Angel Investor Mock Presentation INTRODUCTION Priceline is a team of experts with more than 500 workers; passionate and self driven individuals whose desire is to make travel for its customers easier. Priceline.com History The Priceline Group, founded in 1997 by Jay S. Walker, is the world’s leading provider of online travel and related services provided to consumers, and local partners in 224 countries and territories through six primary brands.  Collectively, The Priceline Group operates in 224 countries and territories in Europe, North America, South America, the Asia-Pacific region, the Middle East and Africa; providing services in over 42 languages (Priceline Group, n.d.). BODY I. Position Statement To be the leading online travel business for value conscious, leisure travelers in North America and to help people experience the world. II. Problem Statement The airlines’ rules do not permit fantasy bidding (a second offer) since that would allow unacceptable probing of prices. This has led to a decline in customers’ satisfaction that is threatening the core of the airline industry. Priceline can partner with sellers to unload surplus and help improve customers’ satisfaction. III. Elevator Speech We see an opportunity for Priceline.com to enhance their sales, customer base, and overall customer satisfaction in the airline ticketing segment of the business. We see opportunity in this area as the airlines rules do not permit fantasy bidding (a second offer) since that would allow unacceptable probing of prices. Creating a strategic alliance with airlines will allow Priceline.com the opportunity to enhance customer satisfaction by allowing the customer to bid on surplus airline tickets. This will allow Priceline.com to provide their customers the name your own price option, just like their hotel, car rental, cruises and other package deal offerings. With the creation of this new model, the overall enhanced customer experience will lead to greater sales and profits for Priceline.com and the partnering airline companies. IV. Description of product and business Increased operational scales imply a better position for the company to negotiate better terms. Over the last 15 years, the company has ranked as the best internet travel agency across the globe (Monica, 2016). The main focus of the company is to have an established network in the Asian and African countries. Asia is gaining prominence in global aviation and is expected to become the world's leading travel market. Total air traffic for the region is forecast to grow at an average of 6.2 percent, and by 2035, passenger traffic throughout Asia will constitute 48.7 percent of global passenger traffic.  Driven by the region's strong economic development, highly effective industry structure, and increasing accessibility of air transport services, more than 100 million new passengers are projected to enter the market annually. Air traffic to, from, and within Africa is expected to grow .

1. Angel Investor Mock Presentation
INTRODUCTION
Priceline is a team of experts with more than 500 workers;
passionate and self driven individuals whose desire is to make
travel for its customers easier.
Priceline.com History
The Priceline Group, founded in 1997 by Jay S. Walker, is the
world’s leading provider of online travel and related services
provided to consumers, and local partners in 224 countries and
territories through six primary brands. Collectively, The
Priceline Group operates in 224 countries and territories
in Europe, North America, South America, the Asia-Pacific
region, the Middle East and Africa; providing services in over
42 languages (Priceline Group, n.d.).
BODY
I. Position Statement
To be the leading online travel business for value conscious,
leisure travelers in North America and to help people
experience the world.
II. Problem Statement
The airlines’ rules do not permit fantasy bidding (a second
offer) since that would allow unacceptable probing of prices.
This has led to a decline in customers’ satisfaction that is
threatening the core of the airline industry. Priceline can partner
with sellers to unload surplus and help improve customers’
satisfaction.
III. Elevator Speech
We see an opportunity for Priceline.com to enhance their sales,
customer base, and overall customer satisfaction in the airline
ticketing segment of the business. We see opportunity in this
area as the airlines rules do not permit fantasy bidding (a
second offer) since that would allow unacceptable probing of
prices. Creating a strategic alliance with airlines will allow

