How to build a viable business model:     An Investor’s perspectives            Piyush Chaplot        pchaplot@innosight.c...
Piyush’s Background©2012 Innosight Ventures Pte. Ltd.   www.innosightventures.com   2
Innosight Ventures – Background                                      Innosight (US) founded by Prof. Clayton Christensen ...
Great idea = Great Business?        Software-based audio mixing        console. Breakthrough usability,        cost effect...
Turning an idea into a viable business        Kiosk-based laundry services for        the masses. Clear job to be done    ...
Investor’s delight • Proven Unit economics • Creative customer acquisition strategies • Getting paid particularly in B2B t...
Stages of business model implementation©2012 Innosight Ventures Pte. Ltd.   www.innosightventures.com   7
Questions?                                   Piyush Chaplot                                 Innosight Ventures            ...
Pause to Ponder©2012 Innosight Ventures Pte. Ltd.   www.innosightventures.com   9
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How to build a viable Business Model - Piyush Chaplot

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How to build a viable Business Model - Piyush Chaplot

  1. 1. How to build a viable business model: An Investor’s perspectives Piyush Chaplot pchaplot@innosight.com 1
  2. 2. Piyush’s Background©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 2
  3. 3. Innosight Ventures – Background  Innosight (US) founded by Prof. Clayton Christensen of Harvard Business School in 2000 to help clients apply the theories of Disruptive Innovation, “jobs to be done” and “emergent strategy”  Strategy consulting engagements, primarily with Fortune 500 companies (e.g., P&G, J&J, Medtronic, Microsoft , Unilever, …)  Innosight Ventures (Singapore)  Incubate startup companies which we believe have Disruptive Innovation potential  Backed by National Research Foundation  Focus on Singapore-based early-stage startups  Investments up to S$600K  Board participation, hands-on involvement  Started in 2009. 6 startup investments to date.©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 3
  4. 4. Great idea = Great Business? Software-based audio mixing console. Breakthrough usability, cost effective, disruptive to a large industry. (approx. $1 billion)  Tried, and tried, to sell through traditional pro-audio distribution channels  Industry space with few high-visibility acquisitions  The pro-audio geeks like their complex mix consoles. Was this product really a pain killer they wanted?  Company failed after 3 years©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 4
  5. 5. Turning an idea into a viable business Kiosk-based laundry services for the masses. Clear job to be done in emerging markets. Multi billion dollar opportunity.  Started with kiosk based model. Very competent CEO. Unit economics working but not enough to cover overheads.  Tried Hub and Spoke but failed.  Tried franchising but failed.  Successfully pivoted to a home delivery solution now and raised Series A from independent investors.©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 5
  6. 6. Investor’s delight • Proven Unit economics • Creative customer acquisition strategies • Getting paid particularly in B2B type businesses • Shorter product development lifecycles. • Overall bottoms up business plan that makes sense. • Raising enough to survive for 18 months • Not just a very local/lifestyle business (Scalability) • Real planning (not just for investors)©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 6
  7. 7. Stages of business model implementation©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 7
  8. 8. Questions? Piyush Chaplot Innosight Ventures pchaplot@innosight.com©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 8
  9. 9. Pause to Ponder©2012 Innosight Ventures Pte. Ltd. www.innosightventures.com 9

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