Yuval Lazi is a partner at our firm’s corporate and M&A department.
Yuval specializes in cross-border mergers and acquisitions, private equity and venture capital investments, both in the high-tech and low-tech industries, corporate finance, securities, intellectual property and complex corporate and commercial transactions, such as technology transfers, international distribution/franchise arrangements and BOT.
Yuval acts as a Mentor at Google Campus, advising numerous startups on capital raising, funding and various legal issues.
Yuval has extensive experience in the representation of multi-national corporations, both in Israel and abroad, including the United States, Russia and Eastern Europe. Yuval represents clients from various fields, including startups and hi-tech, telecommunications, automotive industries, agro, medical and food industry, industrial and green technologies.
Yuval was admitted to the Israeli bar in 2003 and to the New York State bar in 2004 and holds an LL.B. degree with Honours from Brunel University, London, in 2001.
Brunel University ,(LL.B) with Honours, 2001
Israel Bar Association, 2003
New York Bar, 2004
News and updates - Yuval Lazi:
Developing Marketing Strategy for Potential Investors
When you build out your business model, you need more than a great product or service. Innovative brilliance and new ideas matter, but they are not enough. By the time you are ready to raise capital, you should be able to outline for your potential investors a clear market strategy.
What Problem Are You Addressing?
For your product or service to succeed in the market, it should meet an identifiable need in the market. After all, the world business landscape is littered with failed companies that have created solutions in search of problems. Success comes through sales; for people to pay for what you provide, they must feel they need it. Investors will want to see how your product addresses a specific problem your potential customers have.
What Is Your Real Market?
If you declare your market to include "everyone", savvy investors will steer clear. Different people and companies have different needs, so a key offshoot of identifying the problem you address is finding the market niche you will target. You may well want to grow to a point where you have multiple target markets, but you need to find a direction in which to focus your efforts. This will serve as the foundation for later growth.
What Is Your Go-to-Market Strategy?
Whatever the size of your potential market, you need first to find your way in. Some companies start with a high-end strategy and then go to the masses; others look for a lower-income market to help establish a mass appeal. With a specific point of entry, you can then describe to investors a sensible strategy to use the investment they provide to develop and grow your business.
What Are Your Customer Costs and Long-Term Value?
Your marketing strategy should consider both the cost to acquire each customer (CAC) and long-term value (LTV) of each customer. Marketing efficiently to build a customer base gets strong initial value for your investment. But retaining those customers over time creates an LTV that prevents your company from being a mere flash in the pan. Create a strategy that does more than build quickly to develop a sustainable business model attractive to investors.
Your marketing strategy helps fundraising efforts by showing investors why you will succeed. Describing your market and entry point, as well as the value your customers contribute, will help you attract the funds to help you move forward.
Understanding the Terms of Startup Investment
Adv. Yuval Lazi, a partner in our Technology Department, will lecture today at HIP – Heseg Innovators Program on the topic of investment agreements.
Deliver a Strong Value Proposition to Raise Funds Effectively
When you are ready to raise money to begin or expand operations for your startup, you cannot just ask and wait for money to pour in. Today's investors are savvier than ever. They need to understand the value you create, for investors and for the market your company will serve. You need to understand your business model thoroughly, but you should also prepare concise answers to the questions any smart investor will ask.
1. What Market Do You Serve?
If you do not have a target market, you are not ready to do business. By the time you begin fundraising, you must know who you will serve. This means you should be able to identify your potential customers by their demographics and by their needs. In a few sentences, be ready to tell investors where their pain points lie.
2. How Do You Solve the Problem?
It does no good to anyone if you can identify problems but cannot solve them. Your customers have a need, and you must demonstrate how you can fill that need. Competitors likely exist, so you must show where existing market remedies fall short and how you exceed what currently exists.
3. Why Is the Time Right?
Needs do not exist in a vacuum. You must be ready to answer why your customers need a solution now, rather than last year or next year. If the pain point has existed for a long time, have your customers found acceptable workarounds? If it is new, why is it urgent? Concise answers show that you provide value critical to the market.
4. What Is Your Pricing Model?
You should know that economic forces will change your pricing over time. Still, put thought into what you will charge for your product or service, both to earn business and earn a profit from your labor.
5. How Will You Use the Money?
This may seem obvious, but you should have a plan for the money you seek. Know what you will purchase and why, and how the funds will allow you to reach your next milestone. If you can answer this, investors are more likely to see their own growth opportunity.
Investors want to understand how you will put their money to work and deliver what your customers need. Showing what and how you deliver, and how investment will help you do so, gives them a reason to help you succeed.