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If your company has already paying customers, we expect the following key items to be addressed in the business plan.
|Customer Problem: who has the problem and how you will solve it?||Market: how big is the market and what is the competitive landscape?|
|Product and/or service: what is the status and differentation of technology solution?||Business model: what is the monetization strategy and what is your 3 years financial forecast?|
|Finance: how much capital is needed and how the proceeds will be used?||Team: what is the background and qualifications?|
We will give you a clear view of the main obstacles for growing your business based on only 4 questions:
In case your answers on the first two questions have a score of 100%, your company is meeting its monthly targets the last 18-months consecutive and finaly your company is able to grow three times faster with the current cash flow, we are not able to add much value.
In all other cases, there needs to be work done on your strategy (question 1), on your team (question 2) on your execution (question 3). In those cases, there is also an additional capital need.
Please click for a personal discussion with one of the partners of Value Creation Capital.
In addition, Value Creation Capital and Spark Entrepreneurs Education offer jointly an acceleration program of 12 months. Ambitious tech companies (scale-ups) are supported hands-on in reaching their growth targets. Click for more information on the Program.
Using a direct go-to-market approach means that we are employing and paying all the resources required for finding, winning, making, keeping and growing happy customers. The benefit of the direct approach is the full control we enjoy and our ability to make fast changes to the way we interact with the market. The drawback is the massive investment this approach requires and the steadily growing organization we need to manage on our path to global market leadership.
Using an indirect go-to-market approach means finding, recruiting and managing independent companies that find, win, make, keep and grow happy customers and who provide solutions with our product as a core component. Such independent companies operate in their own name, at their own expense and at their own risk. The benefit of the indirect approach is the enormous potential available for scale. The drawback is the added complexity of managing independent companies between us and our customers and the additional time it takes to recruit and enable the partners before we can book any significant revenue.
Understanding that we introduce a third party business model into our own business model is probably the most important observation that will help us become successful with an indirect channel.
Using the business model framework introduced by Alexander Osterwalder in his seminal book Business Model Generation, a business model with an indirect channel is illustrated in this figure:
Thus, it is not only about our product, but about enabling our channel partners to build and scale a successful business model with our product as a key component of their customer value proposition.
Choosing the indirect go-to-market approach generally requires more time and additional investments up front, but pays off as our channel partners gain momentum and grow their business with our product.
This video provides a short introduction to the Alexander Osterwalder business model framework:
I write about issues related to revenue growth and globalization in the software industry.
You can follow me on Twitter: @hpbech
Hans Peter Bech is an author, economist and consultant. He is a frequent blogger on issues related to growing software driven companies to global market leadership and is the author of several books and whitepapers on business development in the software industry. Hans Peter also facilitates workshops for software executives in the TBK Academy¨. Hans Peter holds a M.Sc. in macroeconomics and political science from the University of Copenhagen. He speaks Danish, English and German and is a certified ValuePerform, ValuePartner and Business Model Generation consultant.