How to Present to Investors
<img src="http://www.virtumundo.com/images/spacer.gif" height=15 width=1> Want to start a startup?
<img src="http://www.virtumundo.com/images/spacer.gif" height=15 width=1> 想要创业吗？
Get funded by Y Combinator .
获得 Y Combinator 的资助。
</td > August 2006, rev.
</td> 2006 年 8 月，修订版。
April 2007, September 2010 In a few days it will be Demo Day, when the startups we funded this summer present to investors.
2007 年 4 月、2010 年 9 月 几天后就是演示日，届时我们今年夏天资助的初创公司将向投资者展示。
Y Combinator funds startups twice a year, in January and June.
Y Combinator 每年为初创公司提供两次资金，分别在一月和六月。
Ten weeks later we invite all the investors we know to hear them present what they've built so far.
十周后，我们邀请所有我们认识的投资者来听他们介绍他们迄今为止所建立的东西。
Ten weeks is not much time.
十周的时间并不多。
The average startup probably doesn't have much to show for itself after ten weeks.
一般的初创公司在十周后可能不会有太多的表现。
But the average startup fails.
但一般启动都会失败。
When you look at the ones that went on to do great things, you find a lot that began with someone pounding out a prototype in a week or two of nonstop work.
当你观察那些后来做出伟大事情的人时，你会发现很多都是从有人在一两周的不间断工作中敲出原型开始的。
Startups are a counterexample to the rule that haste makes waste.
初创公司是“欲速则不达”法则的反例。
(Too much money seems to be as bad for startups as too much time,
（对于初创公司来说，太多的钱似乎和太多的时间一样糟糕，
so we don't give them much money either.) A week before Demo Day, we have a dress rehearsal called Rehearsal Day.
所以我们也不给他们太多钱。）演示日前一周，我们进行了一次彩排，称为排练日。
At other Y Combinator events we allow outside guests, but not at Rehearsal Day.
在其他 Y Combinator 活动中，我们允许外部客人参加，但排练日不允许。
No one except the other founders gets to see the rehearsals.
除了其他创始人之外，没有人可以观看排练。
The presentations on Rehearsal Day are often pretty rough.
排练日的演示通常相当粗糙。
But this is to be expected.
但这是可以预料的。
We try to pick founders who are good at building things, not ones who are slick presenters.
我们试图挑选善于创造事物的创始人，而不是那些善于演讲的创始人。
Some of the founders
部分创始人
are just out of college, or even still in it, and have never spoken to a group of people they didn't already know.
刚从大学毕业，甚至还在大学里，并且从未与一群他们不认识的人交谈过。
So we concentrate on the basics.
所以我们专注于基础知识。
On Demo Day each startup will only get ten minutes, so we encourage them to focus on just two goals: (a) explain what you're doing, and (b) explain why users will want it.
在演示日，每个初创公司只有十分钟的时间，因此我们鼓励他们只关注两个目标：(a) 解释你在做什么，(b) 解释为什么用户会想要它。
That might sound easy, but it's not when the speakers have no experience presenting, and they're explaining technical matters to
这听起来可能很简单，但当演讲者没有演讲经验并且他们正在向听众解释技术问题时，情况就并非如此了。
an audience that's mostly non-technical.
大部分是非技术性的观众。
This situation is constantly repeated when startups present to investors: people who are bad at explaining, talking to people who are bad at understanding.
当初创公司向投资者展示时，这种情况不断重复：不善于解释的人，与不善于理解的人交谈。
Practically every successful startup, including stars like Google, presented at some point to investors who didn't get it and turned them down.
几乎每一个成功的初创公司，包括像谷歌这样的明星公司，都会在某个时候向投资者展示，但投资者没有得到它并拒绝了他们。
Was it because the founders were bad at presenting, or because the investors were obtuse?
是因为创始人不善于表达，还是因为投资者迟钝？
It's
这是
probably always some of both.
