Navigating the Jungle: A Survival Guide for Student Entrepreneurs

So you’ve got a business idea, you want to get your first company off the ground and you need to balance this with getting the degree you want. It’s a tough position to be in – particularly if you don’t have much business experience. The good news is that there are a wealth of easily accessible people, resources and organisations which can help you out!

I was in exactly this position a few years ago. I had a business idea during my second year at university and started with the student society for entrepreneurship (Oxford Entrepreneurs). I also found great value in the resources below and these helped me develop my company GroupSpaces to where it is today.

Entrepreneurship Societies

I strongly advocate these – the entrepreneurship society at your university is a fantastic resource. The speaker events it holds can inspire you, the other members of the society can be your co-founders and the more experienced entrepreneurs in the society can offer you guidance and direction. If you’re not already a member, you can find out how to join the entrepreneurship society at your university at www.groupspaces.com.

Online Resources and Books

There are a plethora of online resources that will help you with ‘starting a business’ ranging from the embarrassing to the enlightening. Here are my top three that will provide you with genuine value:

1. Paul Graham’s essays at www.paulgraham.com – over 100 thought-provoking essays with a focus on entrepreneurship and technology by one of the global thought leaders on entrepreneurship. If you haven’t come across these before I’d recommend starting with “A Student’s Guide to Startups” and “Why to Not Not Start a Startup”. Paul sold his own startup Viaweb to Yahoo! in 1999 for $49.6M.
2. Stanford University’s Entrepreneurship Corner at ecorner.stanford.edu – over 1,200 educational speaker videos about all aspects of entrepreneurship, featuring the world’s top venture capitalists and the entrepreneurs behind Facebook, Google and dozens of other extremely successful companies.
3. Business Link at www.businesslink.gov.uk – guides to the majority of paperwork-related issues you will face starting a business, ranging from incorporating your company to payroll, taxation and selling your business (hopefully you’ll get that far!).

There are also a huge number of books about starting a business. Here are my top three:

1. Founders at Work by Jessica Livingston – a collection of short, candid interviews with founders of over 30 of the most successful technology companies from the last few decades such as Apple, PayPal and Dell. This brings the notion of starting a great company down to earth – you’ll be surprised by how clueless some of these entrepreneurs were at the beginning!
2. The Art of the Start by Guy Kawasaki – a how-to guide to making ideas happen by the venture capitalist and former Chief Evangelist at Apple.
3. The Four Steps to the Epiphany by Steve Blank – a guide to launching a company using the “Customer Development” methodology, something which I believe will become the de facto approach to starting a business in years to come. Steve founded or worked in 8 startup companies in California’s Silicon Valley.

Support Organisations and Schemes

There are several national and international supporting services, campaigns and initiatives which offer mentoring, advice, guidance and funding to students wishing to start companies. Here are 5 which you might find useful:

NCGE (National Council of Graduate Entrepreneurship) works to reshape and improve the environment for enterprise and entrepreneurship in higher education. It also works directly with students and recent graduates to support those who want to start a business through its FlyingStart initiative which provides training, mentoring and expert advice. You can build an online support team, find out about FlyingStart events and read success stories of entrepreneurs who have benefited from working with NCGE at www.flyingstartonline.com.

Shell LiveWIRE combines an online support service and awards programme for young entrepreneurs in the UK. It is one of the longest running youth enterprise schemes in the UK, promoting enterprise as a real career option since 1982. You can ask questions and receive expert video answers, discuss business issues with other young entrepreneurs and access an online business library at www.shell-livewire.org.

NACUE (National Advisory Consortium of University Entrepreneurs) is new to the scene. It is a national organisation that supports and represents university enterprise societies across the UK. NACUE provides budding entrepreneurs with a national, diverse and dynamic network to support them in their start up process. From providing students with the latest news on training, business support services, enterprise conferences, competitions and funding and incubation opportunities to enabling them to connect locally, regionally and nationally with like-minded young entrepreneurs across the country, over the next few months NACUE will become a central reference point for student entrepreneurs across the UK. For more information on NACUE and to sign up for its weekly e-newsletter, visit www.nacue.com

Seedcamp is Europe’s leading micro-seed fund and each year it provides 20 select, very early-stage software companies with a week of workshops and networking in London with Europe’s top investors, product experts and marketing gurus. At the end of this week, all 20 teams will have developed a network that would otherwise have taken years to build and 5-7 teams receive a small investment of up to €50k. Recent student success stories include Kyko and Zoombu, both of whom received Seedcamp investment in September 2008 and were founded by Oxford University students. To find out more and apply for Seedcamp Week 2009, visit www.seedcamp.com.

