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How to Run, Grow, and Move your Startup to the 
Silicon Valley 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's 
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication 
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inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to 
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. 
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these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence 
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 
Vassil Mladjov 
Research Director 
Startups, Incubators & Venture Capital 
@VASSKO
#GartnerSYM 
Gartner 
Social 
Software 
Sharetronix 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
Comp Lab 
Admin 
Apple II 
BASIC 
1st paid 
Soft 
program 
Worked 
On Military 
Computers 
84 
82 
87 
88 
Immigrated 
to USA 
Air Force 
e-learning 
88-90 
91 
High 
School 
Air Force 
Aidellsausage.com 
my 1st E-commerce 
Network Admin 
@ PCX 
1st Web Site 
Baby 
Sitter 
92 
Autobodyparts.com 
VassTech 
94 
95 
96 
Finance 
99 
AlwaysOn 
ABN AMRO 
Streaming 
Marketplac 
e.com 
ITN 
CIO 
02 
WiredResidence 
.com & SUN 
Micro 
03 
04 
Blogtronix 
Startup 
Mentoring 
05 
05 
13 
10 
14 
Bulgaria 
HiTech 
Gartner 
Startups & VC 
Funding 
Diabimo 
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Why the Silicon Valley? 
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We have VC money! 
#GartnerSYM 
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alvaro mellogartnercase2014
24 
Gartner 
US VC investments for the last 4 quarters 
$47,800,000,000 
4,729 deals
Total US VC investments 
25 
1,600 
1,400 
1,200 
1,000 
800 
600 
400 
200 
Gartner 
$6.5 
$7.8 
$6.6 
$6.7 
$10.6 
$9.8 
$10.2 
$9.1 
$9.1 
$10.3 
$8.7 
$8.4 
$8.8 
$9.3 
$9.1 
$9.8 
$12.5 
$16.4 
954 1,003 
938 993 
1,277 
1,202 1,229 1,175 
1,484 1,469 
1,355 1,301 
1,437 1,383 
1,294 
1,162 1,155 1,117 
0 
$18 
$16 
$14 
$12 
$10 
$8 
$6 
$4 
$2 
$0 
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 
2010 2011 2012 2013 2014 
Capital Invested ($B) # of Deals Closed Source: PitchBook
26 
Gartner 
Median Quarterly Valuat ions by Series 
$6.8 $5.9 $7.5 $6.7 
$3.2 
$4.1 
$11.8 
$18.6 
$23.1 
$18.8 
$21.5 
$33.6 
$40 
$35 
$30 
$25 
$20 
$15 
$10 
$5 
$0 
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 
Series Seed Series A Series B 
* As of 6/30/14 
Source: PitchBook 
$38.4 
$44.9 
$40.8 
$77.9 
$67.9 
$85.5 
$66.8 
$190.6 
$250 
$200 
$150 
$100 
$50 
$0 
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 
Series C Series D or Later * As of 6/30/14 
Source: PitchBook
Investments breakdown per sector Q1-2014 
27 
$2,500,000,000 
$2,000,000,000 
$1,500,000,000 
$1,000,000,000 
$500,000,000 
$- 
Gartner

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$6,000,000,000.00 
$5,000,000,000.00 
$4,000,000,000.00 
$3,000,000,000.00 
$2,000,000,000.00 
$1,000,000,000.00 
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Kickstarter Stats 
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Gartner

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#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
32 
Gartner
#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
33
34 
Gartner
What’s Driving This? 
#GartnerSYM 
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35

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digitalfinanceafrica2023digitalfinanceafricadfa
Analogue Web E-Business D-Marketing D-Business Autonomous 
Focus 
Build 
relationships that 
drive business 
or lower cost 
Extend 
relationships into 
new markets/ geographies 
Transform sales channel into a 
global medium to 
drive efficiencies 
Exploit "Nexus" 
to drive greater efficiency 
Extend potential customers 
from 
people to things 
Smart, semi-autonomous things 
become the 
primary "customer" 
Outcomes Optimize 
relationships 
Extend 
relationships 
Optimize 
channels 
Optimize 
interactions 
Build new 
business models 
Maximize retention 
of and relationships 
with things 
Entities 
People 
Disruptions Emerging technologies 
People 
Internet 
and digital 
technologies 
People 
Automation 
of business 
operations 
People 
Deeper customer 
relationships, analytics 
People 
Creation of new value and 
new nonhuman customers 
People 
Smart machines 
and things 
as customers 
Technologies CRM 
CRM 
Web 
EDI 
Mobile 
BI 
Big data 
Social 
Sensors 
3D printing 
Smart machines 
Robotics 
Smarter machines 
Automation 
The Road to Digital Business (and Beyond) 
Business 
Business 
Business 
Business 
Things 
Business 
Things 
Change of Kind Change of Degree
Driver: Digital Business is a Strategic Imperative for all 
Organizations to… 
Compete Globally 
A source of competitive differentiation and 
advantage 
Attain Operational 
Excellence 
Improve the Efficiency and Effectiveness of 
Business Operations 
Implement Business 
Diversification 
Allows to embrace new business opportunities, 
reach new targets 
Physical Digital 
The creation of new business designs by blurring 
the digital and physical worlds 
Gartner
…and CEOs are ready to invest on IT, Digital and R&D! 
