About the Author

Geoffrey Moore

Managing Director, TCG Advisors Venture Partner, Mohr Davidow Ventures

Geoffrey Moore is a best-selling author, a Managing Director at TCG Advisors and a venture partner at MDV.  More...

November 2008

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VC Money, Yes or No?

Greg Gianforte, CEO of RightNow Technologies, wrote a piece for Tom Foremski’s Silicon Valley Watcher called “Most startups should avoid venture funding, not pursue it.”  At Tom’s request, here is my rebuttal, heavily influenced, to be sure, by my ongoing experience as a venture partner at Mohr Davidow Ventures. 

GG: If you start by selling your concept to potential prospects (rather than stock to VCs), you will either end up with initial customers or a conviction that your idea won't work. Why raise money and then find out which one it will be?

GM: If the offer lends itself to being delivered as a project, this approach is fine, assuming you can assemble the necessary back-up band for a pick-up gig.  But if you need infrastructure, inventory, or employees, this is not an option.

GG: Raising money takes time away from understanding your market and potential customers. Often more time than it would take to just go sell something to a customer. Let your customers fund your business through product orders.

GM: My experience is that raising money actually forces you to think more deeply about your market and potential customers than you otherwise would because investors won’t fund you unless you come up with genuinely new insights.  And since investors are selected by Darwin to be effective crap detectors, you can actually learn a lot from the fund-raising process. 

GG: Adding VCs to the mix early gives you an additional set of masters you must serve in addition to your customers. It is always hard to serve two masters, especially in a startup.

GM: Yes, investors represent a constituency that is different from customers, but each has a key role in a start-up.  The customer helps you build a better offer, the investor, a better company.  If that has not been your experience of VCs—and I know for many it has not—it just means you’re working with the wrong ones. 

GG: With no money you can't make a fatal mistake. This is a blessing. Without VC money, you are forced to figure out how to extract funds from your customers for value you deliver. Ultimately that is the only thing that really matters.

GM: Oh, please.  Without the risk of making a fatal mistake, what makes you think you are going to generate a venture-like return?  If that is not your intention, why would you talk to a VC under a false pretense?  Let’s be clear here: Extracting funds from customers may be deferred by funding, but only in the interests of creating a greater extraction down the road.  Never mistake capital for income.

GG: Money removes spending discipline. If you have the money you will spend it - whether you have figured out your business model and market or not.

GM: This is what I mean about mistaking capital for income.  If you think that by accepting capital from an investor, you can reduce your life risk by transferring some portion of it to them, you sadly misunderstand the nature and obligations of business management.  This is how “family and friends” funding can turn sour, not only for the life of a company but for the company of a life.

GG: Raising VC money determines your exit strategy. You will either sell the business or take it public. What if you end up with a very profitable, modest sized business that you want to just run? That is no longer an option once you raise VC money.

GM: True.  If your intent is not to create venture returns, you should not talk to a venture capitalist.  Not all start-ups have to be venture-backed, as, for example, The Chasm Group, The Chasm Institute, and TCG Advisors can bear witness.  Understand, though, we chose our path to produce income with life-style freedom, not to create equity.

GG: You sell your precious equity very dearly before you have a proven business model. This is the worst time to raise money from a valuation perspective.

GM: Precious indeed, but to whom?  How valuable can equity be in a firm that has no proven business model?  How could you tell?  It is indeed the worst time to raise money from a valuation perspective, but that’s true for investors even more than it is for you—as hence the so-called “low valuations.”  Don’t kid yourself: market effects rule pricing in all financial transactions including this one.


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Starting-up a company isn't one of the topics of this blog, but this exchange by Greg Gianforte and Geoff Moore on whether or not to take venture capital is such a good one, I thought I'd post it. Greg Gianforte [Read More]


Carlos Leyva

It is always much more interesting when there is a conversation as opposed to a monologue.

I once did a startup (seems like twelve lives ago) in the early 90's and shipped a product called the "Lawyer's DeskTop" (DOS based before Windows 3.1). It was multi-user, time & billing, case management, blah, blah, blah. I thought it had a good chance of trumping Timeslips, the defacto market leader at the time. Biggest lesson: two adults in a garage could no longer win at this game. I needed funding, marketing and management. The rest is history...although I recently had an attorney email me that he is still using it and has found nothing better. I am not sure that I believe that but it made me feel good nonetheless.

Chris Church


Great thread! I lived the conversation you have going here. Here's a slightly different perspective - scarcity versus abundance. In its core, I think that's what you and Greg are quasi-debating.

I see the abundance view of a healthy business in your perspective. If you capitalize your efforts, focus those efforts to thrill the investors while you're thrilling the customers, and build a healthier team while you're doing it, I really think there are few places you can't go. I'm not saying every entrepreneur should pursue venture, but regardless of source, capital is today all the more necessary in a larger and more fragmented technology marketplace. And, if readers have NOT lived it, take the comment about "there's nothing better than taking someone else's money to help you figure out what the hell you should really be doing" to heart.

The scarcity mentality is unfortunately WAY more prevalent in small and large businesses alike. Scarcity to me, in this context, means "if I give up marbles today, even though by doing so I can likely make/attract way, way more marbles tomorrow, it might not work out and the guy I trade the marbles to might hit me over the head with them". Nothing inherently wrong with a belief in scarcity - it just makes it tough to build and grow a successful business, in my experience. Keep your marbles... certainly many an entrepreneur has gone hungry hoping to take that smaller bite from a bigger pie, only to learn = "hey, there's no damn pie left"! For Greg, I'd respectfully say "hang onto your pie".

Can't remember whether it was Churchill or Robert F. Kennedy who once said "A man who wagers more than he can afford to lose will quickly learn the game". How true. If you don't take risk, you limit your reward. You want to feel more accountable and kick focusing your strategy into high gear - take SOMEONE's money and see what happens. Doesn't even have to be a lot...

Venture Capital is neither the hand of God herself nor the Devil's handmaiden, but its a tool to help a goalset. Choose it, lose it or use it wisely.

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