Placeholder Image

字幕表 動画を再生する

  • If you're watching this you are probably in the process of pitching investors to

  • raise money for your company.

  • Did I get that right?

  • I'm the CEO of a company called Slidebean

  • I've not only managed to raise funding for our startup,

  • but hundreds of companies have also used our templates to do so.

  • Today we're gonna dig deep into:

  • How to Create a Pitch Deck for Investors

  • This will be a two-part video.

  • We'll first look into the pitch decks structure.

  • There's a pretty standardized pitch deck outline

  • that most presentations follow,

  • so we'll look at each slide

  • and dig into what content you should include in each one of them.

  • Then we'll look at some basic design guidelines

  • to make sure your slides stand out.

  • Remember, the pitch stick is the very first impression

  • an investor might get on your business,

  • and it should look stellar.

  • Let's not reinvent the wheel here.

  • Dozens of accelerators, venture funds,

  • successful startups and internet personalities,

  • have published their 'ideal' contents of a pitch deck.

  • We took the liberty ofredesigning many of them

  • and you can download most of them on the links below,

  • but the truth is,

  • they all have pretty much the same content.

  • Pretty much every pitch deck follows this structure:

  • For most of this section,

  • I'm gonna use the Uber Pitch Deck as an example.

  • Now the original version doesn't look particularly good,

  • so we'll use our redesign version instead.

  • Now, we all know the size of the company that Uber

  • has become,

  • so naturally this deck from back in 2008,

  • has become one of the most sought-after references for Pitch Decks.

  • Our redesigned version gets thousands of downloads every month

  • I'll also quote a few others like our own Pitch Deck

  • and the Airbnb Deck.

  • This is where you present your case

  • your problem and your premise,

  • And your proposed solution.

  • This is a critical part of your pitch

  • because it will determine if you can capture

  • an investor's attention for the rest of the presentation

  • The cover slide

  • There's little to add here on the structure so we'll look at some design tips later.

  • The problem slide.

  • So this is where you present the status quo.

  • The founders of Uber made it very clear.

  • Cabs in 2008 are far from a great user experience:

  • they use aging and inefficient technology

  • and hailing is done by a hand or by actual phone calls.

  • I also love the way Airbnb summarized it

  • in just three short sentences:

  • -Price is important for travelers

  • -Hotels are bubbles

  • -There's no way to book a room with a local

  • or to host a spare room in your apartment.

  • This was the reality in 2009

  • all they had was Craigslist and CouchSurfing

  • and neither of those was a pleasant user experience.

  • See how down-to-earth this problem has been summarized?

  • No complicated jargon.

  • No debatable arguments.

  • 100% straightforward verifiable claims.

  • Creating empathy with your investors is critical at this point.

  • If you offer a questionable statement,

  • then the whole premise of your pitch will be doubted.

  • If the problem you're trying to solve can be applied to them,

  • then great, take advantage of that!

  • If you're solving a problem for an entirely different audience

  • then acknowledge it,

  • and again make sure your premise is solid.

  • The solution slide.

  • The solution is quite obviously you and your company and your product.

  • Mention three or four core functions of your product,

  • and how they address the problems you just talked about.

  • One important tip here is to once again avoid tech jargon

  • think of benefits instead of features

  • instead of saying we have a fully responsive editor

  • rephrase that to you can edit your presentation everywhere even on your phone.

  • This is a killer line right here

  • The convenience of a cab in New York City,

  • plus the experience of a professional chauffeur.

  • The product demo

  • There's a whole thing about product demo.

  • If you're presenting live for example,

  • then the product demo is actually a double edge sword.

  • You risk the demo crashing

  • and ruining your whole pitch,

  • so maybe sticking with a video could be safer.

  • If you're sharing the pitch with an investor via email,

  • then a video capture is actually a nice courtesy

  • and a way to guarantee,

  • that they will get a glimpse of the product.

  • You can't assume that they'll just go to your website

  • create an account and check it out themselves.

  • Finally if you're in an in-person meeting,

  • following the flow yourself

  • on the app or the product,

  • might be the best choice.

  • Remember in either case your video demo or your actual demo,

  • should reach the 'aha' moment in 30 seconds or less.

  • The why will make you rich section.

  • if you manage to catch attention in the first minute or so,

  • now it's time to prove while you're gonna make them rich.

  • Remember, few investors,

  • (actually no investors)

  • will give you money because they like you,

  • or because they like your team, or because they like your product.

  • They'll do it because they believe

  • your team led by your vision,

  • can grasp this market opportunity,

  • create a sizeable company,

  • and more importantly,

  • give them a sizable return on their investment.

  • The Market Size.

  • This is where you look at how large this company can become.

  • Two ways to tackle it,

  • with what it's called

  • like an Bottom Up or a Top Down Market Approach.

  • A Top-Down analysis is calculated by

  • determining the total market

  • then estimating your share of that market.

  • So, a typical Top-Down analysis might go something like:

  • If you're selling rubber ducks to everybody that can use them,

  • there are maybe 500 thousand people in your area,

  • and even if you only managed to land five percent of that market

  • it'll make you twenty five thousand sales.

