TED | 怎样说服风险投资者

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怎样说服风险投资者

David S. Rose

经济 TED

想创业吗？让David S.Rose在这个“怎样说服风险投资者”的TED演讲中，教您在打开幻灯片之前，就应该知道的10样关于您自己的事情，去说服风险投资者。

#英文讲稿#

00:00

Good morning. My name is David Rose. I am a serial entrepreneur turned serial investor. And by the use of pitching PowerPoints to VCs, I have personally raised tens of millions of dollars from VCs through PowerPoint pitches. And turning to the other side of the equation, I've personally supervised the investment of tens of millions of dollars into companies who have pitched me with PowerPoint presentations. So I think it's safe to say I know a little bit about the process of pitching.

00:28

So, the very first question you've got to figure out is: What is the single most important thing that a VC is looking forwhen you come to them pitching your new business idea? There are obviously all kinds of things -- business models and financials and markets and this and that. Overall, of all the things that you have to do, what is the single most important thing the VC is going to be investing in? Somebody? What?

00:51

Audience: People!

00:52

David Rose: People! You! That's it -- you are the person. Therefore, the entire purpose of a VC pitch is to convince themthat you are the entrepreneur in whom they are going to invest their money and make a lot of money in return.

01:05

Now, how do you do this? You can't just walk up and say, "Hi, I'm a really good guy, good girl, and you should invest in me." Right? So in the course of your VC pitch -- you have a very few minutes; most VC pitches, angel pitches, are about 15 minutes, most should be less than half an hour -- people's attention span, after 18 minutes, begins to drop off.Tests have shown. So in that 18 or 10 or five minutes, you have to convey a whole bunch of different characteristics,about 10 different characteristics, while you're standing up there. What's the single most important thing you've got to convey? What?

01:37

Audience: Integrity.

01:38

DR: Boy, oh boy, oh boy! That's a straight line, look at that! And I didn't even prompt him. Right, integrity. The key thing. I would much rather invest in, take a chance on, somebody who I know is straight than where there's any possible question of who are they looking out for, and what's going on. So the most important thing is integrity. What's the second most important thing? Let's see if you can get this one.

02:00

Audience: Self-confidence.

02:01

DR: Close enough. Passion. Right? Entrepreneurs, by definition, are people who are leaving something else, starting a new world, creating and putting their lifeblood into this thing. You've got to convey passion. If you're not passionate,why should anyone else be, or put money into your company if you're not passionate about it? Integrity, passion: the most important things.

02:21

Then there's a whole panoply of other things you've got to wrap up in this package you're presenting to a VC.Experience: you've got to be able to say, "Hey, you know, I've done this before." "Done this before" is starting an enterprise, creating value, and taking something from beginning to end. That's why VCs love to fund serial entrepreneurs -- even if you didn't do it right the first time, you've learned the lessons, which puts you in good stead the next time.

02:44

Along with the experience of starting an enterprise or running something -- doesn't have to be a business, it can be an organization in a school, a not-for-profit. But experience in creating an organization.

02:53

Next: knowledge. If you tell me you're going to be the developer of the map of the human genome, you better know what a human genome is; I want you to have expertise. I don't want somebody who says, "I've got a great idea in a business I know nothing about. I don't know who the players are, what the market is like." You've got to know your market, your area.

03:11

And you have to have the skills that it takes to get a company going. Those skills include everything from technical skills if it's a technology business, to marketing and sales and management and so on. But, you know, not everybody has all these skills. Very few people have the full set of skills it takes to run a company.

03:29

What else do you require? Well, leadership. You've got to be able to convince us that you either have developed a teamthat has all those factors in it, or else you can. And you have the charisma and the management style and the ability to get people to follow your lead, to inspire them, to motivate them to be part of your team.

03:46

Having done all that, what else do I want to know as a VC? I want to know that you have commitment. That you are going to be here to the end. I want you to say -- or I want you to convey -- that you are going to die if you have to, with your very last breath, your fingernails scratching as they draw you out. You'll keep my money alive and make more from it. I don't want someone who'll cut and run at the first opportunity. Bad things happen. There's never been a venture-funded company where bad things didn't happen. So know that you're committed to the very end.

