How to pitch a startup project ? What to do and not to do ? How to be short ? Those are the questions any candidate entrepreneur will ask ... I propose you a crash course to answer those questions ... Based on my experience coaching startup, being in jury of BP competition, financing startups and teaching MBA students ...
Please, don't hesitate to comment or share your experience ...
TY
Bruno Wattenbergh
Golden Grande, Noida Extension (ASHRAI BROCHURE)Unimans Creation
Login: http://golden-grande.in
Welcome to an iconic international High Street Shopping, Retail, F&B and IT experience never seen in India before. This iconic project from AHRAI (Golden Grande, Noida Extension) is poised to become the No 1 shopping, entertainment and IT destination in Delhi- NCR filling the void that affluent and upwardly mobile customers are seeking. Exceptional 25 acre mixed-use development advantageously located on Greater Noida West with all modern facilities in the heart of Noida billed as the ” BIG Destination” of the future.
Login: http://golden-grande.in/
Pragmatic Futurism for Today's Designers - Goodbye Faster Horses, 14 May 2020Jonty Fairless
Watch the presentation online here - https://youtu.be/XIM1JZHTDFc
Neil Collman's slides from 14th May Goodbye Faster Horses session, speaking about futures, foresight, and the tools and techniques Nile uses to stay abreast of the future
Connaissez-vous les mensonges ou les dissonances cognitives des entrepreneurs débutants ? Après plus d'une dizaine d'années de coaching d'entrepreneurs, je me rends compte que ceux-ci présentent presque à chaque fois les mêmes erreurs, mais que souvent ils se mentent à eux-mêmes ! Rien de très grave, c'est assez normal quand on est exposé à l'aventure entrepreneuriale ... Mais si vous vous lancez, jetez un oeil sur ces quelques slides :-)
Presentation I gave to Startup.be to launch the debates and testimonies about Business model for startup. The debate was mainly about the "pivot" and the way to accept pivots and to make them useful ... Those images come from a presentation Steve Blank gave some years ago ...
Les créateurs d'entreprises se mentent souvent à eux-mêmes. Voici une vingtaine de dissonances cognitives dont ils sont victimes et qui impactent négativement leurs chances de succès. A découvrir avant de se lancer, ou si vous coaches des projets de création d'entreprise.
This presentation was prepared within framework of the training course ''Change Laboratory''.
"Change Laboratory'' is a platform where 29 young third sector representatives from Latvia, Poland, Portugal, Estonia, Slovakia, Lithuania, Slovenia, Czech Republic, Hungary, Sweden, Greece and Romania will carry out a collaborative learning activity by questioning current ways of thinking, analyzing and modeling social entrepreneurship ventures, and conducting thought and action experiments concerning possible changes in their communities.
Main aim of this project is to promote active participation of young people and to contribute to developing the capabilities of civil society organizations in the youth field through gathering knowledge in social entrepreneurship area and through development of competencies essential for initiation of social entrepreneurship activities by non-governmental non-profit organizations.
Encouraging self-initiative and developing the capability to analyze obstacles and opportunities within a social sector and to identify potential strategies to effect change are other important objectives of the project.
Program is based on the experiential learning model and focuses on developing independent mind habits, entrepreneurship and leadership skills, on building understanding of creativity and innovations to meet genuine community needs and gain enhanced sense of responsibility to the communities in which we live.
The first part of the course will introduce the participants to the concept of social entrepreneurship and its various applications across sectors and organizational forms. Furthermore it examines the success factors and conditions of setting up social enterprise.
Through the program participants are expected to create a community project with potential to stimulate transformations and improvements in their chosen area, whether that is education, health care, economic development, environment, arts or any other social field - participants will develop plans for local or international social entrepreneurship entities or innovative projects, partnerships or other arrangements that would have a positive impact on social outcomes.
Project takes place in three stages. Within first stage from 01.09.2011 to 21.10.2011 participants are completing several home tasks. From 22.10.2011 to 31.10.2011 all the group will meet in Riga, Latvia, and develop their competencies in social entrepreneurship within the framework of the training course ''Change Laboratory''. From 01.11.2011 to 31.01.2012 follow-up activities will be carried out along with project evaluation.
