Consulting and Entrepreneur Career? at NUS

#SerialEntrepreneur #Professor #Consultant
#Investor #Athlete #Mathematics #KeynoteSpeaker,,
-K Consulting Co., Ltd (CEO)
-Nagoya University (Visiting Professor)
-SLOGAN Inc.（Co-Founder & Executive Fellow） *IPO(2021)
-IIT Kharagpur, IISc, Indian Institutes of Management,
IIT Hyderabad, National University of Singapore,
Institut Teknologi Bandung, University of Indonesia,,,
（Guest Lecturer）
Kazuaki ODA (織田一彰)

My Dream was ...

My Dream2 was ...

Copyright© K Consulting All Rights Reserved.
1997 July ＠ACCENTURE (Chicago)

National University of Singapore

Tokyo University

University of Indonesia

Beijing University(China)

Institute Technology Bandung
(Indonesia)

Indian Institute of Management
Bangalore (India)

Copyright © K Consulting All Rights
Reserved.
Indian Institute of Technology
Kharagpur

Indian Institute of Science
Bangalore(IISc)

Headstart2019 @Hyderabad

Reserved.
NATCON2019 @Bangalore

学生向けセミナー
Lectures and Seminars in the world(1/2) SLOGAN
Potential Incubation
Tokyo University
Kyoto University
Beijing University
University of Indonesia
Shanghai Jiao Tong
university
National University of
Singapore
Institut Teknologi Bandung
Binus University
Tokyo Institute of
Technology

学生向けセミナー
Lectures and Seminars in the world(2/2) SLOGAN
Potential Incubation
Kyushu University
Tsinghua University
University of Hong Kong
Keio University Universiti Malaya
Chinese University of Hong Kong Stanford University
Ritsumeikan Asia Pacific
Univ.
Nagoya University

(Introduction!)
Consultant?, Entrepreneur?
“That Is The Question”

1997 June
＠AC (Chicago)

１９９７ July ＠Chicago

<Comparison>
Consultant vs Entrepreneur
Consultant
(1) Back-end
(2) Analytical
(3) Specialized
(4) Player+α
(5) Planner
Entrepreneur
(1) Front-end
(2) Creative
(3) Generalized
(4) Player>Manager
(5) Doer

Common Factors of
Those Succeeded Persons are,,,
（成功する人に共通する要素）
1. 個性的 ( Unique )
2. 開放的 ( Open Minded )
3. 自立 ( Independent )
4. 楽観的 ( Optimistic )
5. 動機 ( Motivated )
6. 健康 ( Healthy )

“Planned Happenstance Theory”
(計画的偶発性理論)
by John D. Krumboltz
1. 好奇心 ( Curiosity )
2. 持続性 ( Persistence )
3. 柔軟性 ( Flexibility )
4. 楽観性 ( Optimism )
5. 冒険心 ( Risk Taking )

“What “TYPE”? (あなたはどれ？)
-OpenMind（開放的）
-Optimistic（楽天的）
-Arranger（調整力）
-Responsible（責任感）
-Defensive（保守的）
-Commit（コミット）
-Aggressive（積極的）
-Competitive（負けず嫌い）
-Conservative（保守的）
-Adaptive（適応力）
-Doer（実行者）
-Serious（神経質）
-Cautious（注意深い）
-Sympathy（共感力）
-Strict（厳格）
-Pioneer（開拓者）
-Motivator（モチベイター）
-Creative（想像力）
-Organizer（組織化）
-Harmony（協調性）

Company’s Business Life Cycle
Company
Scale
Time Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）

（Ⅱ）（Ⅲ）（Ⅳ）
Business
Size
Creation
The growth curve of Company
Time
Growth Mature Declining
（Ⅰ）

Innovator Leader Manager Officer
（Ⅱ）（Ⅲ）（Ⅳ）
Business
Size
Creation
Good “TYPE” in Each Phase
Time
（Ⅰ）

What “TYPE” Are You?
<Innovator>
-Creative
-OpenMind
-Optimistic
-Pioneer
-Doer
- - -
<Leader>
-Commit
-Aggressive
-Competitive
-Adaptive
-Motivator
- - -
<Manager>
-Organizer
-Harmony
-Responsible
-Sympathy
-Conservative
- - -
<Officer>
-Strict
-Serious
-Cautious
-Arranger
-Defensive
- - -

Find “YOUR“ good field!
(Tips by Prof ODA)

<Today’s Topics>
(1)Why did they succeed?
(2)Environmental Analysis
(Macro Economics)
(3)Corporate Strategy by a “phase”
(4)Market Size and Finance
“Startup Strategy”
Kazuaki ODA

Many companies failed every year.
But some of them succeeded.
Why did they succeed?