• 2014 Gartner CEO and Senior Executive Survey reveal: 
- Top three investment areas to be: 
IT up from 3rd place in 2012, 2013 
Digital Capabilities (New Entry) 
R&D ranks 3rd up from 7th 
- Topmost Technology-Enabled Capability Investments Over the Next Five Years: 
Digital Marketing; 
e-Commerce; Customer experience management; 
Business Analytics 
- CEOs See Digital as a Team Game, and the CIO Still Has the Highest Visibility 
38 
Gartner
The MegaSuite Vendors Cannot Keep Up 
Yesterday Today/Tomorrow 
Wish (IT dominant) 
• One Suite 
• One Instance 
• One Vendor/Contract 
• One Architecture 
Vendor Promise 
• Buy into my Vision 
• Suite Centric 
• Solves the Integration Issue 
#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
Wish (Business Dominant) 
• Business Agility Dominates 
• Happy Users Consuming 
• Speed to Use: SeeITBuyITUseIT 
• Architectures is IT’s issue 
Vendor Promise 
• Buy into my Brand & Ecosystem 
• Multi Product/Service Centric 
• Provide Integration Tools

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The article discusses how Nisa, a UK convenience store retailer, implemented a cloud-based business intelligence (BI) solution from Logicalis and IBM to gain deeper insights from its data. The previous on-premise BI system was aging and limited. The new cloud solution pools data from across the business to provide the right information to users more quickly. This enables Nisa's business teams to make more informed decisions to shape its proposition and support continued growth in the competitive convenience retail sector.

Enterprises Looking for Innovation Beyond The Usual 
Suspects 
• “Other” - the most influential vendor in 10 years for +30% of enterprises (more 
than Google, any other named vendor, more than Microsoft / SAP/ Oracle 
combined* 
• 
• Corporate VC investments grown 100%+ YOY to Q1 2014 and to 30% of total 
VC investment (up from 20%) 
• 
• “Rethink and extend supplier, vendor, and partner and service provider 
relationships, including the use of smaller, faster, more innovative partners, 
and working with partners in new domains such as mobile, design, etc” * 
*Gartner 2014 CIO Survey Gartner 
40
Much lower costs of production and distribution mean 
lower barriers to entry 
• Innovative technologies coupled with convenient mass consumption models 
favor cheaper, faster and easier web app development 
- Examples of client-side development technologies: HTML 5; CSS ; JavaScript; Ajax (Asynchronous 
JavaScript and XML); jQuery ; MooTools ; Dojo Toolkit … 
- Examples of server-side development technologies: PHP; Zend Framework; ASP ; ASP.NET; 
ColdFusion; Ruby on Rails; Perl; Python… 
- Examples of Mass Consumption Models: Freemium, OSS, Subscription-Based, Free Redistribution, 
Developer Communities … 
Gartner
The Road to Digital Business Starts 
With 
Ubiquitous 
Smart Things 
#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Horizon: 2020 
Ten billion connected Things 
shipped in one year 
Excluding smartphones, tablets, PCs 
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The Virtuous Circle Driving Smart Things 
The 
"Virtuous 
Circle" of 
Smart 
Things 
Falling Costs 
Increasing 
Connectivity 
Greater 
Functionality 
Growing 
Diversity 
Rising 
Ubiquity 
Gartner
Wearable, Injested and Embedded Things 
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Expect Many Types of Things; Highly Fragmented 
Market 
By 2017, 50% of Internet of Things solutions will originate in startups less than three years 
old. 
