{"id":863,"date":"2016-04-28T08:31:54","date_gmt":"2016-04-28T08:31:54","guid":{"rendered":"https:\/\/cityfalcon.com\/blog\/?p=863"},"modified":"2017-10-05T11:38:07","modified_gmt":"2017-10-05T11:38:07","slug":"4-reasons-start-ups-get-acquired-it-goes-beyond-revenue-and-user-traction","status":"publish","type":"post","link":"https:\/\/www.cityfalcon.ai\/blog\/es\/the-startup-journey\/4-reasons-start-ups-get-acquired-it-goes-beyond-revenue-and-user-traction\/","title":{"rendered":"4 razones por las que se adquieren nuevas empresas: va m\u00e1s all\u00e1 de los ingresos y la atracci\u00f3n de los usuarios"},"content":{"rendered":"

La adquisici\u00f3n de nuevas empresas es un negocio arriesgado. No importa lo buena que suene una idea o lo simple que sea una soluci\u00f3n que ofrezca una empresa nueva, es posible que la adquisici\u00f3n nunca d\u00e9 sus frutos. El riesgo inherente es la raz\u00f3n por la que la mayor\u00eda de los compradores buscan la tracci\u00f3n y los ingresos del usuario, las dos m\u00e9tricas m\u00e1s obvias para el \u00e9xito temprano de una nueva empresa.<\/p>\n

Pero hay otras cosas a considerar. Para el comprador, el usuario y la tracci\u00f3n de los ingresos son importantes, generalmente los factores m\u00e1s importantes, pero la realidad es una complicada red de razones que atraen al comprador hacia la adquisici\u00f3n o lo alejan.<\/p>\n

Del mismo modo, los inversores en empresas emergentes deber\u00edan considerar las mismas razones y centrarse en algo m\u00e1s que en los ingresos y la tracci\u00f3n. Hemos tenido suerte con nuestros inversores en CityFALCON<\/a> que nos permiti\u00f3 centrarnos en la creaci\u00f3n de tecnolog\u00eda y productos s\u00f3lidos durante los \u00faltimos dos a\u00f1os en lugar de perseguir usuarios e ingresos con un producto a medio completar.<\/p>\n

Aqu\u00ed hay cuatro razones por las que se adquieren nuevas empresas.<\/p>\n

Tecnolog\u00eda<\/b><\/p>\n

Si alguien busca hacer una adquisici\u00f3n de una nueva empresa y no ama todo sobre el modelo comercial de esa empresa, eso no necesariamente mata a la nueva empresa en su cuna. Si una startup ha construido tecnolog\u00eda s\u00f3lida y competitiva a su alrededor, eso puede ser motivo suficiente para algunos compradores.<\/p>\n

Podr\u00eda darse el caso de que la empresa m\u00e1s grande est\u00e9 buscando integrar una peque\u00f1a tecnolog\u00eda de nueva creaci\u00f3n por razones que pueden no estar claras hasta un poco m\u00e1s tarde, como cuando Snapchat compr\u00f3 Bitstrips por $100 millones, solo entonces para anunciar su nueva funci\u00f3n de etiqueta. . El prop\u00f3sito de su puesta en marcha le pertenece a usted, pero para los compradores potenciales, la posibilidad de la tecnolog\u00eda que ha construido podr\u00eda tener el mayor valor.<\/p>\n

La raz\u00f3n por la que se pasa por alto la tecnolog\u00eda, especialmente cuando la compara con los ingresos o la tracci\u00f3n del usuario, es que las grandes empresas pueden querer que su tecnolog\u00eda se deslice hacia un nuevo mercado o que cree un nuevo producto m\u00e1s r\u00e1pido. Si una nueva empresa tiene tecnolog\u00eda que reinvent\u00f3 la rueda, ser\u00e1 valiosa, pero es especialmente valiosa si una empresa mucho m\u00e1s grande est\u00e1 buscando reinventar el vag\u00f3n.<\/p>\n

Producto<\/b><\/p>\n

Quiz\u00e1s incluso m\u00e1s importante que su tecnolog\u00eda es lo que hace su empresa con ella. Es decir; Si ha creado una tecnolog\u00eda estelar, vale la pena, pero si ha dado un paso m\u00e1s y ha descubierto una forma nueva e innovadora de vender esa tecnolog\u00eda a las personas que pueden usarla de una manera nueva, realmente lo ha hecho. algo especial.<\/p>\n

Cuando se trata de adquisiciones, desde la perspectiva del comprador, no solo est\u00e1n mirando el efectivo que tienen que pagar por adelantado para ser due\u00f1o de una nueva empresa, sino tambi\u00e9n los costos en el futuro. Si una empresa est\u00e1 buscando adquirir una nueva empresa porque quiere aprovechar una nueva fuente de ingresos, es mucho m\u00e1s probable que compre una empresa que ya lo ha hecho, en lugar de una empresa que ha desarrollado tecnolog\u00eda que lo hace posible. .<\/p>\n