Y Combinator is a Silicon Valley-based micro-seed fund (founded in part by Paul Graham and Jessica Livingston – both mentioned above) which runs a bi-annual 3-month scheme for 10-20 teams at a time and offers investments of $5k + $5k per founder. The 3-month period runs from January to March and July to September each year and leads up to an “Investor Day” where each team gets to pitch their idea to a room full of Silicon Valley’s top angel investors and venture capitalists. Y Combinator has made in excess of 100 investments to date, 10 of which have been in British teams. The most notable being Songkick which was founded by Cambridge graduates and has raised in excess of $5M venture capital investment to date; and Auctomatic which was founded by Oxford graduates and sold to publicly-traded Canadian company Live Current for $5M in March last year. To find out more and apply for the next batch, visit www.ycombinator.com.

The last resource I’ll leave you with is myself – if you have any questions, feel free to email me on david [@] davidlanger.co.uk or tweet me on @langer

You can read the print version of this article in Issue #19 of The Gateway newspaper

[The Gateway II — extended version] Team Talk

Last week we discussed idea generation and evolution. Here we’re assuming that you’ve got an idea, developed it into a planned product or service and you are now working out who else you need to work with to help turn your dream into reality.

First of all, you probably need co-founders. A quick analysis of all the recent success stories points to 2 or 3 being the optimal number. For example, Bill Gates had Paul Allen at Microsoft [current team of CEO Steve Ballmer and Chairman Bill Gates above left] , Larry Page has Sergey Brin at Google and Mark Zuckerberg initially had Andrew McCollum and Dustin Moskovitz at Facebook.

Setting up a business on your own occasionally works e.g. Jeff Bezos with Amazon, but the process of bouncing ideas around just isn’t possible in the same way. Finally, if the core team start off as 4 or more, people often end up dropping out due to having differing expectations or effectively becoming a ‘spare part’ due to there being an overlap of skills within the team.

A good way to improve your understanding of these sort of relationships is by reading Founders at Work (by Jessica Livingston, Partner, Y Combinator) – a collection of 32 candid interviews about the early days with founders from the likes of Apple, Hotmail, Yahoo!, PayPal and Firefox.

Having read the book myself, it seems that a common pattern emerges – complimentary skill sets. Guy Kawasaki (Author, The Art of the Start) explained the dynamic well at the annual TiE conference in 2006:

“If you’re a great engineer, you need to find a great marketer. If you’ve got a great engineer and a great marketer, then maybe you need to find someone who’s good at operations. If you’re a youthful young visionary, then you need to find adult supervision.”

OK. The last sentence is slightly tongue in cheek, but the point is clear enough and you can draw upon analogies from any number of sporting teams. However, it’s not necessarily essential to cover every single base of skills in the initial team. You’ll learn and develop skills on the job. For example, with GroupSpaces I started off having done a couple of banking internships and an alumni fundraising campaign which furnished me with reasonable finance and sales skills; and my co-founder Andy Young started off with several years of Web development under his belt. After working together for a couple of years, Andy’s developed into a top graphic designer and my understanding of management, marketing and corporate law has developed tremendously. That’s now resulted in us having pretty much all the bases covered

The other thing to bear in mind is quality. You need to “Keep the A-team the A-team”. In the speech mentioned above, Kawasaki also touched on the rationale behind this saying:

“A-team players hire A-team players, B-team players hire C-team players, C-team players hire D-team players and if that happens, before you know it, you’ve got Zee-team players.”

And finally, remember – lots of people have exciting ideas, but they’re worthless without good execution– it doesn’t matter how fantastic your idea is if you don’t have a sufficiently talented team to make it happen.

I’ve got a team, who else do I need?

Find the right mentors. For any first time entrepreneur, this is absolutely crucial. Unfortunately entrepreneurship isn’t something you can learn by studying, you learn by doing. I remember a Harvard MBA saying something particularly memorable to me while we were having dinner at Smollensky’s in Oxford last August:

“Business is a trade; you learn with an apprenticeship and you improve by practicing.”

