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Screening New Venture Opportunities Chapter Five

Screening New Venture Opportunities Chapter Five. Dowling BA 560 Fall 2006. Anchors of Superior Businesses. Create or add significant value to a customer or end user Solve a significant problem, or meet a significant want or need, for which someone is willing to pay a premium.

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Screening New Venture Opportunities Chapter Five

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  1. Screening New Venture OpportunitiesChapter Five Dowling BA 560 Fall 2006

  2. Anchors of Superior Businesses • Create or add significant value to a customer or end user • Solve a significant problem, or meet a significant want or need, for which someone is willing to pay a premium BA560 Venture Planning Prof. Dowling

  3. Anchors of Superior Businesses • Are a good fit with the founder(s) and management team at the time and marketplace and with the risk-reward balance BA560 Venture Planning Prof. Dowling

  4. Anchors of Superior Businesses • Have robust market, margin, and moneymaking characteristics • Large enough ($50 million+) • High growth (20 percent +) • High margins (40 percent +) BA560 Venture Planning Prof. Dowling

  5. Anchors of Superior Businesses • Have robust market, margin, and moneymaking characteristics • Strong and early free cash flow (recurring revenue, low assets, and working capital) • High profit potential (10 to 15 percent + after tax) • Attractive realizable returns for investors (25 to 30 percent + IRR) BA560 Venture Planning Prof. Dowling

  6. Screening Methodologies • Quick Screen • Provides a broad overview of an idea’s potential • Enables the entrepreneur to conduct a preliminary review and evaluation of an idea in a short period of time BA560 Venture Planning Prof. Dowling

  7. Screening Methodologies • Venture Opportunity Screening Exercises (VOSE) • Segments the screening of ideas into extremely detailed but manageable pieces BA560 Venture Planning Prof. Dowling

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