Connected LED Lamps 
Smart meters 
Smoke alarms 
Security cameras 
Point of sale terminals 
Smart household 
appliances 
Toys 
Digital signage 
Consumer door and 
window locks 
Vending 
machines 
Smart weighing 
scales 
Parking 
meters 
Hotel door 
locks 
Digital set top box 
The Internet of (Very Different) Things 
Bluetooth peripherals 
Anti-theft 
tags 
Wearables 
Selected items for illustration 
Gartner
Market Opportunities Extend Well Beyond "Things" 
Consumers Enterprises 
Level 1: 
"Things" 
Big data, user analytics 
Data centers, servers, storage 
M2M Communications: cellular, mesh, WiFi, 
ZigBee, TV White Space, … 
Gateways, data compression, aggregation and security 
Baby monitor, home 
automation devices 
Level 4: 
Apps and 
services 
Baby monitoring service or 
app; home security service 
Vending machine refilling 
and maintenance service 
Level 5: 
Analytics 
Level 3: 
Computing 
and storage 
Level 2: 
Comms & 
networking 
Revenue (2020) 
$ Billions* 
262 
18 
17 
31 
Vending machine refilling 
and maintenance service 
Gartner
Mobile Devices + IOT = Smart Home 
50 
Security 
Sports & fitness Lighting Smart clothing 
e-cigarette 
Plant care Pet feeding Cooking 
Media & 
entertainment 
Garden 
irrigation 
Environmental control 
Smart assistants 
and avatars 
Gartner
Mobile Devices + IOT = Smart Office 
51 
Proximity 
services 
Security & 
access 
control 
Lighting 
Environmental control 
Refreshments 
Media and 
display 
Window blinds 
Smart 
furniture 
Find equipment & 
resources 
Industrial 
automation & 
monitoring 
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• The Problem 
• The Market Opportunity 
• Your Solution/Technology 
• Biz Model 
• The Competition 
• Your Team/Advisors 
• Traction/Case Studies 
• Financial Projections 
• Why Should the VC invest 
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Gartner
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• Show, don’t tell 
• 10-15 slides max 
• 5 Sec Rule 
• 5-7 Bullets max, Font 22+, 25-30 words max per page 
• One Picture per page 
• Your Title is a message 
• Don’t make things up 
• Know the Ricks 
• Explain the Funding needs and the deliverables 
57 
Gartner
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58 
No 
Experienced 
Advisors 
Wrong 
Business 
Wrong 
Investor 
Weak 
Business 
Plan 
Top-down 
Market 
Estimate 
Weak 
Competitive 
Knowledge 
Selling the 
Product 
Unrealistic 
Valuation 
Control 
Issues 
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• Patents 
• References 
• Sales Channels 
• Business Model 
• Community 
• Network 
• Scale 
59 
Versus Current 
Competitors 
Versus Big 
Companies 
Versus 
Commoditizers 
VCs don’t 
invest in fair 
races 
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60
61
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- This team 
- This market 
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• Passionate 
• Realistic 
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62 
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Take it public 
Scale it 
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investor’s 
Gartner
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Product Customers Channels Financials 
Seed Prototypes Pre-sold 
customers 
Channel pre-commitments 
Contained 
expenses 
Early Production 
releases 
Lighthouse 
customers 
First sales and 
channel 
agreements 
Fast revenue 
growth 
Mid Products at 
scale 
Customer 
growth 
Deal size and 
channel 
growth 
Fast, break-even 
growth 
Late Successful 
expansion 
products 
New market 
segments 
Whole market 
sales success 
Fast, 
profitable 
growth 
63 
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The Startup Forces: Capital 
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Gartner
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Key Takeaways: 
• Think Big, Global, Scale, Cloud, Mobile, IOT, Future 
• Stay Focused 
• Build a Great Team and Advisors 
• Get Smart VC money 
• Find a Mentor 
• Move to Silicon Valley when ready. 
• Don’t worry about valuations. 
• Just do it! 
• Learn from the mistakes of others! 
Gartner
What do you need to do next?! 
