Ideas to Enterprise - Rewarding Team Members and Investors

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  • This is John Perry and Welcome Everyone to our Ideas To Enterprise Rewarding Team Members and Investors- its the first of a series.Our session is about *
  • attracting the money and people *
  • to back your idea by effectively, powerfully and efficiently *
  • and making a positive contribution to your world and the planet.This will interest you if you recognize and you’re concerned about *
  • the uncertain economic future we face, and yet want to *
  • take advantage of the vast amount of opportunities inherent of these uncertain economic times to *
  • build your own future wealth and *
  • transform Australia’s economy ... Or, perhaps *
  • you’ve had an idea.
  • And, perhaps, you may not have acted as decisively as you now want, to transform your idea into the value you know it has ... Well, then, in that case, you’re in what we in our team call ‘The Waiting Room’ - you are there with your idea - but unlike the waiting room at the doctors, nobody comes to lead you out - its up to you. So stay tuned!!! And, again, this session is designed to give you personal assistance that will *
  • build a bridge *
  • to carry your idea from just an idea or an early stage enterprise to a thriving enterprise *
  • AND transform our economy.
  • Before we get started, I just want to tell you a bit about myself. *
  • On my own and together with others *
  • I’ve started up seven businesses *
  • of which three *
  • have gone on to have *
  • successful exits, by which I meanreaping *
  • the rewards of my idea and hard work along the way. It’s really become a life long passion of mine to see more good ideas become thriving enterprises,obviously, to enrich the ideas people. And by solving our energy, water, agricultural, fishery and economic problems, ideas people can build a thriving business and profit. And that’s why I really want to share what I’ve learned with you, so that *
  • you can learn from my experiences and mistakes.So don’t blame me if you *
  • attract millions of dollars to launch or expand your idea!!!!Learn from my mistakes and then go out and …We’re going to talk about attracting the people, money and resources needed to build that bridge and carry your idea from just an idea or an early stage enterprise into a thriving enterprise using ourdefinitive framework to unlock the wealth in your idea. *
  • Then we’re going to finish with a live question and answer session at the end.This will be your opportunity to ask any question related to our topic tonight. Whilst we can’t guarantee that there will be time to answer all questions, if you haven’t emailed us your questions already, then I encourage you to type them in the chat box during this webinar presentation and hopefully we might have time to answer them during Q and A at the end.
  • What I’d like to do is introduce to you later on!How we can show you a way *
  • to build a bridge *
  • to carry your idea from just an idea or an early stage enterprise to a thriving enterprise *
  • AND participate *
  • in the transformation of our economy ...its based on the programs and support that we can offer you, designed to get your own idea to really take off.
  • Now let’s get started. And this is the key learning of my experience so far … *
  • The single essential aspect that *
  • most enterprise builders don’t put into action ... it is about transforming a good idea into a thriving enterprise ... that people who have successfully funded their idea, innovation or start up know ... is to *
  • Effectively*
  • powerfully and *
  • efficiently *
  • communicate how your *
  • Team*
  • investors *
  • - and you - *
  • will be rewarded. *
  • The overwhelming tendency of many education systems and training products is to guide you to skill up on how to do something. Whilst skills are vital, the advantage of the 4 Foundations Enterprise Framework is *
  • an outcome focus – *
  • what you really want to have happen. After all, this is what your potential team and investors are really interested in .... Given that the essential aspect to transforming your idea into a successful enterprise is communicating that reward, the place to start is with that end in mind. In other words, focus on the realization or intended outcome of your idea.
  • So we ask, for a moment, to reflect, what is your outcome? *
  • Your focus on intended outcome is about *
  • generating value for *
  • users, *
  • customers, *
  • clients, *
  • investors, *
  • team members, *
  • the market place, and if your focus is on solving *
  • our energy, *
  • water, *
  • agricultural, *
  • fishery, *
  • economic problems, *
  • those are emerging opportunities where you could build a thriving business.Many Business builders and start-ups seldom go for the outcome, the reward for team and investors and which makes it more difficult to take off. That is unfortunate because a lot more good ideas would happen if only more business builders knew what you’re about to learn ...*
  • Given people such as investors and *
  • potential team members are time poor, and have an enormous number of opportunities put before them and generally have a great deal to read every day, we have developed and use ourselves a document that we call *
  • the “2 Pager”... And it’s called the ‘2 Pager’ because it’s a simple, but well substantiated 2 page document designed to *
  • enable people to quickly and easily see *
  • what their reward will be. It’s about the essential aspect that attracts investors and team members, that is, that your idea or enterprise will create sufficient gravitation that these people find valuable and will want to be involved.And, for now, we’ll look at what some other people have done with this approach.
  • The single essential aspect
  • If you’re interested in walking through more ‘2 Pager’ examples, we cover that in our four week webinar we mention at the end.
  • Having this understanding will enable you to *
  • approach investors and team members with confidence ... investors who can assist you in *
  • unlocking the wealth in your idea ... *
  • And without these people who are prepared to join you in your enterprise, you *
  • run the risk of never fully realizing the wealth in your idea. {pause}
  • To build your 2 pager you use our definitive 4 Foundations Enterprise Frameworkwhich will give you the credibility for attracting the people, money and resources needed to carry your idea from just an idea or early stage enterprise to a thriving enterprise,to unlock the wealth in your idea.What you will learn in this live presentation is based on our definitive 4 Foundations Enterprise Framework tool. These Foundations, briefly now, are: *
  • FOUNDATION 1: YOU and your team
  • FOUNDATION 2: REWARD / BUSINESS EXIT STRATEGY
  • FOUNDATION 3: MONEY - What type of money and when and how
  • FOUNDATION 4: AGREED VALUE.Importantly, you’ll see examples of how to apply this definitive 4 Foundations Enterprise Framework tool to *
  • attract the team members and the money you need to *
  • launch, stabilize and expand.
  • FOUNDATION 1 - YOU & TEAM
  • To give this a context put yourself in the shoes of an investor. Management is highly valued by potential investors and team members alike ... That is... management who can create a return on investment money, time and resources.Investors (and team members) are attracted to good management and make decisions based on their perception of the management capability.In a recent survey, by Wholesale Investor, it appears that the management team, was arguably the most important investment criteria for over 70% of investors surveyed. So as a founder or team member, your management capability is vital... and a key role for management is*
  • a consistent vision and clear direction for action, in other words, to provide good leadership.Now we know that the economy is undergoing rapid change and the affect of this is that the focus on management is high regardless of the environment you as an ideas people find yourself ie. you could be from research, start up, government, small and larger business, and non-profit organizations. And as a founder or key team member you’ll be aware of your key strengths and you’ll also be aware that you need to bring on other team members who have other key strengths so as to make your team strong. So a vital key management capability you need, besides providing consistent vision and clear direction for action .... is the capability to build and *
  • involve an inspired team.