可能总是两者兼而有之。
At the most recent Rehearsal Day, we four Y Combinator partners found ourselves saying a lot of the same things we said at the last two.
在最近的排练日，我们四位 Y Combinator 合作伙伴发现自己说了很多与过去两天相同的话。
So at dinner afterward we collected all our tips about presenting to investors.
因此，在晚餐时，我们收集了有关向投资者展示的所有技巧。
Most startups face similar challenges, so we hope these will be useful to a wider audience.
大多数初创公司都面临着类似的挑战，因此我们希望这些对更广泛的受众有用。
1.
1.
Explain what you're doing.
解释一下你在做什么。
Investors' main question when judging a very early startup is whether
投资者在判断一家非常早期的初创公司时的主要问题是：
you've made a compelling product.
您已经制作了一款引人注目的产品。
Before they can judge whether you've built a good x, they have to understand what kind of x you've built.
在他们判断你是否构建了一个好的x之前，他们必须了解你构建了什么样的x。
They will get very frustrated if instead of telling them what you do, you make them sit through some kind of preamble.
如果你不告诉他们你做了什么，而是让他们听完某种序言，他们会感到非常沮丧。
Say what you're doing as soon as possible, preferably in the first sentence.
尽快说出你正在做什么，最好是在第一句话中。
"We're Jeff and Bob and we've built an easy to use web-based database.
“我们是杰夫和鲍勃，我们构建了一个易于使用的基于网络的数据库。
Now we'll show it to you and explain why people need
现在我们将向您展示并解释为什么人们需要
this." If you're a great public speaker you may be able to violate this rule.
这个。”如果您是一位出色的公共演讲者，您可能会违反此规则。
Last year one founder spent the whole first half of his talk on a fascinating analysis of the limits of the conventional desktop metaphor.
去年，一位创始人用整个演讲的前半部分对传统桌面隐喻的局限性进行了精彩的分析。
He got away with it, but unless you're a captivating speaker, which most hackers aren't, it's better to play it safe.
他侥幸逃脱了惩罚，但除非你是一位迷人的演讲者（大多数黑客都不是），否则最好还是谨慎行事。
2.
2.
Get rapidly to demo.
快速进行演示。
This section is now obsolete for YC founders presenting
对于 YC 创始人的演示，此部分现已过时
at Demo Day, because Demo Day presentations are now so short that they rarely include much if any demo.
在演示日，因为演示日演示现在非常短，以至于很少包含太多演示（如果有的话）。
They seem to work just as well without, however, which makes me think I was wrong to emphasize demos so much before.
然而，它们似乎在没有演示的情况下也能正常工作，这让我觉得我之前如此强调演示是错误的。
A demo explains what you've made more effectively than any verbal description.
演示比任何口头描述更有效地解释了您所做的事情。
The only thing worth talking about first is the problem you're trying to solve and why it's important.
唯一值得首先讨论的是您要解决的问题及其重要性。
But don't spend
但不要花钱
more than a tenth of your time on that.
超过十分之一的时间都花在这上面。
Then demo.
然后演示。
When you demo, don't run through a catalog of features.
演示时，不要浏览功能目录。
Instead start with the problem you're solving, and then show how your product solves it.
相反，从您正在解决的问题开始，然后展示您的产品如何解决它。
Show features in an order driven by some kind of purpose, rather than the order in which they happen to appear on the screen.
按照某种目的驱动的顺序显示功能，而不是按照它们在屏幕上出现的顺序。
If you're demoing something web-based, assume that the network connection will mysteriously die 30 seconds into your presentation,
如果您正在演示基于网络的内容，请假设网络连接将在演示后 30 秒神秘地中断，
and come prepared with a copy of the server software running on your laptop.
并准备一份在您的笔记本电脑上运行的服务器软件的副本。
3.
3.
Better a narrow description than a vague one.