#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
81
Sofia sv
#GartnerSYM 
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 
KEEP 
CALM 
AND 
CREATE YOUR 
STARTUP 
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  • 1. How to Run, Grow, and Move your Startup to the Silicon Valley © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." Vassil Mladjov Research Director Startups, Incubators & Venture Capital @VASSKO
  • 2. #GartnerSYM Gartner Social Software Sharetronix © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Comp Lab Admin Apple II BASIC 1st paid Soft program Worked On Military Computers 84 82 87 88 Immigrated to USA Air Force e-learning 88-90 91 High School Air Force Aidellsausage.com my 1st E-commerce Network Admin @ PCX 1st Web Site Baby Sitter 92 Autobodyparts.com VassTech 94 95 96 Finance 99 AlwaysOn ABN AMRO Streaming Marketplac e.com ITN CIO 02 WiredResidence .com & SUN Micro 03 04 Blogtronix Startup Mentoring 05 05 13 10 14 Bulgaria HiTech Gartner Startups & VC Funding Diabimo Gartner
  • 3. Why the Silicon Valley? 2
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  • 24. We have VC money! #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 23
  • 25. 24 Gartner US VC investments for the last 4 quarters $47,800,000,000 4,729 deals
  • 26. Total US VC investments 25 1,600 1,400 1,200 1,000 800 600 400 200 Gartner $6.5 $7.8 $6.6 $6.7 $10.6 $9.8 $10.2 $9.1 $9.1 $10.3 $8.7 $8.4 $8.8 $9.3 $9.1 $9.8 $12.5 $16.4 954 1,003 938 993 1,277 1,202 1,229 1,175 1,484 1,469 1,355 1,301 1,437 1,383 1,294 1,162 1,155 1,117 0 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 2010 2011 2012 2013 2014 Capital Invested ($B) # of Deals Closed Source: PitchBook
  • 27. 26 Gartner Median Quarterly Valuat ions by Series $6.8 $5.9 $7.5 $6.7 $3.2 $4.1 $11.8 $18.6 $23.1 $18.8 $21.5 $33.6 $40 $35 $30 $25 $20 $15 $10 $5 $0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Series Seed Series A Series B * As of 6/30/14 Source: PitchBook $38.4 $44.9 $40.8 $77.9 $67.9 $85.5 $66.8 $190.6 $250 $200 $150 $100 $50 $0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Series C Series D or Later * As of 6/30/14 Source: PitchBook
  • 28. Investments breakdown per sector Q1-2014 27 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $- Gartner
  • 29. Investments breakdown per location Q1 - 2014 28 $6,000,000,000.00 $5,000,000,000.00 $4,000,000,000.00 $3,000,000,000.00 $2,000,000,000.00 $1,000,000,000.00 $- Gartner
  • 31. 30 Kickstarter Stats $1,182,342,895 Total dollars pledged to projects 64,258 Successfully funded projects 6,453,397 Total backers 1,926,208 Repeat backers 16,010,198 Total pledges Gartner
  • 32. Angel List Stats: 4,421 startups 31 Gartner
  • 33. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 32 Gartner
  • 34. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 33
  • 36. What’s Driving This? #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 35
  • 37. Analogue Web E-Business D-Marketing D-Business Autonomous Focus Build relationships that drive business or lower cost Extend relationships into new markets/ geographies Transform sales channel into a global medium to drive efficiencies Exploit "Nexus" to drive greater efficiency Extend potential customers from people to things Smart, semi-autonomous things become the primary "customer" Outcomes Optimize relationships Extend relationships Optimize channels Optimize interactions Build new business models Maximize retention of and relationships with things Entities People Disruptions Emerging technologies People Internet and digital technologies People Automation of business operations People Deeper customer relationships, analytics People Creation of new value and new nonhuman customers People Smart machines and things as customers Technologies CRM CRM Web EDI Mobile BI Big data Social Sensors 3D printing Smart machines Robotics Smarter machines Automation The Road to Digital Business (and Beyond) Business Business Business Business Things Business Things Change of Kind Change of Degree
  • 38. Driver: Digital Business is a Strategic Imperative for all Organizations to… Compete Globally A source of competitive differentiation and advantage Attain Operational Excellence Improve the Efficiency and Effectiveness of Business Operations Implement Business Diversification Allows to embrace new business opportunities, reach new targets Physical Digital The creation of new business designs by blurring the digital and physical worlds Gartner
  • 39. …and CEOs are ready to invest on IT, Digital and R&D! • 2014 Gartner CEO and Senior Executive Survey reveal: - Top three investment areas to be: IT up from 3rd place in 2012, 2013 Digital Capabilities (New Entry) R&D ranks 3rd up from 7th - Topmost Technology-Enabled Capability Investments Over the Next Five Years: Digital Marketing; e-Commerce; Customer experience management; Business Analytics - CEOs See Digital as a Team Game, and the CIO Still Has the Highest Visibility 38 Gartner
