Monthly Archives: July 2009

The Anatomy of an Entrepreneur

A new report has been published thanks to the Kauffman foundation. The study, entitled “The Anatomy of an Entrepreneur,” led by co-authors Vivek Wadhwa, Raj Aggarwal, Krisztina “Z” Holly, and Alex Salkever gives very interesting features about the background and motivations of entrepreneurs.

The paper can be found on the Kauffman foundation web site and here are some key lessons:

– founders are generally well-educated, middle class; they have a family and experience. So this kills a little the school drop-out, young, nerdy entrepreneur…

They do not always or often think about becoming an entrepreneur early in their life:

Another interesting element is about role model or mentor:

Now, when the study focuses on young entrepreneurs, the view is slightly different:

It is where the Yahoo, Google founders come in the picture probably.

Finally, there are many serial entrepreneurs. I am a little surprised because I am not sure succesful entrepreneurs are necessarily serial entrepreneurs. In any this would not contradict the findings and this is interesting:

If there is one thing I want to add, it is about the definition of “founder” that the authors have used:

a “founder” was “an early employee, who typically joined the company in its first year, before the company developed its products and perfected its business model.”

Depending on how many of these founders were employees rather than entrepreneurs may have an impact on the data which are provided here. A well-funded VC-backed company may attract in its first year very experienced people who are not necessarily entrepreneurs. But this being said, all this is of real interest.

No Business Plan? No Worry?

A study dated December 2008 shows that submitting a business plan to venture capitalists would be at best a symbolic act, at worst of no interest or at least with no relation to the investment decision.

The paper entitled “Form or Substance: The Role of Business Plans in Venture Capital Decision Making” was written by David Kirsch, Brent Goldfarb and Azi Gera of the University of Maryland and published in the Strategic Management Journal.

Based on the analysis of more than 1000 documents, les authors have tested 7 hypotheses relative to business plans:

1- the impact of a standard document,

2- statements of prior non-VC external private equity funding

3- the articulation of financing requests

4- reference to management team members

5- reference to prior educational human capital

6- reference to the prior entrepreneurial experience of founding team members

7- reference to the prior professional business experience of founding team members.

The results are quite striking: hypotheses 1, 2, 3, 5 and 7 are not validated et only hypotheses 4 and 6 would received a limited validation.

Their conclusions are quite clear: “business planning artifacts are not important sources of information for venture decision makers. The submission of planning documents is, at best, a ceremonial act.” and they add “neither the presence of business planning documents nor their content serve a communicative role for venture capitalists… Critical information is learned through alternative channels.”.

But I need to add, and this is now a personal point of view, that all this does not mean that a business plan is not necessary for any entrepreneur who wishes to raise capital…