狭窄的描述比模糊的描述更好。
One reason founders resist describing their projects concisely is that, at this early stage, there are all kinds of possibilities.
创始人拒绝简洁地描述他们的项目的原因之一是，在这个早期阶段，存在着各种各样的可能性。
The most concise descriptions seem misleadingly narrow.
最简洁的描述似乎过于狭隘，容易产生误导。
So for example a group that has built an easy web-based database might resist calling their applicaton that, because it could be so much
例如，一个已经构建了一个简单的基于网络的数据库的团队可能会拒绝这样称呼他们的应用程序，因为它可能太多了
more.
更多。
In fact, it could be anything...
事实上，它可以是任何东西......
The problem is, as you approach (in the calculus sense) a description of something that could be anything, the content of your description approaches zero.
问题是，当你接近（在微积分意义上）对可能是任何东西的事物的描述时，你的描述的内容接近于零。
If you describe your web-based database as "a system to allow people to collaboratively leverage the value of information," it will go in one investor ear and out the other.
如果您将基于网络的数据库描述为“一个允许人们协作利用信息价值的系统”，那么它会从投资者的一只耳朵中传入，从另一只耳朵中传出。
They'll just discard that sentence as meaningless boilerplate, and
他们只会将这句话视为毫无意义的样板而丢弃，并且
hope, with increasing impatience, that in the next sentence you'll actually explain what you've made.
希望，随着越来越不耐烦，在下一句话中，你能真正解释你所做的事情。
Your primary goal is not to describe everything your system might one day become, but simply to convince investors you're worth talking to further.
您的主要目标不是描述您的系统有一天可能会变成什么样子，而只是让投资者相信您值得进一步交谈。
So approach this like an algorithm that gets the right answer by successive approximations.
因此，就像通过逐次逼近获得正确答案的算法一样来处理这个问题。
Begin with a description that's gripping but perhaps overly narrow, then flesh it out to the
从扣人心弦但可能过于狭窄的描述开始，然后将其充实到
extent you can.
可以的程度。
It's the same principle as incremental development: start with a simple prototype, then add features, but at every point have working code.
这与增量开发的原则相同：从简单的原型开始，然后添加功能，但每个点都有工作代码。
In this case, "working code" means a working description in the investor's head.
在这种情况下，“工作代码”是指投资者头脑中的工作描述。
4.
4.
Don't talk and drive.
开车时不要说话。
Have one person talk while another uses the computer.
让一个人说话，另一个人使用计算机。
If the same person does both, they'll inevitably mumble downwards at the computer screen instead of talking clearly at the audience.
如果同一个人同时做这两件事，他们将不可避免地对着电脑屏幕低声咕哝，而不是对着观众清晰地讲话。
As long as you're standing near the audience and looking at them, politeness (and habit) compel them to pay attention to you.
只要你站在观众附近看着他们，礼貌（和习惯）就会迫使他们注意你。
Once you stop looking at them to fuss with something on your computer, their minds drift off to the errands they have to run later.
一旦你不再看着他们在电脑上忙忙碌碌，他们的注意力就会转移到稍后要处理的事情上。
5.
5.
Don't talk about secondary matters at length.
不要长篇大论地谈论次要的事情。
If you only have a few minutes, spend them explaining what your product does and why it's great.
如果您只有几分钟的时间，请花时间解释您的产品的用途以及它的优点。
Second order issues like competitors
竞争对手等二阶问题
or resumes should be single slides you go through quickly at the end.
或简历应该是最后快速浏览的单张幻灯片。
If you have impressive resumes, just flash them on the screen for 15 seconds and say a few words.
如果您有令人印象深刻的简历，只需在屏幕上闪现 15 秒并说几句话即可。
For competitors, list the top 3 and explain in one sentence each what they lack that you have.
对于竞争对手，列出前 3 名，并用一句话解释他们缺少什么而你有什么。
And put this kind of thing at the end, after you've made it clear what you've built.