  • 40. The MegaSuite Vendors Cannot Keep Up Yesterday Today/Tomorrow Wish (IT dominant) • One Suite • One Instance • One Vendor/Contract • One Architecture Vendor Promise • Buy into my Vision • Suite Centric • Solves the Integration Issue #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Wish (Business Dominant) • Business Agility Dominates • Happy Users Consuming • Speed to Use: SeeITBuyITUseIT • Architectures is IT’s issue Vendor Promise • Buy into my Brand & Ecosystem • Multi Product/Service Centric • Provide Integration Tools
  • 41. Enterprises Looking for Innovation Beyond The Usual Suspects • “Other” - the most influential vendor in 10 years for +30% of enterprises (more than Google, any other named vendor, more than Microsoft / SAP/ Oracle combined* • • Corporate VC investments grown 100%+ YOY to Q1 2014 and to 30% of total VC investment (up from 20%) • • “Rethink and extend supplier, vendor, and partner and service provider relationships, including the use of smaller, faster, more innovative partners, and working with partners in new domains such as mobile, design, etc” * *Gartner 2014 CIO Survey Gartner 40
  • 42. Much lower costs of production and distribution mean lower barriers to entry • Innovative technologies coupled with convenient mass consumption models favor cheaper, faster and easier web app development - Examples of client-side development technologies: HTML 5; CSS ; JavaScript; Ajax (Asynchronous JavaScript and XML); jQuery ; MooTools ; Dojo Toolkit … - Examples of server-side development technologies: PHP; Zend Framework; ASP ; ASP.NET; ColdFusion; Ruby on Rails; Perl; Python… - Examples of Mass Consumption Models: Freemium, OSS, Subscription-Based, Free Redistribution, Developer Communities … Gartner
  • 43. The Road to Digital Business Starts With Ubiquitous Smart Things #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
  • 44. Horizon: 2020 Ten billion connected Things shipped in one year Excluding smartphones, tablets, PCs Gartner
  • 45. The Virtuous Circle Driving Smart Things The "Virtuous Circle" of Smart Things Falling Costs Increasing Connectivity Greater Functionality Growing Diversity Rising Ubiquity Gartner
  • 46. Wearable, Injested and Embedded Things Gartner
  • 48. "Industrial" Things Source: General Electric
  • 49. Expect Many Types of Things; Highly Fragmented Market By 2017, 50% of Internet of Things solutions will originate in startups less than three years old. Connected LED Lamps Smart meters Smoke alarms Security cameras Point of sale terminals Smart household appliances Toys Digital signage Consumer door and window locks Vending machines Smart weighing scales Parking meters Hotel door locks Digital set top box The Internet of (Very Different) Things Bluetooth peripherals Anti-theft tags Wearables Selected items for illustration Gartner
  • 50. Market Opportunities Extend Well Beyond "Things" Consumers Enterprises Level 1: "Things" Big data, user analytics Data centers, servers, storage M2M Communications: cellular, mesh, WiFi, ZigBee, TV White Space, … Gateways, data compression, aggregation and security Baby monitor, home automation devices Level 4: Apps and services Baby monitoring service or app; home security service Vending machine refilling and maintenance service Level 5: Analytics Level 3: Computing and storage Level 2: Comms & networking Revenue (2020) $ Billions* 262 18 17 31 Vending machine refilling and maintenance service Gartner
  • 51. Mobile Devices + IOT = Smart Home 50 Security Sports & fitness Lighting Smart clothing e-cigarette Plant care Pet feeding Cooking Media & entertainment Garden irrigation Environmental control Smart assistants and avatars Gartner
  • 52. Mobile Devices + IOT = Smart Office 51 Proximity services Security & access control Lighting Environmental control Refreshments Media and display Window blinds Smart furniture Find equipment & resources Industrial automation & monitoring Gartner
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  • 54. My Startup Graph Gartner
  • 56. Your Startup needs Smart Money! • Find the right VC’s • Know the VC’s you are talking to and their portfolio • Do a due diligentce on the VC, they will be your boss! • Strategic money is now more important than ever before. • Create Custom VC decks for different VC’s • Talk to Corporate VC’s and your customers 55 Gartner
  • 57. What does your VC deck needs to cover?! • The Problem • The Market Opportunity • Your Solution/Technology • Biz Model • The Competition • Your Team/Advisors • Traction/Case Studies • Financial Projections • Why Should the VC invest • Funding Needs and Use 56 Gartner
