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The “Grow or Die” Lie: Why Everything You Think You Know About Business Growth Is Wrong

YoungUpstarts

When not approached carefully, growth can destroy value as it outstrips a company’s managerial capacity, processes, quality, and financial controls, or substantially dilutes customer value propositions. Growth can dilute a business’s culture and customer value proposition and put the business in a different competitive space.

Dilution 209
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Angel Investing 4 – Why You Need Deep Pockets to Win Big

Both Sides of the Table

As I’ve highlighted I believe we’re in a unique period similar to 2005-08 where the biggest tech firms of Silicon Valley (and some media companies) are scooping up small software companies as “talent acquisitions&# versus accretive revenue / profit generators. avoid being diluted). But it is. So know that going in.

Cap Table 283
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How is the VC Asset Class Doing?

View from Seed

Looking at all vintages from 2005 to 2014, the top 5% TVPI is between 40% to 127% better than the top quartile TVPI. These growth rounds may be more dilutive than planned, but will still occur without punitive terms and allow founders, teams, and early investors to emerge with very successful outcomes at the very end.

LP 256
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What is the Right Burn Rate at a Startup Company?

Both Sides of the Table

by Michael Woolf that is worth any startup founder reading to get a sense of perspective on the reality warp that is startup world during a frothy market such as 1997-1999, 2005-2007 or 2012-2014. (it is also the title of a fabulous book from Internet 1.0

Burn Rate 383
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The Entrepreneur’s Essentials #8: Bootstrap or VC?

Austin Startup

Although bootstrapping is still an approach in Austin, a lot has changed since I wrote my original challenge to the Bootstrap Austin group back in 2005. Groups list on March 15, 2005. I failed to do that with Coremetrics and I paid dearly for it with dilution. Below is a post I wrote on their Yahoo! 2008 Harvard Business Review.

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Pre-Money Valuation vs Number of Founders | @altgate

Altgate

This chart shows that adding additional founders to the team is in fact dilutive, but also that the more founders the more dilutive. Is the dilution of co-founders counterbalanced by other factors? Again, anecdotal though. So, I’m curious. What is your take? Is it worth it or not?

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Ted Rheingold Founded Dogster in 2004: Five Questions About Building a Startup, Selling a Startup and Whether SF Is Still a Good Place

Hunter Walker

Though I should point out was still doing client work for OneMatchFire until mid-2005 until the business could pay full salaries. From the middle to 2005 to early 2010 the business was break-even or better every quarter.