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Module 1.pptx
- 1. Evidence based Entrepreneurship Module 1 GDC- Gopalakrishna-Deshpande Centre for Innovation and Entrepreneurship
- 2. Things to add in the video 24 min add girl talking slide 25:13 Slide is looking empty
- 3. Building an Entrepreneur’s Mindset Showcasing various stages for converting ideas or solutions into business
- 5. Learning through discussion on Projects and Presentations
- 6. Learning through discussion on Projects and Presentations Encouraging students to become Entrepreneurs
- 7. What is covered? Introduction of pre-incubators and Incubators Experts Consultants and Mentors 12Exciting Modules
- 8. “Being an Entrepreneur is not going to be easy. Fear of failure should not stop you from starting up.”
- 10. 1.Who? Entrepreneurs are people who spot opportunities where others see confusion.
- 11. 2. How? Entrepreneurs break new grounds to solve problems and bring economic prosperity to the country.
- 12. 3. What? Entrepreneurs are leaders and have good grasp on all aspects of business from planning. execution, finance and product ideas.
- 13. Golden Rule 1 “Start Small but start somewhere”
- 14. olatrip.com offered holiday packages and weekend trips
- 15. Learnings Customer discovery is the key feature one should follow for any startup
- 16. Evidence based Entrepreneurship Module 1 GDC- Gopalakrishna-Deshpande Centre for Innovation and Entrepreneurship
- 17. GDC Team
- 19. R. Raghuttama Rao Chief Executive Officer, GopalaKrishnan Deshpande Centre for Innovation And Entrepreneurship (GDC)
- 20. R. Raghuttama Rao Chief Executive Officer, GopalaKrishnan Deshpande Centre for Innovation And Entrepreneurship (GDC) Chief Mentor of ICRA, a credit rating and analytical firm in South Asia and a subsidiary of Moody’s.
- 21. R. Raghuttama Rao Raghu’s last executive role was as MD S CEO of IMACS, a management consulting business which founded as a subsidiary of ICRA, with an operating footprint in over 20 countries.
- 22. R. Raghuttama Rao Raghu has post graduate diploma in Management from IIM Ahmedabad and has done his Bachelor of Technology in Mechanical Engineering from IIT Madras.
- 23. 6nand fi. V.
- 24. 6nand fi. V. Chief Learning Officer, Gopalakrishnan Deshpande Centre for Innovation And Entrepreneurship (GDC) Anand has deep understanding of innovation and entrepreneurship, the startup ecosystem in India, and training & coaching methods.
- 25. 6nand fi. V. He was a Senior Business Leader in pay television, cable, broadband and e-commerce industries. He was a member of a founding team and has served as the Chief Service Officer of Tata Sky Ltd.
- 26. 6nand fi. V. He also coaches and mentors Change Makers, Social Entrepreneurs and Fellows of Leadership Programme for aspiring young Women Leaders. Anand is a Cost and Management 6ccountant by education (CMA), a Professional Certified Coach, Interest Inventory professional and an NLP practitioner.
- 27. Session 1 Introduction to GDC and Evidence based Entrepreneurship
- 30. Dr. Gururaj Deshpande Mrs. Jaishree Deshpande Mr. firis Gopalafirishnan
- 31. Launched January 2012 Commenced operations on 6ugust 2017
- 33. President Obama honors early career scientists and engineers from National Science Foundation (NSF)
- 35. 7 Weeks Program
- 37. Faculty
- 38. Faculty Scholars
- 42. Lab to Marfigt to create impact at scale Rgsgarch
- 43. GDC’s vision is for India To be able to solve her society’s problems by applying the full capabilities of the scigntific and tgchnological finowlgdgg of Indian academic institutions through world class innovation and gntrgprgngurship
- 44. Improve the odds of succgss of startups emanating from research labs.
- 45. Improve the odds of succgss of startups emanating from research labs. Build gntrgprgngurial thinfiing in campuses by working with STEM colleges and incubators across India.
- 47. 60% go ahgad with their startups 35-40% people hgsitatg to go ahead 10-1 5 %stop their journey
- 48. “Startups fail not because of bad idgas. Startups fail because they fail to get customgrs”
- 51. “Startups is for people with a stout hgart and willing to givg it all.”
- 52. “Idgas are simple. Building a busingss is difficult”
- 53. “Idgas are simple. Building a busingss is difficult” Startups should be able to dglivgr thg product along with mafiing mongy.
- 55. Session 2 The Startup Story
- 57. 1.Thg Drgam
- 64. Idga
- 65. Resources Idga
- 69. Vision of starting small and becoming big
- 73. Disrupting the EcosQstgm Bringing new worfifiow for the customer
- 77. 3. Tgam Building
- 78. Marketing Tgam
- 89. Where do foundgrs spend most of their time? Getting new ideas about their product. Making it more complex, world class and full of features.
- 90. 5. Thg Launch
- 91. >90%of start-ups get run over by marfigt
- 92. “Nobody wants to Changg.”