在你明确自己构建的内容之后，将此类事情放在最后。
6.
6.
Don't get too deeply into business models.
不要太深入地研究商业模式。
It's good to talk about how you plan to make money, but mainly
谈论你打算如何赚钱很好，但主要是
because it shows you care about that and have thought about it.
因为这表明你关心这一点并且已经考虑过它。
Don't go into detail about your business model, because (a) that's not what smart investors care about in a brief presentation, and (b) any business model you have at this point is probably wrong anyway.
不要详细介绍您的商业模式，因为（a）这不是聪明的投资者在简短演示中关心的内容，并且（b）您目前拥有的任何商业模式都可能是错误的。
Recently a VC who came to speak at Y Combinator talked about a company he just invested in.
最近一位来Y Combinator演讲的VC谈到了他刚刚投资的一家公司。
He said their business model was wrong and would probably change three times before they got it right.
他说他们的商业模式是错误的，可能会改变三次才能得到正确的结果。
The founders were experienced guys who'd done startups before and who'd just succeeded in getting millions from one of the top VC firms, and even their business model was crap.
创始人都是经验丰富的人，他们以前做过初创公司，刚刚成功从顶级风险投资公司之一获得数百万美元，甚至他们的商业模式也很糟糕。
(And yet he invested anyway, because he expected it to be crap at this stage.) If you're solving an important problem, you're going to sound a lot smarter talking about that than the business model.
（但他还是投资了，因为他预计现阶段它会很糟糕。）如果你正在解决一个重要问题，那么谈论这个问题听起来会比谈论商业模式聪明得多。
The business model is just a bunch of guesses, and guesses about stuff that's
商业模式只是一堆猜测，以及对那些东西的猜测
probably not your area of expertise.
可能不是您的专业领域。
So don't spend your precious few minutes talking about crap when you could be talking about solid, interesting things you know a lot about: the problem you're solving and what you've built so far.
因此，当你可以谈论你非常了解的可靠、有趣的事情时，不要花你宝贵的几分钟谈论废话：你正在解决的问题以及你迄今为止构建的东西。
As well as being a bad use of time, if your business model seems spectacularly wrong, that will push the stuff you want investors to remember out of their heads.
除了浪费时间之外，如果你的商业模式看起来非常错误，那么你希望投资者记住的东西就会被抛到脑后。
They'll just remember you as the
他们只会记住你
company with the boneheaded plan for making money, rather than the company that solved that important problem.
制定愚蠢的赚钱计划的公司，而不是解决重要问题的公司。
7.
7.
Talk slowly and clearly at the audience.
对观众缓慢而清晰地讲话。
Everyone at Rehearsal Day could see the difference between the people who'd been out in the world for a while and had presented to groups, and those who hadn't.
排练日的每个人都可以看到那些已经在外面呆了一段时间并向团体展示过的人和那些没有在外面的世界上展示过的人之间的区别。
You need to use a completely different voice and manner talking to a roomful of people than you would in conversation.
您需要使用与谈话时完全不同的声音和方式与一屋子的人交谈。
Everyday life
日常生活
gives you no practice in this.
没有给你这方面的练习。
If you can't already do it, the best solution is to treat it as a consciously artificial trick, like juggling.
如果你还做不到，最好的解决办法就是把它当作一种有意识的人为把戏，就像杂耍一样。
However, that doesn't mean you should talk like some kind of announcer.
然而，这并不意味着您应该像某种播音员一样说话。
Audiences tune that out.
观众对此不予理睬。
What you need to do is talk in this artificial way, and yet make it seem conversational.
你需要做的就是用这种人为的方式说话，但又要让它看起来像是对话式的。
(Writing is the same.
（写作也是一样。
Good writing is an elaborate effort to seem spontaneous.)
好的写作是一种看似自发的精心努力。）
If you want to write out your whole presentation beforehand and memorize it, that's ok.
