Founder Institute 22 January 2013

 ¿Cómo sé que tengo una buena idea?
Soluciona un problema A mucha gente Que sea escalable Que estén dispuestos a pagar por ella

2

 No money, no business  Los business nunca se cumplen  La peor situación, es la única posible

3

¿Como vas a conseguir los ingresos? ¿Cuál va a ser tu modelo de negocio?

4

4.1 los modelos basados en la publicidad: .banners .Anuncios clasificados .anuncios publicados por los buscadores .publicidad por email .patrocinios .prensa online y medios de comunicación .portales de información, contenidos, servicios.. .redes sociales y comunidades .redes de expertos/preguntas y respuestas .redes de blogs
5

4.2 los modelos basados en el comercio: .comercios y mercados virtuales .tiendas virtuales con presencia física .tiendas outlet .webs de cupones descuento .liveshopping (oferta del día) .venta directa .subastas

6

4.3 los modelos basados en la intermediación .distribuidores .comparadores .agregadores .plataformas de afiliación

7

4.4 modelos basados en prestación de un servicio: .servicios de pago o suscripción .suscripción de servicios premium y freemium .Software as a Service (Saas) .proveedor de soluciones y contenidos (Api)

8

4.5 modelos basados en la comunidad y el P2P: .Redes Sociales .Modelos Crowd o P2P: crowdfounding y crowdsourcing

9

4.6. otros modelos de negocio relacionados: .desarrollo de aplicaciones .geolocalización .integración de internet en televisión: el videoclub en casa industria del videojuego .pagos a través de móvil .compraventa de dominios

10

. Mejor varias vías de ingresos

. La importancia del cobro

11

Sé cabezota en la visión y muy flexible en la ejecución… …pero siempre obsesionado con lo que quiere el cliente aunque no lo entiendas!
12

Testa siempre lo que puedas medir ¡en internet se puede medir todo!

13

incrementar ventas y disminuir gastos (intercambios y economía de guerra)

14

Piensa siempre en el largo plazo, es la única manera de fidelizar a los clientes

15

Basa tu estrategia en cosas que no van a cambiar… ¿Qué quiere la gente? experiencias inolvidables, buenos precios, servicio rápido…. La gente quiere que le quieran!!
16

Inversores: cada uno es un mundo .20 reuniones, 20 lecciones .Va por modas… Yo solo invierto en personas!!

17

The market opportunity: Womenalia
 According to the World Bank .. What is the most important trend in the world economy? “the growing power of women in the professional world”  Womenalia seeks to bring together all professional women and help them to grow in their career in order they achieve their goals. Womenalia is the first global network of professional women The media are calling us: “The new Linkedin for professional women”

 

18

Profile of Womenalia user
Womenalia network: Launching, 13 September, 2011 Registered users * : 180,000. Age: 30-55 years. Gender: 90% female, 10% male. Educational level: medium-high, high. Social class: medium-high, high. Work: 59% employees, 16% employers and 18% selfemployed. 93% on active service. Geographic Location: National. Increased representation: Madrid, Catalonia, Valencia, Andalusia and the Basque Country. *October 2012

Profile of Womenalia User
The Womenalia Woman: Managers, employers and businesswomen with high purchasing power. They make 87% of purchasing decisions Very used to the Internet Concerned by training and developing new skills Professional development aspirations  High technological knowledge, and high capacity of business venture

 26,5% of women who work in companies wish to become high-level executives.*  13% of surveyed women would like to set their own business. * ”Professional women in the 21st century”. Womenalia survey, Sept. 2012

Professional social networks, profitable and tested business model
2011 (or current) 2012

Source: Bloomberg

21

The Market Opportunity: Womenalia
 Linkedin 2012 (its 9th year): Income: $939 million. Users: 187 million. Income per user 5.1$. Cost of marketing: $281 million (30% income).  Womenalia 2012 (its 1st year): Income: $750,000. Users: 160,000. Income per user 4.7$. Cost of marketing 196,000€ (30% income). Profitability of inversors in linkedin:  Sequoia Capital invested 4.7 million in 2003. When its shares went public in 2011, the value was $1.59 billion.  Greylock Partners invested 10 million in 2004. In 2011 its shares had a value of $1.32 billion.

22

The market opportunity: Womenalia
1.
-

Market Opportunity: The world economy needs more than ever: Many more women managers and executives. More women entrepreneurs. More freelance and self-employed women.

2. Niche market: - Women are 50% (3,500 million) of world population (7,000 million) - Womenalia goes to 20% of the world's women, professionals. - Our niche: the 10% of the world population: 700 million 3. Differentiation with other proffesional networks (Linkedin): - Fully localized in content and services for professional women - A lot more soul. Great power of female networking

23

Womenalia: The business model – Payment Terms (II)
1. Income from payments of the network members
 International Council of Experts: Cash online payment for hired services.  Freemium & Premium: Cash online payment for subscription to the Womenalia value-added services.  Busy woman guide: annual payment by direct debit (supporting renewals) and cash payment.  Advertising: (average of 30,000 €). Online cash payment including large volume corporate accounts that pay throughout the year

2. Advertising Incomes

NEGOCIO

 Employment: Online cash payment (credit cards or Paypal) and large volume corporate accounts, 30 days payment.