- 93. “Nobody wants to Changg.” “Marfigt always wins”
- 94. Top 20 reasons startups fail (based on an analysis of 101 startup Post-Mortems)
- 95. 50%startups did not survive 6 months 90% startups did not survive a year Entrepreneurial study conducted by the IBM institute for Business Value based on a survey done in collaboration with Oxford Economics,2017
- 96. Top 20 reasons startups fail (based on an analysis of 101 startup Post-Mortems)
- 97. Why Startups Fail? 1.No Market Nggd 2. Ran out of cash 3. Not the right tgam 4. Got outcompgtgd
- 99. Why startups fail? Tackling problems that are interesting to solve rather than those that serve a marfigt nggd.
- 100. Common mistakes Made by Startups
- 101. 1.Ovgrgstimating the number of potential customgrs.
- 102. 2. Misjudggmgnt in ascertaining the urggncQ of need.
- 103. “Customgrs do not care. They care about the solution to their problem.”
- 104. 3. Building a solution without talking to the potgntial customgrs. Talking to the wrong people.
- 105. 4. Forggtting about figQ aspgcts other than product development. Workflow, Channels, Revenue model, Key partners, etc.
- 107. Role of Lgan Startup
- 108. The Lgan Startup Evidence based Entrepreneurship
- 109. Busingss Modgl Ggngration Alexander Osterwalder + Customgr Dgvglopmgnt Steve Blank + 6gilg Enginggring Eric Ries The Lgan Startup
- 111. 1.Busingss Modgl Ggngration Alexander Osterwalder
- 112. 2. Customgr Dgvglopmgnt Steve Blank
- 113. 3. 6gilg Enginggring Eric Ries
- 115. Essence of the Lgan Startup Methodology
- 116. 1.TgchnologQ is not the reason why startups fail.
- 117. 2. A startup is not a small version of a largg companQ.
- 119. 3. Customgrs do not want tgchnologQ. They are looking to satisfy their needs.
- 120. 4. A startup is a tgmporarQ organisation.
- 121. 5. It is necessary to stgp out to seek gvidgncg.
- 122. 6. Lgan startup does not guarantee succgss. It reduces the odds of failure.
- 125. (Comparison slide- Example) Scalablg Startup Largg CompanQ
- 126. (Comparison slide- Example) Scalablg Startup Search for unknown customers Largg CompanQ Goal is to execute processes
- 127. (Comparison slide- Example) Scalablg Startup Largg CompanQ Goal is to execute processes Search for unknown customers There is a playbook Learn unknown needs
- 128. (Comparison slide- Example) Scalablg Startup Search for unknown customers Learn unknown needs Working with guesses Finding our way around Largg CompanQ Goal is to execute processes There is a playbook Needs mostly followers
- 129. (Comparison slide- Example) Scalablg Startup Search for unknown customers Learn unknown needs Working with guesses Largg CompanQ Goal is to execute processes There is a playbook Needs mostly followers Known environment
- 130. “Busingss modgl is more useful for startup than a Busingss plan”
- 131. A startup is a temporary organisation searching for a scalablg and repeatable busingss modgl.
- 132. Who needs it and why? 3 Qugstions For any innovation/Startup
- 133. Who needs it and why? Can you deliver that value? 3 Qugstions For any innovation/Startup
- 134. Who needs it and why? Can you deliver that value? Can you make enough money? 3 Qugstions For any innovation/Startup
- 136. Validating the problem at Customgr Problgm definition stage.
- 138. Session 3 GDC Incubatg Program Dinoj Joseph
- 139. Dinoj Josgph Co-Founder and Director, MgdGQor
- 140. Dinoj Josgph Co-Founder and Director, MgdGQor M.Dgs. (2018), IDC, IITB
- 141. Dinoj Josgph Co-Founder and Director, MgdGQor M.Dgs. (2018), IDC, IITB Joined BETIC, IITB
- 143. GDC Incubate Program Nggd Idgntification
- 144. IDC M.Dgs. Project Portablg operation room for conducting surgeries in rgmotg areas
- 145. What was lacfiing? 1.Customgr Idgntification was not done in a structurgd way. 2. Lot of information was gathered but there were no insights. 3. The project was more driven by the authors idga rather than discovering customers.
- 146. The Tgam
- 147. Prosurgg 6 Stgrilg Enclosurg for conducting surgeries
- 148. Thg 6ssumptions 1.Rural surggons are the primarQ customers. 2. Surgical site infgctions cause mortality in gmgrggncQ situations (disaster, defence and trauma). 3. There is a need of a quicfi dgploQablg solution in such cases.
- 149. Mggting Customgrs Paratroopers Urban Hospitals Rural Surgeons MSF and Red Cross National Health Authority Burn Care Hospitals
- 150. Thg Findings 1. In rural settings availability of surggons and funds is an important issue. 2. The government has banngd surggrigs in mgdical camps. 3. Operation theaters of disastgr managgmgnt tgams & paratroopgrs lack stgrilg spacg. 4. Cross infgctions are common during trauma care. 5. Most hospitals don’t have isolation units for burn injurigs.