如果您想事先写下整个演示文稿并记住它，那也可以。
That has worked for some groups in the past.
这在过去对一些团体来说是有效的。
But make sure to write something that sounds like spontaneous, informal speech, and deliver it that way too.
但一定要确保所写的内容听起来像是自发的、非正式的演讲，并且也以这种方式进行表达。
Err on the side of speaking slowly.
宁可慢慢地说。
At Rehearsal Day, one of the founders mentioned a rule actors use: if you feel you're speaking too slowly, you're speaking at about the right speed.
在排练日，一位创始人提到演员使用的一条规则：如果你觉得自己说话太慢，那么你的语速就合适了。
8.
8.
Have one person talk.
让一个人说话。
Startups often want to show that all the founders are equal partners.
初创公司通常希望表明所有创始人都是平等的合作伙伴。
This is a good instinct; investors dislike unbalanced teams.
这是一种良好的本能；投资者不喜欢不平衡的团队。
But trying to show it by partitioning the presentation is going too far.
但试图通过划分演示文稿来展示它就太过分了。
It's distracting.
这很分散注意力。
You can demonstrate your respect for one another in more subtle ways.
您可以通过更微妙的方式表达对彼此的尊重。
For example, when one of the groups presented at Demo Day, the more extroverted of the two
例如，当其中一组在演示日进行演示时，两组中较为外向的一组
founders did most of the talking, but he described his co-founder as the best hacker he'd ever met, and you could tell he meant it.
创始人说了大部分话，但他形容他的联合创始人是他见过的最好的黑客，你可以看出他是认真的。
Pick the one or at most two best speakers, and have them do most of the talking.
选择一名或最多两名最佳演讲者，让他们进行大部分发言。
Exception: If one of the founders is an expert in some specific technical field, it can be good for them to talk about that for a minute or so.
例外：如果其中一位创始人是某个特定技术领域的专家，那么他们最好能谈论一分钟左右。
This kind of "expert witness" can add credibility,
这种“专家证人”可以增加可信度，
even if the audience doesn't understand all the details.
即使观众不了解所有细节。
If Jobs and Wozniak had 10 minutes to present the Apple II, it might be a good plan to have Jobs speak for 9 minutes and have Woz speak for a minute in the middle about some of the technical feats he'd pulled off in the design.
如果乔布斯和沃兹尼亚克有 10 分钟的时间来展示 Apple II，那么让乔布斯发言 9 分钟，然后让沃兹尼亚克在中间发言一分钟，讲述他在设计中实现的一些技术壮举，这可能是一个不错的计划。
(Though of course if it were actually those two, Jobs would speak for the entire 10 minutes.) 9.
（当然，如果真的是这两个人，乔布斯会讲整整 10 分钟。） 9.
Seem confident.
看起来很自信。
Between the brief time available and their lack of technical
在可用时间短暂和缺乏技术之间
background, many in the audience will have a hard time evaluating what you're doing.
背景下，许多观众将很难评价你在做什么。
Probably the single biggest piece of evidence, initially, will be your own confidence in it.
最初，最重要的证据可能就是你自己对它的信心。
You have to show you're impressed with what you've made.
你必须表现出你对自己所做的事情印象深刻。
And I mean show, not tell.
我的意思是展示，而不是讲述。
Never say "we're passionate" or "our product is great." People just ignore that—or worse, write you off as bullshitters.
永远不要说“我们充满热情”或“我们的产品很棒”。人们只是忽略了这一点，或者更糟糕的是，他们认为你是胡说八道。
Such messages must be implicit.
此类消息必须是隐含的。
What you must not do is seem nervous and apologetic.
你绝对不能表现得紧张和抱歉。
If you've truly made something good, you're doing investors a favor by telling them about it.
如果你真的做了一些好事，那么你告诉投资者就是在帮他们一个忙。
If you don't genuinely believe that, perhaps you ought to change what your company is doing.