4. Other sources of income

 Training and Events: payment in advance or online cash payment.  Social Media: 30, 60 and 90 day payment
24

Sales Projection
REVENUE ANALYSIS
% s/ Total 578.319 100%

2012

2013 1.150.636 70.602 336.258 258.035 335.742 150.000

2014

2015

2016

2017

AMOUNT OF REVENUE Freemiun + Council users Advertising and guide Offer of employment Premium services Inspiration Day (Congress) Per peso s/ Total Freemiun + Council users Advertising and guide Offer of employment Premium services Inspiration Day (Congress)

64.645 193.574 6.000 208.672 105.429

11% 33% 1% 36% 18%

2.842.574 6.785.194 14.875.696 30.398.612 314.798 957.833 2.445.713 5.560.574 995.830 2.516.343 5.454.018 10.873.081 832.188 2.300.390 5.557.665 12.235.788 524.758 810.627 1.168.299 1.454.169 175.000 200.000 250.000 275.000

11% 33% 1% 36% 18%

6% 29% 22% 29% 13%

11% 35% 29% 18% 6%

14% 37% 34% 12% 3%

16% 37% 37% 8% 2%

18% 36% 40% 5% 1%

Womenalia: Evolution and Main achievements

 Initial investment of the founders : 600,000€  Closing of the 1st increase in capital, July 31, 2011: 550,000€.  Signing of the 2nd increase in capital, July 31, 2012: 330,000€.  Human Resources: hiring of 19 people for developing the project.  Technology: Opening of the web 13 September, 2011 and launch of 80% of products and project services. 2012 Turnover : 600,000€ aprox.  Expenses: 985,000€

Womenalia Forecast
TOTAL INCOME
Variable cost income

Forecast Plan 2012 2013 2014 2015 2016 2017 145.223 578.319 1.145.644 2.842.574 6.785.194 15.012.496 30.406.262 2011
1.447 170.860 32.534 71.497 69.056 152.852 220.821 293.532 583.876 486.720 1.361.351 787.898 2.869.489

Wages and salaries (commissions) 10.290 OPERATING MARGIN 133.486 % Margin s/ income 91,9%
Wages and salaries General expenses Promotion expenses Winning users Others 194.695 65.244 75.172 70.720 4.452

374.926 1.005.091 2.468.901 5.907.786 13.164.424 26.748.874 64,8% 87,7% 86,9% 87,1% 87,7% 88,0%
396.424 95.647 196.491 169.409 27.082 970.796 1.888.696 216.529 345.200 300.000 45.200 555.977 644.200 572.000 72.200 3.198.389 839.511 1.520.600 1.406.000 114.600 6.064.771 10.263.694 1.384.571 2.741.400 2.532.000 209.400 1.864.264 4.148.300 3.842.000 306.300

Non operating expenses Business expenses EBITDA
Other expenses

335.111 346.848 -201.625
8.274

688.562 1.532.526 3.088.873 5.558.500 10.190.742 16.276.258 891.956 1.673.078 3.462.546 6.435.908 12.038.813 19.933.646 -313.636 -527.435 -619.972 349.287 2.973.683 10.472.616
28.230 44.474 90.468 192.621 448.008 865.425

Total expenses EBT % Return. EBT s/income Nr. Of users People in December Nr. Of countries

355.122 -209.899 -144,5% 40.000 11 1

920.186 1.717.552 3.553.014 6.628.529 12.486.821 20.799.071 -341.866 -571.909 -710.440 156.666 2.525.674 9.607.191 -59,1% -49,9% -25,0% 2,3% 16,8% 31,6% 160.000 21 1 481.000 1.296.500 2.950.821 34 84 137 3 7 10 5.977.274 11.195.155 210 268 14 16
27

Planned Investment

28

Cash Flow

29

Financial Projections
Revenue, Operating Cash Flow & EBT (Euros in thousands)
18.000 15.000 12.000 9.000 6.000 3.000 0 -3.000 2013 2014 OCF 2015 EBT 2016 Revenue 2017 30.000 25.000 20.000 15.000 10.000 5.000 0 -5.000

OCF EBT Revenue

2013 -435.759 -571.909 1.145.644

2014 -300.314 -710.440 2.842.574

2015 2016 2017 1.396.177 6.615.468 16.741.241 156.666 2.525.674 9.607.191 6.785.194 15.012.496 30.406.262

Financial Projections
Operating Cash Flow & FCF (Euros in thousands)
18.000 15.000 12.000 9.000 6.000 3.000 0 -3.000 2013 2014 2015 FCF OCF 2016 2017 18.000 15.000 12.000 9.000 6.000 3.000 0 -3.000

OCF FCF

2013 -435.759 997.346

2014 -300.314 298.842

2015 1.396.177 609.928

2016 6.615.468 4.154.305

2017 16.741.241 15.376.592

Financial Projections
Revenue per user analysis
12.000 3,00 2,50 9.000 2,00 6.000 1,50 1,00 3.000 0,50 0 2013 2014 2015 2016 Users 2017 Revenue per user 0,00

Users Revenue per user

2013 481.000 1,37

2014 1.296.500 1,65

2015 2.950.821 1,96

2016 2017 5.977.274 11.195.155 2,27 2,56

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.