04:14

You've got to have vision to see where this is going. I don't want another "me too" product. I want somebody who can change the world out there. But on top of that, I need realism, Because while changing the world is great, it doesn't always happen. And before you get to change the world, bad things are going to take place; you have to deal with that.And you have to have rational projections.

04:34

Finally, you're asking for my money -- not just because it's my money, but because it's me. You need to be coachable. I need to know you have the ability to listen. We've had a lot of experience. People who are VCs or angels investing in you have had experience, and they'd like to know that you want to hear that experience.

04:50

So how do you convey these 10 things in 10 minutes without saying them? You can't say, "I've got integrity, invest in me!" You've got to do a whole pitch that conveys this without conveying it. Think about your pitch as a timeline. It starts off, you walk in the door. They know nothing whatsoever about you. You can take them on an emotional -- all pitches, all sales presentations, are emotional at some level. You can go up, you can go down, right? And it goes from beginning to end.

05:13

You walk in, the first thing you've got to do, the overall arc of your presentation, it's got to start like a rocket. You've got maybe 10 seconds -- between 10 and 30 seconds, depending on how long the pitch is -- to get their attention. In my case, I've invested. I've gotten millions of dollars from PowerPoint pitches. "I've invested millions." That should get you right there. This can be a fact or something counterintuitive. It can be a story or an experience. But you've got to grab their emotional attention, focused on you, within that first few seconds. And then from there, you've got to take them on a very solid, steady, upward path, right from beginning to end. Everything has to reinforce this.

05:48

And you've got to get better and better and better, revving up to the very end, then you've got to -- boom! -- knock them out of the park. You want to get them to such an emotional high they're ready to write you a check, throw money at you,before you leave.

06:01

How do you do that? First of all, logical progression. Any time you go backwards, any time you skip a step -- imagine walking up a staircase where some of the treads are missing, or the heights are different. You stop, you need to figure out a nice, logical progression. Start with what the market is: Why are you going to do X, Y or Z? And then you've got to tell me how you're going to do it, and what you're going to do. And it's got to flow from beginning to end.

06:25

You've got to let me know there are touchstones, to tie in to the rest of the world out there. For example, reference companies I've heard of, or basic items in your business. I want to know about things that I can relate to: validators, or anything that tells me somebody else has approved this, or there's outside validation. It can be sales; it can be you got an award for something; it can be people have done it before; it can be your beta tests are going great, whatever. I want to know validation -- not just what you're telling me, but that somebody or something else out there says this makes sense. And then, I'm looking for the upside; I need a believable upside. That's two parts; it's got to be upside and believable. The upside means if you tell me that five years out, you're making a million dollars a year, that's not really upside. Telling me you'll be making a billion dollars a year -- that's not believable. So it's got to be both.

07:15

On the other hand are things that take the emotional level down. You have to recover from those. For example, anything that I know is not true. "We have no competition. Nobody makes a widget like this." Odds are I know somebody who's made a widget, and the minute you tell me that, I discount half of what you're saying from then on. Anything I don't understand, where I have to make the leap myself, in my own head, will stop the flow of the presentation. So you've got to take me through like a sixth-grader -- dub, dub, dub -- but without patronizing me. And it's a very tricky path. But if you can do it, it works really well.

07:47

Anything that's inconsistent within your concept -- if you tell me sales of X, Y or Z are 10 million dollars, five slides later, they're five million dollars ... One may have been gross sales, one may have been net sales, but I want to know that all the numbers make sense together.

08:01

And then, finally: anything that's an error or a typo, or a stupid mistake or a line that's in the wrong place -- that shows me that if you can't do a presentation, how can you run a company? So this all feeds in together.

08:12

The best way to do this is to look at our betters, people who have done this before. Let's look at the most successful technology executive in the business, and see how a presentation goes. Bill Gates's PowerPoint presentation over here.Here's Gates doing a thing for Windows. Is this how to do a PowerPoint presentation? What do you think? No. Who do you think we should look at as our role model?

08:32

Oh, isn't that funny! There's another great one over here. OK, Steve Jobs. You want absolute -- this is the Zen of presentation, right? Here he is, one little guy, black jeans and stuff, on a totally empty stage. What are you focusing on?You're focusing on him! This is Steve Jobs.