如果您并不真正相信这一点，也许您应该改变公司正在做的事情。
If you don't believe your startup has such promise that you'd be doing them a favor by letting them invest, why are you investing your time in it?
如果你不相信你的初创公司有这样的承诺，让他们投资是在帮他们一个忙，那么你为什么要投入时间呢？
10.
10.
Don't try to seem more than you are.
不要试图让自己看起来比实际情况更重要。
Don't worry if your company is just a few months old and doesn't have an office yet, or your founders are technical people with no business experience.
如果您的公司才成立几个月并且还没有办公室，或者您的创始人是没有业务经验的技术人员，请不要担心。
Google was like that once, and they turned out ok.
谷歌曾经也是这样，结果还不错。
Smart investors can see past such superficial flaws.
聪明的投资者能够看穿这些表面的缺陷。
They're not looking for finished, smooth presentations.
他们寻求的并不是完整、流畅的演示。
They're looking for raw talent.
他们正在寻找原始人才。
All you need to convince them of is that you're smart and that you're onto something good.
你需要让他们相信你很聪明并且你正在做一些好事。
If you try too hard to
如果你太努力
conceal your rawness—by trying to seem corporate, or pretending to know about stuff you don't—you may just conceal your talent.
隐藏你的原始——试图让自己看起来很合群，或者假装知道你不知道的事情——你可能只是隐藏了你的才华。
You can afford to be candid about what you haven't figured out yet.
你可以坦诚地谈论你尚未弄清楚的事情。
Don't go out of your way to bring it up (e.g. by having a slide about what might go wrong), but don't try to pretend either that you're further along than you are.
不要特意提出这个问题（例如，通过一张幻灯片来说明可能会出现问题的地方），但也不要试图假装你比实际情况走得更远。
If you're a hacker and you're presenting to experienced investors, they're probably better at
如果您是一名黑客并且正在向经验丰富的投资者进行演示，他们可能更擅长
detecting bullshit than you are at producing it.
发现废话比制造废话更重要。
11.
11.
Don't put too many words on slides.
不要在幻灯片上放置太多文字。
When there are a lot of words on a slide, people just skip reading it.
当幻灯片上有很多文字时，人们就会跳过阅读。
So look at your slides and ask of each word "could I cross this out?" This includes gratuitous clip art.
因此，请查看幻灯片并询问每个单词“我可以把它划掉吗？”这包括免费的剪贴画。
Try to get your slides under 20 words if you can.
如果可以的话，尽量将幻灯片的字数控制在 20 个字以下。
Don't read your slides.
不要阅读你的幻灯片。
They should be something in the background as you face the audience and talk to them, not something you face
当你面对观众并与他们交谈时，它们应该是背景中的东西，而不是你面对的东西
and read to an audience sitting behind you.
并向坐在你身后的观众朗读。
Cluttered sites don't do well in demos, especially when they're projected onto a screen.
杂乱的网站在演示中表现不佳，尤其是当它们投影到屏幕上时。
At the very least, crank up the font size big enough to make all the text legible.
至少，将字体调大到足以使所有文本清晰易读。
But cluttered sites are bad anyway, so perhaps you should use this opportunity to make your design simpler.
但无论如何，杂乱的网站都是不好的，所以也许您应该利用这个机会使您的设计更简单。
12.
12.
Specific numbers are good.
具体数字很好。
If you have any kind of data, however preliminary, tell the audience.
如果您有任何类型的数据，无论多么初步，请告诉观众。
Numbers stick in people's heads.
数字牢牢地印在人们的脑海里。
If you can claim that the median visitor generates 12 page views, that's great.
如果您可以声称访问者中位数产生 12 次页面浏览量，那就太好了。
But don't give them more than four or five numbers, and only give them numbers specific to you.
但不要给他们超过四个或五个数字，并且只给他们特定于您的数字。
You don't need to tell them the size of the market you're in.