  • EXAMPLE:- Given that finance is a really critical part of establishing credibility of your enterprise, financials need to be throughout your 2 pager document. Perhaps you are one of the 90% of the ideas people who generally have little or no financial background. Examples of typical roles that ideas people come from include product manager, project manager, company director, sales, engineering, training consultants, or from another profession or trade or perhaps the non profit or government sectors or the leagues of other occupations that are not "finance". If this is you, you may well be asking yourself the question “What can I do to develop the management team that will include the right skill set to produce convincing financials and attract investors and build up my key team?”And in particular, you may well be asking yourself *
  • “How am I going to inspire a finance specialist to join my team?”by the way these are two *
  • of the 12 planks we use to build the bridge - If you’re interested in walking through more about building the planks onto your foundations we cover that in our four week webinar we mention at the end.
  • This is one of the two or three points to really let land, so to speak ...As“Management team is a key with 70% of investors making it the most important investment criteria”, and Dave Lavinsky of Growth Link talks about the ‘T Factor’ ie Trust as being the most important factor, and Domenic Carosa Investor and Entrepreneur says his number one rule in business is that he will only ever work with people he likes.So this puts you and your management team in the driving seat. Since the strength of the management IS a critical factor it offers you a way to improve and to take action when attracting the human recourses and investment you need.*
  • So lets now cover off on management capabilities you, as a NON financial person, or as a financial person, can build:*
  • *
  • What is your outcome? - ValueSystems -Asking for Money Team and Mentors -Learning to Fail -These are three of the planks that you use to build your bridge -Here are three examples from Kirill Makharinsky of YouNoodle, Dr. Basil Peters, author of Early Exits, Jay Turo of Growthinka. Kirill Makharinsky from YouNoodle created the “startup predictor” after looking at rich data on approximately 3,000 companies. From this data, they determined patterns between initial conditions (particularly in terms of the team and what their intentions were) and the end result. This data demonstrates that the following three factors are key indicators of a venture's future success:a. The quality of the team in terms their experience and accomplishments, and how well the team members know each other b. The amount of commitment the team has in terms of their opportunity cost - specifically how much they are giving up to be in the venture (e.g., leaving a steady, high-paying job) and how much skin they have in the game (e.g., how much of their personal funds have they committed).c. Having advisors. YouNoodle found that having the right advisors, even if they provide minimal amounts of time contributing to the business, strongly impact the future success of the business.This is supported by Dr. Basil Peters, As stated in Early Exits... as the most important and easily obtained success ingredient. He says ‘So I've come to believe that it's a law. I believe that successful entrepreneurs have mentors, and I also believe that it's the most controllable success factor - it's the single thing entrepreneurs can do that would dramatically improve their chances of success that they can control."
  • FOUNDATION 2: REWARD / BUSINESS EXIT STRATEGY
  • One of the most important of the definitive 4 Foundations Enterprise Framework is what we call reward. Reward is often called an EXIT or the point of exit from the business. *
  • This attracts the people, *
  • money and resources you need to stabilize your idea now AND expand in the future. Enterprise builders early stage enterprises and start ups seldom focus on the reward or exit making it very difficult to take off.*
  • When your team members can see their reward, they’ll come on board and if you’ve got a good team, you’ve arguably met 70% of the key criteria that investors are looking for.{pause}
  • So, again, we ask what is your reward or – outcome? *
  • Your focus on intended outcome is about generating value for users, customers, clients, investors, team members, the market place and if your focus is on solving our energy, water, agricultural, fishery and economic problems those are emerging opportunities where you could build a thriving business.And again enterprise builders of early stage enterprises and start ups seldom focus on or go for the outcome, the reward for team and investors and which makes it more difficult to take off. That is unfortunate because a lot more good ideas would happen if only more business builders knew what you’re about to learn ...*
  • What is your outcome? - Focus and Actionsagain one of the 12 planks we use to build the bridge If you’re interested in walking through more about building the planks onto your foundations we cover that in our four week webinar we mention at the end.
  • Exit Plan emerges primarily out of these two of the planks you use to build your bridge *
  • If you’re interested in walking through more about building the planks onto your foundations we cover that in our four week webinar we mention at the end *
  • Now its well worth stressing that your Exit Plan comes first because:-to align your team, investors and lay a foundation for many of the planning decisions you will make in the coming months and years *
  • -because a well planned exit can deliver your team investors a ‘Windfall’ gain*
  • - Dr Basil Peters in Early Exits talks about a windfall gain of up to 50% extra if planned well.
  • An exit plan will enable you to *
  • involve the right team members *
  • when you don’t have the money to pay them. *
  • Unfortunately not knowing this ... *
  • you may not be able to get the team members you want and even worse*
  • You could get the wrong team members and worse still *
  • You could get into conflict with your team members. {pause}*
  • example 1: *
  • example 1:when we were starting our first aquaculture project on the Tamar river in tasmania we were able to involve senior staff from the university of tasmania when we didn’t have all the money we needed to pay them because we had an exit plan from the start ... we began with the end in mind. Specifically, an eminent professor from the Launceston Campus of the University received 5% of the equity in the aquaculture enterprise in exchange for his intellectual property, knowledge about breeding, experience in setting up the fish farming technology and to become an active member of the advisory board. The hight credibility of this specialast expert ewas critical in us attracting both the money and key team members we needed to take off. *
  • example 2:It’s well known that Microsoft has created numerous multi millionaires of staff who’s wealth was derived from company stock options in the early days. When Microsoft was initially taking off they were paid partly in money and partly in equity. *
  • Craig West an Australian business exit expert gives an example of his client who achieved a windfall sale price because Craig had advised this client to develop the right exit plan from the beginning *
  • In fact they unlocked the full value of their business *
  • of many millions of dollars above what they initially expected by selling to a public company who paid them 9.5 times their earnings where as the average of a private company is 2.5 to 3.2 times earnings. *
  • Exit results emerges by selling the exit effectively and this is one of the planks you use to build your bridge.If you’re interested in walking through more about building the planks onto your foundations we cover that in our four week webinar we mention at the end.
