蒙古创业支援人员邀请研修授课：投资募集实战工作坊180分钟

在蒙古创业支援人员邀请研修中，我负责了投资募集实战工作坊。参加者是设计并运营创业支援项目的人。面向创业者授课，与面向支援创业者的人授课，所需准备并不相同。因为后者回去之后还要再教给别人。

讲课90分钟，参加者书写75分钟

最先确定的是时间分配。在全部180分钟中，我把自己讲话的时间控制在90分钟，其余75分钟交给参加者亲手书写。第一张幻灯片就把这个分配做成图表展示出来。有一半由各位来写。

并且在开始后5分钟内就敲定了当天要带走的三项产出物。不是课堂笔记，而是第二天早上就能用的三份文件。

• 我方IR材料12页的目录与每页的核心信息

• 投资审议委员会22种否决理由的自我诊断，以及薄弱项的防御逻辑

• 从W1到W12的分周融资执行表 (填写负责人实名)

今天180分钟之后，各位手中会有这三页。不是讲义笔记，而是明天早上就能直接使用的三份文件。

把攻击清单与防御工具一一配对的结构

这个工作坊的骨架很简单。首先，把在投资审议委员会被否决的 22 种理由全部摊开。然后，把 12 页 IR 材料作为防御工具提出。中间的部分，由参与者自己填满。

这不是因为幻灯片漂亮而留下印象的课程，而是把进攻与防守成对摆出、由本人来填空，才会留下东西的课程。个人先独自书写、之后再进入团队共识的顺序也原样保留。因为一上来就讨论，意见就会向职级最高的人收敛。

最常卡住的三点

在 22 项自我诊断中，各团队标记为“无法防守”的条目，即使换了国家也几乎相同。

• 如果大型科技公司开始做同样的事，要如何防守

• IR材料中EXIT情景占了几页

• 用什么逻辑缩小期望估值与投资方测算金额之间的差距

这三项都不是背答案就能过的，答案必须从自己的业务结构中生长出来。因此防御话术被限制在60秒以内。太长记不住，记不住在真实会议上就说不出来。

如实说明，才能留下信任

关于融资周期，我单独做了一页。三个月是创始人可以掌控的准备与接洽区间。通过投资审议委员会之后，到实际打款为止按投资机构的节奏推进，通常还需要一到三个月。加入这一页，才守得住整场课程的可信度。

即使跨越国境，顺序也是一样的

蒙古的创业生态与韩国处在不同阶段。但“先决定什么、按什么顺序决定”这一问题是相同的。先梳理财务，确定里程碑，制作演示材料，建立估值逻辑，然后再去见投资人。跳过顺序，只会增加会面次数，结果不会改变。

自2023年起，BeginMate 以韩语、英语、西班牙语、中文提供服务，处理跨越国境的团队建设。本次研修正是这一工作的延续。

I ran the investment workshop for the Mongolian startup support training program. The audience were the people who design and operate startup support programs. Teaching founders and teaching the people who support founders require different preparation, because the second group has to go home and teach it again themselves.

90 minutes of lecture, 75 minutes of their own work

The first thing I fixed was the time split. Of the 180 minutes, I speak for 90. The remaining 75 belong to the participants, writing with their own hands. I put that split on screen as a bar chart before anything else. Half of this session is yours.

Then, within the first five minutes, I named the three things they would walk out holding. Not lecture notes, but three documents usable the next morning.

• A 12-slide IR deck outline with the head message for each slide

• A self-diagnosis against 22 reasons investment committees say no, plus defence logic for the weak ones

• A week-by-week execution table, W1 to W12, with named owners

In 180 minutes you will be holding three documents. Not lecture notes. Three pages you can use tomorrow morning.

Pair the attacks with the defences

The structure is simple. First I lay out all 22 reasons an investment committee rejects a deal. Then I present the 12-slide IR deck as the defence. Then the participants fill in the gap between the two themselves.

A session sticks not because the slides are beautiful but because the attack and the defence are placed side by side and the blank in between is theirs to fill. Individuals write alone first, and only then move to team agreement. Start with open discussion and the room converges on whoever has the highest title.

The three that always come up

The items teams marked as indefensible were almost identical to what I see in Korea.

• How do you defend if big tech launches the same thing

• How many pages of your deck cover the exit scenario

• How do you close the gap between your valuation and the investor’s

None of these can be memorised; the answer has to come out of your own business structure. So I capped each defence script at 60 seconds. Longer and you cannot memorise it, and what you cannot memorise never shows up in a real meeting.

Being honest is what keeps the trust

I added a dedicated slide on timelines. Three months is the preparation and outreach window a founder can control. After the committee clears it, payment runs on the investor’s clock and usually takes another one to three months. That single slide protects the credibility of everything else.

Across the border, the order stays the same

Mongolia’s startup ecosystem is at a different stage from Korea’s. But the question was the same: what to decide, and in what order. Clean the financials, fix the milestones, build the deck, establish the valuation logic, and only then meet investors. Skip the order and you only add meetings, not outcomes.

Since 2023 BeginMate has supported Korean, English, Spanish and Chinese, handling team building across borders. This program sat on that same line.

FAQ

常见问题

투자유치는 실제로 얼마나 걸립니까?

3개월은 창업자가 통제할 수 있는 준비와 컨택 구간입니다. 투자심의위원회를 통과한 뒤 실제 납입까지는 투자사 시계로 움직이며 통상 1개월에서 3개월이 더 걸립니다. 이 구분을 빼면 강의 전체의 신뢰가 무너집니다.

투심위에서 가장 자주 막히는 질문은 무엇입니까?

빅테크가 같은 것을 시작하면 어떻게 방어할 것인가, EXIT 시나리오가 IR덱에 몇 페이지 들어가 있는가, 희망 밸류에이션과 투자자 산정액의 간격을 어떤 논리로 좁힐 것인가 세 가지입니다. 세 항목 모두 외워서 되는 것이 아니라 자기 사업 구조에서 나와야 합니다.

워크숍에서 개인 작성과 팀 토론 중 무엇을 먼저 합니까?

개인이 먼저 혼자 쓰고 그다음 팀 합의로 넘어갑니다. 바로 토론부터 시작하면 직급이 높은 사람 의견으로 수렴되기 때문입니다.