、10、5，只有一个人将设法一路走到高速公路的尽头，并拥有十亿美元的出口。这是您对此进行周到的关键，因为那时您要思考自己，在我了解公司的运营模型的情况下，就要求而言？与我今天提倡的是什么？这确实是关键，因为您会看到很多人，您会在丛林模式下看到很多高速公路人与您交谈。然后，您想，这个建议的相关性是什么，我以前去过那里，就像杰里米（Jeremy）必须雇用所有这些人，因为这是没有脑袋的。我想，哟，我们离那里很近。以及您对与您相关的判断在哪个阶段是超键。因此，希望您能为您提供一些有关我们在东南亚为什么会得到技术的背景。以及为什么我们要考虑成功的几率实际上是什么，人们说我们的团队与角度的开始目标，这是一个结果。最后，考虑到从“ A”到点“ B”点需要三个主要阶段，需要丛林，土路，高速公路，并被教导有关这条路的三个主要阶段。这确实是宏观环境。因此，如果我们知道东南亚，技术和独角兽以及一条途径等，这让我们真正地说的是什么，那么有什么好处？为什么我们应该做一个球。而且它的症结在于，三个真正重要的投球和我们大多数人都在桌子上的三个主要好处，我们看到问答环节中的一点是，我们像这样，我们会像赚钱一样，说服人们。但是我认为关于投球的最重要的事情是，这是您阐明未来以改善业务逻辑。因为如果您已经建立了一家十亿美元的公司，那么在某种程度上，您已经不再需要宣传了，您已经有了答案。您已经有数字，已经有数据，并且您只向所有人展示。如果马克·扎克伯格（Mark Zuckerberg）走进去说：“伙计，女孩，让我们建立一家十亿美元的公司，我已经拥有一家十亿美元的公司，然后他就像，丹尼斯（Dennis），我喜欢向你们投入有关Facebook的人。”然后，您会想，等等，您无需在Facebook上推荐我。我已经使用了Facebook。每个人都使用Facebook。这是一家超过十亿美元的公司。你不需要给我。那你为什么需要投球呢？您每天投放广告的原因，您正在阐明业务的未来。我总是告诉别人是，那太疯狂了。因为，这就是我们要做的，头脑风暴和白板等等。但是，对于很多人来说，能够使这一总结，简洁明了。因此，能够阐明它有助于未来，同时也可以帮助您改善业务逻辑。第二件事是，能够始终如一，现在很明显，后来，关于筹款甲板等等，等等。但是投球是一种吸引客户，队友和支持者的销售形式。而且每个人都没有那么糟糕，为什么我关心一个人？为什么我关心您作为企业主？我为什么关心您作为创业领导者和创始人，所以您在这里吸引客户，队友和支持者说：“是的，加入我的团队”。因为这是有道理的，即使没有数据可以证明我能够实现它，或者我将能够实现它。最后，这实际上是关于与资本分配者合作。因此，许多筹款的人经常会有这样的情况，因为我要投球的原因，我正在努力实现金钱。我试图从我的事物，我的想法等中赚钱。我忘记的是，在那个人的另一面，有一家银行，是债务，风险债务，VC等，是您实际上与他们合作，您正在通过与他们建立关系来进行交易。因为他们的意思是，我将在证明数据之前为您提供资金，到目前为止，为了您建立这项实际业务，这确实是关键，因为我一直记得，当我开始时，我的曾祖父，我的祖父退休了，我们正在从事种植园。因此，他们必须保存和保存，因为当时没有人会给他们资本来建造一些供应商店。因此，即使他们在努力工作，即使他们能吸引客户，也没有人会给他们资本。因此，今天我们真的很幸运，今天，音调的定义意味着，而不是已经拥有出色的业务，或者无论如何，我都可以建造一个滑行甲板，而是有一些实验。我有稳定，声誉，这足以让数百万美元的资本来考虑我的想法。如果您考虑一下，那就是傻瓜。因为事实是我们这一代人和根本无法获得任何资本的那一代人之间的区别实际上是50年。考虑一下。那就是太疯狂了。因此，投球很重要，因为它使我们能够阐明未来，改善逻辑，跟踪队友，客户的出口商，并与可以帮助您共同建立业务的资本分配者合作。有人问投球有什么好处？我想说的是，这个过程确实是超键，投球是达到目的的手段。因此，很多人是，我需要在一个球场上说些什么才能赚钱？我一直喜欢，第一份工作是发现，选择和建立一项伟大的业务。而且，作为我们将在这张桌子周围拥有的很大的假设，而且我敢肯定，它会在以后出现，在我们的会议上，因为当您建立一个音调时，这是否有意义，这是否假设您拥有真正的业务，以便您可以交付业务？因此，您必须找到真正存在的真正问题。而且我们都知道很多假的问题，它们不存在。而且您以前听说过，也许一个朋友会向您说，杰里米（Jeremy），让我们在一张纸上从您的脸上建立一个nft。我们要出售它。而且您就像谁想要一张纸上的纸？我不是艺术品。我不有价值。这是一个真正的问题，人们真的想要我或所有人的照片吗？可能不是。但是，如果您谈论名人。是的，当然，斯嘉丽·约翰逊（Scarlett Johansson）和约翰·塞纳（John Cena），还有许多其他人，他们一直在签署自己的照片。这些可供人们，收藏品。因此，这是一个真正的问题。因为如果您是Tony Stark/Robert Downey Jr.的粉丝。我认为现在没有人有真正的问题，我想要杰里米在纸上的脸。因此，考虑什么是真正的问题。但是，您的另一部分是考虑到这个组。您想解决吗？您实际上想解决这个问题吗？而且我见过很多人提出好主意，但我看着他们。就像，我们参加了比赛吗？就像，您真的想解决所有问题的问题吗？解决墙有很多问题。每年，已经推出的1000年代，许多成功的创业公司都会发生并变得可扩展。但这是你的问题吗？这是您要解决的问题吗？因此，接下来的事情是，如果您发现一个真正的问题，并且想解决该问题，然后找出一个很好的解决方案。因为事实是，如果您在某种程度上找不到一个很好的解决方案，那么您在世界上做什么？你为什么练习？您如何提议？你在卖什么？最后，我们正在谈论实现产品市场的合适。我们只是在谈论解决方案与实际问题与经济学成功之间的恰恰是什么。因此，这是关于如何发现，选择和开始建立伟大业务的事情，无论它是什么，都可以成为社会企业。它可以是一个非营利组织，可以是一家业务。但事实是，任何考虑投球的人，您的基本角色都是建立一项伟大的生意。投球是一项终结其业务的手段。没有其他方法可以解决，有时会看到它，像这样，VC是可用的。因此，如果他们像某些父母，老师或考试一样，我们看一下VCS，然后他们进来说，我认为我们听到了一些我们在这里遇到的问题。就像，如果风险投资人想要这个，我该如何为那个人实现这一目标？我想，不是。他们没有任何现实。他们没有任何真相。他们不是很聪明。我可以告诉你。我是其中之一。就像一天结束时一样，风险投资人在说，选择要进行的投资，但他们并不像您一样理解您的业务。从根本上知道，理解和决定，这是我将要建立的业务，而不仅仅是半年，因为它是用于学校项目的，而不是一年，而不是两年，不是五年，而是10年零15年。因为如果您成功，那么您将在未来10年的生命中致力于解决这个问题。考虑一下。桌子周围的每个人都有10年的时间，您十年前在哪里？考虑一下。 10年前发生了什么？好吧，我现在的假设是，如果您是22岁或21岁，那么我平均10年前，您已经11岁了。十年来发生了很多事情。因此，现在您可以选择，您可以选择自己真正喜欢的问题。因为另一种选择是，如果您选择建立一家业务，那不是您喜欢的事情，您不想做的事情，那么基本的事实是，您要么成功，而且您对自己的成功感到非常不满，这很可能是不太可能的，或者您最终失败了，并且因为他从未爱过这个问题而失败了，因为他失败了。事实是，您不能宣传自己不喜欢的东西。我可以整天告诉你为什么我认为我的妻子很棒。我可以告诉你我孩子可爱的所有原因。如果您要求我要说一个甲板，以了解别人的孩子，我会想，这要困难得多。这有意义吗？因为这是别人的孩子。就像我认识的孩子一样，有10个原因，100个原因。关于我的宝宝很可爱的1000个原因。大家，为什么我的宝宝应该得到ABC，但是谈论别人的孩子。我想，有一个阶数差异。因此，对于问题而言，您必须爱上这个问题。因为当您喜欢这个问题时，那么您实际上可以像人们一样投球，我该如何在我的球场上表现出更多的激情？如果您对问题充满热情，那么您将在球场上充满热情。就是这样。您喜欢加密货币，然后相信我，每个人都疯狂地宣传加密货币。然后你充满激情。现在，问题是如何改进该技术，如何表达球体，如何谈论上的效果和不利之处，所有这些都是真实的。但是您可以取代这种激情。我无法教导这种激情。因此，因此您可以选择，但是您可以选择一家公司。现在我们要谈论球场。同样，您要准备，练习，交付的活动子集。最后，您必须做自己的球场，发现任何加薪，看，事实是，您必须回到建立业务。因此，您将构建测试实验，从实验中，从客户，风险投资中，市场上纳入学习或宣传。然后您继续投球。因此，一旦开始投球，您将永远不会停止投球，这越来越多，但是随着时间的流逝，您会不断提高俯仰。因此，我认为前面有人提到的人真的很恐怖。感觉像这样。我如何获得正确的语气？事实是，每当您投球时，您越来越好，这是一种技能，而不是一种艺术，不是科学，它的实践，是可以学习的技能。我学会了即兴。因此，就像您学习戏剧一样，学习计算机，这是您随着时间的流逝而努力的技能，然后构建自己的风格和自己的方法。因此，我们要经历的是现在去甲板。而我们将要经历高水平的事情，这就是为什么您需要拥有的幻灯片。