Pitch Deck Summary - Garry Lloyd Harvard Business School Alumni New Venture Competition

Email: Garry.Lloyd@gmail.com WeChat: GarryLloyd Skype: garry.lloydhbs Web: https://garrylloyd6.wixsite.com/redlotus 1
Your pitch should be a logical conversation. You should be able to email it and the pitch speak for itself. It should
leave investors wanting more and calling you for an appointment.
Few start-ups raise Series A capital. That’s fine. The only resources you need to succeed are; Dreams, Plans,
Passion, Love Sincerity, Honesty, Creativity, Decisiveness, and Determination with these resources, success will
come.
You don’t want any investor you need the right investor who brings to you more than money. This takes a time, a
lot of time, so focus on organic success first. It will give you the time you need, and attract the right investors.
Success is not an overnight journey.
Let’s get started.
Garry Lloyd
Chief Strategy Officer - Commercialisation Specialist
Asia Judge - Harvard Business School Alumni “New Venture Competition”

1. A Startup is “Scalable” and has the intent to become a large disruptive
company. Think 100% increase in revenue year on year.
2. A Small Business is “independently owned and operated, organised for profit,
and not dominant in its field. Think 10% increase in revenue year on year.
This Pitch Deck is targeted for Startups with the view of raising capital. A small
business, any business should go through a Pitch Deck every 3 months and I
believe in doing so, will never lose sight of the market and the ability to make
extraordinary profits.
First question, are you really a Startup?

1. Do you solve a real problem?
2. Does it solve it in a big market?
3. Is it something that has a competitive advantage
4. Is there large real profit
The big 4 fail points

Typical contents of a Pitch Deck
1. Vision
2. Problem you are solving
3. Market
4. Your solution
5. Product positioning
6. Traction to date
7. Revenue Model
8. Go to Market Strategy
9. Team
10. Financials
11. Your Ask
12. Contact information

This is a short, concise statement of the organisation’s future and answers the
question of what the organisation will look like in five or more years.
Try: making it relatable… as in “We are X for Y”
(“We are AirBNB for Event Spaces”, “The Uber for Tourism”)
I use the following formula as a guide;
Step 1 – The output
Step 2 – The twist
Step 3 – The quantification
Step 4 – The human connection
“Producing and selling locally sourced cakes and pies that are so delicious and
satisfying, that every customer who leaves our store does so with a smile.”
Vision - your elevator pitch

Problem you are solving
Define the real problem/need you’re solving. A day in a life story is a great way
to demonstrate the problem.
Primary research: YOU MUST BE ABLE TO VERIFY THE PROBLEM. We
need primary research confirming customer pain and their want to invest in a
solution. Your team need to have been face to face with the market to truly
know they are solving a real problem that people will pay for.
Why is there an opportunity? How is the market
currently solving this problem. What are the current
solutions getting right and wrong?
Current Solutions

Market Size
Active Market - Describe your current target market you currently have a
relationship with. Including partners if relevant.
If multiple segments, you may include a slide for each of the segments you would
approach over the next X years (X = the targeted investor exit). If too many, you
may wish to add a slide at the end as an Appendix and just have have one
summary slide here.
Global opportunity - This could be the market you require funding to reach.
Define the overall global market size, macro trends & insights. This would need to
be huge to demonstrate the multiples of ROI investors are expecting .

Your Product
1. Tell a story of your customer and how customers use / value your
product or service.
2. Use images where you can and add text to ensure the slide can speak
for itself. A 30 second video or animation will serve you well.
3. Address the problems you mentioned in the prior “Problem” slide.

Competition, USP and Competitive Advantage
1. Where do you exist in the larger overall Market Space?
2. How is your place in the market unique to you, and the right one for your
company growth and customers?
3. Who are the competitors, why have they succeeded, and how do you truly
differentiate from them?
USP
4. What is your USP
Competitive Advantage
5. What is your Competitive Advantage. No need to show how you achieve
your competitive advantage at this stage. Remember, you pitch could end
up on anyone's desk. This can be articulated when the appropriate
documents are authorised and people are ready to invest.

Traction
1. Show your timeline and milestones using revenue/profit/number of clients
and partners as key measures over time
2. Map to this timeline;
a. Press, partnerships, other accolades
b. Customer success stories and/or testimonials
3. Monitoring your customers;
a. Post purchase surveys
b. Constant survey of potential customer pains
4. Marketing success
a. Map to the timeline your marketing conversion rates
Your most important slide. This is the slide that validates your business
You need to demonstrate your company will make it organically and are not
dependent on investment. Investment will only help you achieve hyper revenue
growth.

Revenue model
1. An aspect of the business model - the method or process by which you
intend to extract (not attract) money from the 'market' for your value you
are providing. Examples of revenue models;
a. Charging for subscriptions
b. Ad-supported
c. Freemium to Premium
d. Pay-per (view, use ....)
e. Single price (simple selling a product for a fixed price)
Key ratios often considered are:
1. Customer Acquisition Costs (CAC)
2. Customer Lifetime Value (CLTV)
3. IRR
Don’t guess! Ask. Ask the potential investor, the ratios that are important to
them.