  • Very briefly we will cover legal aspects of how you document for the reward team & investors and stress that as we are not lawyers or accountants this is simply what we did and share it for your interest and to help you when you get advise from your solicitor and accountant.Putting in place the right agreements is going to *
  • help you to protect your idea whilst *
  • closely involving team members and investors. *
  • The potential down side of not having this is *
  • the return on your idea being lower than it could be, or worse still, *
  • your idea being stolen. {pause}
  • Exit Plan is supported by *
  • these two planks, Legals and Protecting your IP and Investment which you use to build your bridge.If you’re interested in walking through more about building the planks onto your foundations we cover that in our four week webinar we mention at the end. *
  • What do you think the four most important ways to Protect and control are? *
  • They are:Shareholders Agreements *
  • Intellectual Property Agreements *
  • Service Agreements *
  • …Capital Raising Documents.In brief they are:* Shareholders Agreement ; - a shareholders agreement exists to clearly explain the rights and restrictions that each share holder has and the legal structure that will enable them to get their exit reward. For example in my first enterprise we did not have a shareholders agreement and we found that key investors who owned a large number of our shares were intending to use the enterprise assets, contacts and intellectual property for their own purposes outside the enterprise. Whilst we were able to prevent this we had to go to court and spend money we did not have. Had we the right shareholders agreement we would have saved time, money and grief AND better protected the value of the enterprise building towards the exit reward. The right clauses shareholders agreement will enable you as founder or key team member to keep control of the ownership of shares in the enterprise by restricting the sale of shares to for example competitors or to those who’s interests might not serve your own. This will obviously assist you to haveYet another critical role of the shareholders agreement comes into effect at the time of the exit reward, where all shareholders must be acting in unison to maximize the value of the exit. For example Craig West tells the story of a privately owned enterprise that a public company made a very good offer to buy. All but one very minor shareholder wanted to accept theoffer which was thwarted by that one shareholder. As a result not only has the offer evaporated but the shareholders are now in court and the value of the enterprise is diminishing daily. The right clauses, often termed the ‘Drag Along and ‘Tag Along, in the shareholders agreement would have prevented this.* IP agreements ;- an Intellectual property (IP) agreement is designed to define who owns the intellectual property and who can use it. Eg. where you have key team members and collaborators it is essential to have an IP agreement in place so that the value of the IP resides with the enterprise. In some cases it is necessary to define what IP may remain with the team member. For example recently we needed a highly skilled key team member who’s intellectual property was vital to attract investors and other key team members and we needed to make it quite clear that we did not seek to own her existing intellectual property and agreed that the intellectual property created during her contract with the enterprise was owned by the enterprise.* Service Agreement ;- is put in place to define the roles and tasks of key team members, with particular emphasis that their contribution becomes the property of the enterprise and goes on to define what rights they have to compete eg. It may have a non compete clause. These agreements must have a term which explains the start and end points of the service as well as how conflicts can be resolved. For example we recently relied on the service agreement to part agreeably with a team member and bring on a new team member who was the best person at that time to build value in the enterprise.definitionscan you give some examples of a, b, c & d?
  • FOUNDATION 3: MONEY
  • Only after your reward is defined you are able *
  • to ask for money... *
  • and know what sort of money to ask for ... *
  • and which type of investor to ask it from ... *
  • and when to ask for it. .. which is why money is the second of the 4 Foundations Enterprise Framework... And, obviously money is as important as the reward or exit... And some people regard the ability to raise money or attract capital to your enterprise as the most important skill of a founder or key team member.
  • It is important that you can Debunk the No. 1 Myth.This myth is that someone, somewhere has a magical list of investors looking to fund companies like yours. Or that there is some online network of investors that are just waiting to meet you so they can fund you. One of the main reasons why there is no magical investor list is due to the vast number of businesses seeking funding. I mean if there was this magical list, investors on that list would receive thousands of funding requests every day. And there would be no way to weed through them all to figure out which ones to fund.Having said that and stressing that though attracting money is not at all easy but is possible, there is a *
  • large number of sources of money and funds available.
  • Its important now to ask WHY is money a key part of our definitive 4 Foundations Enterprise Framework? As running out of money is the reason for many business failures it’s obviously critical to have a strong enough cash position for your enterpriseto *
  • Stabilize and expand *
  • Be able to attract people *
  • Have betterequipment and technology *
  • Have better access to education and training *
  • Have the ability to get to and more quickly penetrate markets *
  • Have more capability to serve customers faster *
  • Have the ability to achieve greater scale i.e. to plan and execute long-term. For example, how many more lifetime customers might you be able to get if you offered products to first time buyers at below cost.And to those people who say they don’t need money to launch, stabilize and expand ... I would suggest to those people that they may by business naive. {pause} *
  • Your confidence about asking for money emerges primarily out of *
  • thesetwo of the planks you use to build your bridge.If you’re interested in walking through more about building the planks onto your foundations, we cover that in our four week webinar we mention at the end.Ok then, well, now we will cover the importance of asking for *
  • the right money *
  • at the right time and of approaching *
  • the appropriate type ofinvestors; those who will be interested in your enterprise at the stage of development that it has reached. *
  • As well, we cover now, as what investors will look for before funding your idea.
  • And knowing this overcomes *
  • the false belief that your venture is not fundable when it may well be. It will also enable you toavoid the problem of *
  • the wrong investor wanting more equity than you need to give or seeking to control your enterprise. {pause}
  • So, now, what are the Potential sources of investment and when are they most appropriate as a start-up and as anestablished enterprise?Page 261 Entrepreneurship Howard FredrickSelf funding, family and friends,Debt Equity (is ‘funny money’ to unsophisticated investors)Private equity, angel investment, which includes ASSOB and Wholesales InvestorVenture capital, Banks, public listing (including small exchanges and ASSOB) *
  • Again, building in and incorporating your financial model with confidence is supported by *
  • these two of the planks which you use to build your bridge.If you’re interested in walking through more about building the planks onto your foundations, we cover that in our four week webinar we mention at the end. *
  • Why your financial model must be incorporated in all your written documents: *
  • In the continuous testing of your clarity, for example, the willingness to throw out a ‘dog’ of a business model, your financial model plays a key role in your understanding when you need money and who to approach for that money *
  • It’s expected by team members and investors - first it’s about you establishing trust that your exit plan and your planning in general is good and that you and your team can bring your plan to fruition and *
  • then the investors ‘no’ person has to be satisfied with your financial model.We cover this more in the more in later in the 4 Foundations Enterprise Framework series.To share an example from my personal experience, we attracted $25,000 for one of our aquaculture launches.However, you’re only halfway there at this point, because you can’t really ask for the money successfully and you can’t really work out what the reward will be - what we often call your ‘exit strategy’ - unless you know the foundation in the 4 Foundations Enterprise Framework, and that is *
  • FOUNDATION 4: THE AGREED VALUE
  • Now, if you are to remember one thing, please, remember this slide ….What we’ve found is that many people are *
  • either over optimistic about the prospects of their idea and *
  • do not know how to substantiate their claims about its value *
  • or they under value their idea ... either way they lose credibility! {pause}
  • So this is about Agreed Value ... *
  • So this is about Agreed Value ... of what? *
  • Agreed value of your products or services, For example, what people will pay in the market place ... how your users and buyers regard the value of your offering*
  • and the agreed value of intellectual property & intellectual capital in your enterprise. Eg. Intellectual Property would be a patent, trademark, design trademark, copyright and unique knowledge. This can be valued and appear on the balance sheet as an asset of value to the enterprise, whereas *
  • intellectual capital is a description very often given to the value of the team members knowledge and experience and their capacity to operate as a team. *
  • Agreed value of company shares. For example, in the shareholders agreement we talked about earlier, each shareholder will know the value of the shares at the start of the enterprise that they have acquired as founding shareholders, and will know the value of the shares that they have purchased. Typically, the shares can be either valued by comparing the enterprise to other enterprises in the same market place, using a discounted future cash flow method which values future cash flows in the present. Another way, shares’ value concerns valuation of the enterprises assets, including intellectual capital and intellectual property.In a public company the value of the company shares is the value traded on the share market. *
  • Agreed value of any profit share and bonus systems.For example, have you ever heard of people getting a bonus at work when the company does well, or sharing in the profit at the end of the financial year? Well, these have become key methods of rewarding team members and therefore attracting them in the first place and then retaining them.Only after knowing the agreed value of your products or services and the intellectual property and intellectual capital can you work out your agreed value of company shares and the agreed value of any profit share and bonus systems.So, to summarize: When you’ve got your agreed values you can then work out what your rewards and exit strategy are going to be... and with that clearly and easily explained, your team members & investors feel comfortable to come on board. {pause}So, now, we cover information that is going to help you to *
  • attract team members, shows you a key part of how to *
  • negotiate with investors and team members and how to *
  • establish the value of your sweat equity and *
  • keep your fair share of control and exit and any windfall profits.How this operates is really important when you’re approaching your key sources of money for start ups and early stage enterprises. {pause}Agreed Value emerges primarily out of *
  • these two of the planks you use to build your bridge.If you’re interested in walking through more about building the planks onto your foundations, we cover that in our four week webinar we mention at the end.