因此，显然，您有一个封面幻灯片，我们不会参与其中。我认为您的意思是封面幻灯片，公司徽标和所有内容。我们讨论了市场问题，市场机会，您的解决方案，团队，吸引力，竞争，财务。最后，他们要求您要使用的资本。因此，在一天结束时，您真正需要拥有的八到九张幻灯片，其他任何东西都是额外的细节，额外的支持事实，但是这些是您必须涵盖的核心内容。我想说的是，这是非常相互依存的，这是通过我拥有的来源的信用，我并不是假装自己知道并做了所有这些，这是对其他人也在过去和将来也介绍过的人的学习。因此，模型问题，我遇到的第一个问题，这是超级Duper键，您实际解决的问题是什么？而且您不知道我看到了多少个没有谈论这个的套牌，或者答案跳过它，他们放了幻灯片，因为他们认为这是要做的。我认为我所见过的实际上谈论的甲板中只有10％。顺便说一句，我很少。我必须强调您对此的重要性有多重要。如果您考虑的话，不仅仅是沟通问题。但这也是一个逻辑问题。这是业务逻辑。您是否正在解决要遇到的真正问题？因此，您必须表现出问题的痛苦。尽管说这些，无论它是什么，您知道，您必须非常清楚这是一个问题。而且您不能创造他们的思想，如果我建造它并为他们解决问题，那么人们就会要求这样做，然后人们会要求它。我想，我们在说什么？那么，实际解决的问题是什么？因此，如果克劳迪娅（Claudia）喜欢美洲驼，那证明世界各地有一群喜欢美洲驼的人。因此，您可以出去说，对于克劳迪娅（Claudia）的人来说，骆驼是一个问题，对于那些喜欢这样的人来说，这意味着这意味着掩护图片，等等。没有足够的骆驼东西。在全球范围内，没有足够的骆驼枕头，故事等。有一个名为RL/Llamas的红色线程。他们无法得到足够的骆驼东西。这就是问题所在。没有一个停车商店。问题有多大？我们可以辩论，我们可以讨论。但是您对问题是什么？与您说的话，问题是世界没有足够的美洲驼。然后每个人都喜欢，什么？狼不想要骆驼，杰里米不想要美洲驼。丹尼斯不想要美洲驼。戴安娜不想要美洲驼。因此，问题是，谁想要谁？然后谈论当前的解决方案和问题。为什么那不起作用？现在，解决这个问题是什么不起作用？因为很多人都喜欢，基本上选择一个问题。有结果。所以这是一个大问题。所以人们说些什么。有人说，问题是人们想要牛仔裤。他们需要衣服穿裤子。这是等效的。然后我想，但这不是由Uniqlo Levi或市场上其他所有中国品牌解决的问题吗？就像，您如何解决问题？目前解决的方式足够好，甚至更好，优越，因为品牌是成本，是一个好的价格，到处都是。每个人都已经拥有了。因此，对此进行周到是超键。因此，您需要解决客户的第一问题。因此，我试图在这里说，不要试图解决某人的第二，第三，问题编号第四问题。实际上，没有任何地方有一种快速的方法。因此，请考虑一下，例如，我看到了一个好主意。如果您看补品。您认为补充是，我们所有人都有补充剂。他说，对于那些相信某些饮食要求的人，如果是关键要求。因此，由于我的信仰或背景，我需要清真食品，因为我在一个国家，所以实际上没有清真补品不合规。他们不是清真。他们肯定不是清真认证。但是它们还包含很多产品。从其他动物等人等不合规，也没有清楚地验证的那些，并且没有整个链条的监护权，以确保它在此过程中不会被污染。所以这很简单。就像对于这种背景的人来说，我们提供解决该问题的经过认证的补品。我对自己说是它的天才，美国人没有解决它，因为他们不在乎。如果是犹太洁食或清真，有新的要求。但是对于某些类别中的人来说，这就是他们的要求。他们的第一问题是，如果我在吃补品，我不知道其中有什么，我更喜欢切换到合规的补品？还有一个问题。在我服用补品的那一刻。因此，对这个问题进行周到的考虑是如此关键，一遍又一遍地，清楚这个问题是获得资金，获得支持，获得您需要拥有的队友的最快方法，或者可能只是每个人都没有得到问题之间的区别，而其余的幻灯片是巨大的洗涤。作为一个很大的问题幻灯片，您可以说出的方式是您表达问题时，每个人都知道解决方案是什么。我已经看到人们表达了一个问题，然后每个人都知道解决方案将是什么。没有意义。然后问题是，它如何实现等？那有什么问题？当您定义问题幻灯片时，您会以这种方式清晰地说，无论它是什么。因此，例如，如果您看一下融合，初创企业，核融合，所以他们说，我们可以没有碳或其他任何东西制作清洁能源。因此，他们在谈论您的解决方案等。无论说什么是，看，世界都需要精力，您真的需要它，但是没有足够的能量。也就是说，因为它变得越来越昂贵。我们拥有所有这些能量的形式。然后，他们放了一个幻灯片，如果您将问题定义为我们如何遇到的问题，那么世界就没有以碳为中心的昂贵能量。并具有很大的外形。这只能在某些地方建造的资本支出，您说的方式越多，解决方案要么是太阳能电池或核融合。因此，主要清楚解决方案将是什么。因此，我将花费大量时间在其他幻灯片上，当我们进行指导等时，这就像我零零一样，这是一个值得解决的问题吗？这是一个人的第一问题吗？而且，如果不清楚，那么您是否会增强目标客户，您是否可以提高问题的发音，锐化方法或完全改变业务？接下来是什么市场机会？因此，如果您想建立一家十亿美元的公司，则可以追溯到十亿美元的公司，那么这个问题必须至少价值10亿美元或热衷于那里的人。因此，请考虑一下您的总可寻址市场，真正的目标市场规模是多少，清楚您的目标是什么？因此，例如，我们讨论了清真补品。好吧，事实是，他并没有针对整个补品市场。但是他也不是针对一个国家或两个国家。所以他说，这些都是有这种饮食要求的人。而且他们主要不购买补品，因为他们担心所有这些原因。因此，我相信这将很大的市场规模很大。然后您布置逻辑。因此，在这种情况下定义类型的主张。因此，这个人有饮食要求，为什么？由于信仰，由于选择，依此类推。他们可能不是孩子，因为孩子不需要补品。他们可能不是老人，因为他们可能不清楚为什么要购买补品。他们可能是一定收入和个人资料类别的人，但是这些都是我们可以看到的客户。我们可以画出那张照片。然后谈论为什么现在？为什么这是我们建立和支持这一要求的时刻？现在，当然，我们讨论了您的解决方案演示。因此，这是一个幻灯片，我发现大多数人最终会花费最多的时间在这张幻灯片上。我看过很多甲板，他们主要没有谈论前两个问题，他们将所有时间都花在谈论解决方案上。随着我们已经建立了一家伟大的公司，并使用了这项技术。还有所有的东西。我们建立了一个基于NFT的社交网络，建立在Crypto上，使用此网络建立在X上，这将更快，聪明等。然后您想，好的，但是有什么问题？问题的大小是多少？因此，这张幻灯片是大多数人专注于建造的东西。因此，当您显示它时，关键是要显示，它实际上是什么样的？这就是每个人都在做的事情，还可以展示将如何使用该平台，将服务用作真正的关键，展示某人将如何使用该东西。描绘人们将如何使用它的图片。最后，谈论为什么一天结束时对客户会更好？放一些钥匙。更好吗？速度更快吗？更便宜吗？很多人不这样做，这是平台。而且我们不知道客户是谁。但是该技术很快。而且您是谎言，客户需要更快的速度吗？因此，有一些想法。这是在思考什么。因此，例如，我们今天看，我们谈论了快速商务。因此，很多人都喜欢，如果我继续在线购物，我可以在两到三周内得到一些东西。当我们进行杂货店购物时，事情将在三天内到达。所以它在那里。所以问题是，我们确实需要快速商业吗？如果我需要在15分钟内到达的东西，我们必须对自己思考说，我们需要在15分钟内到达什么东西？一小时内我们需要什么东西？三天后我们需要到达什么东西？因此，如果例如，Ching Chi想买一袋米饭。他需要在15分钟内需要它，还是在三天内需要它？因此，绘制有关客户如何使用这种快速商务的故事将是关键。因为它让人们理解，为什么会更好？因为Ching Chi可能更喜欢喝米饭，因为当您批量购买大米时，您可能希望它更便宜，但是您不需要在三天内到达。这就是为什么，我们不需要在15分钟内到达。因此，这是一个要求。例如，对于像凯利这样的人可能需要，例如，您需要头痛药物。因为你有头痛。晚上凌晨2点，当您头痛的时候。因此，如果您想在凌晨2点购买头痛药物，那么什么都没有。而且您必须立即得到它，您迫不及待地等待三天才能到达头痛药物。这是要考虑的事情是解决方案的故事是什么？它实际上是如何播放的。接下来是谈论一个团队。因此，核心团队是关键。实际上，我参加了周五的演讲，他们没有分享有关团队的分享。我当时想，谁在建立这家公司？照片，任何相关经验，您的领导经验，您的教育，显然，您是对的。这是一个长篇小说。但是我们不想要两个到三个要点。而您要实现的核心是我们希望人们穿上这支球队和一切，我想，我知道您的团队令人印象深刻。但是呢？而且您会看到很多幻灯片，他们以某种方式将其编写在哪里，但这并不相关吗？它没有告诉我，为什么您是可以做到这一点的合适团队？例如，他们俩都在即兴班级和爱情即兴融资中见面。然后，如果初创公司的意思是，我们正在为世界建立即兴平台，那么这很重要。但是，如果我要构建一个核融合平台，而即兴表演的核心点是完全无关紧要的。这是要考虑的事情，一直在思考。因此，当您试图阐明分享时，例如，最后，我们共同拥有正确的技能来实现这一计划。当然，有时候，当您进行幻灯片时，有时很明显，就像我想建立一家伟大的公司。假设莎拉和我正在建立一家公司，很明显，我们俩都基于这里，但是由于某种原因，我们希望在法国建立一家公司。