How can you persuade investors to give your pitch a second chance?

To succeed in getting investors to reconsider your pitch, you need to reflect transparently on their initial feedback and make a deep commitment to improvement. Presenting data-driven progress can showcase your advancements and help you capture attention with a fresh perspective. By innovatively reframing your business narrative and showcasing a proactive strategy for risk mitigation, you can demonstrate your foresight and strategic thinking. With these unique insights and persuasion tactics, you can inspire investors to give your pitch a second chance.

When re-approaching investors who initially declined your proposal, it’s vital to understand and address their specific concerns. Demonstrate substantial progress in your business, whether through product development, market traction, or financial stability. Your revised pitch should not just rehash old points but present a transformed narrative with compelling new developments or partnerships that align with the investors' interests. Approach with confidence and data-backed clarity, ready to counter skepticism. Building rapport and respecting their initial decision are crucial. The aim is to convincingly illustrate that your venture has evolved, making it an irresistible opportunity.

In my experience, no starts with a point of view given by the investor. At many instances, it’s an opportunity for you to understand how you can deal with things in a different way. It might not align with the same thought process you had but can give you a new insight.

You don't persuade any investor to give you a second chance. You build a fast growing, profitable business that they'll have the privilege to invest if you let them.

Dose of reality: -Odds of getting a second chance in timeframe you require are low. Redirect energy to a new investor -If you listened to the pitch questions and honestly assessed your responses, you already know why they turned you down -Most investors will not give an answer because if you become successful they don't want to go on record as turning you down "You're too early stage for us." Too high risk, no revenue or path to revenue, comps have failed, no one on the team is a bright enough star to bet on You likely didn't answer the basic question "When will I get my money back and at what rate of return?" Go to the next investor with a plan that shows 10x+ return in 5 years. Get that investment and they'll come knocking

Yes you should address their concerns, but you want THEM to indicate what would alleviate that concern in their mind. For instance, going from 1 to 2 customers does improve traction, but it might not be enough in their eyes. Ask them "what would make you excited enough here to invest?"

In my experience the investor may not be an expert in the domain …so your USP or technical details may be jargons for them… so understand their concern and accordingly customise your deck to the target audience try to clarify …. If they get it right and if their feedback or ideas add value then try to review and see their concerns and your new solutions may turn out as an opportunity as well…

Il serait judicieux de comprendre les points saillants les ayant conduit à dire non et voir leur pertinence. S'agissant d'un public averti, leurs remarques peuvent s'avérer d'une aide précieuse pour améliorer certaines points de votre offre que ce soit en termes de stratégie, de produits, de go to market, de clients... Les prendre en considération pourrait être déterminant pour une réussite future de votre projet et surtout leur montrer que vous avez un sens d'écoute aigu et que vous savez prêter oreille aux bons conseils.

The best way to get a second chance with investors is to ask what progress they would like to see you make before considering the deal again. Then, go out and make that progress or hit that milestone. When you do, give them a call back for a meeting to update them on your progress and tell them that you met the goal.

To attract serious public and private investors in the long term, you must: -1) Have a Socio-economic Impact Project in order to ensure very long-term sustainability. -2) Have a global vision that allows investors, whatever their professional background, to understand you easily. -3) Your Project must be a Short, Medium, Long term Guarantee, that is to say which affects all sectors of activity: Primary, Secondary, Tertiary.

Je proposais systématiquement de les tenir informé de nos avancées. Et dans mon Notion je me met des rappels à 3 mois et à 6. Cela à bien fonctionné certains nous ont suivi après quelques mois. Et d’autres nous ont mis en relations avec d’autres Business Angels.

We crafted the ideal investor update mail. All investors we talk to, are being added to our CRM into the Investor list. The update mail goes out ONCE A MONTH and at the exact same date. Here are some vital tips for a good mail: - no big visual distractions; keep the formatting almost plain - I tell them how long the read is in the first line - 2 min - headings in the mail: highlights, lowlights, product/marketing update, funding update and special thanks - 2-3 bulletpoints in each section are sufficient - close the mail with a reminder of what your startup does (2 sentences, include sth visionary) - ask for replies and include your calendly Usually investors don't proactively answer to a mail like this - but they see your name + hustle.

When I started as an associate in the venture capital industry the General Partners in the fund I worked at backed a founding team at seed that came back to them every 6 months over an 18 month period. Each time periodically showing they had outperformed the Key Performance Indicators of what they said they would achieve. That company has gone on to become a unicorn. It taught me two important lessons. Firstly, think carefully about whether the person that said ?no“ is worth coming back to; do you really want that yes badly enough and are they a meaningful enough person in your building journey. Then send the updates. Secondly, that a ?no“ can be a ?no, not right now“ and that persistence with meaningful traction can eventually pay off.

This is an important one. Building and maintaining your (future) investor network is never a bad idea. The best way to get a foot in the door again is by sharing relevant (!) updates showing clear progress, optimally addressing previous concerns. Even if this doesn't suffice and you do not get another chance for this specific venture, you might find yourself building another venture at a later point and if you managed to stay in touch, this will help you greatly. A lot of investors know other investors and even if the investor you previously spoke to might not be a good fit, there's a good chance they'll know folks that will be relevant to you that they can and will intro you to!

In my experience, closing a deal within ONE pitch is both rare and hard. So first, don’t get discouraged if you “failed” the first pitch. Just like finding co-founders or your life partner, good things take time. That’s where constant follow ups come into play. It demonstrates your professionalism, determination. It also allows investor to learn more about the stuff you are building, the industry you are in and most importantly shows them the progress of startup growth. All of these increase odds for eventually closing the fundraising deal.

