4 ms·
This article really doesn't say anything about which decks were successful. They simply state here's what they / their customers did most often.
by andrewbinstock 11y ago
This article really doesn't say anything about which decks were successful. They simply state here's what they / their customers did most often.
- lifeisstillgood 11y agoI would suggest making decks is like making plans - the benefit comes from the process. Forcing yourself to work out what the hell actually makes you different is the key. And as Insay that I realise I have not done it - for myself. And it's an interesting question - why fund / invest in me - it's something I feel we should all do. Got something to mull over night ...
- timr 11y agoFrom personal experience: a poorly designed slide deck with great growth numbers beats a well-designed slide deck with bad numbers or no numbers. The numbers you need, in descending order of preference: 1) profit 2) revenue 3) DAU / MAU (or paying customers) 4) traffic (or some metric for "interested future customers") Obviously, the less strong/preferable your numbers, the better your intangibles need to be. If you're walking into the room with a mediocre traffic growth graph, your story had better be earth-shattering, or otherwise tickle an investor's private parts in some specific way. Once you get to series A, your job is to show that those numbers are not only sustainable (via business metrics), but also that you're ready to make them go up faster by taking a big pile of money. This is much (probably 10x) harder. That's why the series A decks have more metrics and slides.