因此，首先，我喜欢我们要在法国建立一家公司。我们俩都不是法国人。没有经验法语，但我们认为是一个好主意。然后，显然，团队的法律将非常清楚，我们有正确的技能吗？因此，我们要表达出来的话，不要试图假装并试图写很多话，然后说，杰里米突然知道很多法国人，但他没有，不要试图夸大这件事。但是说，我们现在没有团队，但是我们会找到它。我们将寻找一个法国人来编辑团队，对我们来说最好一直进行直接对话。 And obviously, about traction, so performance, etc. So what have you achieved over time? So what's really key in this section? What is the timeline? When did you find a company, this is a key milestone that we have achieved so far. And a lot of people will start using what are called soft traction. Which is getting an accelerated, we achieve this reward, we want to start up competition, we attended a hack launch with Jeremy and Jeremy, said this is thumbs up for the presentation. These are soft traction. But what's key is that we have hard traction, which is like, we're actually growing fast. We do have clients, we are making money. We do have brand name clients working with us, we have a growing with a future that more people want to join and look at the results. And then the next thing is, so hard traction is always more important than soft traction, then is really key for you. And that's why I talk about how as business operators, we're here to build a company as fast as possible. So if Mason, and Diona, for example, if Mason comes in with a bunch of soft traction on the slide, so number one award, both that most likely succeed, etc, by Diona is like, I already have 100 customers, and I'll give me $1,000 each. Now I was as, well, it's quite clear. Who's further along? Diona probably has a better company, because Mason is as I only have a pitch deck and a bunch of stuff. And so a lot of people are like we forget, but this crux, building the heart traction is really the core mandate. And a lot of people actually feel like it's unfair. And there's a lot of people say its super unfair, why did that person have a pitch, drag and be able to raise money, but I can't. And I'm like, because that company started four years before you and they have more results than you. So they didn't show you the pitch deck. But this is what it is. So just be thoughtful. What data are you showing here? The soft versus hard traction. And then also talk about quality of the business. So our business metrics, so number of customers, total revenue, lifetime value, decreasing cost, there's a bunch of stuff that basically shows the quality of that growth. So that's really important for you to think about. So the best companies will show like hard traction. And it'll show that there's high quality of hard traction growth, is important. And then it is all about competitors, right market fit versus competitors. So it's really important for you to show how you fit in the landscape versus competitors. And I've seen so many, I literally had an ad company. And I was like, who are your competitors in x? And then they were as, we have no competitors. And I was like, okay. So there's always competitors out there. So how do you fit into it? Why are you going to be the winner versus the direct indirect competitor? So what's a direct competitor versus an indirect company? All right, this is really key understanding. A direct competitors saying that, they look exactly like you. So for example, a direct competitor could be, let's talk about the jeans. And I want to build technical jeans. It is for people who work from home, and they want to wear something that looks like jeans on camera, but not jeans. And we're talking about guys. Because guys are wearing shorts and terrible stuff. And other people dress better on average. And I literally saw startups pitching that way. So direct competitor will be a company that's tackling the same thing, which is athleisure. That's what they call it. Athletic leisure clothes, like the Lululemon. But for guys, basically, those will be exact competitors that look exactly the same. So there's a bunch of