- 152. Some burn injurQ patients need 40 days of treatment Thg Findings
- 153. Some burn injurQ patients need 40 days of treatment A solution specifically designed for burn injury patients can considerably reduce the bgd and hospital costs Thg Findings
- 154. More than 700,000 people need the treatment Some burn injurQ patients need 40 days of treatment A solution specifically designed for burn injury patients can considerably reduce the bgd and hospital costs Thg Findings
- 155. More than 700,000 people need the treatment Some burn injurQ patients need 40 days of treatment A solution specifically designed for burn injury patients can considerably reduce the bgd and hospital costs 1,400 facilities available Thg Findings
- 156. Indian dgfgncg lacks the OTs to conduct surgeries in a safg and stgrilg way. Thg Findings
- 157. Indian dgfgncg lacks the OTs to conduct surgeries in a safg and stgrilg way. Thg Findings Low volumg requirement. Not viablg for a startup
- 158. “You sometimes have to keep your drgam projgct on the bacfi burngr for a project which can generate rgvgnug.”
- 160. “It is impossiblg to sgll a product just on the basis of agsthgtics or tgchnologQ.”
- 161. The Sgcond Version Affordable isolation room for burns treatment
- 162. High Expgnsgs
- 163. High Expgnsgs 90% of the burn injuries happen in very gconomicallQ poor argas
- 164. High Expgnsgs 90% of the burn injuries happen in very gconomicallQ poor argas 70%of the burns happen to womgn and childrgn
- 165. High Expgnsgs Socio-Economic 90% of the burn injuries happen in very gconomicallQ poor argas 70%of the burns happen to womgn and childrgn
- 166. High Expgnsgs Socio-Economic 90% of the burn injuries happen in very gconomicallQ poor argas 70%of the burns happen to womgn and childrgn Every hour 16pgoplg are dying due to burn injury.
- 167. Pictures showing condition of current hospitals for burns treatment
- 168. Gold standard for burns treatment is to treat patients in isolation rooms.
- 169. Nggd Identification Sterile and accessible Faster recovery & less financial burden Compact and low operating cost
- 170. No 6ssumptions
- 171. No 6ssumptions Always ask the customer, “6rg Qou willing to buQ thg product?”
- 172. No 6ssumptions Always ask the customer, “6rg Qou willing to buQ thg product?” And if yes, “For how much?”
- 173. Who are the stafigholdgrs? Doctor Hospital Patignts
- 174. A quicfilQ dgploQablg unit which can convert any hospital bgd to an isolation room.
- 175. A quicfilQ dgploQablg unit which can convert any hospital bgd to an isolation room.
- 176. Valug Proposition Doctor • Improved doctor reputation • Treat higher percentage burns (>30%) Hospital managgmgnt • Twice number of patients can be space • 80% reduction in operation cost • Treatment can be made available at secondary centres Patignts • Reduced mortality and morbidity • 5-10 days less treated in the same hospital stay • Gets treatment near to their home • Ensures patient privacy
- 177. Interviewed more than 140 Customgrs in 10statgs 90 Doctors 18 Patignts 9 organisations and others
- 179. Marfigt Positioning Infgction Control Permanent isolation room Temporary isolation room Burn Ward Bed Cradle Proposed solution 6ffordabilitQ
- 180. Busingss Model B2G Govt. burn centres Distribution channels (Hospital furniture distributors, 20-30% margin) MgdGQor Pvt Ltd. Purchasing power of user 1-1.5 lakh If product priced at 1.3 Lakh it can generate a net income of 180-200 Cr with investment of 60 Cr through product sales alone B2B Private Hospitals Revenue and Feedback
- 181. ~Unit Sglling pricg INR 1,30,000 (Cost 30,000) 1st 2nd 3rd 4th 5th year - 100 units year - 1,000 units year - 4,000 units year - 6,000 units year - 8,000 units Rgvgnug Model • Product sales & upscaling • Consumable sales • Subscription model • Sales of spare parts • AMC
- 182. Road Map Functional Prototyping Product Validation & Clinical trials National product launch & marketing collateral Post Stanford SEED 4 months 6 months 6 months 1year 1year Sales & launching product variants 2021 2022 2022 2023 2024 2025 1year 1year 2026 launch at SAARC nations Fundraising for scale up More products to market Marketing team expansion Fundraising for product development
- 183. The Tgam Dr. Rose Sweety MBBS, DCH (Co-founder) (2+Years) 6rnold B.Tech Product Engineering Ggg Varghgsg B-Tech, M-Tech, MBA Business development Dinoj Josgph B.Tech, M Des (IIT B) Director (Co-founder) (5+years , UAE & India) Hariom Saini B.Tech, M.Tech (IIT B) Electrical engineering (4+Years, USA & India)