  • Q&Aabout Money & Agreed ValueQ: Valuation - how that worksQ: How do you find angel and other investors? Q: John, you said that money was vital and you and being a good leader & building team is most important, so why is it that you say that putting your financials throughout the document is so important?Q: Alva from Chadstone has asked:You say it’s not about the money but then you say that the financials have to be everywhere in your presentation documents. I don’t get it. That sounds like a contradiction to me.A: That’s a good question Alva, it’s a really interesting thing. Let me answer by way of giving you a couple of examples. A friend of mine, Ralph, who just spent the last 6 years in Silicon Valley in its industry and had raised more than a million dollars for his business & he said he wouldn’t have been be able to raise the money without having a good team. However, bottom line is that investors are looking for a return and they need to know what sort of risk is involved, and what return is likely to be on that risk - is it a high enough return on their investment to justify the degree of risk. That’s the reason why I emphasize you need your financials in any documents you show investors because the financials detail how the investors will be rewarded. I’ve involved key team members in 2 of my projects, one in marine biotechnology and on in automotives where without those key team members it would have been very difficult, if not impossible, to get project lift off, and whilst they needed to be inspired by the idea and passionate about working with the team, without the financials they would not have been able to see how the project would work and where and when the money would come from to reward them for their intellectual property, time and effort.Does that answer your question Alva? Q: You talked about angel investors and private equity investors, what are they and where do you find them?A: Angel investors are using their own private wealth when they invest in your enterprise, so they are just individuals like you and me who have an amount of money they’ve set aside to invest in ideas just like yours and they are always on the lookout for a good idea with a good team backed by sound financials, just like we’ve earned tonight in the 4 Foundations Business Framework.Where you find them is through networking and also there are specific angels and private equity networks, two of which are called ASSOB and Wholesale Investor.Q: One of your 4 Foundations is about value, and I’ve got an idea and a couple of friends have said they'd be interested in putting a bit of money into it. How do I put a value on the shares?A: Well let me give you an example Charles, one of the people I’m mentoring at the moment, an Australian living in Sydney who’s just raised a hundred and ten thousand dollars from a Britain or British person living in Malaysia, asked me when I was preparing them for one of the key meetings - but how can I ask them for this money when the enterprise isn’t worth anything? And my answer was - based on the work we’ve done on the 2 pager, haven’t we shown that the potential of the idea could reach a value of 20 million dollars? And he said – yes. That example illustrates 2 things, 1 that, first of all, you have to do the hard work with accepted valuation methods and we don’t have time to go into that tonight, and they can be used to value an idea when it’s just an idea, and the second thing, it illustrates what we referred to in the 1stFoundation which is you and the team, that you have to believe in your business model.It points to you, you have to have convinced yourself whilst you’re building your 2 pager and, 2, you have to be prepared to stand up and be counted.Have to have done the work to have matched the risk to the rewards using the valuation method and be prepared to stand by it. In plain language Charles, If you’re convinced, other people will see that and are more likely to want to join you.And that’sall the questions we have time for today.
  • So I trust that now you can see that the key aspect to attracting money and team to launch your idea is powerfully & successfully communicating the reward to team members & investors. And it’s much easier to build your powerful communication if you base it on the 4 Foundations Enterprise Framework... and without understanding the 4 Foundations Enterprise Framework –1. The huge amount of info you need to manage to communicate effectively can tend to swamp you or not be as well organized and presented as it needs to be.Quite possibly you’ll enthuse potential team members but be unable to really convince them of how and when they’re going to be rewarded.2. And again, I’m sure I don’t need to tell you how important it is to communicate effectively with your potential investors as they’re the last group of people you’d want to lose credibility with.And that is the very reason why, as I mentioned earlier, we have developed a program to assist you in utilizing the 4 Foundations Enterprise Framework to compose your 2 pager to greatest effect.
  • BRIDGE & reveal product(Pause, take sip of water)What people who have successfully funded their idea, innovation or start up know ... is that it’s about effectively, powerfully and efficiently communicating how your team members and investors will be rewarded. And not being over optimistic about the prospects of your idea without substantiating your claims or making the mistake of under valuing your idea.I trust that now you can see that the one aspect about turning a good idea into a thriving enterprise ...- Now, who wants to know how to take the obvious next steps to build your bridge to get your own project to really take off ... avoid misfiring with potential team members & investors, and wow them instead ... go ahead and just raise your hand in the GoToWebinar control panel. -Ok. Here’s what I’m going to do for those who have raised their hand ...You can go ahead with the four week webinar, normally $97, I’ll make it free for those on this call.