direct competitors are doing the similar approach. But actually, they're indirect competitors. And the indirect competitors is called Nike, Levi's, anything that you could wear. So there's a lot of indirect competitors, Uniqlo, they're not exactly approaching the problem for the same thing. But for a person who's at home and on Zoom, wearing pants, they can wear shorts, they can wear different things. So just be thoughtful about direct versus indirect competitors. And truth is, that's really key for you be thinking about all the time. So how much capital have to raise? You got to know that at the back of your hand. Why are they good? Why they bad? But the truth is that, your biggest competitor all the times is your core, the default behavior. So the truth is, for a lot of them, what they're wearing at home is, FBTs for an army. So we're seeing that a lot. So, the status quo is like, they bought 10 of them during army. And they haven't got around to changing. So the status quo is the incumbent behavior is really key. So are you changing customer behavior? So when you say I'm going to take on and compete against them, you're basically saying, I'm trying to get these folks to change from shorts, to jeans, to change from loose fabric to tight fabric, to choose from a relatively less breathable fabric to a very breathable fabric. So those are all customer behaviors that are going to be happening, when you talk about this market fit. In general, I recommend using it as x, y market landscape. We'll talk about that. But it's basically one of those like two by twos, that talk about, which are the two most important dimensions that are really important that differentiate you from other people. And of course, thinking about how you as a result are competitive, what makes you strong, what makes you weak? What are you concerned about? What areas are you not targeting? So for many technical homeware, brands for men, a lot of them are saying like, we're never going to be as competitive as Lululemon. That's why we're targeting nails for this category, because we don't have a competitive advantage against them. But we do believe as a small niche that we do have a competitive advantage, because everybody else, was key for you to be thinking about, is, of course, you should be selling that your 10x better. Now there's 3x better, 1.5x.更好的。 That being said, being thoughtful about whether you are actually telling us about this super key, right for that customer for that niche for that moment. You're super key. So next, we'll go top of financials, super complicated, but I'm going to assume that everyone will figure it out, eventually. But the question is, how do you make money as a revenue streams? Is pricing is a flat fee etc, is a recurring? Is there a big difference between gross versus net? Is it high volume versus low volume? What's the basic math thats there's, so sure the math, one times, two times, three times, equals six. 100 clients, they buy two brushes a year, times $3, for toothbrush, equals to, $600. So be thoughtful about how you lay out that map. And how it's going to flow from Point 'A' to Point 'B'. And I was talking about how much you're spending? How much do you take to spend to buy one customer? So if you want someone to buy a toothbrush, you're creating a direct consumer to brush that up. And you expect to sell $10 worth of toothbrushes, $6 two brush and $4 of toothpaste to the person, $10 a year, then you have to be thoughtful and say like, my average cost to acquire a customer should be hopefully be less than $10. Because if I spent $12 to sell someone, something for $10. I'm losing $2 on every customer. So being thoughtful about how you're spending money. And eventually, we're not going to too deep into it. But talk about how you can articulate lifetime value versus the customer acquisition costs