This project has been funded with support from the European Commission. This page reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Golden Grande, Noida Extension (ASHRAI BROCHURE)Unimans Creation
Login: http://golden-grande.in
Welcome to an iconic international High Street Shopping, Retail, F&B and IT experience never seen in India before. This iconic project from AHRAI (Golden Grande, Noida Extension) is poised to become the No 1 shopping, entertainment and IT destination in Delhi- NCR filling the void that affluent and upwardly mobile customers are seeking. Exceptional 25 acre mixed-use development advantageously located on Greater Noida West with all modern facilities in the heart of Noida billed as the ” BIG Destination” of the future.
Login: http://golden-grande.in/
Pragmatic Futurism for Today's Designers - Goodbye Faster Horses, 14 May 2020Jonty Fairless
Watch the presentation online here - https://youtu.be/XIM1JZHTDFc
Neil Collman's slides from 14th May Goodbye Faster Horses session, speaking about futures, foresight, and the tools and techniques Nile uses to stay abreast of the future
Connaissez-vous les mensonges ou les dissonances cognitives des entrepreneurs débutants ? Après plus d'une dizaine d'années de coaching d'entrepreneurs, je me rends compte que ceux-ci présentent presque à chaque fois les mêmes erreurs, mais que souvent ils se mentent à eux-mêmes ! Rien de très grave, c'est assez normal quand on est exposé à l'aventure entrepreneuriale ... Mais si vous vous lancez, jetez un oeil sur ces quelques slides :-)
Presentation I gave to Startup.be to launch the debates and testimonies about Business model for startup. The debate was mainly about the "pivot" and the way to accept pivots and to make them useful ... Those images come from a presentation Steve Blank gave some years ago ...
Les créateurs d'entreprises se mentent souvent à eux-mêmes. Voici une vingtaine de dissonances cognitives dont ils sont victimes et qui impactent négativement leurs chances de succès. A découvrir avant de se lancer, ou si vous coaches des projets de création d'entreprise.
This presentation was prepared within framework of the training course ''Change Laboratory''.
"Change Laboratory'' is a platform where 29 young third sector representatives from Latvia, Poland, Portugal, Estonia, Slovakia, Lithuania, Slovenia, Czech Republic, Hungary, Sweden, Greece and Romania will carry out a collaborative learning activity by questioning current ways of thinking, analyzing and modeling social entrepreneurship ventures, and conducting thought and action experiments concerning possible changes in their communities.
Main aim of this project is to promote active participation of young people and to contribute to developing the capabilities of civil society organizations in the youth field through gathering knowledge in social entrepreneurship area and through development of competencies essential for initiation of social entrepreneurship activities by non-governmental non-profit organizations.
Encouraging self-initiative and developing the capability to analyze obstacles and opportunities within a social sector and to identify potential strategies to effect change are other important objectives of the project.
Program is based on the experiential learning model and focuses on developing independent mind habits, entrepreneurship and leadership skills, on building understanding of creativity and innovations to meet genuine community needs and gain enhanced sense of responsibility to the communities in which we live.
The first part of the course will introduce the participants to the concept of social entrepreneurship and its various applications across sectors and organizational forms. Furthermore it examines the success factors and conditions of setting up social enterprise.
Through the program participants are expected to create a community project with potential to stimulate transformations and improvements in their chosen area, whether that is education, health care, economic development, environment, arts or any other social field - participants will develop plans for local or international social entrepreneurship entities or innovative projects, partnerships or other arrangements that would have a positive impact on social outcomes.
Project takes place in three stages. Within first stage from 01.09.2011 to 21.10.2011 participants are completing several home tasks. From 22.10.2011 to 31.10.2011 all the group will meet in Riga, Latvia, and develop their competencies in social entrepreneurship within the framework of the training course ''Change Laboratory''. From 01.11.2011 to 31.01.2012 follow-up activities will be carried out along with project evaluation.