  • So, for those who want to go ahead with the four week webinar ...You’ll learn the basics of most effective way to communicate to potential team and investors quickly and easily what their reward will be is with a “2 Pager” document ... And that 2 Pager is based on our definitive 4 Foundations Enterprise Framework together with the 12 planks ... here they are in summary: You your Team and Stakeholders Reward to team and investors/ Exit Strategy Money; what type of money is good for you and when Agreed Value
  • So, for those who want to go ahead with the four week webinar ...You’ll learn the basics of most effective way to communicate to potential team and investors quickly and easily what their reward will be is with a “2 Pager” document ... And that 2 Pager is based on our definitive 4 Foundations Enterprise Framework together with the 12 planks ... Here are the 4 Foundations in summary: You your Team and Stakeholders Reward to team and investors/ Exit Strategy Money; what type of money is good for you and when Agreed Value *
  • And here are the 12 Planks you build your bridge onto your foundations:
  • Go ahead and open up a new browser window and type in the URL shown on the screenwww.yourdomain.com/webinarspecial.htmlAnd you’ll see how to take the obvious next steps to really take off.I’m going to give everybody a minute to get there. {pause}
  • Ideas to Enterprise - Rewarding Team Members and Investors

    1. 1. John CH Perry Ideas To EnterpriseRewarding Team Members and Investors
    2. 2. IdeasToEnterpriseRewarding Team Members and InvestorsRewarding Team Members and Investors • Attracting the money and people
    3. 3. IdeasToEnterpriseRewarding Team Members and InvestorsRewarding Team Members and Investors • Attracting the money and people to back your idea
    4. 4. IdeasToEnterpriseRewarding Team Members and Investors Rewarding Team Members and Investors • Attracting the money and people to back your idea • Positive contribution
    5. 5. IdeasToEnterpriseRewarding Team Members and Investors • Uncertain economic future
    6. 6. IdeasToEnterpriseRewarding Team Members and Investors • Uncertain economic future • Opportunities
    7. 7. IdeasToEnterpriseRewarding Team Members and Investors • Uncertain economic future • Opportunities • Build your wealth
    8. 8. IdeasToEnterpriseRewarding Team Members and Investors • Uncertain economic future • Opportunities • Build your wealth • Transform Australia’s economy
    9. 9. IdeasToEnterpriseRewarding Team Members and Investors • Uncertain economic future • Opportunities • Build your wealth • Transform Australia’s economy • You have an idea
    10. 10. IdeasToEnterpriseRewarding Team Members and Investors Waiting Room
    11. 11. IdeasToEnterpriseRewarding Team Members and Investors Build a bridge
    12. 12. IdeasToEnterpriseRewarding Team Members and Investors Build a bridge To carry your idea
    13. 13. IdeasToEnterpriseRewarding Team Members and Investors Build a bridge To carry your idea AND Transform Australia’s economy
    14. 14. IdeasToEnterpriseRewarding Team Members and Investors
    15. 15. IdeasToEnterpriseRewarding Team Members and Investors Peter Brock and Raptor Motors
    16. 16. IdeasToEnterprise Rewarding Team Members and InvestorsAn Aquaculture and Tourism project, near Launceston founded with technology assisted by University of Tasmania Peter Brock and Raptor Motors
    17. 17. IdeasToEnterprise Rewarding Team Members and InvestorsAn Aquaculture and Tourism project, near Launceston founded with technology assisted by University of Tasmania Terry Irwin at the National Launch of Peter Brock and Raptor Motors ‘Entrepreneurship’
    18. 18. IdeasToEnterprise Rewarding Team Members and InvestorsAn Aquaculture and Tourism project, near Launceston founded with technology assisted by University of Tasmania Terry Irwin at the NationalThai Minister, Thai Government officials Launch of and Raptor Motors Team Peter Brock and Raptor Motors ‘Entrepreneurship’
    19. 19. IdeasToEnterprise Rewarding Team Members and InvestorsAn Aquaculture and Tourism project, DC Cordova and leading Chinese near Launceston founded with Solar Energy Entrepreneur in technology Beijing assisted by University of Tasmania Terry Irwin at the NationalThai Minister, Thai Government officials Launch of and Raptor Motors Team Peter Brock and Raptor Motors ‘Entrepreneurship’
    20. 20. IdeasToEnterprise Rewarding Team Members and InvestorsAn Aquaculture and Tourism project, DC Cordova and leading Chinese near Launceston founded with Solar Energy Entrepreneur in ‘Trev’, a South Australia University Beijing Electric Car project technology assisted by University of Tasmania Terry Irwin at the NationalThai Minister, Thai Government officials Launch of and Raptor Motors Team Peter Brock and Raptor Motors ‘Entrepreneurship’
    21. 21. IdeasToEnterpriseRewarding Team Members and Investors Learn from my experiences and mistakes
    22. 22. IdeasToEnterpriseRewarding Team Members and Investors Learn from my experiences and mistakes Attract money and team to carry YOUR idea or early stage enterprise
    23. 23. IdeasToEnterpriseRewarding Team Members and Investors Live Q & A Ask a question by typing it in the chat box any time during this presentation
    24. 24. IdeasToEnterpriseRewarding Team Members and Investors Next Steps
    25. 25. IdeasToEnterpriseRewarding Team Members and Investors Next Steps How you can build your bridge
    26. 26. IdeasToEnterpriseRewarding Team Members and Investors Next Steps How you can build your bridge to carry your idea or early stage enterprise
    27. 27. IdeasToEnterpriseRewarding Team Members and Investors Next Steps How you can build your bridge to carry your idea or early stage enterprise AND
    28. 28. IdeasToEnterpriseRewarding Team Members and Investors Next Steps How you can build your bridge to carry your idea or early stage enterprise AND Transform Australia’s economy
    29. 29. IdeasToEnterpriseRewarding Team Members and Investors Let’s get started
    30. 30. IdeasToEnterpriseRewarding Team Members and Investors Let’s get started Single essential aspect
    31. 31. IdeasToEnterpriseRewarding Team Members and Investors Let’s get started Single essential aspect most enterprise builders don’t take action upon…
    32. 32. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently
    33. 33. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently
    34. 34. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently
    35. 35. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE Team – Investors - You
    36. 36. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE Team – Investors - You
    37. 37. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE Team – Investors - You
    38. 38. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE Team – Investors - You
    39. 39. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE REWARD or OUTCOME Team – Investors - You
    40. 40. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework
    41. 41. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework OUTCOME FOCUS
    42. 42. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework OUTCOME FOCUS (what you really want to have happen)
    43. 43. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome?