a customer. And what it basically means is that any other day, when you buy, you're not only buying candles or toothbrushes this year, but maybe next year by 10. And then you buy 10 and on average, you stay for three years. So on average, if you will buy $30 of services from me. And on average, it costs me $5 to persuade you to buy this from me versus buying this from Colgate or other places out there. And so my lifetime value $30, my acquisition costs is $5. So the multiple of lifetime value to CAC will be 30/5=6. Why better for you to be thinking about all the time, is that if you're running a business as an operator owner, you should normally be aiming for this multiple to be true on average. You should be earning at least $10, for example, of profit, not value, not price, but value profit for every $3 that you spent, to acquire them, so that means you make $7 Eventually, and maybe there's over one year, two years, three years. But there's something to be thoughtful about all the time. As to make sure to ask for money. So that's why you're busy pitching. Or ask for people to join you, or ask for people to support you and accept your grant. So in this case, we're talking about VC, how much capital you can raise 400, 500 grand, two mil, three mil, whatever it is, your investment terms? So what are the terms of investment? What's the price of that capital that you're looking for? And also be thoughtful about and sharing about what the investment history, about whats their previous investors? Are they still coming along? Where you'd like them? Something to think about that? What are the previous investment terms that were there? And lastly, how do you intend to use the proceeds to achieve? So how do you tend to use like 100, grand $500,000 seed round, 2 to 3 to $4 million dollar Series A, how you going to use that capital? And what's important for this, our ad is, a lot of people stick this proceeds and talk about who they're spending it on, spending on sales and marketing or technology. And that's important talked about but what's really important is, I am sharing the slide, what milestones or what experiments are you going to run with this capital? And what learnings are looking to understand that get reflected into the fundamental value of the company? So if I'm giving you a million dollars, you can say I'm spending it half on people and half on technology. But I always saying is, if you give me a million dollars, I'm using this to understand three things by market, I'm trying to understand, if we can get this technology to run within 10 milliseconds. Number two to find out if doctors want to buy it. And if they buy it, how long will they stay buying it with a lifetime value, for example. So those are the three milestones I'm trying to achieve. These are three learnings, aperitif, which is $1 million. And these investors are basically saying, I'm going to give you a million dollars to go find out this experiment and find out, achieve these milestones. And if you don't achieve those milestones, then that's okay. You figure out the failure milestones or experiments early enough and fast enough, then you can always use the capital to change the logic chain and figure out a new business, a new approach to selling to customers. Or if you don't figure it out, or you take too slow to do it? Then you run out of runway and then the company doesn't make it and that's okay. So overall, that was a hopefully a dive into a pitch deck on each slide with the key learning of the slide to be thoughtful about and what we're going to do is to give you some stories about the pitches. I have done in the past, it does has reflections. And now I am going to q and a. so this a good time for you again in a zoom chat to pull up the q and a section and ask any questions or to upvote any questions that you prefer me