This project has been funded with support from the European Commission. This page reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Une présentation introductive à l'excellent programme de découverte entrepreneuriale de Solvay Entrepreneur : Brainstorm & Boost
http://www.solvayentrepreneurs.be/nos-formations/brainstorm-boost/
This is a introduction course about the definition of strategy ... given to Master and specialized master students ... It explain in details what is and what is not strategy. This course is based on the book "Exploring Strategy" 9th Edition. It is also based on the strategy course I've had at MIT Sloan and Harvard Business School. Many thanks to Cynthia Montgomery, Raj Gulati, Ken Morse and Manuel Hensmans.
Une soixantaine de slides pour expliquer comment passer d'une idée à une opportunité d'entreprendre ... en tenant compte des dernières recherche sur l'entrepreneuriat effectual, sur le design thinking, ...
Pour réussir en affaires, ce n'est pas assez d'avoir une idée. Avant d'ouvrir vos portes, il importe de déterminer si votre idée est propice à devenir une entreprise, et de trouver les gens qui reconnaissent la valeur de votre offre et qui lèvent la main pour déclarer avec enthousiasme: «JE LE VEUX, MAINTENANT!».
Dans cet atelier vous allez découvrir des principes et des outils pour faire l'exploration de tout le potentiel de votre idée, afin de créer une entreprise qui est la pleine expression de vos talents et de vos passions.
Coach Davender Gupta
www.startupacademie.com
www.coachdavender.com
Présenté le 5 mars 2015
S.E.L. Entrepreneurial
Québec
Creating a Pitch Deck Using the Business Model CanvasMichelle Ferrier
At the Online News Association 2013, Dr. Michelle Ferrier presented tips from experts and across the web on using the business model canvas to refine business ideas and capture them in a short pitch deck.
Stratégie Créative I le F***ing Brief I ian gilbert I ISCOMIANTERNAUTE
Voici le support écrit de présentation orale de Strategies Créatives, Le F***ing Brief.
Cette présentation est un remix de divers documents glanés au fil des années, avec une sélection et une vision personnelles du sujet.
Cours du 15 novembre 2013
---------------------------------
Merci à Erwan Legrand, Renaud Fouilleul, Wikipédia, James Thurber, Boileau, Alexandre Drouillard... pour leur participation active et passive..
---------------------------------
Ask me for more
La mécanique de l'idée / concept créatif / ian gilbertIANTERNAUTE
D'où viennent les idées chez l'humain, en agence...
Méthodes de réflexion contre la panne d'idée, quels sont les symptômes et les solutions de ce problème...
Le parcours de l'idée en agence...
Un remix personnel inspiré de recherches et document sur le sujet des origines, fabrication et transmission d'une idée.
Présentation support d'une session orale pour l'ISCOM.
Merci a Wikipédia, JDN, E.Legrand, Lavoisier, psychomag... et internet, pour la contribution passive, puis active
Les idées sont au cœur du métier du designer. Et concernant son travail, le contenu de son portfolio ne correspond bien souvent qu’à la partie émergé de l’iceberg. Car la réalisation d’un projet passe souvent par cette longue étape invisible qu’est la réflexion et la recherches d’idées pour son client.
Alors qu’on pourrait croire qu’avoir des idées créatives est de l’ordre de l’innée (on l’a ou on ne l’a pas), en fait, c’est une démarche bien plus pragmatique que cela. Inconsciemment ou non, quand on fait de la recherche d’idées une pratique régulière, on suit un même fil de pensée qui nous aident à trouver des solutions aux problèmes que l’on nous pose. Alors, comment être efficace pour trouver des idées pertinentes en réponse à un brief donné ? À l’aide d’exemples concrets, nous présentons une méthodologie pour mener à bien le déroulement d’un projet de design, du début jusqu’aux propositions finales.
Comprendre le business model canvas. 15marches.frStéphane Schultz
Support de formation sur la Business Model Canvas d'A. Osterwalder et Y. Pigneur. Méthode d'analyse et de design de business models. Exemples de business models : Google Transit, Uber et un opérateur de transport public. Adaptation graphique par www.pollenstudio.fr
The Ultimate Investor Pitch Deck TemplateCrowdfunder
Great startups don’t fund themselves. Raising money from investors requires a great pitch, even for experienced founders with significant traction in their startup.