08:47

So are these wonderful long bullet points, whole list of things good? No, they're not. The long bullet points are bad.What's good? Short. Short bullet points. But you know what? Even better than short bullet points are no bullet points.Just give me the headline. And you know what? How many bullet points does Steve Jobs use? Basically, none. What do you do? Best of all, images. Just a simple image. I look at the image; a picture's worth a thousand words. You look at the image and you've got the whole thing. Then you come back to me; you're focused on me, why I'm such a great guy,why you want to invest, why this all makes sense.

09:21

That said, we only have a very short time, so let's run through the things to include in your presentation. First of all, none of these big, long-titled slides with blah, blah, I'm presenting to so-and-so on X date. I know the day, I know who I am -- I don't need all that. Just give me your company logo. I look at the logo, and it ties it to my brain. Then I come back to you. I'm focused on you, OK? You give me your quick, 15-second or 30-second intro, grab my attention. Then you give me a quick business overview. This is not a five-minute pitch. This is, you know, two sentences. "We build widgets for the X, Y, Z market." Or, "We sell services to help do X." You know, whatever. And that is like the picture on the outside of a jigsaw puzzle box. That lets me know the context. It gives me the armature for the whole thing you'll be going through;it lets me put everything in relation to what you've told me.

10:06

Then you've got to walk me through, show me who your management team is. I want to know the size of the market. Why is this market worth getting at? I want to know your product, that's very important. Now, this is not a product pitch or sales pitch. I don't want to know all the ins and outs, just what the heck is it? If it's a website, show me a screenshot of your website. Don't do a live demo. Never do a live demo. Do a canned demo, or something that lets me know why people are going to buy whatever it is.

10:31

Now that I know what you're selling, tell me how you make money on it. For every X you sell, you get Y, or services of Z. I want to know what the business model is on a per-unit basis, or for the actual product you're selling. I want to know who you're selling to in terms of customers and if you have any special relationships that will help you, whether it's a distribution relationship or a producing partner. Again, validation. This helps to say you're bigger than just one little thing over here.

10:58

But everybody has competition. There's never been a company with no competition, even if the competition is the old way of doing something. I want to know exactly what your competition is, and that will help me judge how you fit into the whole operation. I want to know how you're special.

11:11

I know what your competition does -- how are you going to prevent them from eating your lunch? All this ties into the financial overview. And you can't do a VC pitch without giving me your financials. I want to know a year or two back, or as long as you've been in existence. And I want to know four or five years forward. Five is a bit much. Probably four.

11:28

And I want to know how that business model, on a product basis, will translate into a company model: How many widgets will you sell? You make X amount per widget. I want to know what the driver is. We'll have 1,000 customers this year and 10,000 the next, our revenues will do this and that. That gives me the whole picture for the next several yearsinto which I'm investing. And I want to know how the money from me will help you get there. You're going to open an offshore plant in China, you're going to spend it all on sales and marketing, you're going to go to Tahiti, whatever.

11:56

But then comes the ask, where you tell me how much you want. You're looking for 5 million -- at what valuation? Two million? 100,000? What's the money in so far? Who invested? I hope you invested -- if you can't invest in your own thing, why should I? So I like to know if you have friends and family, or angel investors, or more VCs before. What's the capital structure up until this point? Finally, having done all that, you've now told me the whole thing, so now you bring it back to that conclusion. This is that rocket going up. Hopefully everything has been positive. And everything you say clicks, it all makes sense. And I'm thinking, "This is really great!"

12:29

Then you take me back to just your logo on the screen. And I look at the logo -- OK, good. Now I come back to you. Nothing else to look at, right? Now you've got to wrap it up to give me the final -- boom! -- the final pitch that's going to send me into space. Now, in the process of doing this, how do you remember the sequences and do it? You've noticed I'm not looking at the screen, right? The screen is in front of me, so I couldn't even see if I wanted to.

