I get approached by a lot on online business looking to outsource their ad sales.

Well, I say outsource their ad sales but, basically, they don't have any to outsource.

What they all really mean is... "I want you to sell advertising for my unproven Web 2.0 business but I haven't any cash to pay you".

There's a great article in today's Sunday Times The new dotcom boom which gives some insight into this.

Whilst drawing some parallels with the last dot-bomb bubble, most notably the growth of start-up networking events, it's recognised that there are a some differences this time round.

Today, it's typcial of Web 2.0 start-ups see their exit through a strategic buyer rather than an IPO. VC activity is up but no-where near the feeding frenzy heights of last time around. One reason could be that it's so much cheaper to actually start up a Web 2.0 business today.

"Lastminute used to cost millions of pounds every year in technology," says Hoberman [Brent Hoberman of Lastminute.com and wayn.com]. "Now it is far cheaper." How come? "Moore's Law. Everything becomes cheaper and faster." Can you set up for 20,000? "Absolutely," says Clegg [Judith Clegg of the Glasshouse, the company that runs Second Chance Tuesday]. "Less, perhaps."

Add this to the fact that most Web 2.0 start-ups' business model is based solely on advertising revenues and you start to see why we get approached by so many people to sell advertising on commission.

The problem is that none of these start-ups have anywhere near enough traction to make a CPM model pay. So, to fill the void, there's this vague idea that someone can just make a few phone calls and drum up a quick ad deal for their "next big thing".

Sure, ad spend is moving rapidly online. However, as the article points out "with lots of social networking sites all seeking advertising money, some kind of shake-out is due."

Web 2.0 businesses typically work on some low value/high volume model (which could be be that a directly listing fee, monthly or annually subscription or CPM ad revenues). The trouble for us is that these models just don't work well with telesales (which needs at the very least a medium value proposition) unless you're prepared to buy business in a land-grab.

If you're looking to self-fund and grow covering your sales costs (outsources or in-house) from revenue then you either need a higher value offering or a small number of partnership deals which will bring the long term revenue scale you need.

So, now you know, please... stop calling me ;-)

Labels: new business development, sales outsourcing, start-ups, telemarketing agency, telesales, venture capital

Over a year ago I posted about "Sales Outsourcing as a Bootstrapping Strategy".

I mentioned that "most of our start-up and small business clients are bootstrapping their businesses and our services are a low-cost and low-risk option for them."

This certainly hasn't changed too much. For international companies entering the UK market, many are investor backed, but they are still looking to contract us to test the market and develop a beach-head rather than launch full scale operations in the UK.

In fact, even if a company has raised a significant round of funding for international expansion, it is still a sound strategy to utilise third parties (outsourced sales/channel partners, etc) rather build your own local office and team.

In the book "Other People's Money", Michael Lechter talks about the sources of Other People's Money (OPM), which is generally equity investment, bank loans, as well as factoring, leasing, etc and also the concept of OPR (Other People's Resources).

Included in sources of OPR are co-venture, strategic alliances, partnering, licensing (including franchises) and outsourcing.

Michael's simple definition of outsourcing is "purchasing a functional service from another business" and he explains that it is effectively a way to leverage Other People's Resources in a similar way to Other People's Money.

In the same way that you pay a premium (or interest) for immediate access to money in the form of a loan, outsourcing provides you immediate access to resources without the time and expense of developing the capability or performing the task in-house.

Today, many people think of "outsourcing" as moving jobs to a lower cost region (which is off-shoring, really).

In reality, outsourcing could cost you more, even if some of that cost is deferred in terms of commission, with sales outsourcing, for example.

In the case of entering the UK, rather than paying the (large) up-front costs of recruitment, offices, etc and the time it takes get everything in place you could contract an interim sales manager to put feet on the street within days.

Instead of "buying it"... you "rent it"

Labels: market entry, sales outsourcing, small businesses, venture capital

I read an interesting article for small businesses in the Sunday Times yesterday, "Think hard before selling a stake".

