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Case HBS Case Collection September 2015 GovDelivery |
Is government the biggest, worst customer in the world? And is that a reason for venture investors to back companies that sell to government or to stay away? It had been seven years since Scott Burns joined his friend Zach Stabenow to get a company called GovDocs off the ground. In that time, they had evolved from a provider of government-mandated labor law posters to the country's largest sender of government-to-citizen emails. GovDelivery, as the company became known, was one of the first companies to move governments into the cloud; one of the first to sell them software as a service (SaaS); and in 2007, the only one with 3 million citizens registered to use its platform to receive communications from federal, state, regional, and city governments and public authorities. In those seven years, Burns had raised capital from many sources: friends and family, angel investors, strategic partners, banks, and the investment arm of a major family fund. He and Stabenow had also grown the business through operating revenue and by keeping a tight watch on costs. They had to. Because growth capital had come in from almost all corners, expect one: major venture firms. Now, with roughly $6 million in annual revenue, and projections to double that within three years, Burns was prepping for discussions with half a dozen Tier 1 firms. In doing so, he was anticipating what he thought would be the "elephant in the room." GovDelivery's business-to-government revenue model had been a conversation-stopper with major investors looking at Burns' company and companies like it. What would he tell potential backers?
Keywords: GovDelivery; public entrepreneurship; B2G; Business-to-Government; Scott Burns; venture capital; Entrepreneurship; Government Administration; Venture Capital; Information Technology Industry; Public Administration Industry; Web Services Industry; Minnesota; United States;
Weiss, Mitchell. "GovDelivery." Harvard Business School Case 816-020, September 2015.