Market approach & strategy
1. Outline your marketing strategy
2. Results, marketing conversion rates
3. What are your growth targets; Customers, revenue, profit?
4. How will you achieve your target growth rates?
5. How are you doing it differently than others in the space?
6. Again, a day in the life of a customer is worthwhile outlining;
a. Target market
b. Marketing activities that attracted customers
c. Customer survey results demonstrating the product and business
model is a success.

Team
1. Outline the key areas of your business
2. Map to these each key member
3. Highlight key team members, successes to date, domain expertise and
role in this venture
4. Include your advisors, other key stakeholders and how they add value to
your business

Financials
1. Include 2 years historic and current financials
2. Mention key & critical assumptions in your model of expenses, customer
conversion, market penetration %
Highlight each of these Yearly for at least 3 years:
3. Total Customers
4. Total Revenue
5. Total Expense
6. EBITDA
What is your;
7. Customer Acquisition Costs (CAC),
8. Customer Lifetime Value (CLTV),
9. IRR
10. Other ratios your investor deemed important to them

Investment and Exit
1. State how much capital you are raising, terms: Equity, Debt, Convertible
Notes etc.
2. Besides money, what are you looking for?
3. How will your investors exit?
4. What is the timing of your Capital raise?
5. Who are your existing & notable investors, if any?
6. What are your key Use of Proceeds (as % of total raise) e.g.
a. Owner salaries
b. Sales & Marketing
c. New hires
d. Technology / Product or Service development
e. Capital expenses / equipment
See the example in the next slide.

Ask
&
Offer
Total raising AUD $1,000,000
Pre-money
valuation
AUD $4,000,000
Ordinary shares
4,000 shares @
$25
Equity offered 20%
Use of
Funds
#1 40%
#2 30%
#3 30%
Exit Strategy
●Lorem ipsum dolor sit amet,
Exit Examples
Investment and Exit
Venture capitalists in Singapore expect an ROI of at least 25%-30% for
each year of investment. Show how you intend to achieve this.

Contact
1. Appoint one person for this investor, to be your key contact to discuss this
opportunity further.
2. Nurture program. You do not include it in your Pitch Deck. But, think about
it before you send your Pitch Desk out. You have a nurture / marketing
program to sell your product, so have one to sell your company. It takes
time and many activities to convert a name into a client. Pre plan your
nurture program and activate it after your presentation.
3. Contact details

Can you have this conversation?
1. Our vision is to be…
2. The problem we are solving is..
3. The market size that has this problem is ….(huge)
4. Our solution solves these problems by
5. Compared to the competing solutions our product is different because
6. We must be getting it right as our traction is
7. Our revenue model is ….
8. Our Marketing conversion ratio is…..
9. The team are amazing.
10. We are already successful.
11. We want investment to achieve hyper revenue growth and we plan to reward the investor with ROI. This
ROI will happen because our Marketing conversion rate applied against this huge market x by our
revenue model equals a HUGE success and we have the team to make this happen.
12. This is the best person in our team to speak to to discuss this opportunity further.
Be ready to have this conversation any time, any where..

Did you know?
1. Average time an investor spends looking at a pitch deck? 3 minutes 44
seconds
2. Visuals are processed 60,000 times faster in the brain than text - when we
get the content right, invest the money in visuals.
3. Focus on Traction, Revenue model and Marketing - Harvard reveals the
most amount of time is spent on these slides (23.2 seconds).
4. If you plan to distribute anything related to your pitch deck, send a PDF
5. Aim for alignment when looking for an investor. A Harvard study
demonstrated there is no correlation between the number of investors
contacted and the money raised. A quality pitch in the hands of the right
investor had the greatest success.

I am a Commercialisation Specialist mainly working with Start-ups, Turnarounds, Business
re-starts, New markets - because you need more than a great idea and great enthusiasm.
My focus is strategy, operations and marketing (Social Media). My competitive advantage is
not only my experience, structured and rigorous framework. It's that I can simplify the
complex and translate into day to day tasks a team can enjoy working on.
If your business needs to achieve hyper growth, reach out.
❖ Phone: AUST: +61 405 999 888 Malaysia: +60 12704 8033
❖ Email: garry.lloyd@gmail.com
❖ IM: Skype - garry.lloydhbs WeChat - GarryLloyd
❖ LinkedIn: https://au.linkedin.com/in/garryjlloyd
❖ Blog: http://startup-specialist.blogspot.com.au/
❖ Google+: google.com/+GarryLloydStrategy999888
❖ Twitter: https://twitter.com/GarryJLloyd
Garry Lloyd
Chief Strategy Officer - Commercialisation Specialist
Asia Judge - Harvard Business School Alumni “New Venture Competition”

Pitch Deck Summary - Garry Lloyd Harvard Business School Alumni New Venture Competition

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Pitch Deck Summary - Garry Lloyd Harvard Business School Alumni New Venture Competition

Similar to Pitch Deck Summary - Garry Lloyd Harvard Business School Alumni New Venture Competition (20)

Recently uploaded

Recently uploaded (20)

Pitch Deck Summary - Garry Lloyd Harvard Business School Alumni New Venture Competition