The article looked at the pros and cons of selling equity in small business. Lots of good points in the article, including a quote from Doug Richard, former Dragon and Chairman of Library House:

Any entrepreneurs who can get by without the cash for as long as possible are doing themselves a favour because whatever they can accomplish increases the value of the business and reduces the risk of the business - and therefore it means that whatever equity they do sell, they can sell less for more.

To me this is a very good point. For example, the other day I was speaking with a potential client who was considering a further round of funding to support sales expansion. We were discussing our proposals to help them get traction in a specific new market.

By bringing in a senior sales manager on a flexible contract, we can add value through testing the new market and establishing a beach-head. The company could then resource appropriately once the stage of the market was validated.

Plus any initial traction we achieve will make for a more attractive (and valuable) funding round.

Labels: entrepreneurs, funding, small businesses, start-ups, venture capital

The term used by venture capitalists to refer to a company's market potential is its "running room".

This is a crucial aspect to how investors will value your business. You may have a fantastic proposition, but if the total market potential is just a few million, your growth will be limited even if you capture 90% of the market.

From a sales outsourcing perspective, we're also interested in your running room. We know that, to deliver rapid results, we need to hit your target market and capture that "low hanging fruit". This uncovers qualified prospects who are ready to buy.

As a rule of thumb, there's always a percentage of companies who have the issue your business addresses on their radar. The percentage varies, but let's say it's about 25%. The rest of your market could be categorised as not being ready now, already found an alternative elsewhere, or just not interested - yes, they're out there.

The art of getting traction with new business acquisition is to quickly qualify and work with companies in that magic 25%.

If you've only got a very small potential market, then your "low hanging fruit" will also be low in numbers.

However, if your proposition is either extremely compelling or of significant sales value, then it can still be a great return.

Labels: sales, start-ups, venture capital

I've been a member of the Go BIG Network for some time and find it an excellent tool to tap into the latest deal flow running through the startup business community.

Essentially, Go BIG is an on-line community for start-up companies. Members of Go BIG post a request for what they are looking for, such as investment capital, job opportunities, partners, etc., and the network routes that request to other members who have expressed interest in that type of opportunity. Members can also post their requests publicly so that everyone can see who needs what.

Well worth checking out.

Labels: funding, social networking sites, start-ups, venture capital

Last night I watched Dragon's Den on BBC. They had a follow-up on the businesses that the Dragons had decided to invest in and the results were quite interesting.

A large number of the investments fell through after then show (down to due diligence or just simply people falling out) and quite a few of the entrepreneurs were still trading having found funds elsewhere. The Dragon's would insist that they may be trading but were they profitable, and I'm sure they're right in the main part.

Having recently been following a poll on Ecademy, How did you raise the last round of finance for your business? it seems that the majority of startups and growth business (65%) found their funding from friends, family and other sources (which is predominantly self financing). According to the poll, only 7% financed through Angel Investors, and 1% through VC's.

That certainly ties in with my own personal experience and the results of the Dragon's Den.

Many of the clients we work with on sales outsourcing and venturing projects are self financing.

Typically, we work with clients who are looking to expand from an existing (usually low) revenue base and so they want a low cost, shared-risk way of increasing sales. We don't work with everyone; we also have a selection criteria. In many ways we are similar to angel investors.

Maybe I should have called the firm Dragon Associates? ;-)

Labels: entrepreneurs, funding, sales, start-ups, venture capital

"Don't get mad! Get money!"

That's the credo at the LinkedIn Ventue Capital Group on Yahoo!. I've been lurking there for a few months now and think it's a great forum.

Two of it's moderators, Bineet Ramrakha, and Christian Mayaud offer an experienced perspective from the world of corporate finance and venture capital. Their contributions are always informative and enlightening.

Labels: social networking sites, venture capital