    44. 44. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus
    45. 45. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE
    46. 46. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users
    47. 47. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users • Customers
    48. 48. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users • Customers • Clients
    49. 49. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users • Customers • Clients • Investors
    50. 50. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users • Customers • Clients • Investors • Team members
    51. 51. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Generating VALUE • Users • Customers • Clients • Investors • Team members • Market place
    52. 52. IdeasToEnterpriseRewarding Team Members and Investors Energy
    53. 53. IdeasToEnterpriseRewarding Team Members and Investors Energy Water
    54. 54. IdeasToEnterpriseRewarding Team Members and Investors Energy Water Agriculture
    55. 55. IdeasToEnterpriseRewarding Team Members and Investors Energy Water Agriculture Fishery
    56. 56. IdeasToEnterpriseRewarding Team Members and Investors Energy Water Agriculture Fishery Economy
    57. 57. IdeasToEnterpriseRewarding Team Members and Investors Energy Water Agriculture Emerging opportunities Fishery Economy
    58. 58. IdeasToEnterpriseRewarding Team Members and Investors Investors
    59. 59. IdeasToEnterpriseRewarding Team Members and Investors Investors Team
    60. 60. IdeasToEnterpriseRewarding Team Members and Investors Investors Team ‘2 Pager’ document
    61. 61. IdeasToEnterpriseRewarding Team Members and Investors Investors Team ‘2 Pager’ document Quickly and easily see
    62. 62. IdeasToEnterpriseRewarding Team Members and Investors Investors Team ‘2 Pager’ document Quickly and easily see Reward or Outcome
    63. 63. IdeasToEnterpriseRewarding Team Members and Investors Effectively – Powerfully - Efficiently COMMUNICATE REWARD or OUTCOME Team – Investors - You
    64. 64. IdeasToEnterpriseRewarding Team Members and Investors
    65. 65. IdeasToEnterpriseRewarding Team Members and Investors
    66. 66. IdeasToEnterpriseRewarding Team Members and Investors
    67. 67. IdeasToEnterpriseRewarding Team Members and Investors
    68. 68. IdeasToEnterpriseRewarding Team Members and Investors
    69. 69. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document
    70. 70. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document • Approach team and investors with confidence
    71. 71. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document • Approach team and investors with confidence • Unlock wealth in your idea
    72. 72. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document • Approach team and investors with confidence • Unlock wealth in your idea Without
    73. 73. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document • Approach team and investors with confidence • Unlock wealth in your idea Without Risk never fully realizing the wealth in your idea
    74. 74. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework
    75. 75. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM
    76. 76. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM 2. REWARD / BUSINESS EXIT STRATEGY
    77. 77. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM 2. REWARD / BUSINESS EXIT STRATEGY 3. MONEY
    78. 78. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM 2. REWARD / BUSINESS EXIT STRATEGY 3. MONEY 4. AGREED VALUE
    79. 79. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM 2. REWARD / BUSINESS EXIT STRATEGY 3. MONEY 4. AGREED VALUE Attract team & money
    80. 80. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework 1. YOU & TEAM 2. REWARD / BUSINESS EXIT STRATEGY 3. MONEY 4. AGREED VALUE Attract team & money to launch, stabilize, expand
    81. 81. IdeasToEnterpriseRewarding Team Members and Investors1. YOU & TEAM
    82. 82. IdeasToEnterpriseRewarding Team Members and Investors Management capability1. YOU & TEAM
    83. 83. IdeasToEnterpriseRewarding Team Members and Investors Management capability • Consistent vision & clear direction for action1. YOU & TEAM
    84. 84. IdeasToEnterpriseRewarding Team Members and Investors Management capability • Consistent vision & clear direction for action • Involve an inspired team1. YOU & TEAM
    85. 85. IdeasToEnterpriseRewarding Team Members and Investors Financial Model is critical for establishing credibility1. YOU & TEAM
    86. 86. IdeasToEnterpriseRewarding Team Members and Investors Financial Model is critical for establishing credibility How am I going to inspire a finance specialist to join my team?1. YOU & TEAM
    87. 87. IdeasToEnterpriseRewarding Team Members and Investors Financial Model is critical for establishing credibility How am I going to inspire a finance specialist to join my team? • Business Models and Revenue Models - does your idea have legs? • Selling the Exit - Importance of investors and team members knowing how they get their reward (The 12 Planks to build the bridge over the 4 Foundations)1. YOU & TEAM
    88. 88. IdeasToEnterpriseRewarding Team Members and Investors Key Management Capabilities1. YOU & TEAM
    89. 89. IdeasToEnterpriseRewarding Team Members and Investors Key Management Capabilities you can build1. YOU & TEAM
    90. 90. IdeasToEnterpriseRewarding Team Members and Investors Key Management Capabilities you can build to attract people and investment1. YOU & TEAM
    91. 91. IdeasToEnterpriseRewarding Team Members and Investors Key Management Capabilities you can build to attract people and investment • What is your outcome? – Value • Systems – Asking for Money, Team and Mentors • Learning to Fail (The 12 Planks to build the bridge over the 4 Foundations)1. YOU & TEAM
    92. 92. IdeasToEnterpriseRewarding Team Members and Investors2. REWARD / BUSINESS EXIT STRATEGY
    93. 93. IdeasToEnterpriseRewarding Team Members and Investors Reward or Exit2. REWARD / BUSINESS EXIT STRATEGY
    94. 94. IdeasToEnterpriseRewarding Team Members and Investors Reward or Exit Team members2. REWARD / BUSINESS EXIT STRATEGY
    95. 95. IdeasToEnterpriseRewarding Team Members and Investors Reward or Exit Team members Investors2. REWARD / BUSINESS EXIT STRATEGY
    96. 96. IdeasToEnterpriseRewarding Team Members and Investors = 70% investor criteria2. REWARD / BUSINESS EXIT STRATEGY
    97. 97. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome?2. REWARD / BUSINESS EXIT STRATEGY
    98. 98. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Value2. REWARD / BUSINESS EXIT STRATEGY
    99. 99. IdeasToEnterpriseRewarding Team Members and Investors What is your outcome? Outcome focus Value • What is your outcome? – Value – Focus and Actions (The 12 Planks to build the bridge over the 4 Foundations)2. REWARD / BUSINESS EXIT STRATEGY
    100. 100. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan comes first2. REWARD / BUSINESS EXIT STRATEGY
    101. 101. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan comes first • Million Dollar Page - ‘Two Pager’, ‘One Pager’ Business Plan • Business Models and Revenue Models - does your idea have legs? (The 12 Planks to build the bridge over the 4 Foundations)2. REWARD / BUSINESS EXIT STRATEGY
    102. 102. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan comes first • Million Dollar Page - ‘Two Pager’, ‘One Pager’ Business Plan • Business Models and Revenue Models - does your idea have legs? (The 12 Planks to build the bridge over the 4 Foundations) • Align team, investors & planning decisions2. REWARD / BUSINESS EXIT STRATEGY
