Executive Summary Workshop Ideas Inc
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This is based on the Executive Summary Workshop I have been conducting in the past two months for NTU Ideas Inc. It also focus on the following topics: (1) Identification of Idea and Opportunity, (2) ...

This is based on the Executive Summary Workshop I have been conducting in the past two months for NTU Ideas Inc. It also focus on the following topics: (1) Identification of Idea and Opportunity, (2) How to write an executive summary and (3) Resources required for setup in Singapore.

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  • 1. Executive Summary Workshop - Ideas, Innovation & Purpose Dr  Bernard  Leong Partner,  Thymos  Capital  &  Co-­‐Founder,  SGEntrepreneurs.com h=p://www.bernardleong.com 1
  • 2. Outline • Why:  Idea  against  Problem? • What:  Developing  from  Prototype  to  Product? • How:  Writing  an  Executive  Summary? • Q&A 2
  • 3. Team Cash Idea Cashflow 3 3
  • 4. In  everyday  life,  we  are  trying  to  solve  problems. 4
  • 5. Then  an  Idea  sparked  in  your  head  and  .... 5 5
  • 6. You  gather  the  People,  Resources  and  Partnership  to  Make  It  Happen 6 6
  • 7. What  is  the  problem   Once  you  work  that  out,   you  are  trying  to  solve? ExecuSon  is  key. What  type  of  resources do  you  need  to  solve   Are  there  customers  or   your  problem?   there  is  an  exisSng   Mentors,  Partnerships  or market  for  your   Resources? soluSon? Who  are  the  exisSng   players  from  partners  to   compeSSors?  How  are   they  benchmarked   against  your  idea? 7 7
  • 8. 8 8
  • 9. Idea  without  ExecuSon  is  useless,  ExecuSon  without  Idea  is  dangerous. 9 9
  • 10. ExecuSon  depends  on  a  A-­‐Team 10 10
  • 11. “A  players  hire  A  players;   B  players  hire  C  players;   and  C  players  hire  D   players.” Steve  Jobs,  Apple  Inc “I  am  a  winner  because  I’m   good  at  what  I  do  and   because  I  am  surrounded   by  people  who  think  they   are.” Jose  Mourinho,  Coach,  Inter  Milan  FC 11 11
  • 12. You  will  definitely  not  make  it  if you  submit... • Ideas  that  can  be  easily  replicated. • Ideas  that  has  no  business  or  tech  innovaIon. • Ideas  that  are  not  scalable. 12 12
  • 13. The  Big  Picture 13 13
  • 14. Why  write  an  ExecuIve  Summary? • Organizes  and  clears  the  confusion   and  ambiguity  of  your  business   idea. • Correct  posiIoning  to  convince   potenIal  investors. • PotenIal  investors,  partners  and   clients  have  no  Ime  for  your   grandmother  stories  about  the  idea.   14 14
  • 15. Criteria  for  ExecuIve  Summary • Organized  and  Understandable. • Use  plain  language  and  vocabulary. • Present  the  Problem  and  SoluIon   on  the  same  page. • The  Purple  Cow  effect:  making   your  summary  disIncIvely   different  even  if  it  confines  to  basic   rules. 15 15
  • 16. Language Avoid  Phrases  like  ... Use  Phrases  like  ... “We  would  like  to  be  the  leading  provider  of  ...” “We  aim  to  become  the  leading  provider  of  ...” “We  want  to  be  the  best  in  ...” “Our  company’s  core  competency  is  ...” “Based  on  our  financial  projecSons,  we  esSmate   “We  will  make  $X  by  the  end  of  the  year.” our  sales  revenue  to  be  $X  and  profit  margins  to   be  $Y.” 16 16
  • 17. Layout  of  ExecuIve  Summary • IntroducIon  -­‐  Type  of  Business • Problem  &  Opportunity • Technology/Service/Product • Management  Team • Business  Strategy  &  Route  to  Market • Financials • Exit  Strategy 17 17
  • 18. The  Mantra • Name  of  your  Company/Project/Idea. • Logo  and  Tagline. • Mission  Statement 18 18
  • 19. Type  of  Business • What  is  the  Industry? • Product  or  Service   based? • How  Product  or   Service  delivers? • Who  are  the   customers  to  your   business?  B2B,  B2C? 19 19
  • 20. When  is  an  idea  an  opportunity? • Create  or  add  value  to   customer. • Solve  a  significant  problem,   removing  a  pain  point  or   meeIng  demand. • Have  robust  market,  profit   margin  and  money  markeIng. • Good  fit  with  founder  &   management  team  at  the   right  Ime  &  place 20 20
  • 21. RelaIonship  -­‐  Markets  &  Tech 21 21
  • 22. Industry Sample  Introduc:on MaterialSod  aims  to  be  the  provider  in   creaSng  proprietary  fabrics  that  can  withstand   Materials  Engineering  Product harsh  condiSons.  We  sell  our  fabrics  to  the   users  in  the  defence  and  coal/mining  industry. RealTime  is  a  Singapore  based  company  that   focuses  on  delivering  an  innovaSve  real  Sme   IT  based  Product adverSsing  soluSon  to  brands.  Our  chief   consumers  are  brand  marketers  and  digital   markeSng  agencies.   22 22