Here for me is a no no. I don’t think asking for another chance is needed. I think if it’s a no the first time, then you move on and go to the next investor. As you raise your next round you can back to the previous no and ask for a pitch again. I’m sure this time will be a lot more successful since there is traction. Investors unfortunately are most of the time followers, not leaders.

There is no shame in asking for someone to take another look at something. However, it only makes sense when there are material changes in what you are trying to accomplish after the no. Examples include signed multi-year commercial contracts with clients that impact bottom line revenue, regulatory or patent approvals or a significant pivot in business model and positioning that has created traction. These can occur whilst a round is being raised but often don’t. Frequently time has to elapse (months) between these material changes happening. That is often why you‘d come back to relevant investors in different rounds. The risk profile of what you are building and the answers they may be seeking will have been answered.

A second chance is likely and useful, only if the first time it was a qualified NO. If it is clear that the investor risk profile, domain, investment thesis is not compatible, then look somewhere else.

When you receive a NO, show a positive attitude, receive feedback and perspectives, and ask what would make them change their position. What is critical to them? If you judge after working on those concerns that you can provide a solid update, ask respectfully for a second chance by teasing the key points. This is an excellent way to show collaborative work skills with investors who will likely be on the board.

As a CEO / Leader / Founder your job is to loose your sense for natural behaviour. Natural behaviour would be to feel desperate when asking for another chance so you'd let it slip. But you should ask again. Good investors appreciate effort, persistency and courage. Confidently asking again shows those character traits. If I am convinced that an investor would be a great fit for us, I will let him feel this - cause that's how I honestly feel. I will text him sth like "I think you might be making a mistake by not following this opportunity". And here is why.... Be confident and "friendly pushy".

Customize your pitch and deck for your audience to hit the points that had resonated with them in the first place (e.g. perhaps they saw the market opportunity but didn’t believe in the previous model) Align it to their values & investment thesis. Talk to founders they invested in. After a quick refresher on your core offering, focus on the improvements and progress. Demonstrate how the market & the competitive landscape changed, how you are positioned. How your model is more feasible & scalable. How you create value for customers. Focus on progress, the clear path forward & what you need to get there. Instead of saying it, SHOW how & why others (users, investors, partners etc) validated this as a good opportunity and a worthy mission.

Second Time could be the last time. So if you have taken notes during the first pitch, use them to address all concerns very early in the 2nd presentation. The pitch is not the same as first. Dont recycle slides. Start afresh and customize to that group because you should know more about them already. If you dont have enough to say, delay that decision. Terrible if the second time you seem not on your game.

C’est tellement mieux la deuxième fois ! Règle de base : -se remémorer les questions qui ont semblé poser problèmes - oser demander ce qui n’a pas fonctionné, plu, convaincu… -se remettre en question, être à l’écoute, retravailler -s’entourer de nouveaux experts, pitcher devant des tiers, entrepreneurs, amis, pour voir ce qui coince Mieux préparer, plus de chance de passer

Keep your pitch short, and design it so that they are intrigued to learn more. Anyone who has ever taken Joe Verde sales training, likely remembers the old adage. “Stay tuned in to WII.FM (what’s in it for me)” while the phrase may seem tacky or cliche it’s true. And investor, a banker, or even a customer has no interest unless you can show how they will directly benefit. By using a short pitch that clearly outlines the benefits of the deal, you are more likely to keep their attention, keep them interested and potentially succeed on a secondary pitch.

Having received a 'no' don't expect anything different this time. Every approach needs to be individual in the first place. Understand the portfolio of the investor. What appeals to them? What level of investment and return do they prefer? If you have no feedback from the original approach you probably weren't a good fit. If you had feedback, they considered you worth giving advice to. Can you change you proposal to suit the investors needs better. Those that took time to help may see persistence, combined with creativity in a new proposal, as traits they want to see in owners / managers of organisations they invest in. In investment terms 'no' means not today, not with the current approach. Rethink before you return.

Show traction and progress, even small wins - show how you're moving forward and gaining momentum. The key is to demonstrate that you have learned, grown and evolved since your last pitch, to overcome your prior struggles, and that you are now better equipped to succeed. And when you get the second chance, be sure to show your passion and commitment. Remember, investors invest in founders and teams as much as their ideas.

an investor will always tell you why they will not invest with you. If you want a second chance, then you better address those concerns. But if someone who has over 30 angel investments, I can tell you one thing that excites me, and that is growing your sales. Show me that it is a business, there are customers, and they are willing to buy

Be very very sure of why you were rejected in the first place. Be very sceptical about taking the official reason for rejection on face value. Many a times VCs do not share the real reason because its inconvenient or awkward to say it. Ex. I didn't get the idea in first place, or We only invest in referred founders. Unless you know the reason for rejection the first time, you have no chance of fixing it.

I’ve edited lots of pitch decks and am always surprised by the lack of clarity in the basics—What? How? Why? (There’s usually a lot about the Who.) I encourage my clients to start with a crisp and compelling elevator pitch—not a deck—that their neighbors and family would understand. Ditch the jargon and try not to show how much you know—I get it, you’re smart. Start with a blank page and write a story that gets investors interested and excited—and then find an editor ( or 2!).

Sometimes innovators and entrepreneurs are so focused on their innovation that they forget to be more customer centric and to find a real problem to solve. Acquisition of customer is vital and show your realistic acquisition strategies as penetration is key. Show different scenario , so if you have more funds how you will move from test and learn to acceleration.