  • 58. Top Rules for successful VC Pitch Deck • Tell a story • Show, don’t tell • 10-15 slides max • 5 Sec Rule • 5-7 Bullets max, Font 22+, 25-30 words max per page • One Picture per page • Your Title is a message • Don’t make things up • Know the Ricks • Explain the Funding needs and the deliverables 57 Gartner
  • 59. Avoid Common Mistakes 58 No Experienced Advisors Wrong Business Wrong Investor Weak Business Plan Top-down Market Estimate Weak Competitive Knowledge Selling the Product Unrealistic Valuation Control Issues Gartner
  • 60. “Unfair” Competitive Advantages • Functionality • Patents • References • Sales Channels • Business Model • Community • Network • Scale 59 Versus Current Competitors Versus Big Companies Versus Commoditizers VCs don’t invest in fair races Gartner
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  • 63. A “Good Enough” Management Team • Done it before (successfully) - This stage of company - This team - This market - Generated returns for VCs • Trustworthy • Passionate • Realistic • Think like an investor 62 Prove it out Take it public Scale it Your investment is bigger than any investor’s Gartner
  • 64. Real Traction Product Customers Channels Financials Seed Prototypes Pre-sold customers Channel pre-commitments Contained expenses Early Production releases Lighthouse customers First sales and channel agreements Fast revenue growth Mid Products at scale Customer growth Deal size and channel growth Fast, break-even growth Late Successful expansion products New market segments Whole market sales success Fast, profitable growth 63 Gartner
  • 65. Key Takeaways 1. Make sure VC is right for you and your company - Think like an investor 2. Sell the investment; not the product a) $1 billion market b) Unfair competitive advantages c) Good enough management team d) Traction 64 Gartner
  • 66. Silicon Valley is all about Tech… #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 65
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  • 73. The Gartner Startup Curve – Assessing & Managing Startups #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 72
  • 74. The Startup Curve Gartner
  • 75. Sales Startup 74 Product & Technology People Capital Market Timing Startup forces affecting the Curve: Gartner
  • 76. 75 The Startup Forces: People • VCs invest in People • The founding team makes or break a company • Team: - Founders, developers, marketing, sales, support, finance • Compensation and equity, titles and ego management • Experience and networking connections • How to hire and attract the right people • Team players, Ex-athletes, Ex-Military, MBAs, out of school… Gartner
  • 77. 76 The Startup Forces: Capital • How much money do I need? • Do I need smart money, corporate funding, or a load? • How should I used the money to get the most out of it? • How can I get a better evaluation and when should I get funding? • Why do companies care about my funding? • What is your go –to- VC strategy • Is my pitch deck telling the right story • What mistakes should I avoid? • How to find the right VC? What should I ask them? Gartner
  • 78. 77 The Startup Forces: Market • What is the rate of customer or user growth? • Who is the target customer and how big is that market? • Where are the customers (EU, US, verticals…)? • What is the forecast for this market? • What is the best pricing model for the solution? • What do CIO’s demand and what is their budget? • How do they compare with their competition growth? • What is your GTM strategy? • Competitive Landscape Gartner
  • 79. The Startup Forces: Product &Technology • Is the startup using the right technology for their target customers? • What are the implications of the NEXUS of forces? • Startups know best their technology, but many CIO’s many not be ready for them yet. • What are the best practices for delivering the solutions from business point of view, lowest cost, highest revenue. • Where is the startup solution on the Hype Cycle? 78 Gartner
  • 80. Secondary Startup Forces: Timing, Sales, location • Where should I setup my startup: San Francisco, NYC, London? • Where can I find qualified developers? • Where will my developers cost less, but will be happy too? • Is the market ready for my technology yet? • What is my marketing strategy? • What is my Social Media strategy? 79 Gartner
  • 81. 80 Key Takeaways: • Think Big, Global, Scale, Cloud, Mobile, IOT, Future • Stay Focused • Build a Great Team and Advisors • Get Smart VC money • Find a Mentor • Move to Silicon Valley when ready. • Don’t worry about valuations. • Just do it! • Learn from the mistakes of others! Gartner
  • 82. What do you need to do next?! #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 81
  • 84. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. KEEP CALM AND CREATE YOUR STARTUP 83
  • 85. Vassil Mladjov twitter: @vassko Linkedin, Facebook, G+, Yahoo, 84 Flickr… :vassko