12:53

So how do I know what's going on? Well, I have a laptop in front of me. You're looking at me and at this. What am I looking at? You think that I'm looking at that? No, I'm looking, actually, at a special version of PowerPoint over here,which shows me the slides ahead and behind, my notes, so I can see what's going on. PowerPoint has this built into every copy of it that's shipped. If you use Apple's Keynote, it's got an even better version. There's another program called Ovation you can get from Adobe that they bought last summer, which helps you run the timers and lets you figure out what's going on.

13:22

So, here's my wrap-up to take you to the moon, right? I usually do a Top 10, but we don't have time, so: David's Top Five Presentation Tips. Number five: always use presenter mode, or Ovation, or presenter tools. It lets you know exactly where you're going, helps you pace yourself, gives you a timer, the whole bit.

13:39

Number four: always use remote control. Have you seen me touch the computer? No. Why not? Because I'm using remote control. Always use remote control.

13:46

Number three: the handouts you give are not your presentation. If you follow my suggestions, you'll have a very spare, Zen-like presentation, which is great to convey who you are and get people emotionally involved, but not good as a handout. You want a handout that gives more information; it has to stand without you.

14:01

Number two: don't read your speech. Can you imagine?

14:03

(Reading) "You should invest in my company ... "

14:06

It doesn't work. And the number one presentation tip: never, ever look at the screen. You're making a connection with your audience, and you always want a one-on-one connection. The screen should come up behind you and supplement what you're doing, instead of replace you. And that is how to pitch to a VC.

#中文讲稿#

00:00

早上好。我叫DavidRose。我以前是个连续创业者,后来变成了连续投资者。我用powerpoint做演讲，集资我亲身利用Powerpoint从风险投资者那儿，集过千万美金。当我变成了一个投资人之后，我自己监督了对多个公司的千万美金的投资。他们也是用PowerPoint演讲来打动我给他们投资。我想，这些可以让我自信的说我对集资还是有一点了解的。

00:27

你第一个要想明白的问题就是：当你去给投资人展示你的商业计划的时候，他们最想要的是什么？当然有很多的因素，比如商业模型，财务，还有市场。但是，在所有你要做的事中，哪一样是投资人最看重的呢？谁来猜猜？是什么？观众：人。人？你！没错，就是你。其实整个集资演讲的过程就是要说服投资者，你就是这个他们即将投资的创业者，会帮助他们赚到更多的回报。

01:05

那，你怎么能做到呢？你不能上去就跟人家说，“你好，我是个特棒的人，投资在我这儿吧。”在你集资演讲的过程中，你只有很短的几分钟。大多数投资演讲的时间--对创投天使大概是15分钟对其它大概不到30分钟。人的注意力大概会集中18分钟，然后集中力就开始下降了。这是实验的结果。所以，在18分钟，或者10分钟，更或者5分钟之内，你必须要传达许多特质。在这短短几分钟之内，你大概要传达10个特质。那么哪一条要传达的信息是最重要的？什么？观众：诚实。没错！和我的幻灯片上一摸一样。他不是我的托啊。你是对的，就是诚实。这是最重要的一点。我更愿意投资给--或者说在一个诚实的人身上下注。而不是，一个让我怀疑到他的动机或者有小动作的人。所以最重要的就是诚信。

01:55

那么除了诚信之外，第二重要的是什么？看看你们能不能回答这个。观众：自信。很接近了！是激情。对，你想--创业者的定义就是要抛弃其它的东西，开始一个新的世界，而且会把自己的心血倾注到这个新世界中的人。所以你一定要传递激情。如果你对你自己的公司都没有激情。其他人怎么会对它有热情？如果你对自己的公司都没有激情？别人怎么会投钱到你的公司。所以，诚信和激情是两件最重要的事情。

02:21

之后你还需要许多其他事情，去充实你要传递给投资人的整体形象。经验。你要能告诉他们，“我之前干过这个。”这代表了你曾经试过创业，创造价值，并且从头坚持到尾。这就是为什么投资人喜欢投资给连续创业者。因为即使你第一次没有成功，你已经从失败中学到了功课，这些经验会在你第二次开创时会很有用。