?

They were lucky!

“They were lucky!” means
They were
in a good PLACE in good TIME.

Every business has its own life cycle
Company
Scale
Time Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）

（Ⅱ）（Ⅲ）（Ⅳ）
Business
Size
Creation
Every “market” has its own life cycle and
a company’s growth heavily depends on it!
Time Scale
（Ⅰ）

The growth curve of Internet market
Business
Size （Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale
1990 1998 2015
(Example)

(Question)
Which Country Do You Want to Invest?
(1) China
(2) India
(3) Indonesia
(4) Japan
(5) USA

47
GDP ranking (bil. USD)（2019, IMF）
1 USA 21,433
3 Japan 5,080
4 Germany 3,862
6 UK 2,831
2 China 14,732
7 France 2,716
8 Italy 2,001
9 Brazil 1,839
10 Canada 1,736
5 India 2,869

GDP Projections by country(2050) bil. USD
Goldman Sachs(2007) PwC(2017) The Economist (2015)
China 70,710 China 49,853 China 105,916
USA 38,514 USA 34,102 USA 70,913
India 37,668 India 28,021 India 63,842
Brazil 11,366 Indonesia 7,275 Indonesia 15,432
Mexico 9,340 Japan 6,779 Japan 11,367
Russia 8,580 Brazil 6,532 Germany 11,334
Indonesia 7,010 Germany 6,138 Brazil 10,334
Japan 6,677 Mexico 5,563 Mexico 9,826
UK 5,133 UK 5,369 UK 9,812
Germany 5,024 Russia 5,127 France 9,671

World Population Ranking（2019 => 2050）
1 China 1,434
2 India 1,366
4 Indonesia 271
6 Brazil 211
3 USA 329
7 Nigeria 201
8 Bangladesh 163
9 Russia 146
10 Mexico 128
5 Pakistan 217
1 India 1,639
2 China 1,402
4 USA 379
6 Indonesia 331
3 Nigeria 401
7 Brazil 229
8 Ethiopia 205
9 DR Congo 194
10 Bangladesh 193
5 Pakistan 338
United Nation “World Population Prospects 2019 （million）
<2019> <2050>

World Population Ranking（2019 => 2050）
1 China 1,434
２ India 1,366
4 Indonesia 271
6 Brazil 211
3 USA 329
7 Nigeria 201
8 Bangladesh 163
9 Russia 146
10 Mexico 128
5 Pakistan 217
1 India 1,639
２ China 1,402
4 USA 379
6 Indonesia 331
3 Nigeria 401
7 Brazil 229
8 Ethiopia 205
9 DR Congo 194
10 Bangladesh 193
5 Pakistan 338
United Nation “World Population Prospects 2019 （million USD）
<2019> <2050>

（2000-2023:IMF, 2018, 2050estimates:PwC 2017）
GDP(PPP) of Japan, Indonesia, China, India, US

（2000-2023:IMF, 2018, 2050estimates:PwC 2017）
Japan
US
China
India
Indonesia
GDP(PPP) of
Japan, Indonesia, China, India, US

53
Nominal GDP per capita ranking (USD)（2019, IMF）
1 Luxembourg 115,839
11 Australia 54,348
18 Germany 46,473
30 Korea 31,846
7 USA 65,254
65 Russia 11,601
69 China 10,522
129 Vietnam 3,416
142 India 2,098
25 Japan 40,256

54
(Ex. Price comparison)
It’s 5 USD to have those in Bandung (Indonesia)

55
(Ex. Price comparison)
It’s 4 USD to have those in Da Nang (Vietnam)

Google Asia Pacific HQ, Singapore
International City, Singapore

GoJek Headquarter at Jakarta, Indonesia

Rakuten India Office, Bangalore

India’s Startup Event and Incubation at Hyderabad

China’s Startup Ecosystem at Shenzhen

EV-bus and EV-taxi in Shenzhen

New IT city of Vietnam, DaNang

Company’s Business Life Cycle
Company
Value
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

What the Market Growth Curve means?
Market
Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

What happens during Phase Ⅰ?
Market
Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

・Process of creating ”0 to 1”
・Can’t figure out what would happen
・Believe your future to survive
・Based on creativity
・Some criticism from your family and friends
・Creating new service or product.
・HARD work during this phase!
Features of Phase Ⅰ