La otra cosa a considerar en t\u00e9rminos de producto es cu\u00e1n complementario puede ser para los compradores potenciales. Por ejemplo, Twitter comprando Vine, porque Vine es esencialmente la versi\u00f3n de Twitter de Youtube, por lo que encaja perfectamente con el grupo de microblogging. Otro ejemplo de que el producto es m\u00e1s importante que los ingresos que genera es Youtube. Puede ser dif\u00edcil recordar que cuando Google compr\u00f3 Youtube en 2006, todav\u00eda era una empresa emergente rentable con un producto excelente.<\/p>\n

Equipo<\/b><\/p>\n

En algunos casos, las adquisiciones no tienen nada que ver con su producto, su tecnolog\u00eda o incluso sus ingresos y la tracci\u00f3n de los usuarios. A veces, el equipo que ha reunido es el producto, y eso es lo que comprar\u00e1n las empresas.<\/p>\n

Por ejemplo, mire la serie de adquisiciones que ha realizado Yahoo! durante los \u00faltimos a\u00f1os. Gran parte del tiempo, Yahoo solo buscaba que las personas que estaban detr\u00e1s de la puesta en marcha se integraran en su equipo. Obviamente, tener un buen equipo es esencial en cada punto del viaje de una empresa emergente, pero cuando se trata de la adquisici\u00f3n, su equipo puede no solo ser importante, sino que literalmente puede ser la \u00fanica m\u00e9trica que lo har\u00e1 adquirido.<\/p>\n

Las empresas adquieren nuevas empresas con un gran equipo porque el talento es cada vez m\u00e1s dif\u00edcil de encontrar. Es por eso que para Yahoo vali\u00f3 la pena comprar una nueva empresa para atraer a las personas que trabajaron en ella. El problema para las empresas emergentes surge cuando buscan formar ese gran equipo, es el mismo problema que enfrentan las grandes empresas, y las empresas emergentes no tienen el dinero en efectivo para comprar talento.<\/p>\n

Lo que har\u00e1 que su equipo sea valioso es una combinaci\u00f3n de factores. Necesitar\u00e1 tener un grupo central que crezca con la empresa y agregue valor a la puesta en marcha a medida que crecen, pero tambi\u00e9n estar\u00e1 dispuesto a cambiar para que pueda agregar talento y reducir la grasa seg\u00fan sea necesario.<\/p>\n

Tracci\u00f3n<\/b><\/p>\n

Eso s\u00ed, no solo los ingresos o la tracci\u00f3n del usuario, ya sabemos que son vitales para adquirirlos, sino tambi\u00e9n la "tracci\u00f3n" en un sentido m\u00e1s amplio.<\/p>\n

Es importante ver la tracci\u00f3n como un t\u00e9rmino general. M\u00e1s all\u00e1 de los ingresos, la rentabilidad general de una nueva empresa es una forma valiosa de ver su tracci\u00f3n. E incluso m\u00e1s all\u00e1 de los d\u00f3lares y centavos de la empresa, la tracci\u00f3n est\u00e1 en los usuarios. Obviamente, tener muchos usuarios es crucial, pero dividirlos m\u00e1s en una tasa de participaci\u00f3n, usuarios activos o incluso tr\u00e1fico en general, son indicadores clave para las empresas que buscan realizar una adquisici\u00f3n.<\/p>\n

Si est\u00e1 buscando invertir en nuevas empresas en el Reino Unido, un buen lugar para comenzar son las plataformas de financiamiento colectivo: Sembradoras<\/a>, CrowdCube<\/a> y SyndicateRoom<\/a>.<\/p>\n

(Divulgaci\u00f3n: CityFALCON y sus partes interesadas pueden tener relaciones comerciales con algunas de las empresas enumeradas en el art\u00edculo e incluso pueden recibir ingresos de afiliados en algunos casos).<\/p>\n

 <\/p>","protected":false},"excerpt":{"rendered":"

La adquisici\u00f3n de nuevas empresas es un negocio arriesgado. No importa lo buena que suene una idea o lo simple que sea una soluci\u00f3n que ofrezca una empresa emergente, es posible que la adquisici\u00f3n nunca d\u00e9 sus frutos ...<\/p>\n

Continuar leyendo \u2192<\/a><\/p>","protected":false},"author":1,"featured_media":865,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2],"tags":[28],"class_list":["post-863","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-the-startup-journey","tag-start-up"],"yoast_head":"\n4 Reasons Start-ups Get Acquired - It Goes Beyond Revenue<\/title>\n<meta name=\"description\" content=\"Acquiring start-ups is risky business. The inherent risk is why most buyers look for user traction and revenue. 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