02:43

同时，除了曾经开过公司，其它的经验也有帮助。比如说学校的组织，或者是非盈利机构。但是他们想看到一些组织经验。下一个就是知识。如果你说你要画出人类基因的图谱，你最好要知道基因是什么东西。我的意思是，你要有专业知识。我不想看到有人说，嘿，我有个特别好的主意，但是我对它一点也不了解。我不知道我的竞争者，我不了解市场是什么样的。所以你要了解你的市场。你要了解你的领域。

03:11

你要有所有运营一个公司的能力。这些能力包括了技术能力，如果是科技公司的话，还有市场营销，管理，等等。但是，不是每个人都能具备所有的能力。只有很少的人会有运营一个公司的所有技能。那么还需要其它什么呢？领导力。你要能说服我们，你，或者你的团队拥有了所有这些技能。你要有感染力，还有管理的方式能让人们跟随你的领导，鼓舞，激励他们成为你团队的一部分。但做好了这些后，做为一个投资者，我还想知道什么呢？我要知道你能坚持你的承诺。你会从开始坚持到最后。我要你告诉我，传递给我，你死都要坚持，坚持到最后一口气。愿意拼死一搏。你会让我的钱周转你会用它们挣更多的钱。我不想投资在一位一碰到危机就逃跑的人。因为没有什么事情会是一直顺利的。从来没有一个被投资的公司是一帆风顺的。所以我想要知道你会承诺坚持到最后。

04:14

你还要有视野。你要能看到你公司前面的方向。我不想看到一个“我也是”的产品。我想找的人要知道，他们可以改变世界。当然，这要建立在现实的基础上。我要知道你明白，尽管改变世界是很美好的事，但那并不常常发生。在你改变世界之前，总会有各种难题。而你要能解决这些难题。你要有理性的计划。

04:34

最后，当你向我筹钱时，不仅仅是因为我的钱，还因为我。你要能听别人的指导。我要知道你有聆听别人的能力。我们都有很多经验--这些投资人，天使投资者都有很多经验，他们想要知道你想听，学这些经验。

04:49

那么，你怎么能够在10分钟里传递这10件事，又不至于说太多话呢？你不能说，“嘿，我很诚实，给我投资吧！”你要在整个演说过程中不露声色地来传达这些信息。要把你的演说当成一个时间轴。它从你进门的那一刻开始。他们在这一刻之前对你一无所知。你要带动他们的情绪--所有的演说，所有的销售演讲，都要带动人们的情绪。情绪可以变浓，也可能会变淡，对不对？这个过程会从开始持续到最后。

05:13

你走进门。你第一件要做的事情--就是要让你的演讲快速升温--你要像个火箭一样开始。你大概有10秒钟--10到30秒钟，根据你总共的时间--来吸引投资人的注意力。以我为例：“我投资过。我用集资演说得到上千万的投资，我也投资过上千万的资金。”就象这样，让你有个成功的开始。这也可以是一个出其不意的情况，或者是一个故事，一个经历。不管是什么，你要从一开始就要抓住他们的情绪，让注意力集中到你身上。然后，你要带着他们开始一个坚固，稳定的上升线。从开始直到结束。你的一切表现都要加强这一点。你要把情绪调动的更浓，更浓，更浓。直到最后。然后再最后，你要--轰！--拉他们进来，让他们不能在安坐一旁。你要把他们的情绪调动到，他们想马上给你写张支票，在你离开之前把钱扔给你。

06:01

好，怎么做到这个？首先，要有合理的发展。任何时候你后退，或者是跳过什么步骤--就像你走到一个楼梯，发现有些台阶不见了，或者是台阶的高度不一样。你会停下来，想搞明白这是怎么回事。你需要一个合理的递进。从告诉他们你的市场开始。你为什么要创业，一，二，三。你要告诉他们你会怎么做，你要做什么，你怎么做。从头到尾都要很流畅。

06:25

你要让我知道这些是可信的。你要把你所要做的和外界联系起来。例如，如果你提到我听说过的公司，或者是你公司的基本要点的话，我就想更多的了解他们。通过我能够理解的事情：我需要验证，这是否已经得到其他人的认同。或者是外界的证明。比如销售情况，比如一些奖项。或者，有别人做过相似的事情，或者是你的测试版反响很好。无论是什么，我需要证明。证明不只是你告诉我能成功，而是其他人，或者是其他事证明你说得有道理。再有，因为我在看你是否有前景，你需要有可信的前景。这有两个部分。一是要有前景，二是要可信。前景是如果你告诉我说我要在5年挣100万，这不是真的前景。你说你能一年挣10亿，这让我无法相信。所以它需要有两方面。