to answer, and I go through that. So it is a good time for that. So it does a pitching reflections. I remember pitching, content consulting, which is a social enterprise. So someone was talking about social entrepreneurship. So I choose that story. And today, it feels like a no brainer. So I have no idea how many people come up to me and say, Jeremy, I want to create a content consulting half, coding, I want to create content consulting for ABC. And I remember when I first came out with that, I knew that it could work because I've seen it work in the US. And I appreciate it and being part of that community in my university. And so that had been a transformative experience for me. And so I coming back to Singapore, I actually co founded with my co founder. He was my improv buddy. So we dug trenches together in the rain. And if you have a tree man trench that you're digging, and only you and he are only two digging, and that one is just not doing anything, you've become very good friends, because you realize that you can count on each other, and you can't rely on another person effectively. And so coming back, we decided to build this together, because we didn't exist. And we had no idea how hard it was, etc. And I end up pitching and actually have that first email, where I basically put together like, the thing and so forth, and i email it to like hundreds of people, and we were using, email at that time, there were Yahoo groups and Google Groups, that's a crazy time to say, based on Facebook, or these things, and just say, this idea, and 1000s of people ignored me, saw it and they delete because they wasn't interested in it. And I remember that we got about 30 people to show up across two days, info session then into faster pitch verbally. And I remember building a deck beforehand, to talk about the company and the mission and we finished the slide just right beforehand. And i was pitching to all the other people, and we practice, only five to seven of them were actually came back and said I'm interested in doing something, but only about two to three of them actually said yes. So actually helping out and actually helped in any degree. So you think about it from 1000s of people that we pitch via email, and say I'm interested in signing up and doing, learning more and do more after the pitch, the first, second or third person actually join. And I don't know how I felt about it, because at that point in time, it felt sucky. But I felt great. Because psyche, you're like, I embarrass myself, I email the 1000s of people. And only a handful of people believed. I also felt great, because when one person says, yes, that's amazing. And so for me, the reflection from that is pitching is scary all the time. Because fundamentally it's rejection at scale. What I mean by that is, if I go to my wife, and I say, let me pitch to you why my daughter's cute. I'm pretty sure it is 100%. In agreement, that is going to happen. And I know it's also a crowd pleaser. If I have a pitch like that, I'm sure she will say yes, I agree with you, 100%. For me to do that with more people, to do talk about saying I want to build the first case of social enterprise. I remember people saying, like, I don't believe that Nonprofits and Charities want to improve and receive consulting services. We don't believe that professionals and students want to work together to do consulting projects, we don't believe that you can achieve the quality needed to be recurring, we don't believe that you can be financially sustainable social enterprise. And to be frank, those are very valid questions. Because at a time, what do we have yet? My partner and I, and that's it and a pitch deck. So those are super valid questions, and we're pitching and pitching. And the truth is, if 27, or 30, people said no to it, it's a pretty fair ratio. Because the