2. Priceline.com the opportunity to enhance customer satisfaction
by allowing the customer to bid on surplus airline tickets. This
will allow Priceline.com to provide their customers the name
your own price option, just like their hotel, car rental, cruises
and other package deal offerings. With the creation of this new
model, the overall enhanced customer experience will lead to
greater sales and profits for Priceline.com and the partnering
airline companies.
IV. Description of product and business
Increased operational scales imply a better position for the
company to negotiate better terms. Over the last 15 years, the
company has ranked as the best internet travel agency across the
globe (Monica, 2016). The main focus of the company is to
have an established network in the Asian and African countries.
Asia is gaining prominence in global aviation and is expected to
become the world's leading travel market. Total air traffic for
the region is forecast to grow at an average of 6.2 percent, and
by 2035, passenger traffic throughout Asia will constitute 48.7
percent of global passenger traffic. Driven by the region's
strong economic development, highly effective industry
structure, and increasing accessibility of air transport services,
more than 100 million new passengers are projected to enter the
market annually. Air traffic to, from, and within Africa is
expected to grow by about 6.1 percent annually over the next 20
years as airplane technology continues to increase fuel
efficiency, opening new international routes that were
previously unattainable. (Boeing, 2016).
The Priceline Group, founded in 1997 by Jay S. Walker, is the
world’s leading provider of online travel and related services
provided to consumers, and local partners in 224 countries and
territories through six primary brands. Collectively, The
Priceline Group operates in 224 countries and territories
in Europe, North America, South America, the Asia-Pacific
region, the Middle East and Africa in over 42 languages
(Priceline Group, n.d.).
V. Explain Financial Statement

3. Priceline.com has been one of the best places for
individuals and families to find and locate vacation rentals, etc.
Currently common stock par value is $0.008 per share and the
current number of shares is around 48,769,546. These numbers
are configured in the quarterly report ranging from August
2017. The company’s total assets in September 2017 were about
$27,789,111 and in December of 2016 that number was about
$19,838,973; within that period the numbers increased by about
$5,950,138. The liabilities within that time frame have also
increase from 2017 being $12,902,716 and in 2016 the number
was roughly $9,990,293 with an increase of roughly $2,912,423.
Now the net income of Priceline incorporated has increased
over the years from $1,538,753 in 2016 to $3,684,573 leading to
a $2,146,000 increase (Priceline, 2017).
VI. Identify your exit strategy.
Merger and acquisition will be the exit strategy which will be
used to withdraw from angel investors. Mergers and
acquisitions is a term which is generally used to describe
business consolidation. Though the term is used to describe
several transactions or strategies including tender offers,
purchase of properties, management acquisitions, mergers, and
acquisitions will be used as the exit strategy.
In this case, a merger will involve the directors of our company
and another company offering similar products will agree to a
combination of the two companies and at the same time seeks
approval of investors. Basically, the acquired company will
cease to exist and be part of our businesses, which will
eliminate the need for an investor. On the other hand,
acquisition strategy will involve our business obtaining the
bigger stake in the second firm which is acquired though it will
maintain its legal structure (Malik et al., 2014).
The objective of the mergers and acquisition exit strategy is to
partner with other companies which will be more beneficial
compared to working with one investor. The importance of this
form of exit strategy is that there will be a return on equity and
increase shareholder equity while at the same time it will reduce

4. the total amount of expenses. Basically, this form of exit will
provide complementary skills for the business to improve the
quality of a product.
CONCLUSION
Review.com (2015) referenced a 2012 study by J.D. Power and
Associates that “individuals who use Priceline to book their
vacations have a reported high degree of satisfaction with their
service” (Para. 1). The company particularly ranked high above
others in the industry for its competitive pricing and sales as
well as customer service. Though many customers do not pay
attention to this when choosing a travel site, it is important to
take into consideration, because if any issues arise, you want to
know someone will be there to help you minimize the
headaches.
REFERENCES
Boeing (2016). Long Term Market: Current Market Outlook
2016-2035. Retrieved from
http://www.boeing.com/commercial/market/long-term-
market/world-regions/.
Malik, M. F., Anuar, M. A., Khan, S., & Khan, F. (2014).
Mergers and acquisitions: A conceptual review. International
Journal of Accounting and Financial Reporting, 4(2), 520.
Monica, P. (2016). "Priceline's Amazing Comeback Continues".
CNNMoney. N.p., 2016. Web. 24 Dec. 2016.
Review.com (2015, 5 November). Priceline Review. Retrieved
from http://www.reviews.com/travel-sites/priceline/.
Priceline.com (n.d). About/Overview: The Global Leader in
Online Travel and Related Services. Retrieved from
http://www.pricelinegroup.com/about/.
Priceline.com Incorporated Quarterly report (2017). Retrieved
from:
http://ir.pricelinegroup.com/secfiling.cfm?filingID=1075531-
17-36&CIK=1075531