  • A bottom-up analysis is

  • calculated by estimating potential sales to determine a total sales figure.

  • A bottom-up study evaluates where products can be sold,

  • the sales of comparable products

  • and the slice of current sales you can carve out.

  • While it takes a lot more effort the result is usually much more accurate.

  • There's a great Inc.com article that you can look into for more details.

  • So, going back to our example

  • Uber plan to start as a New York City and San Francisco service,

  • which already made a 1.3 billion dollars per year market.

  • Then they planned to expand to LA,

  • Chicago, Houston, Pennsylvania and Dallas,

  • which already makes up 50% of the US taxi market

  • So based on this information they estimated three scenarios:

  • Where they remain like a 10 car company,

  • 100 client service,

  • just in one city.

  • Where uber gets 5 percent of the top 5 US cities,

  • which actually represents 20 to 30 million dollars per year in profit

  • and then a best-case scenario where uber would become a market leader

  • 1 billion dollar plus a year in revenue.

  • Who would have guessed that their

  • prediction actually fell short of the type of company they became.

  • The business model slide.

  • Now the Pitch Deck Business Model slide is, in most cases,

  • a slide that makes or breaks your pitch.

  • I'm taking Airbnb example for this one

  • whose business model is just dead simple

  • they take a 10% commission on each transaction.

  • That's it!

  • Airbnb makes money in many other ways these days,

  • but the premise remains.

  • There's a percentage of each transaction.

  • When dealing with a 500 million serviceable market,

  • which is the amount of budget plus online trips worldwide,

  • even a small portion of the equation yields just fantastic economics.

  • The founders elaborated by making a rough estimate

  • that's serving 15 percent of this addressable market

  • would yield them $200 million worth of revenue in the first three years.

  • A bold but eventually accurate prediction.

  • We are working on a new video dedicated exclusively to studying

  • and understanding powerful business model slides,

  • so check out the link in the comments.

  • The competition slide

  • In this case I'm gonna use Slidebean example.

  • This grid approach to comparing your company to your competitors was made

  • famous by Steve Jobs

  • when he used to compare the iPhone to any other phone available at a time.

  • If you have a product that stands far apart from your competitors

  • then, this is the best way to make sure everybody understands that premise.

  • In our case the horizontal axis would be represented by time.

  • Time required to make a presentation or a pitch deck

  • and then quality of design we would put that on the vertical axis.

  • Traditional presentation software

  • like PowerPoint would have had an average design quality with terrible efficiency.

  • Prezi for example provides somewhat better results

  • at the cost of even more time.

  • All the way up to the extreme,

  • you can create a top-of-the-line presentation using Adobe Illustrator

  • but this is a professional tool

  • for professional designers.

  • Slidebean niche is right here,

  • where high quality meets efficiency,

  • and with this diagram it's easy to see how it stands apart.

  • Now that you understand how these work

  • take alook at the Airbnb deck.

  • In this case their axes are affordability and offline versus online transactions

  • this differentiates Airbnb from hotels.com or CouchSurfing or Craigslist.

  • The Underlying Magic or the Competitive Advantage

  • The underlying magic slide,

  • also referred to as the competitive advantage slide,

  • is where you elaborate on the technologies and patents you've developed

  • to make your product or service unique.

  • Feel free to get much more technical on this slide.

  • Going back to UBER,

  • this is where they get to brag about the route optimization system

  • their reputation tracking and the demand forecasting,

  • that's right the surges.

  • As much as we users hate that

  • it's one of UBER's most powerful innovation.

  • The Go-to-Market Plan.

  • The go-to-market slides should refer to your plans

  • to acquire a mass audience.

  • Now the reality of any startup,

  • is that there's no way to know how these plans will work,

  • until you actually try them out.

  • And you likely need to update this slide regularly,

  • as you try and fail with different marketing tactics.

  • it's essential, however, to remember and fake it till you make it.

  • Always have a plan and pitch it

  • as if you're a hundred percent sure that's the way to go.

  • The point of this slide is proving that you can figure out

  • ways to grow your business,

  • both with a large pool of ideas

  • and the ability to execute them.

  • Airbnb slide refers to three alternatives,

  • Events, partnerships and the dual posting feature.

  • In the end,

  • they never managed to make a deal with Kayak,

  • but they hit the nail on the head

  • with the dual posting function.

  • In a nutshell,

  • they developed a bot that would take any Airbnb listing

  • reposted on Craigslist

  • and link back to the original Airbnb post,

  • thus increasing their traffic and awareness

  • as well as the chances of getting a listing booked

  • when they had fewer customers.

  • The Team Slide

  • And we're almost done now.

  • This slide should be simple.

  • Mention your founders and why are you

  • the right people to grow this company.

  • Remember the ideal founder combination

  • is the hustler/hacker/hipster trio

  • A hustler usually impersonated in the CEO

  • that can sell the company

  • and keep investors excited around it.

  • A hacker often the CTO,

  • that can lead the product development

  • for the first few years.

  • And finally a hipster,

  • that can build a brand both through

  • high quality design and marketing.