    103. 103. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan comes first • Million Dollar Page - ‘Two Pager’, ‘One Pager’ Business Plan • Business Models and Revenue Models - does your idea have legs? (The 12 Planks to build the bridge over the 4 Foundations) • Align team, investors & planning decisions • Deliver windfall2. REWARD / BUSINESS EXIT STRATEGY
    104. 104. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan comes first • Million Dollar Page - ‘Two Pager’, ‘One Pager’ Business Plan • Business Models and Revenue Models - does your idea have legs? (The 12 Planks to build the bridge over the 4 Foundations) • Align team, investors & planning decisions • Deliver windfall • Up to 50% extra2. REWARD / BUSINESS EXIT STRATEGY
    105. 105. IdeasToEnterpriseRewarding Team Members and Investors With Exit Plan2. REWARD / BUSINESS EXIT STRATEGY
    106. 106. IdeasToEnterpriseRewarding Team Members and Investors With Exit Plan involve right team members2. REWARD / BUSINESS EXIT STRATEGY
    107. 107. IdeasToEnterpriseRewarding Team Members and Investors With Exit Plan involve right team members when you don’t have the money to pay them2. REWARD / BUSINESS EXIT STRATEGY
    108. 108. IdeasToEnterpriseRewarding Team Members and Investors Without Exit Plan2. REWARD / BUSINESS EXIT STRATEGY
    109. 109. IdeasToEnterpriseRewarding Team Members and Investors Without Exit Plan • Not get the team members you want2. REWARD / BUSINESS EXIT STRATEGY
    110. 110. IdeasToEnterpriseRewarding Team Members and Investors Without Exit Plan • Not get the team members you want • Get the wrong team members2. REWARD / BUSINESS EXIT STRATEGY
    111. 111. IdeasToEnterpriseRewarding Team Members and Investors Without Exit Plan • Not get the team members you want • Get the wrong team members • Conflict with team members2. REWARD / BUSINESS EXIT STRATEGY
    112. 112. IdeasToEnterpriseRewarding Team Members and Investors Examples of involving right team with exit plan when you don’t have the money to pay them2. REWARD / BUSINESS EXIT STRATEGY
    113. 113. IdeasToEnterpriseRewarding Team Members and Investors Examples of involving right team with exit plan when you don’t have the money to pay them • Aquaculture project on Tamar river in Tasmania2. REWARD / BUSINESS EXIT STRATEGY
    114. 114. IdeasToEnterpriseRewarding Team Members and Investors Examples of involving right team with exit plan when you don’t have the money to pay them • Aquaculture project on Tamar river in Tasmania • Microsoft multi millionaires staff2. REWARD / BUSINESS EXIT STRATEGY
    115. 115. IdeasToEnterpriseRewarding Team Members and Investors Another example of why Exit Plan comes first2. REWARD / BUSINESS EXIT STRATEGY
    116. 116. IdeasToEnterpriseRewarding Team Members and Investors Another example of why Exit Plan comes first • Deliver windfall2. REWARD / BUSINESS EXIT STRATEGY
    117. 117. IdeasToEnterpriseRewarding Team Members and Investors Another example of why Exit Plan comes first • Deliver windfall • Up to 50% extra2. REWARD / BUSINESS EXIT STRATEGY
    118. 118. IdeasToEnterpriseRewarding Team Members and Investors Another example of why Exit Plan comes first • Deliver windfall • Up to 50% extra • Selling the Exit – Importance of investors and team members knowing how they get their reward (The 12 Planks to build the bridge over the 4 Foundations)2. REWARD / BUSINESS EXIT STRATEGY
    119. 119. IdeasToEnterpriseRewarding Team Members and Investors Proper documentation2. REWARD / BUSINESS EXIT STRATEGY
    120. 120. IdeasToEnterpriseRewarding Team Members and Investors Proper documentation • Protect your idea2. REWARD / BUSINESS EXIT STRATEGY
    121. 121. IdeasToEnterpriseRewarding Team Members and Investors Proper documentation • Protect your idea • Closely involving team members and investors2. REWARD / BUSINESS EXIT STRATEGY
    122. 122. IdeasToEnterpriseRewarding Team Members and Investors Without2. REWARD / BUSINESS EXIT STRATEGY
    123. 123. IdeasToEnterpriseRewarding Team Members and Investors Without • Lower return2. REWARD / BUSINESS EXIT STRATEGY
    124. 124. IdeasToEnterpriseRewarding Team Members and Investors Without • Lower return • Your idea stolen2. REWARD / BUSINESS EXIT STRATEGY
    125. 125. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan legal protection2. REWARD / BUSINESS EXIT STRATEGY
    126. 126. IdeasToEnterpriseRewarding Team Members and Investors Exit Plan legal protection • Legals - Keeping out of jail – basic understanding of the legal systems and how to ask a lawyer what you want • Protecting your IP and Investment - Agreements and Registrations (The 12 Planks to build the bridge over the 4 Foundations)2. REWARD / BUSINESS EXIT STRATEGY
    127. 127. IdeasToEnterpriseRewarding Team Members and Investors Protect and control2. REWARD / BUSINESS EXIT STRATEGY
    128. 128. IdeasToEnterpriseRewarding Team Members and Investors Protect and control • Shareholders Agreements2. REWARD / BUSINESS EXIT STRATEGY
    129. 129. IdeasToEnterpriseRewarding Team Members and Investors Protect and control • Shareholders Agreements • Intellectual Property Agreements2. REWARD / BUSINESS EXIT STRATEGY
    130. 130. IdeasToEnterpriseRewarding Team Members and Investors Protect and control • Shareholders Agreements • Intellectual Property Agreements • Service Agreements2. REWARD / BUSINESS EXIT STRATEGY
    131. 131. IdeasToEnterpriseRewarding Team Members and Investors Protect and control • Shareholders Agreements • Intellectual Property Agreements • Service Agreements • Capital Raising Documents2. REWARD / BUSINESS EXIT STRATEGY
    132. 132. IdeasToEnterpriseRewarding Team Members and Investors3. MONEY
    133. 133. IdeasToEnterpriseRewarding Team Members and Investors Defined Reward3. MONEY
    134. 134. IdeasToEnterpriseRewarding Team Members and Investors Defined Reward Money3. MONEY
    135. 135. IdeasToEnterpriseRewarding Team Members and Investors Defined Reward Money • Right money source3. MONEY
    136. 136. IdeasToEnterpriseRewarding Team Members and Investors Defined Reward Money • Right money source • Right investor type3. MONEY
    137. 137. IdeasToEnterpriseRewarding Team Members and Investors Defined Reward Money • Right money source • Right investor type • Right timing3. MONEY
    138. 138. IdeasToEnterpriseRewarding Team Members and Investors Debunk the No. 1 Myth about finding funds3. MONEY
    139. 139. IdeasToEnterpriseRewarding Team Members and Investors Debunk the No. 1 Myth about finding funds Many sources of money available3. MONEY
    140. 140. IdeasToEnterpriseRewarding Team Members and Investors Why is MONEY one of the 4 Foundations?3. MONEY
    141. 141. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand3. MONEY
    142. 142. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people3. MONEY
    143. 143. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people • Better equipment and technology3. MONEY
    144. 144. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people • Better equipment and technology • Education & Training3. MONEY
    145. 145. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people • Better equipment and technology • Education & Training • Penetrate markets3. MONEY
    146. 146. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people • Better equipment and technology • Education & Training • Penetrate markets • Better customer service3. MONEY