  • 23. Problem  &  Opportunity • You  are  selling  the   soluIon  to  a  problem. • What  is  the  “blue  ocean”   you  are  exploiIng? • Is  there  any  interest  in   your  business  lately? • Lies,  Damn  Lies  &   StaIsIcs 23 23
  • 24. Opportunity Example  Descrip:on Recently,  the  Singapore  government  has   allocated  S$13.5B  into  high  technology   research  and  development  and  placed  their   efforts  in  three  industries:  biomedical  sciences,   Facts/StaIsIcs/News renewable  energies  and  digital  media.  The   soluSon  we  proposed  is  in  the  life  sciences   market,  where  we  can  reduce  drug   development  process  by  a  half  with  our   technology. Based  on  the  assumpSon  that  Singtel  has  sold   a  100K  iPhones,  we  esSmate  each  smart    EsImate phone  will  purchase  about  5-­‐10  applicaSons   and  spent  on  average  S$10  on  them  each   month.   24 24
  • 25. Technology  or  Idea • You  must  make  your   technology  or  idea   understandable  to  your   audience. • For  an  execuIve  summary,   never  put  too  much  jargon   into  your  descripIon. • Make  comparisons  on  how   your  soluIon  can  increase   producIvity  and  efficiency. 25 25
  • 26. Technology Example  Descrip:on MaterialSod  uses  an  improved  composite   ceramic  material  to  build  fibres  which  can   efficiently  hold  vehicles  on  muddy  grounds.   Materials Our  soluSon  supercedes  the  present  ones  with   half  the  cost  but  twice  the  material  strength  to   hold  vehicles  above  muddy  grounds. Our  soluSon  uses  a  proprietary  based   algorithm  developed  to  resolve  blurred  objects   Digital  Media of  movies  in  a  format  1000  Smes  be=er  than   the  formats  which  are  adopted  by  the  industry.   26 26
  • 27. Team • Diversified  and   Complementary  Skill  Sets. • Get  Grey  Hairs  and  put   them  in  your  advisory   board.   • Don’t  give  too  much  Itles   to  your  team.   • Be  mature  about  your   experience. 27 27
  • 28. People Example  Descrip:on John  Ho  is  the  CEO  of  MaterialSod.  Prior  to   joining  this  company,  he  was  the  Vice   President,  Sales  in  Nippon  Fabrics,  a  MNC   Experienced specializing  in  fabrics.  His  experience  with  the   market  will  help  to  generate  sales  lead  for  the   company.   Larry  Pang  is  the  founder  of  Project  AceFire.   Currently  a  second  year  undergraduate,  he  has   spent  a  year  working  in  Prof  Johnston’s   Young  Rookie mulSmedia  laboratory.  He  will  act  as  the  CTO   of  AceFire  and  will  seek  to  find  a  CEO  who  can   mentor  and  guide  the  team.   28 28
  • 29. Route  to  Market  &  Business  Strategies • How  do  you  sell  your  service  or   product? • 80-­‐20  rule  on  market   segmentaIon? • What  are  the  markeIng  channels   on  your  product? • What  business  strategies  do  you   use  to  generate  revenues? 29 29
  • 30. 30 30
  • 31. Route  to  Market/ Example  Descrip:on Business  Strategy MaterialSod  engages  directly  with  known   industry  partners  in  the  fabric  industry.  The   company  does  not  deal  directly  with  customer   base  but  sells  via  resellers  or  fabric   Partnerships/Licencing distributors.  One  alternaSve  strategy  to   generate  revenues  is  done  via  licensing  of  the   proprietary  technology  to  other  fabric   producing  companies. RealSme  offers  the  customers  a  free  beta   version  of  the  sodware  with  limited  features   so  that  they  can  enSce  them  to  buy  the   Freemium  Model premium  version  (with  addiSonal  features)  of   the  sodware.  The  company  is  currently  in   negoSaSons  on  strategic  relaSons  with   different  gaming  companies. 31 31
  • 32. How  to  EsImate  Market  Size • Start  with  simple,  reasonable   and  valid  assumpIons. • Approximate  to  the  closest   figure  (10K,  1M)? • PracIce  makes  perfect  by   making  esImates  to   problems. 32 32
  • 33. PracIce  Problems • How  many  Internet  users  are  there  in  Singapore?   (Hint:  Start  with  the  populaIon  and  number  of   households) • How  many  mobile  handsets  each  person  will  hold  on   average?  (Hint:  make  a  guess  from  how  many  people   losing  phones?) • How  many  students  are  playing  World  of  WarCrae?   (Hint:  Demographics) 33 33
  • 34. 34 34
  • 35. Gartner’s  Hype  Cycle 35 35
  • 36. 4  Ps  of  MarkeIng 36 36
