about its cause and treatment. I am convinced that my Méniere’s is the result of listening to thousands of crappy pitches.
关于它的原因和治疗。我坚信我的梅尼尔（Méniere）是聆听数千个糟糕的音调的结果。
“I am convinced that my Ménière’s is the result of listening to thousands of crappy pitches.”
“我坚信我的梅尼尔是听听成千上万个糟糕的球场的结果。”
Pareto’s Principle is that 80 percent of the effects come from 20 percent of the causes. Metcalfe’s Law is that the value of a network is proportional to the square of the number of users. The 10/20/30 Rule of Presentations is that you should use ten slides in twenty minutes with a minimum of thirtypoint text. It’s the most important rule you can learn about pitching, and it will help prevent a Ménière’s epidemic.
帕累托的原则是80％的影响来自20％的原因。梅特卡尔夫定律是，网络的价值与用户数量的平方成正比。 10/20/30的演示规则是，您应该在二十分钟内使用10张幻灯片，并至少三个文本。这是您可以了解投球的最重要规则，它将有助于防止梅尼尔的流行病。
Ten Slides 十幅幻灯片
The purpose of a pitch is to stimulate interest, not to cover every aspect of your startup and bludgeon your audience into submission. Your objective is to generate enough interest to get a second meeting.
音调的目的是刺激兴趣，而不是涵盖创业的各个方面，而是将观众大吃一惊。您的目标是产生足够的兴趣以获得第二次会议。
Thus, the recommended number of slides for a pitch is ten. This impossibly low number forces you to concentrate on the absolute essentials. You can add a few more, but you should never exceed fifteen slides-the more slides you need, the less compelling your idea. The ten slides are:
因此，推荐的幻灯片数量为十个。这个不可能的数量迫使您专注于绝对必需品。您可以添加几个，但是您绝对不应该超过15张幻灯片 - 所需的幻灯片更多，您的想法较小。十幅幻灯片是：
- TITLE. Organization name; your name and title; address, e-mail, and cell phone number. When this slide is showing, you ask the three questions that set the stage and then explain what your startup does. Cut to the chase!
标题。组织名称；您的姓名和标题；地址，电子邮件和手机号码。当幻灯片显示时，您会问三个设定舞台的问题，然后解释您的创业公司的作用。切入追逐！
“If a picture is worth a thousand words, a prototype is worth ten thousand slides.”"
“如果一张图片价值一千个单词，原型的价值为一万个幻灯片。”
- PROBLEM AND OPPORTUNITY. Describe the pain that you’re alleviating. The goal is to get everyone buying into the utility of your product. Avoid looking like a solution searching for a problem. Minimize or eliminate citations of consulting studies about the future size of your market.
问题和机会。描述您减轻的痛苦。目的是让每个人都购买产品的实用性。避免看起来像解决问题的解决方案。最大程度地减少或消除有关您市场未来规模的咨询研究的引用。
If you’re not alleviating pain but enabling people to do things that they
如果您不是减轻痛苦，而是使人们能够做他们的事情
could never do before, this is the time to paint a picture of the brave new world that you’re offering.
以前永远做不到，现在是时候描绘您所提供的勇敢的新世界的照片。
- VALUE PROPOSITION. Explain how you alleviate pain and the meaning that you make. Ensure that the audience understands what you sell and your value proposition.
价值主张。解释您如何减轻痛苦和所产生的含义。确保听众了解您的出售内容和您的价值主张。
This is not the place for an in-depth technical explanation. Provide the gist of your startup-for example, “We are a discount travel website. We have written software that searches all other travel sites and collates their price quotes into one report.”
这不是深入技术解释的地方。提供您的创业示例的要旨：“我们是一个折扣旅行网站。我们拥有书面的软件，可以搜索所有其他旅行网站，并将其价格报价整理到一个报告中。”
- UNDERLYING MAGIC. Describe the technology, secret sauce, or magic behind your product. The less text and the more diagrams, schematics, and flowcharts the better. With this one slide, you must convince people that you have a technically viable idea.
基础魔术。描述产品背后的技术，秘密酱或魔术。文本越少，图表，原理图和流程图越多越好。有了这张幻灯片，您必须说服人们有一个技术上可行的主意。
If you have an MVVVP, working prototype, or demo, this is the time to transition to it. If you’re lucky, you’ll never get to the rest of your slides. As Glen Shires of Google said, “If a picture is worth a thousand words, a prototype is worth ten thousand slides.”
如果您有MVVV，工作原型或演示，则是过渡到它的时候。如果幸运的话，您将永远无法触及其余的幻灯片。正如Google的Glen Shires所说：“如果一张图片值得一千个单词，那么原型的价值为一万个幻灯片。”
- BUSINESS MODEL. Explain how you make money: who pays you, your channels of distribution, and your gross margins. Generally, a unique, untested business model is a scary proposition. If you have a revolutionary business model, explain it in terms of familiar ones. This is your opportunity to drop the names of the organizations that are already using your product.
