Hier erfahren Sie, wie Sie das Deal Sourcing in Venture Capital meistern können.

This is how I get more than 100 qualified dealflow each quarter 1) Unify the outlet and the process of receiving dealflow (we use Decile Hub) 2) Put a QR code with link to sumbit pitch deck in the home screen (in iPhone you can switch between it and QR for your contact) 3) When ever you meet a founder with alignment of you thesis ( ask them to submit through the link, don't give your email or phone to founder) 4) Attending pitch events & startup showcases (online and in person) 5) Mentorship and Jury participation in several programs (bulk dealflow veted with compelete data room) 6) Participate in Angel & VC netwroks (One of many we are part of decile partners on more than 800 GP's from more than 500 VC's sharing deal flows)

I suggest some of the sure shot ways to get going . What are they ? I list below 1)Utilize tools like CB Insights, PitchBook, or Crunchbase to identify trending startups. 2) Regularly share insights and engage with the startup community. 3) Maintain an active, professional social media presence, especially on LinkedIn. 4) Create a schedule for regular outreach to entrepreneurs, accelerators, and other VCs. Use CRM tools to track interactions and follow-ups 5) Volunteer to speak or moderate panels to increase visibility Create a personal brand as a thought leader. 6) Start a blog or newsletter sharing your insights on industry trends .Contribute guest articles to respected publications in your space.

I recommend that VCs create a unique sourcing plan to help them discover innovative startups. My sourcing plan includes: 1) Attending pitch events (both online and in-person) 2) Posting in startup and VC networking groups (e.g. GenZVCs) 3) Attending networking events (e.g. Startup Grind and Entrepreneurs' Organization) 4) Posting on LinkedIn (strong brand = larger network) 5) Receiving personal introductions (because I actively post on LinkedIn and have built a strong brand)

To complement building your network, consider actively participating in industry events and conferences. These events provide a valuable platform to connect with potential investees, exchange ideas with industry experts, and stay informed about the latest market trends. By actively participating in these events, you can establish yourself as a knowledgeable and engaged investor, which can attract deal flow and open doors to potential investments.

Mastering deal sourcing in VC is all about leveraging your network. Here's the secret sauce: Become a Connector: Don't just collect contacts, connect people in your network with relevant needs. You'll build trust and gain valuable introductions. Be an Active Listener: Pay close attention to what others are working on and their challenges. You might spot potential deals others miss. Cultivate Deep Relationships: Go beyond superficial interactions. Focus on understanding people's expertise and interests. This fosters genuine connections. By becoming a connector, fostering deep connections, and actively listening within your network, you'll unlock a constant stream of promising VC deals.

Market mastery is indeed critical. In my experience, the most successful VCs are often those who can identify and bet on emerging trends before they become mainstream. Stay curious, read voraciously, and don't be afraid to develop contrarian views on where markets are heading.

A TAM is only as big as the last big research company report. Everything that is going to have world changing impact is probably not even on their radar. Airbnb wasn't going after a TAM they were solving a bed for the night problem in expiring inventory of your friends open room. Uber was considered "too small" of a market because the black car market was regional and not that big. Both expanded markets beyond anyones calculation. I take the approach that predictions are worthless and looking for solutions to problems with an audience that care matter most. If you can form an opinion on existing markets and what they might need or improve upon you MIGHT be able to decipher that solution from a founder.

De acordo com minha experiência, entender as tendências de mercado é essencial para identificar setores com alto potencial de crescimento. Mergulhar em pesquisas de mercado e ler regularmente relatórios e análises do setor é fundamental. Isso permite que você identifique tendências e tecnologias emergentes que podem perturbar os mercados existentes ou criar novos. Com esse conhecimento, você pode avaliar melhor o potencial das startups que atuam nesses espaços e tomar decisões informadas sobre quais empreendimentos apoiar.

Industry Trends: Stay updated on market trends, emerging technologies, and industry shifts. Read industry reports, follow relevant news, and participate in webinars. Competitive Analysis: Understand the competitive landscape. Know who the key players are, what they are doing, and how you can differentiate your approach. Market Gaps: Identify gaps in the market where there is potential for new and disruptive startups. Look for underserved sectors or niches with high growth potential. Regional Insights: Gain insights into specific regions or markets where you are looking to invest. Understand local dynamics, regulations, and opportunities.

Spot on. While a great idea is important, I've learned that the team behind it is often the make-or-break factor. I once passed on a promising startup because I sensed misalignment within the founding team during due diligence. Six months later, they dissolved due to internal conflicts. Always dig deep into team dynamics and founder motivations - they're as crucial as market fit and financials.

Start with a YES! Counterintuitive but the seat of an allocator is paved with saying "no" so its a gift to start with yes. See if you can develop a criteria for a founder to stay at "yes, we will invest as long as possible" and you will have your list of diligence requirements. Wrong sector/stage/geography/fund requirements? Sorry we can't invest. Suddenly you have a list of the things that really matter, and if they do not get through that list then you have a reason to share as to why. If you provide ACTUAL feedback and explain how this company doesn't fit the list you have you will be ahead of 90% of most of the VC "no" that happen.

In my opinion, startup analysis and due diligence make up nearly 80% of the workload for VCs. This critical process should have well-defined criteria, metrics, expectations, and comprehensive analysis checklists to evaluate startups from various perspectives. The primary focus is on the solution and its potential market size. Meanwhile, business models and market entry strategies can be adapted throughout the startup's journey, based on market conditions and competitors' actions.