5. 3
Introduction: Members of the Sociology Department at a local
college are brainstorming about the course offerings for next
semester.
Steve: That was a great brainstorming session. And I really
want us to now get down to the business of coming up with
specific courses that we’re willing to eliminate and that we’re
willing to add. We need to balance off the integrity of our
department and our offerings with the needs to bring in more
students and the need to develop a stronger curriculum.
Trevor: But we don’t want enrollment to dictate, you know,
what
Teacher: Right.
Ellen: Oh, here we go. Here we go. Trevor, you need to look
at the numbers. It’s indicative of
Trevor: I understand that.
Ellen: certain trends of the student population. And I think we
need, right now is the time to address these things.
Trevor: I’m not advocating
Teacher: Speaking of trends, Ellen, Trevor, I have an exciting
idea. I think we should teach a course and I’ve already set up
all the entire coursework of the sociology of time. Sociology of
time, the understanding of time as a commodity, the
understanding of an individual’s strive and drive

6. Trevor: That’s the Dearborn book?
Teacher: Exactly. The Dearborn book that you gave me
Ellen: Oh he is brilliant.
Trevor: It’s very interesting, but I don’t know that
Teacher: [indiscernible] acceleration of time in history?
Trevor: I mean, you have a reading list or anything in mind?
Teacher: Yep, yep, entire reading list, of course starting with
Dearborn’s book. It’s a phenomenal piece of work. It really
builds upon the foundations of the institution and trying to
remain on the edge, trying to lead the pack of [indiscernible]
sociology. As everybody knows, our numbers have been down
in a number of the courses. That’s why one of the reasons
we’re here is to decide which courses we should possibly move
away from or evolve into something else.
Ellen: Which is going to be a difficult task.
Teacher: Yes.
Trevor: But I think this is premature as far as that particular
course goes. I mean, we’d have to think that through.
Ellen: Well, think about it because students from other
concentrations might very well be attracted
Teacher: Exactly.
Ellen: to that concept.
Teacher: Exactly. Ellen knows what I’m talking about.
Trevor: And I appreciate and respect what, you know, your
thinking is here. But, I mean, we don’t want enrollment or
trying to bring in more majors to drive

7. Ellen: Try to be open to a new idea.
Steve: I’m going to ask everyone to sort of step back from what
they might be feeling in the moment and consider the bigger
picture. The bigger picture is we have to add and eliminate
courses. We have to attract students. And we have to deepen
our curriculum. So how are we going to do it?
Ellen: Attracting students, that is key.
Steve, I think we could do that by offering a course on the
sociology of time.
Trevor: If we want to run with that, then we’re going to have –
we should – we should identify a course to cut really.
Ellen: Well, I’m glad you brought that up because these
numbers here speak for themselves.
Steve: Let’s keep the numbers question in perspective.
Trevor: Yes, absolutely.
Steve: It is a bottom line thinking
Teacher: That’s true, Steve.
Steve: that may get in the way of our brainstorming and making
this work.
Ellen: I don’t think so, Steve. I think it paves the way for the
future. And I think we need to be attentive to it. We have
ignored it. And the culture of consumerism is a primary course
to deliberate about.
Trevor: Okay. All right. I suspected that’s where you were
going.

8. Ellen: Well, let’s examine it. That’s all I’m saying.
Trevor: You know
Georgia: You guys, we can do this without an argument
happening.
Trevor: Georgia, I appreciate that. But I’ve been teaching that
course for almost 20 years now.
Georgia: It’s a great course.
Ellen: So it’s time to
Trevor: The curriculum committee’s not going to be behind
cutting that. That, I mean, yeah, enrollments are down. But
enrollments have been down in other courses that go up and
down. Look at the Af-Am program. If we
Georgia: That’s true.
Trevor: based our offerings on enrollment, student numbers, we
wouldn’t have an Af-Am program.
Ellen: Oh, Trevor, stop living in the past.
Trevor: Aw, you know
Ellen: Look to the future.
Trevor: I am.
Steve: Just hold on a second here. I want us to keep the bigger
picture in mind and to recognize the integrity of each person’s
position.