商业模式。解释您如何赚钱：谁付款，分销渠道和毛利率。通常，一个独特的未经测试的商业模式是一个可怕的主张。如果您有革命性的商业模式，请用熟悉的商业模式进行解释。这是您放弃已经使用您产品的组织的名称的机会。
- GO-TO-MARKET PLAN. Explain how you are going to reach your customer and summarize your marketing leverage points. Convince the audi-- ence that you have an effective go-to-market strategy that won’t break the # bank. (Resist the temptation to use “go viral,” because that’s wishful thinking, not a strategy.)
上市计划。说明您将如何与客户联系并总结营销杠杆点。说服奥迪 - 认为您有一个不会破坏＃银行的有效上市策略。 （抵制使用“ go病毒”的诱惑，因为那是一厢情愿，而不是一种策略。）
- COMPETITIVE ANALYSIS. Provide a complete view of the competitive landscape. Too much is better than too little. Never dismiss your competition. Everyone-customers, investors, and partners-wants to hear why you’re good, not why the competition is bad.
竞争分析。提供竞争格局的完整视图。太多胜过太小。永远不要驳斥你的竞争。每个人都可以观察到您为什么好，而不是为什么比赛很糟糕。
- MANAGEMENT TEAM. Describe the key players of your management team, board of directors, and board of advisers, as well as your major
管理团队。描述您的管理团队，董事会和顾问委员会的主要参与者以及您的专业
investors. It’s okay if you have less than a perfect team-if you were the cofounder of Cisco or YouTube, you would not need to raise money.
投资者。如果您的团队少于一个完美的团队，那没关系 - 如果您是Cisco或YouTube的联合创始人，则无需筹集资金。
You only have to show that your education and work experience are relevant to the market you’re going after. All startups have holes-what’s important is whether you understand that there are holes and are willing to fix them.
您只需要证明您的教育和工作经验与您所追求的市场有关。所有初创公司都有漏洞 - 重要的是您是否了解有漏洞并愿意修复它们。
- FINANCIAL PROJECTIONS AND KEY METRICS. Provide a three-to-fiveyear forecast containing not only dollars but also key metrics, such as number of customers and conversion rate. Do a bottom-up forecast (see chaprer 4, “The Art of Bootstrapping”). Take into account long sales cycles and seasonality. Making people understand the underlying assumptions of your forecast is as important as the numbers you’ve fabricated.
财务预测和关键指标。提供三到五年的预测，不仅包含美元，还包含关键指标，例如客户数量和转换率。进行自下而上的预测（请参阅Chaprer 4，“ Boottapping的艺术”）。考虑到长期的销售周期和季节性。让人们了解预测的基本假设与您捏造的数字一样重要。
- CURRENT STATUS, ACCOMPLISHMENTS TO DATE, TIMELINE, AND USE OF FUNDS. Explain the current status of your product, what the near furure looks like, and how you’ll use the money you’re trying to raise. Share the details of your positive momentum and traction. Then use this slide to close with a bias toward action.
当前状态，迄今为止的成就，时间表和资金使用。解释您的产品的当前状态，近燃料的外观以及如何使用要筹集的资金。分享您积极的动力和牵引力的细节。然后使用此幻灯片与动作有偏见。
A word about liquidity: no entrepreneur knows when, how, or if she will achieve liquidity, and yet many insist on including a slide that says, “There are two liquidity options: an IPO or an acquisition.” Duh. If an investor asks about your exit strategy, it usually indicates he’s clueless. If you answer with these two options, you have a lot in common.
关于流动性的一句话：没有企业家知道何时，如何或是否会实现流动性，但许多人坚持包括幻灯片，上面写着：“有两种流动性选择：IPO或收购。” du。如果投资者询问您的退出策略，通常表明他没有知音。如果您回答这两个选项，那么您有很多共同点。
The only time you should include a slide about liquidity is when you can list at least three acquirers whom the investor has never heard of-this shows that you know the industry. By contrast, saying that Google, or the Google of your industry, will buy you will make all but the dumbest investors laugh at you.
您唯一应该包括有关流动性的幻灯片的时间是，当您可以列出至少三个从未听说过的收购方，这表明您知道该行业。相比之下，说Google或您的行业的Google会购买您将使最愚蠢的投资者嘲笑您。
In addition to your ten slides, you can have more that go into greseer detail about your technology, marketing, current customers, and ocher key strategies. It’s good to have these done in advance in case you’re asked for a more in-depth explanation. However, don’t use them unless you’re asked about their subject matter.
除了十张幻灯片外，您还可以了解更多有关您的技术，营销，当前客户和Ocher关键策略的细节。如果您被要求提供更深入的解释，则事先完成这些。但是，除非被问及他们的主题，否则不要使用它们。