truth is, since that time, I've actually seen a lot of social enterprises fail with similar looking decks, with similar looking pedigree, but they fail to achieve it. And I can tell you that when I was building Conjunct Consulting was a giant pain because so many times I could have made those massive mistakes. And so all those concerns were super valid, all those doubts were valid. So it's very important to think about the pitch, is not think about when you pitch, is that you're pitching to get rejected, by neither should be going around saying like, that aside audience is dumb or doesn't get it. And I get it, I'm superior, I see the future, they see the past. Really think about the pitches, were you saying like you articulating these things I believe. And these are things I have to believe are true in order for this to be true. And then my job is to communicate it as clearly as simply as possible. And then is up to the market, up to people decide whether they opt into it, or whether they just opt out. And that's really important. So my first art of pitching is my reflection about the fear of rejection. And the odds, the ratio, the final say, which is your pitch, allows people to get even a handful to even be interested and let alone join. And so you have to be comfortable with pitching, don't think to yourself, I'm pitching, I'm learning to pitch one pitch. Building as I'm learning how to pitch to improve my one presentation. The truth is you're learning how to pitch 100 times the same thing 1000 times, and you're going to keep improving it. But that's what happens when you do pitching. The second time, and the last story I have before we go into Q&A and an alternate tap and see how many questions you have. I remember that I was going to head off to my wedding with my now wife, my then fiancee, and I was busy pitching for a series A for a technology startup. Pitching, and pitching. And I remember I told my wife and I said, I don't know if we can achieve this goal. And if that happens, then we're going to be in trouble. Because we had to be thinking through, how do we change our burn? We change our assumptions, if we get this series A. And, my fiancee, whom I had met at the social enterprise. That I had built. She basically told me and she said, Jeremy, if you're trying to propose that, we reschedule the wedding, no chance in heck that's happening. If you want to try to marry me, again, the ceremony, you're going to be a long, long time. And so I said to myself, Okay, great. I got to pitch harder, motivated. Because if I don't pitch and close, then I don't get money, the company folds. And I don't get married. So that's a problem. There's an incentive struck problem is infrastructure. I think one thing that is there is that when you're pitching in different stages, the way I pitch a technology startup, for a Series A, it's also very different. And reason why I'm struggling, the reason why I find it difficult, when why we mentioned measure closer, was we had to unlearn a bunch of things, and actually be articulate and say, these are the problems that we care about. And these are things we still don't know. And these are the things we do know. And so finding the right investor, and finding the right team and finding the right partnership that actually believes in this story, not because they're fools, and our pitches, very good and pantomime./shadow puppet play, that makes it look good. But it's a pitch, just find a right partner for your business partner that provides you capital. And that's hard to do. Because, sometimes you have an ego, and you're like, I understand this way better than everybody else. But it turns out, the VC, the bank, if you want to decide that this is mine, as well. And it's not in your own way, in your own domain. And the other part of it is, this is a hard because it