-”Bad” shareholders are insiders
-No experience, no knowledge of startups
-In early stages, outsiders have big shares
-Targeting markets are too small
-Limited business partners
-Spending too much time and money for product-design
Typical Pitfalls(Creation)
（Ⅱ）（Ⅲ）（Ⅳ）
創業期
Creation
成長期
Growth
成熟期
maturity
衰退期
Declining
（Ⅰ）
Market size
(マーケット
サイズ)
Time(時間)
(Tips by Prof ODA)

What happens during Phase Ⅱ?
Market
Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

・Process of developing “1 to 10”
・Demand ＞ Supply（certain price）
・You can figure out your company’s future
・Others start to realize the attractive market
・In the hard competition for share
・Being well organized and systemized is the key to grow
・Speed and marketing are the keys of success
Features of Phase Ⅱ

-Difficulties from bad condition of stock market
-Shortage of money to accelerate business
-Owner’s share is too small
-Complicated variation of stocks
-Growth is not enough
-Preparation for IPO
-No growth after IPO
-IR activities are too heavy
（Ⅱ）（Ⅲ）（Ⅳ）
創業期
Creation
成長期
Growth
成熟期
maturity
衰退期
Declining
（Ⅰ）
Market size
(マーケット
サイズ)
Time(時間)
Typical Pitfalls(Growth)
(Tips by Prof ODA)

What happens during Phase Ⅲ?
Market
Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

・Process of developing “10 to 20”
・Demand＝Supply（equilibrium price ）
・Attractiveness of the market is apparent
・Hard competition with competitors for price and quality
・Being well organized is getting more important
・Profit rate is decreasing
・Some companies go bankrupt
Features of Phase Ⅲ

What happens during Phase Ⅳ?
Market
Scale
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time Scale

・Process of declining from 20 to 15
・Matured market
・Supply ＞＞ Demand（Price decreasing）
・Peak for M&A（magical number “3”)
・Profit rate is the lowest
Features of Phase Ⅳ

(Question)
The odds of winning a lottery is 10%
You draw 10% lotteries 10 times.
Then what is the probability
that you win at least once till the end?
(1) 25%
(2) 45%
(3) 65%
(4) 85%

(1) 25%
(2) 45%
(3) 65%
(4) 85%
(Question)
You draw the lotteries 10 times.
Then what is the probability
that you win at least once till the end?

Mathematics tells us…
0
20
40
60
80
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Probability(%) of winning in
1/10 lottery with N times trial
Trial(N) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Probability(%) 10 19 27 34 41 47 52 57 61 65 69 72 75 77 79 81 83 85 86 88

Where Is It in Company Growth Curve?
Company
Value
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time
Potential Size
Present Size
Present Stage Matured Point

Where Is It in Company Growth Curve?
Company
Value
（Ⅰ）（Ⅱ）（Ⅲ）（Ⅳ）
Time
Potential Size
Present Size
Present Stage Matured Point
<=Market Size * Company’s Share

What is your TARGET market?

・Can You See the Market?
－Size Is Big Enough?
－Know How to Win?
－Qualified to Be A Winner?
・You Have A Good Team?
* Impossible to Have All Functions in YOU
Points!

・Can You See the Market?
－Size Is Big Enough?
－Know How to Win?
－Qualified to Be A Winner?
・You Have A Good Team?
* Impossible to Have All Functions in YOU
Important Points of STRATEGY

Time
Company
Value
$50M
$10M
$1B
$300M
Series A
Series C、D、、
IPO (Initial Public Offering )
Secondary Public Offering
Series B
Fund Raising ( by Issuing Stocks)
Pre IPO Growth Post IPO Growth

Time
$50M
$10M
$1B
$300M
Series A
Series C、D、、
IPO (Initial Public Offering )
Secondary Public Offerin
Series B
Fund Raising ( by Issuing Stocks)
IRR(Internal Rate of Return, 内部収益率)
Company
Value

Reserved.
A market size <=> “SCALABILITY”!
(Tips by Prof ODA)

Time
Cash Position
“Cash Flow Management” is important!
＜Key!(重要)＞
* Burn Rate(現金の減る速度)
Fundraising

Time
Cash Position
Typical “Cash Position” of Growing Company
Series A
Series B
Series C
Fundraising

Only one KPI to survive is
“CASH POSITION”
(現預金残高)
≠Current Floating Asset(流動資産)

Find a good CFO!
(Tips by Prof ODA)

Thank You !!
नमस्ते !!
谢谢 !!
ありがとうございました !!

<facebook>
http://facebook.com/kazuaki.oda(follow)
http://facebook.com/kazuaki.oda2(friendship)
<Linkedin>
https://www.linkedin.com/in/kazuaki-oda
Kazuaki Oda（織田一彰）
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