Wie berücksichtigen Sie zukünftiges Wachstum bei der Bewertung eines Startups?

From my humble experiences, try to imagine your startup's journey as a succession of narratives: base case is steady plotline, best case is dream sequence, and worst case is dramatic twist. You're a pragmatic fate teller by assigning probability to each. Like, 'In a world of unicorns and dragons, I'm prepared for both.' This style reflects today's trend of versatility. Always remember, 'The future is a kaleidoscope, not a telescope.' Calculating your startup's expected value is like creating a story of possible outcomes. It's an uneasy dance with measured risks and informed predictions. Contemporary valuation is spreadsheet storytelling!

When valuing a startup, factoring in future growth is crucial. It involves analyzing market size, scalability potential, and the startup's ability to capture market share. Assess the leadership team's expertise and track record in driving growth. Examine the startup's business model for sustainability and adaptability in evolving markets. Consider innovation and unique value propositions that set it apart. Forecasting revenue growth, while accounting for industry trends and competitive landscape, is key. It's also important to evaluate the startup's roadmap for expansion and its strategies for customer acquisition and retention. Ultimately, a nuanced blend of quantitative analysis and qualitative judgment is essential.

Utilizing multiple scenarios with varied assumptions and outcomes is a prudent approach to evaluate startups as a venture capitalist. By incorporating base, best, and worst-case scenarios with assigned probabilities, we can calculate the expected value, effectively factoring in the inherent variability and risk associated with a startup's future growth. This method provides a more comprehensive and nuanced perspective, aiding in informed investment decisions and risk management strategies.

Calculating multiple scenarios can be helpful in the case where there are future events which introduce specific and significant uncertainty. For example, phases of FDA approval for a medical device startup - where the average rates of approval are known, and can be used as a basis. For most startups, particularly standard SaaS type models, it's already difficult enough to come up with (and value) one coherent and plausible scenario. Stretching your analysis and projections to multiple scenarios will only introduce further uncertainty into the valuation.

In my term, consider DCF the startup valuation time machine. Wearing a VR headset is like seeing the future financial environment. Consider each cash flow a sci-fi movie scenario, expertly built from educated estimates and trend forecasts. Discount rate? Your time warp dial adjusts for voyage thrills and danger. Lower present value, more risk, more exciting (and terrifying) path. Like a financial roller coaster, your cash flows are scrutinized at today's value. DCF lets you tell futuristic stories by combining prediction and valuation. They say, 'To forecast the future, one must build it.' DCF is a narrative tool that blends growth, profitability, and capital to tell the story of your startup's potential.

For early-stage startups, creating a DCF is akin to reading tea leaves. Even for mature startups that haven't yet demonstrated profitability, preparing a compelling DCF to persuade investors can be challenging.

While DCF analysis provides a linear projection, startups frequently navigate nonlinear paths. The discount rate serves as an excitement-adjusting lever, yielding present values that can be either thrilling or daunting. While DCF weaves a narrative encompassing growth, profitability, and capital, it may occasionally overlook significant variations.

Multiples are a valuable tool in startup valuation, allowing us to assess a startup's worth relative to industry peers using metrics like revenue and earnings. By leveraging these ratios, we can better understand a startup's potential for growth and make more informed investment decisions, but they lack the context and nuance necessary to fully grasp a company's risk profile, regardless of stage.

Again, in my opinion; use multiples to value a startup; it's like trading collectible cards; you need to know the numbers." Multiples, such as the price-to-sales ratio, compare the value of your startup to key metrics. They give you a quick picture by comparing your startup to others in the same field. You can think of it as the "What's trending?" of value, a quick way to get around a complicated situation. But they change the truth, just like Instagram effects. Always go deeper to make changes that fit your growth story. Don't forget that "multiples are the currency of a world of trends."

The main challenge with using multiples in early stage company valuation is the lack of data. In order to be truly effective, you need to find a number of similar companies, and you need to know both their valuation and their revenue performance. Ideally, you would also need to know the deal terms (preferences, anti-dilution, warrants, etc) to fully understand the implication of that valuation. Obviously, this is rarely the case and so multiples tend to be very crude. This has the unfortunate effect of being procyclical in 'hot' markets, producing price bubbles. Ultimately, multiples are a tool best use to compare valuations, to understand market context, not to calculate them.

The standard Black-Scholes model is too restrictive for VCism's whirlwind of startup invention. Considering a startup, a ' real choice' is innovative, yet the most successful startups typically break the norms. Passion, innovation, and adaptability are the future of startups, not complex formulas. It goes, "You can't spreadsheet your way to innovation." Betting on people, not numbers is the actual 'option' in today's trend-driven market. Instead of losing ourselves in numbers, let's create venues for innovative ideas. Just like before, the next big thing will come from a garage, not a formula.

Now, it's getting tricky, but based on my experience, only depending on market feedback can be misleading. Customer demand, competition, and industry trends are crucial, but they're only parts of an unexpected puzzle. Looking beyond numbers is the magic. It is said, "Data drives decisions, but vision drives revolutions." Market feedback is a tool, not a prediction. To balance it, think visionary. Startups that get ahead comprehend the current market and can imagine and influence the future. Combining market realities with creative thought. Remember that innovative ideas sometimes start as outliers, unnoticed by market feedback.Thus, let's use market feedback to guide our outstanding investment without limiting it. Learn from mistakes!

This is a challenging area for every investor as quantifying a disruptive technology or innovation is not easy. In my opinion it's more of an art than science as data may not be available to help. Experience, your network opinion, industry pulse/buzz, can be helpful to some extent. Investors need to rely on their non-analytical (subjective) skills to forecast. The challenge is to increase the probability of the forecast in absence of sufficient data. The future growth has a significant contribution to the valuation specially in disruptive scenarios. My suggestion is to network with as many grey haired investors as possible.

Other than just the tactical methods of valuation, we need to consider a strategic method too by understanding: - The consumer behaviour trend How the target consumer's behaviour and habits have changed recently because of technology, affluence or natural calamities like Covid 19. - The delta shift startup brings to the world The solution should add value to customers and make them dependent on it. - Technology × theme fit Can the same technology solve for different use cases? This means high scalability with the same product across industries. - Market timing and macro economic trends Is the market ripened for this kind of product? Disruption and adoption of a solution is a factor of market maturity and the right macro economy.