  • 37. Risks  &  Barriers  to  Entry • Who  are  your  compeItors? • How  do  you  prevent  your   compeItors  trumping  you? • What  are  the  problems  you   face  against  them? • Don’t  assume  that  you  are   the  only  one  or  have   indefensible  patents. 37 37
  • 38. Barriers  to  Entry/ Example  Descrip:on Compe:tors MaterialSod  faces  the  risk  of  a  saturated  and   tradiSonal  ceramics  industry  mindset  not  to   adopt  new  technologies.  To  miSgate  the  risk,   TradiIonal  Industry  Mindset the  company  will  launch  markeSng  campaigns   and  present  the  product  in  various   conferences  to  provide  industry  players  an   awareness  of  the  product. The  compression  format  of  RealTime  sodware   cannot  be  replicated  based  on  the  proprietary   Unique  Selling  Point algorithm  used  in  performing  the  compression.   We  are  in  the  process  of  patenSng  the  product   to  act  as  a  deterrence  against  our  compeStors. 38 38
  • 39. SWOT  Analysis 39 39
  • 40. 40 40
  • 41. Financials • How  much  do  you  need? • How  much  equity  you   want  to  give? • How  do  you  raise  that   amount  of  money? • Can  you  bootstrap  without   raising  funds? 41 41
  • 42. Financials Example  Descrip:on MaterialSod  seeks  US$300K  as  an  iniSal   investment  to  build  a  proof  of  concept  and  will   raise  US$2M  to  bring  the  prototype  to  market.   Fundraising The  company  generates  revenues  via  sales  in   producing  fabric  for  the  defence  and  coal/ mining  industries.   RealSme  generates  revenues  via  the  number   of  purchases  made  on  the  premium  version   and  online  adverSsing  with  the  huge  traffic   Bootstrapping generated  by  visits  from  the  site.  The  company   seeks  to  bootstrap  via  hiong  1M  sales  target   within  two  years.   42 42
  • 43. 43 43
  • 44. Who  do  you  raise  funds  from? • Friends,  Family  and  Fools. • Business  Angels. • Venture  Capitalists. • Government  InsItuIons. • FoundaIons  and  Agencies. • Private  Equity  Firms • Banks 44 44
  • 45. 45 45
  • 46. 46 46
  • 47. Source:  www.mengwong.com/capital 47 47
  • 48. Exit  Strategy • What  happens  to  the   company  in  3  to  5  years  Ime? •  Possible  Exits: –IniIal  Public  Offerings  (IPO) –Trade  sale/Merger/Management   Buyout –Family/Company  Succession –Wind  it  Down! 48 48
  • 49. Exit  Strategy Example  Descrip:on MaterialSod  hopes  to  exit  in  3  years  with  a   profit  margin  of  20M  via  a  trade  sale  to  a   Trade  Sale/Buyout larger  player  within  the  industry,  for  example,   Cepheus  Ceramics.   RealTime  seeks  to  IPO  in  3  years  as  an  exit   IPO strategy.   49 49
  • 50. Appendices 50 50
  • 51. Top  10  Lies  by  Entrepreneurs 1. Our projection is conservative. 2. (Pick your favourite market research company) predicts our market to be US$50B. 3. (A big MNC) is signing our contract next week. 4. Key employees will join us as soon as we get funded. 5. Several investors are already doing due diligence on us. 6. This big company is too old, big, stupid and slow to be a threat. 7. Patents makes our business defensible. 8. All we have to do is to get 1% of the market. 9. We have 1st mover advantage. 10. We have a world-class proven team. 51 51
  • 52. Top  9  Lies  by  Investors 1. I liked your company but my partners don’t. 2. If we get a lead, we will follow. 3. Show us some traction and we will invest. 4. We love to co-invest with other venture capitalists. 5. We are investing in your team. 6. I have lots of bandwidth dedicated to your company. 7. This is a vanilla term sheet. 8. We open doors for you at our client companies. 9. We like early stage investing. 52 52
  • 53. References • StarIng  Up,  New  Venture,  McKinsey  &  Co. • The  Art  of  the  Start  by  Guy  Kawasaki • Singapore  Entrepreneurs  blog  (Dummy’s  Guide)           hmp://www.sgentrepreneurs.com • Gladstone,  Venture  Capital  InvesIng • CompeIIve  Strategy,  Michael  Porter • Crossing  the  Chasm,  Moore • ACRA  -­‐  hmp://www.acra.gov.sg 53 53
  • 54. Resources:  Intellectual  Property h=p://www.ipos.gov.sg 54 54
  • 55. Resources:  Business  Info h=p://www.business.gov.sg 55 55
  • 56. Resources:  InnovaIon  &  Tech h=p://www.exploit-­‐tech.com 56 Go  to  this  page  only  if  you  are  looking  for  a  technology  to  commercialize 56
  • 57. Resources:  Business  RegistraIon h=p://www.acra.gov.sg 57 57
  • 58. Resources:  CommuniIes h=p://www.sgentrepreneurs.com 58 58
  • 59. Resources:  Other  CommuniIes h=p://www.e27.sg h=p://www.youngupstarts.com 59 59
  • 60. “Study  the  past  if  you  would  define  the  future.”  -­‐  Confucius Contact:  bleongcw  (GMail) 60 60