07:14

另外，有许多东西会给我泼冷水，降低我的情绪。你要能从这些东西中恢复过来。比如，任何你告诉我的，明显不真实的事情。比如，“我们没有竞争对手，从来没有人做过类似东西。”没准我就知道已经有人做过了。当你告诉我这的一刹那，砰！我对你说的所有的话就开始有疑问了。任何让我怀疑。任何让我不理解。任何让我需要我自己去猜测的，都会让这个演讲不流畅。你要像教小学生一样，让一切可以很容易理解--咚咚咚咚--但是又没有居高临下的态度。这很不容易做好。但是如果你做到了，就会很成功。任何前后不搭的观念都会造成负面影响。如果你告诉我X,Y,Z的销售是1000万，下一页，或者是5页后变成了500万。也许一个是总销售额，一个是纯利润--但是我想知道这些数据是前后合理的。最后，任何的错误，比如一个错字，一个低级错误，一条放错位置的线。这都让我觉得你连个演讲都做不好，怎么能打理好一间公司呢？所以这些全都很有关系。

08:12

那么，最好的学习方法就是看看成功的人，看看别人是怎么做的。那么让我们看看成功科技公司老总是怎么做演讲的。这是比尔盖茨的演讲。他在为Windows做一个演讲。这是你应该学的方式么？你们怎么想？不。那么我们应该学谁呢？好笑吧！再看一个很棒的。是不？SteveJobs.你想要最棒的--这就是演讲的极致，不是么？看他，个不高，黑裤子，便装，在一个空旷的舞台上。你会集中在那里？集中在他身上！这就是SteveJobs。

08:48

所以，你知道，我们钟爱的--美妙的，长长的要点，列表，等等--很好！不，他们并不好。长长的要点很糟糕。什么好？短，简短的要点。但是其实，更好的是没有要点。给我标题就好了。但是你知道吗？SteveJobs用多少的要点或者是标题？基本没有。那么你该怎么办？最棒的是办法是用图片。一个简单的图片。我看一眼图片--百闻不如一见。你看一眼图片，看完后，清理思绪，转回来注意到我。你专注在我的身上，想为什么我是个很棒的人。为什么你要给我投资。和为什么这个投资项目很合理。说了这么多，我们只剩下很短的时间了。

09:23

让我们来总结一下你演讲中要包括的要点。首先，你一开场时，投影片不要使用过长的标题，也不要说一堆废话。比如我给谁演讲，在哪一天等等，我知道日期，我知道我是谁，我知道你在演讲。我不需要这些。我只需要你公司的标志就够了。我看一眼标志，把它记在脑子里。然后我就转向你，注意力集中在你身上，就这样。你要用一个15秒到30秒的介绍来抓住我的注意力。然后你就要简短地介绍公司概况。用不了5分钟，只要两句话。我们给X,Y,Z市场做...部件。或者，我们给需要做X事情的人提供服务。如此等等。那就好像拼图游戏盒子上的整体图一样，让我就知道你公司的背景。也让我对你将要给我演讲的整个内容有准备。让我可以把之后的信息和你已经告诉我的联系起来。

10:06

然后，你要向我介绍你的管理团队是谁。如果你有过经验和做过类似的事情，这会给你们加分。然后我想了解市场，市场的大小。为什么市场的长期前景值得投资。我想了解你的产品，那非常重要。但是这不是一个产品推销演讲，我也不想对你的产品有从里到外的深入理解。我只想知道--它到底是什么？如果是个网站，展示给我你的网站截图。但是不要做现场演示。永远不要做现场演示。可以做录制好的演示，或者是其它的只要让我了解到，人们为什么会去买它就好。