requires humility. Because he may imply that you build the business in a certain way, but you have not yet proven out certain parts of it. And that's difficult to do all the time. And lastly, there's a clock. When you pitch, there's this entropy and stuff like that. You're pitching aggressively, you're pitching people in parallel, you're pitching hard, you're learning how to pitch better and better. Because time is sometimes your friend and sometimes is your enemy. And so in some ways when you're burning money, the reason why you see startup founders are burning a lot of money when you're very good at fundraising. If you fundraise a lot of money, so they burn a lot of money. But when you're burning a lot of money, they are very incentivized to fundraise more and more money. Because time, in many ways is the enemy. Because they didn't build a strong enough business that is profitable. But you look at companies that are profitable. So you look at Atlassian, look at Buffer, you look at Canva, they build a company in a very strong and rigorous way. And because of that they didn't feel like they had a rush to learn how to pitch, they had a rush to raise venture capital. And it was much more powerful because time was their friend. Because, they wait one more day they receive 1000s of dollars more. So being thoughtful about what you have to learn and unlearn for a technology startup is really key. So on that note, I wrap up the pitching reflections. Obviously, if you want to learn more from founders, VCs rising stars, you can go to Jeremyau.com. to check out the Brave Southeastasia Tech podcast on Spotify, Apple, etc. And use that time to either listen to something. But primarily what I enjoy in this case is hearing why people care about what they do. So on that note, I'm going to stop my share, and look at the questions. The question is, you mentioned a seed round is $500,000? How far can they support a startup to grow?多长时间？ How many staff? Okay, so, let's say you build a company that is profitable already. So, you spend $5. And then you make $10 a profit. So net profit is $5. So every $5 you put in $5 more. So if you raise a C round or $500,000, then after you finish deploying it across, then one to two years, then you have a million dollars. In that case, a $500,000 C-round could have lasted you for the entire time. So this could support you forever. Now, if you choose to raise, you spend $5. And you basically only collect $1, back at the end of the day. So you lose $4 in every time you have a customer, then you're losing $4 for every customer in the short term, then $500,000 to buy, you basically sell to a certain 125 people. And then you're all our money. So something to be thoughtful about is how far can this set startup to go? It depends on the business you build. So being thoughtful about that is how long, how many stuff, it depends on how you company is build in. So don't think about how much money you raise to how far the startup can go. Now, what you may have heard is that VCs, the classic model is that every time you raise a venture round, then the goal is for you to may have that lasts for about 18 months to two years. So that's maybe what you have implying a little bit here. But it's quite dangerous, because sometimes what happens is like, I got $500,000. I have to spend it within two years. So there's $250,000. So every month that's like $20,000. I want to pay myself $5,000 for $15,000 left, so I'm going to spend 15,000 and put it all in marketing. That's one way to do it, which is working backwards. But that assumes that using venture capital is assumes that your business is vigorous and be able to do it. And it assumes that day is the best allocation of resources. So it's possible to use that approach. But it really depends. So the real crux of it is being thoughtful about what that is.