    147. 147. IdeasToEnterpriseRewarding Team Members and Investors • Stabilize and expand • Attract people • Better equipment and technology • Education & Training • Penetrate markets • Better customer service • Greater Scale3. MONEY
    148. 148. IdeasToEnterpriseRewarding Team Members and Investors Accessing money with confidence3. MONEY
    149. 149. IdeasToEnterpriseRewarding Team Members and Investors Accessing money with confidence • Business Models and Revenue Models - does your idea have legs? • Selling the Exit - Importance of investors and team members knowing how they get their reward (The 12 Planks to build the bridge over the 4 Foundations)3. MONEY
    150. 150. IdeasToEnterpriseRewarding Team Members and Investors • Right money3. MONEY
    151. 151. IdeasToEnterpriseRewarding Team Members and Investors • Right money • Right timing3. MONEY
    152. 152. IdeasToEnterpriseRewarding Team Members and Investors • Right money • Right timing • Right investor3. MONEY
    153. 153. IdeasToEnterpriseRewarding Team Members and Investors • Right money • Right timing • Right investor What investors look for before funding an idea3. MONEY
    154. 154. IdeasToEnterpriseRewarding Team Members and Investors Avoid3. MONEY
    155. 155. IdeasToEnterpriseRewarding Team Members and Investors Avoid • Your venture is not fundable3. MONEY
    156. 156. IdeasToEnterpriseRewarding Team Members and Investors Avoid • Your venture is not fundable • Wrong investor seeking control3. MONEY
    157. 157. IdeasToEnterpriseRewarding Team Members and Investors3. MONEY
    158. 158. IdeasToEnterpriseRewarding Team Members and Investors Building in and incorporating your financial model3. MONEY
    159. 159. IdeasToEnterpriseRewarding Team Members and Investors Building in and incorporating your financial model • Business Models and Revenue Models - does your idea have legs? • Selling the Exit - Importance of investors and team members knowing how they get their reward (The 12 Planks to build the bridge over the 4 Foundations)3. MONEY
    160. 160. IdeasToEnterpriseRewarding Team Members and Investors Your financial model must be incorporated in all your written documents3. MONEY
    161. 161. IdeasToEnterpriseRewarding Team Members and Investors Your financial model must be incorporated in all your written documents • Continuous testing of your clarity3. MONEY
    162. 162. IdeasToEnterpriseRewarding Team Members and Investors Your financial model must be incorporated in all your written documents • Continuous testing of your clarity • Establishing trust3. MONEY
    163. 163. IdeasToEnterpriseRewarding Team Members and Investors Your financial model must be incorporated in all your written documents • Continuous testing of your clarity • Establishing trust • Investors’ ‘No’ person must be satisfied with your financial model3. MONEY
    164. 164. IdeasToEnterpriseRewarding Team Members and Investors4. AGREED VALUE
    165. 165. IdeasToEnterpriseRewarding Team Members and Investors Many people are4. AGREED VALUE
    166. 166. IdeasToEnterpriseRewarding Team Members and Investors Many people are over optimistic4. AGREED VALUE
    167. 167. IdeasToEnterpriseRewarding Team Members and Investors Many people are over optimistic – without substantiating4. AGREED VALUE
    168. 168. IdeasToEnterpriseRewarding Team Members and Investors Many people are over optimistic – without substantiating or under value their idea4. AGREED VALUE
    169. 169. IdeasToEnterpriseRewarding Team Members and Investors Agreed value …4. AGREED VALUE
    170. 170. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what?4. AGREED VALUE
    171. 171. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what? • Products & services4. AGREED VALUE
    172. 172. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what? • Products & services • Intellectual property4. AGREED VALUE
    173. 173. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what? • Products & services • Intellectual property • Intellectual capital4. AGREED VALUE
    174. 174. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what? • Products & services • Intellectual property • Intellectual capital • Company shares4. AGREED VALUE
    175. 175. IdeasToEnterpriseRewarding Team Members and Investors Agreed value … of what? • Products & services • Intellectual property • Intellectual capital • Company shares • Profits & bonuses4. AGREED VALUE
    176. 176. IdeasToEnterpriseRewarding Team Members and Investors • Attract team4. AGREED VALUE
    177. 177. IdeasToEnterpriseRewarding Team Members and Investors • Attract team • Negotiate with investors & team4. AGREED VALUE
    178. 178. IdeasToEnterpriseRewarding Team Members and Investors • Attract team • Negotiate with investors & team • Value of your sweat equity4. AGREED VALUE
    179. 179. IdeasToEnterpriseRewarding Team Members and Investors • Attract team • Negotiate with investors & team • Value of your sweat equity • Keep control4. AGREED VALUE
    180. 180. IdeasToEnterpriseRewarding Team Members and Investors • Attract team • Negotiate with investors & team • Value of your sweat equity • Keep control • Investor Value – Selling an idea – monetizing your ‘Blue Strategy’ vision, Valuation methodologies essential in targeting buyers • Selling the Exit - Importance of investors and team members knowing how they get their reward (The 12 Planks to build the bridge over the 4 Foundations)4. AGREED VALUE
    181. 181. IdeasToEnterpriseRewarding Team Members and Investors Q&A Money and Agreed Value
    182. 182. IdeasToEnterpriseRewarding Team Members and Investors Reward or Exit Team members 4 Foundations Enterprise Framework Investors
    183. 183. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document Attract Team Investors Clearly expressed reward and outcome
    184. 184. IdeasToEnterpriseRewarding Team Members and Investors ‘2 Pager’ document 4 Foundations Enterprise FrameworkThe 12 Planks to build the bridge over the 4 Foundations
    185. 185. IdeasToEnterpriseRewarding Team Members and Investors 4 Foundations Enterprise Framework: • You & Team • Reward / Business Exit Strategy • Money • Agreed Value
    186. 186. IdeasToEnterpriseRewarding Team Members and InvestorsThe 12 Planks to build your bridge over the 4 Foundations•What is your outcome? - Focus and Actions•Million Dollar Page - ‘Two Pager’, ‘One Pager’ Business Plan(i)Team - your team, the most important factor for investors; Systems and staff-incentive plans essential in replacing yourself•Business Models and Revenue Models - does your idea have legs?•Investor Value - Selling an idea - monetizing your ‘Blue Strategy’ vision, Valuation methodologies essential in targeting buyers•Selling the Exit - Importance of investors and team members knowing how they get their reward•Legals - Keeping out of jail - basic understanding of the legal systems and how to ask a lawyer for what you want•Protecting your IP and Investment - Agreements and Registrations•Systems - Running the Show Systems Policies and Procedures•Asking for Money - Selling, Speaking and Presenting - techniques to pitch•Create Learn Fail - Making mistakes failing is essential•Review Review - improve your business model and selling information•Due-diligence and Start Up checklist as part of de-risking your business
    187. 187. IdeasToEnterpriseRewarding Team Members and Investors Finish

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