10:31

然后，我想知道，--在知道你在卖什么之后--我想知道你怎么用它赚钱。卖掉X个商品，你可以赚到Y,你要提供Z服务。我要了解你的商业模型是什么在单件产品的层面上，或者在你销售的实际产品的基础上。我想知道你把东西卖给谁，你的客户群是谁。我也想知道你有没有任何关系可以对你有特别的帮助。比如你有没有分发渠道，或者是生产合作伙伴。或者是再说一次，要有验证。这些告诉我，你不仅仅是一个小小的公司。

10:58

同时，所有人都有竞争者。从来没有任何公司没有竞争者。竞争者甚至也包括旧的做事方法。我想准确地知道你的竞争者是谁，那会帮助我判断你的运作模式是不是与你的市场相符。然后我想知道你的竞争优势是什么。

11:11

如果我知道了你的竞争者如何运作，你怎么能阻止你的竞争者来分食你的午餐？然后这一切都联系到财务纵览。你必需要有--没有财务情况你根本无法集资。我想知道过去的三年--或者一两年前，或者无论你存在了多久。我也想知道三到五年之后。五年可能太多，四年比较合理。我想知道，你在产品层面的商业模型，如何转化成一个公司模型。你能卖掉多少商品，你能从每个商品挣到多少.我想知道盈利驱动力是什么。比如我们今年有1000个客户，明年有10000个。我们的收入会如何增长，等等。这些让我了解到投资之后几年的蓝图。我想知道我的钱怎么能帮助你实现这些目标。比如你要在中国开个工厂，比如你要把它们花费在市场和销售上，或者你要去塔希提岛，或者随便哪里。

11:55

然后就到了开口要钱的时候了。就是你想从我这里融资多少。比如说你要融500万--那么公司的估价是多少？200万，十万？到目前都有谁投资了？我希望你自己投了。因为我是跟着你的。如果你自己都不投，我怎么会投？所以我希望知道你是否有朋友，家人，或者天使投资，其它的投资人投过了。你目前的资产结构是什么样的？然后最后，你做完了这一切，告诉了我所有的事情。你就要回到总结。就好象火箭升天。一切都是向上的，向上的，向上的，向上的。你说的一切都让我感到一拍即合，一切都很合理。我想，“这太棒了，太棒了。”

12:29

然后你再从新展现给我你的标志。仅仅你的商标。我看一眼商标，好，我又转向你，没有其它可看的了，不是么？这时你要适时地总结。你要给我最后的惊喜。就像把火箭送入太空一样。在这个投资演讲过程中，你怎么能记住这个顺序呢？你注意到了我没有看屏幕，对吗？这个屋子的屏幕实际上在我背后，我想看也看不到。那我怎么知道上面是什么？其实，我这里有台笔记本，你看着我，你看着这里，你想我在看什么？你想我看的是这个么？不是，我看的是个幻灯片的特殊的版本，它让我能看到之前和之后的幻灯片，还有我的笔记--所以我能看到是怎么回事。PowerPoint都有这个功能，出厂的时候就有。如果你用苹果电脑的Keynote，它的这个功能还要更好。还有一个软件叫Ovation。可以从Adobe买到。它可以帮助你计时。帮助你知道下面要讲什么。

13:22

好，现在该让我总结，把你送到月球去，对吧？我一般有10个要点，但是我们没有时间了。所以我只说5点，第一，使用演讲模式，或者，Ovation，或者PresenterTools--它帮助你，使你清楚的知道你在做什么。它帮助你调整自己的速度，给你提供时间，所以我们会在正点结束。第二，用遥控器。你看过我接触电脑么？没有，为什么？因为我在用遥控器。永远要用遥控器。第三，讲义不是你的演讲。如果你听从了我的意见，你会有个很成功的演讲，有力的传递你是谁，同时还会调动人的情感。但是它和讲义不一样。你需要有个详细的讲义，因为你不在的时候，人们可以看讲义来了解你的公司。第三，不要阅读你的演讲。想象一下？“投资我的公司吧，因为它很棒。”这不能成功的，不是么？不要阅读你的演讲。最重要的演讲技巧：永远也不要盯着屏幕。因为你在和你的听众建立一种联系，你要保持这种一对一的联系。屏幕应该在你身后出现，补充你，而不是替代你。这就是怎么做集资演讲。

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