您无需告诉他们您所在的市场有多大。
Who cares, really, if it's 500 million or 5 billion a year?
谁在乎每年是 5 亿还是 50 亿呢？
Talking about that is like an actor at the beginning of his career telling his parents how much Tom Hanks
谈论这一点就像一个演员在他的职业生涯初期告诉他的父母汤姆·汉克斯有多少
makes.
使。
Yeah, sure, but first you have to become Tom Hanks.
是的，当然，但首先你必须成为汤姆·汉克斯。
The important part is not whether he makes ten million a year or a hundred, but how you get there.
重要的不是他年薪是一千万还是一百，而是你如何达到这个目标。
13.
13.
Tell stories about users.
讲述用户的故事。
The biggest fear of investors looking at early stage startups is that you've built something based on your own a priori theories of what the world needs, but that no one will actually want.
投资者在关注早期初创公司时最大的恐惧是，你根据自己对世界需求的先验理论构建了一些东西，但没有人真正想要。
So it's good if you can talk about problems specific users have and how you
因此，如果您能够谈论特定用户遇到的问题以及您如何解决问题，那就太好了。
solve them.
解决它们。
Greg Mcadoo said one thing Sequoia looks for is the "proxy for demand." What are people doing now, using inadequate tools, that shows they need what you're making?
格雷格·麦卡杜表示，红杉寻求的一件事是“需求的代理”。人们现在在使用不充分的工具做什么，这表明他们需要你正在制作的东西？
Another sign of user need is when people pay a lot for something.
用户需求的另一个迹象是人们为某样东西付出了很多钱。
It's easy to convince investors there will be demand for a cheaper alternative to something popular, if you preserve the qualities that made it popular.
如果你保留了流行产品的品质，那么很容易让投资者相信，人们会需要一种更便宜的替代品来替代流行产品。
The best stories about user needs are about your own.
关于用户需求的最佳故事就是关于您自己的故事。
A remarkable
一个非凡的
number of famous startups grew out of some need the founders had: Apple, Microsoft, Yahoo, Google.
许多著名的初创公司都是出于创始人的某些需要而诞生的：苹果、微软、雅虎、谷歌。
Experienced investors know that, so stories of this type will get their attention.
经验丰富的投资者知道这一点，因此此类故事会引起他们的注意。
The next best thing is to talk about the needs of people you know personally, like your friends or siblings.
其次最好的事情是谈论您认识的人的需求，例如您的朋友或兄弟姐妹。
14.
14.
Make a soundbite stick in their heads.
让他们记住一段原声片段。
Professional investors hear a lot of pitches.
专业投资者听到过很多推介。
After a while they all blur together.
过了一会儿，它们都模糊在一起了。
The first cut is simply to be one of those
第一次剪辑只是为了成为其中之一
they remember.
他们记得。
And the way to ensure that is to create a descriptive phrase about yourself that sticks in their heads.
确保这一点的方法就是创造一个关于你自己的描述性短语，让他们牢记在心。
In Hollywood, these phrases seem to be of the form "x meets y." In the startup world, they're usually "the x of y" or "the x y." Viaweb's was "the Microsoft Word of ecommerce." Find one and launch it clearly (but apparently casually) in your talk, preferably near the beginning.
在好莱坞，这些短语的形式似乎是“x meet y”。在初创公司的世界中，它们通常是“the x of y”或“the x y”。 Viaweb 是“电子商务领域的 Microsoft Word”。找到一个并在演讲中清楚地（但显然是随意地）推出它，最好是在开头附近。
It's a good exercise for you, too, to sit down and try to figure
坐下来尝试思考，这对你来说也是一个很好的练习
out how to describe your startup in one compelling phrase.
了解如何用一个引人注目的短语来描述您的初创公司。
If you can't, your plans may not be sufficiently focused.
如果你做不到，你的计划可能不够集中。