Where this school of thought derives from is mistakes. You learn about how to start a business by trying stuff out and making mistakes. Gradually you realise what works and what doesn’t and this is called “experience”. This is where the mentor comes in particularly useful. Any good mentor will have lots of experience and can hopefully share the lessons from many of the mistakes which they themselves have made in the past so that you don’t have to make them yourself.

The PayPal Mafia are a prime example of the benefit which good mentors have. PayPal’s original CEO Peter Thiel invested $500,000 in Facebook when Zuckerberg went to meet him in June 2004, 5 months after they launched the website. Having already taken PayPal from zero to a $1.5bn sale to eBay in 2002, Thiel clearly knew his way around Internet business. Now that Facebook has over 50 million users and has been valued at 10 times this figure ($15bn) with 23-year old Zuckerberg and Thiel still composing 2 members of the 3-man board, most would credit Thiel’s guidance significantly.

Further evidence of the value of mentors and experience is provided when one realises that of the original PayPal team, Reid Hoffman (former Executive VP, Business Development) founded LinkedIn, Chad Hurley and Steve Chen (former developers) founded YouTube, Max Levchin (former CTO) set up Yelp and then Slide, and David Sacks (former COO) has recently started Geni. With a combined valuation in excess of $5bn, it’s not hard to see the value in sharing lessons learnt in setting up particular types of business.

At a more mundane level, it can make a big difference having someone with experience to call on when you want to incorporate a company, draft a shareholders’ agreement or even just write important letters.

My idea needs money to make it happen. Where do I go?

1. You’ve probably heard of Venture Capital. VCs (Venture Capitalists) give entrepreneurs cash in exchange for shares in their company. Generally, Venture Capital investments are £500,000+ and firms often don’t want to invest less than £1M in companies for their portfolio. In the UK, VCs tend to only invest in proven concepts; now this could be the entrepreneur running the company (i.e. he/she’s been successful before) or it could be that the company already has a well-developed product and lots of customers. It takes time to get to this sort of stage and a VC would almost certainly want the entrepreneurs they invest in to work full-time on their company. Therefore, this one’s unlikely to work for you.
2. Angel Investors are affluent individuals who provide capital for start-ups and they typically invest their own funds. This is in contrast to VCs, who invest the pooled money of others via a professionally managed fund. Investments of £50,000-£500,000 are typical angel territory, and like VCs, they probably want shares in your business. Connecting early-stage companies and angel investors can be difficult outside of personal networks, so angels often get together in “angel networks”. Formed out of a group of angels, these function like a real-time version of Dragon’s Den. Once every couple of months, a few lucky entrepreneurs get to pitch their idea to the network at a presentation and they are subsequently asked questions. Hopefully they end up receiving offers of investment too. Popular angel networks in the UK include London Business Angels (LBA), Oxford Investment Opportunity Network and Oxford Early Investments (OION & OEI) and the Great Eastern Investment Forum (GEIF).
3. Micro seed funding (as oppose to “seed funding” which is synonymous with “angel-level funding”) has been pioneered by Y Combinator (YC) in recent years. It is a biannual scheme with an intensely competitive application process: first, hundreds of entrepreneurs around the world submit answers to 25-30 questions; next, a chosen few teams are interviewed; finally, around 10 receive funding each cycle. For the chosen ones it was well worth running the gauntlet – not only do they receive somewhere between £5,000 – £15,000, but the teams also spend 3 months living in a start-up hub, get the opportunity to meet many successful entrepreneurs and at the end pitch their ideas and products at an Investor Day. In addition to YC which runs in Boston each summer and Silicon Valley each winter, Techstars (Colarado) and Seedcamp (London) have also launched micro seed funds.
4. If all the above options sound like too much hard work or you don’t feel confident of going through the gruelling process necessary to get financed through one of them, you can always resort to the Three “Fs”:

   >> Friends
   >> Family
   >> Fools

   Typically, people in these groups might give you up to £50,000. The great benefit here is that you’re unlikely to have to do lots of legal work agreeing everything and you can work under a more relaxed arrangement

In terms of student entrepreneurs receiving funding, Oxford Entrepreneurs society (OE) seems to be leading the way in the UK. Having spawned 5 companies who have received at least 6 figures of funding since its inception in 2003, they are developing a reputation for deal flow. As Thomas F. A. Whitfield (Founder, Miomi.com) said:

“Entrepreneurs build companies; OE builds entrepreneurs.”