Algo que achei proveitoso é que avaliar startups vai além de apenas observar números; é necessário mergulhar profundamente na equipe, no produto e no modelo de negócios. Ao examinar potenciais investimentos, deve-se considerar a experiência e o histórico do fundador, a singularidade do produto ou serviço e a escalabilidade do modelo de negócios. Também é fundamental analisar o cenário competitivo da startup e seu plano de entrada ou expansão no mercado. Uma avaliação completa assegura que você está investindo em startups com uma base sólida para o crescimento.

Initial Screening: Develop a rigorous initial screening process to filter out unsuitable startups quickly. Focus on key criteria such as market potential, team quality, and product fit. Due Diligence: Conduct thorough due diligence on shortlisted startups. This includes financial analysis, market validation, technology assessment, and background checks on the founding team. Red Flags: Be vigilant for red flags such as inconsistent information, over-optimistic projections, and lack of market traction. Track Record: Evaluate the track record of the founding team. Prior entrepreneurial experience, industry expertise, and past successes are strong indicators of potential success.

Experts are usually good at something that has happened, which can help. Rarely are they right about things that will happen - stay away from predictors. It is easy to hang your "no" on an expert until you see a road paved with clear missed opportunities from so called experts who missed major trends. Get insights, aim for your own conviction.

I agree that having external or industry experts for startup due diligence is beneficial as they can scrutinize details and delve into nuances. Their insights often reveal aspects that non-experts might overlook. However, experts can sometimes have subjective opinions, and their specialized knowledge might limit their ability to see the big picture. Surprisingly, outsiders with an open mind can often provide valuable out-of-the-box perspectives.

Algo que achei proveitoso é que, para obter uma compreensão mais profunda dos setores em que você está interessado, é essencial envolver-se com especialistas que podem fornecer insights além da análise superficial. Isso pode envolver consultar veteranos do setor, contratar consultores com conhecimento específico de mercado ou colaborar com instituições acadêmicas. A experiência desses especialistas pode ajudar a validar o potencial da tecnologia ou do modelo de negócios de uma startup e revelar riscos ou oportunidades que você não havia considerado.

Advisory Boards: Form advisory boards with industry experts who can provide insights and guidance on potential deals. Their expertise can help in evaluating the technical and market feasibility of startups. Mentorship Networks: Leverage mentorship networks where seasoned entrepreneurs and investors can offer advice and introductions to promising startups. Consult Industry Specialists: Work with industry specialists for niche sectors where deep technical knowledge is required. Their insights can be invaluable in assessing complex technologies or markets. Collaborate with Analysts: Collaborate with market analysts and research firms to get detailed reports and analyses on specific sectors or companies.

How to leverage AI is the #1 question we get from investors and VC firms. Its a way to give the team superpowers and can be engaged well. HOW to do this differs, but there are plenty of tools and services that ironically are NOT venture scale that can and should be used by VC firms.

Algo que achei proveitoso na era digital de hoje é alavancar a tecnologia para fornecer negócios de forma eficiente. Utilize sistemas de gerenciamento de relacionamento com o cliente (CRM) e bancos de dados para acompanhar interações com startups e outros investidores. Além disso, a inteligência artificial (IA) e o aprendizado de máquina podem ajudar a analisar grandes volumes de dados, identificando padrões e oportunidades que poderiam ser ignorados. Ao adotar ferramentas tecnológicas, você pode simplificar seu processo de fornecimento de negócios e se manter à frente no competitivo cenário do capital de risco.

Deal Sourcing Platforms: Use deal sourcing platforms and databases such as Crunchbase, AngelList, and PitchBook to identify potential investments. These platforms provide valuable data and insights. Data Analytics: Implement data analytics tools to analyze market trends, identify emerging sectors, and track startup performance metrics. AI and Machine Learning: Utilize AI and machine learning algorithms to automate the deal sourcing process. These technologies can help identify patterns and predict promising startups. CRM Systems: Use CRM systems to manage relationships, track interactions, and follow up on potential deals. This ensures that no opportunities are missed.

I fully agree on the importance of building strategic partnerships to help during the scouting / due diligence process. I personally like to have connections in universities, development and foment organizations, and also some partners that help you to stay connected to the rest of the globe. it is useful to know which are the trends but also deal size, multiples for each sector and stage, etc

To master deal sourcing, we need to look into the process within. Often, it comes down to 1. Access global deal flow without limitations 2. Understand the problem size and the root cause 3. Align investment thesis with beliefs and trust For step 1, technology with strategic partnerships would contribute the most to accessing the global deal flow. For step 2, market intelligence and feasibility evaluation with customized AI would accelerate the progress. For step 3, Analyze the potential risks of beliefs and assumptions based on the startup execution. If a miracle happens, how will it affect the overall investment portfolio performance and risk?

Forming strategic partnerships with VCs can enhance the due diligence process by offering second opinions on investment decisions and allowing for risk-sharing through syndication. However, it's important to be cautious of over-relying on partners' opinions, which could lead to a "crowd opinion" effect. Maintaining critical thinking is essential, even when co-investing with top names. Collaborating with accelerators and incubators can provide early access to promising startups in their early stages, allowing for watchlisting and potential investment when significant growth potential is identified.

Corporate Partnerships: Form strategic partnerships with corporations that have innovation arms or corporate venture funds. They can provide access to emerging startups and co-investment opportunities. University Collaborations: Partner with universities and research institutions to tap into cutting-edge research and spin-off startups. Accelerators and Incubators: Collaborate with startup accelerators and incubators. They can provide a steady stream of vetted startups and facilitate early access to promising companies. Syndicate Deals: Participate in syndicate deals with other VCs. This allows you to pool resources, share risk, and gain access to larger or more complex deals.