9. Trevor: Thank you.
Steve: So what that means is that we need to look at what the
goal is, the bigger goal. And that bigger goal means that we
offer our students what they really need, and we create
something that is attractive and meaningful.
Teacher: Steve, what better way to grow on that than offering a
new and exciting subject that, one, builds on the integrity of
what everybody has done here, I mean, you’ve been offering
that course for 20 years now. Let that course evolve into
something that is more exciting and will draw people from other
curriculums
Ellen: Exactly.
Teacher: into the sociology department.
Georgia: It is, it’s exciting, it’s exciting
Trevor: This is not the course to cut. I mean
Steve: Well, let’s again, let’s keep some perspective on this.
Trevor: We’re talking about being relevant, I’m sorry. We’re
talking about being relevant. How, I mean
Ellen: Relevant and vital and rigorous. Does it fulfill those
three objectives?
Trevor: We’re talking about bodies the classroom, is what we
seem to be talking about.
Teacher: And students have been voting with their feet.
Copyright (c) 2007 Pearson Education. All rights reserved.

10. Copyright (c) 2007 Pearson Education. All rights reserved.
Introduction: A group of community residents are meeting for
the first time to discuss raising funds for a neighborhood
playground.
Betty: I’m Betty. Hi. Betty Wilson. Hi David.
Phil: Phil Farmer.
Betty: Hello.
Phil: Hello.
Betty: Hi, Betty.
Aisha: Hi, Betty. I’m Aisha.
Betty: Aisha.
Aisha: Nice to meet you.
Ray: Hi. Ray Wentworth.
David: Hi.
Ray: I’m a teacher. David, Phil, Alicia?
Aisha: Aisha.
Ray: Aisha? Aisha?
Aisha Aisha. Yeah, like I-esha.
Betty: I’m new here. My kids just started. We moved to, in
over the summer, and so
Aisha: Congratulations.
Phil: Oh. Welcome.
Betty: I try to be helpful here, but I just joined to meet people,
really.
David: Well, I think that’s great. But I think why everyone
else is here is for this meeting on the playground. And we’re
here to come up with a way of funding that. And maybe we can
start with coming up with a budget. Does anyone have an idea
as to how much to spend?
Aisha: Just after hearing that this was going to be discussed
tonight, I did a little bit of research online. For a very basic
playground is 5,000 and it goes all the way up to 50,000. And

11. when I looked at the apparati that I thought would be good for
kids K through six, I think 35,000 would be a good target
budget.
Phil: Well – go ahead.
Ray: I was just going to say, I’ve looked around a bit, and 35, I
don’t know. I guess that’d be good, but I think we should just
aim as high as we can.
Phil: Okay. Because I was – I was thinking the opposite, kind
of, that we should aim lower, you know, aim for functionality,
safety of course.
David: Well, Phil, I think that you’re right that we certainly
need to make it functional and a safe place and a fun place, as
well. And maybe for the time being I think that there’s a
middle ground. Let’s start out with a-a target budget of maybe
35,000, as Aisha described.
Aisha: Okay, great.
David: If that’s okay.
Betty: Yeah.
Phil: Sure.
David: Let’s move on to the second big issue why we’re here
and that’s to come up with the $35,000. Does anyone have any
ideas?
Aisha: Like fundraisers, obviously.
David. Yes. Betty?
Betty: Well, it worked at our church in the other town where I,
we lived. We had a great bake sale twice a year. It raised quite
a lot. So I could organize that. Usually, you know, it’s a big
success.
Phil: Like, you know, cupcakes and cakes and
Betty: Oh, anything.
Phil: Bake sale.
Betty: Yeah.

12. Ray: That’s great. It really is. But I just don’t know if it’ll
raise enough. Will it?
Phil: Yeah, probably not.
Ray: You know? I mean, not to
Phil: Yeah.
Ray: come off with any [indiscernible].
Aisha: Okay, well, so there, are there other things?
David: In my experience in working with the school committee,
in past committee work that I’ve had is that we’ve done grant
proposals for things that we’re involved in.
Aisha: Foundations.
David: Or approach – exactly. Approaching foundations.
Aisha: Does anybody know, do any of us here know anybody
on a foundation possibly?
Betty: Well, and this is total long shot, but I have an old friend
who is a member of a family. Her name is Wendy Clark and we
go way back.
Aisha: The Clark Foundation.
Betty: Yes. You know it?
David: With Clark Furniture.
Betty: Yes. Yes, yes. Well, they’re old friends. And I mean,
I’d be happy, if it’s of any help at all, to give her a call and see
if this would maybe fit in their guidelines?