And with highly motivated alumni such as Sumon Sadhu (currently on Y Combinator in Silicon Valley) graduating and setting up Imperial Entrepreneurs in 2006, the future looks bright. Today – LSE, KCL, Warwick, Bristol, Bath and a growing number of other universities also have societies using similar models. So if you’re looking to raise some money to help make your idea happen, the entrepreneurship society at your university should be one of your first ports of call.

Now you’ve got an idea, you’ve worked out what product or service you’re going to provide, you’ve formed an initial team, got your mentor(s) in place and hopefully raised a little bit of start-up capital. Surely this is great news? But wait. Don’t you still have a degree to do?

Coming up next week: How do I balance my degree with my business?

You can view the original version of this article on page 8 of this week’s edition of The Gateway.

A Week of Conferences (Part 3)

Paul Graham and Jessica Livingston’s Masterclass

From left to right: Joe DiNucci, Bob Goodson, Paul Graham, Reid Hoffman, Jessica Livingston

After the morning Garage session, masterclasses and tutorial sessions filled up the rest of the day. Paul and Jessica gave a masterclass focusing on the trends surrounding the current growth in Web start-ups.

Paul started off by naming 7 key drivers:

1. Moore’s Law ( => hardware is becoming cheaper and cheaper)
2. The Internet itself ( => easy distribution – Facebook, TechCrunch etc.)
3. Open source – software is free
4. Programming languages – quicker and easier to build Web applications e.g. Ruby on Rails
5. Attitudes – start-ups are accepted as something people can do successfully (more on US West Coast than elsewhere)
6. Funding – easier to get both seed and venture capital
7. Tax law – income tax rates are lower, so there is more financial incentive for founders

(Un)surprisingly, since we were at Said Business School, the trend of more people doing MBAs was raised. One MBA student actually asked Paul what value an MBA was in a (Web) start-up. Despite a valiant attempt to say positive things, Paul eventually said that he thought they had no value.

On a related note, I recently watched Guy Kawasaki’s Art of the Start video – a 10-point, 40 minute speech. At one point he said:

“There are no two worse types of entrepreneur than MBAs and consultants.”

He was mainly referring to the pre-defined way in which they are susceptible to analyse problems. My observation here is that ‘raw’ entrepreneurs tend to analyse problems from first principles – which often results in more appropriate solutions. It could be argued that having too many frameworks and textbook methods at one’s disposal can actually cloud one’s instinct and logical judgment.

Anyway, after a few questions in the masterclass, Paul proposed the current and future consequences of the above trends:

1. Founders have more power – they’re less dependent on investors and large programming teams
2. Founders are more hackerly – understanding products and users is what matters now on the Web; business skills can be easily picked up along the way
3. More start-ups – an order of magnitude more than there were a few years ago
4. Big companies will develop far fewer products in-house – they’ll just buy start-ups. The process-oriented nature of product development in large corporations is seriously struggling to compete with the speed and agility of small start-ups.
5. More rich people who have retired under 35 – what are they going to do with their time and money?

There’s also an interesting corollary to 4: big companies will be under pressure to acquire start-ups earlier. Obviously there’s a trade-off between:

• Stunting innovation by stepping in too early, and
• Paying $500M when $50M would have satisfied the founders 6 or 12 months earlier.

Would Chad Hurley and Steve Chen have sold YouTube for $100M in late-2005? Similarly would the founders of Club Penguin have sold for $70M in late-2006? I’m intrigued about how the M&A market will evolve over the next decade.
After some other masterclasses and a Valley-celeb-filled dinner, Andy and I spoke with Paul and Jessica at The Living Room bar. Firstly, great news for us is that we were invited out to a Y Combinator dinner in March! An invitation which will be hard to refuse.

Secondly Paul said something that paints a very different picture to the headline published in The Daily Telegraph on 20th November. I had asked Paul the question:

“So you’ve had quite a few British founders on the Y Combinator scheme now – what are the main differences between them and their US counterparts?”

Paul replied:

“Well, the British guys are usually better. They’re more determined. They’ve already shown they’re committed enough to fly across the Atlantic for an interview.”

Including the winter 2008 batch, 10% (8 out of 80) of Y Combinator’s investments have been in British teams. This reminds me of what Jessica wrote in the last paragraph of her book Founders at Work – determination is the most significant factor driving success in start-ups. There’s certainly not a problem with British determination, with British talent. The problem is actually how and where many British people apply it.