13. David: Betty, this would be phenomenal.
Aisha: This is great, right?
Phil: That is a great idea.
Ray: No, that’s definitely, maybe she could help out with the
bake sale? Joking.
Betty: I’m the baker.
Copyright (c) 2007 Pearson Education. All rights reserved.
Copyright (c) 2007 Pearson Education. All rights reserved.
Resources: Ch. 7, 8, and 9 of Communicating in Small
Groups, and the Week 3 videos, "Planning a Playground" and
"Politics of Sociology"
Write a 1,400- to 1,750-word summary of your responses to the
following, after completing the collaborative Week 3 discussion
associated with the "Planning a Playground and "Politics of
Sociology" videos.
Group Interaction
· How clear was the intent of the discussion?
· How prepared were your group members for the discussion?
· Did everyone participate equally in the discussion?
· Were group members open to different points of view?
· How would you describe the overall climate of the discussion?
· Did you feel your group was productive in the discussion? Did
you use the time efficiently?
· What strategies can you use in future discussions to increase
productivity and outcomes?
· What approach will you take next time to increase group
cohesion?
Video Analysis - "Planning A Playground"
· What are the issues in this meeting?
· What did they do well as a group?
· Can you identify constructive or deconstructive conflict
occurring in this group? What are some key indicators? What

14. conflict styles do you see?
· Based on what you learned this week, how might you handle
this situation differently?
Video Analysis - "The Politics of Sociology"
· What are the issues in this meeting?
· What did they do well as a group?
· What types of conflict do you see in this video? Provide
examples.
· There is a clear leader in this video. What can he do to be a
better leader for this group?
· Based on what you learned this week, how might you handle
this team situation differently?
Format your assignment according to appropriate course-level
APA guidelines.
Create an agenda for a team meeting on a topic of your choice.
Draw from your own experience working within a group with
the goal of achieving a specific task. You may use your
experience as a student working in a group, or develop a plan
for a future learning team.
Include specific items requiring group discussion and
consensus.
Write a 200- to 350-word summary of the following:
· In a virtual meeting, how can you ensure a group is
communicating effectively?
· How can you ensure that each team member understands what
next steps are required to achieve the meeting's goals?
· What are the characteristics of effective teams?
· How do roles, needs, and diversity affect teamwork? Provide
specific examples.
· What are components of group diversity?
Format your assignment according to appropriate course-level
APA guidelines.

15. Angel Investor/Venture Capital Mock Presentation Part 2
Grading Guide
ENT/588 Version 2
2
Angel Investor/Venture Capital Mock Presentation Part 2
Grading Guide
ENT/588 Version 2
Special Topics: Innovation and Design

16. Copyright
Copyright © 2017 by University of Phoenix. All rights reserved.
University of Phoenix® is a registered trademark of Apollo
Group, Inc. in the United States and/or other countries.
Microsoft®, Windows®, and Windows NT® are registered
trademarks of Microsoft Corporation in the United States and/or
other countries. All other company and product names are
trademarks or registered trademarks of their respective
companies. Use of these marks is not intended to imply
endorsement, sponsorship, or affiliation.
Edited in accordance with University of Phoenix® editorial
standards and practices.
Learning Team Assignment: Angel Investor/Venture Capital
Mock Presentation Part 2
Purpose of Assignment
Knowing how to present material to a potential investor is a
crucial part of any business. During this week, the learning
teams will review the faculty notes on the outlines created in
Week 3, to flesh out the information into a presentation.

17. Resources Required
Week 3 Outline and faculty feedback
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
Include your elevator pitch.
Explain your executive summary.
Describe your company and management overview.
Explain your products and services, target market, and strategy
implementation.

18. Explain your financial plan.
Include use of funds, team development and utilization, growth
forecasts for 3 years, and projected revenues.
Explain your exit strategy.
The assignment is 10 to 15 slides in length.
Total Available
Total Earned
7
#/X
Writing Guidelines
Met
Partially Met

19. Not Met
Comments:
The paper—including tables and graphs, headings, title page,
and reference page—is consistent with APA formatting
guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a
reference page.
Paragraph and sentence transitions are present, logical, and
maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and
punctuation.
Total Available

20. Total Earned
3
#/X
Assignment Total
#
10
#/X
Additional comments:
Copyright © 2017 by University of Phoenix. All rights reserved.