There’s a formula for pitching your startup that has helped startup founders raise millions.
In short, this formula involves crafting a larger story / narrative, while speaking directly to what investors are looking for and need to know about you, your company, your market, and your plan.
Une présentation introductive à l'excellent programme de découverte entrepreneuriale de Solvay Entrepreneur : Brainstorm & Boost
http://www.solvayentrepreneurs.be/nos-formations/brainstorm-boost/
This is a introduction course about the definition of strategy ... given to Master and specialized master students ... It explain in details what is and what is not strategy. This course is based on the book "Exploring Strategy" 9th Edition. It is also based on the strategy course I've had at MIT Sloan and Harvard Business School. Many thanks to Cynthia Montgomery, Raj Gulati, Ken Morse and Manuel Hensmans.
Une soixantaine de slides pour expliquer comment passer d'une idée à une opportunité d'entreprendre ... en tenant compte des dernières recherche sur l'entrepreneuriat effectual, sur le design thinking, ...
Pour réussir en affaires, ce n'est pas assez d'avoir une idée. Avant d'ouvrir vos portes, il importe de déterminer si votre idée est propice à devenir une entreprise, et de trouver les gens qui reconnaissent la valeur de votre offre et qui lèvent la main pour déclarer avec enthousiasme: «JE LE VEUX, MAINTENANT!».
Dans cet atelier vous allez découvrir des principes et des outils pour faire l'exploration de tout le potentiel de votre idée, afin de créer une entreprise qui est la pleine expression de vos talents et de vos passions.
Coach Davender Gupta
www.startupacademie.com
www.coachdavender.com
Présenté le 5 mars 2015
S.E.L. Entrepreneurial
Québec
Creating a Pitch Deck Using the Business Model CanvasMichelle Ferrier
At the Online News Association 2013, Dr. Michelle Ferrier presented tips from experts and across the web on using the business model canvas to refine business ideas and capture them in a short pitch deck.
Stratégie Créative I le F***ing Brief I ian gilbert I ISCOMIANTERNAUTE
Voici le support écrit de présentation orale de Strategies Créatives, Le F***ing Brief.
Cette présentation est un remix de divers documents glanés au fil des années, avec une sélection et une vision personnelles du sujet.
Cours du 15 novembre 2013
---------------------------------
Merci à Erwan Legrand, Renaud Fouilleul, Wikipédia, James Thurber, Boileau, Alexandre Drouillard... pour leur participation active et passive..
---------------------------------
Ask me for more
La mécanique de l'idée / concept créatif / ian gilbertIANTERNAUTE
D'où viennent les idées chez l'humain, en agence...
Méthodes de réflexion contre la panne d'idée, quels sont les symptômes et les solutions de ce problème...
Le parcours de l'idée en agence...
Un remix personnel inspiré de recherches et document sur le sujet des origines, fabrication et transmission d'une idée.
Présentation support d'une session orale pour l'ISCOM.
Merci a Wikipédia, JDN, E.Legrand, Lavoisier, psychomag... et internet, pour la contribution passive, puis active
Les idées sont au cœur du métier du designer. Et concernant son travail, le contenu de son portfolio ne correspond bien souvent qu’à la partie émergé de l’iceberg. Car la réalisation d’un projet passe souvent par cette longue étape invisible qu’est la réflexion et la recherches d’idées pour son client.
Alors qu’on pourrait croire qu’avoir des idées créatives est de l’ordre de l’innée (on l’a ou on ne l’a pas), en fait, c’est une démarche bien plus pragmatique que cela. Inconsciemment ou non, quand on fait de la recherche d’idées une pratique régulière, on suit un même fil de pensée qui nous aident à trouver des solutions aux problèmes que l’on nous pose. Alors, comment être efficace pour trouver des idées pertinentes en réponse à un brief donné ? À l’aide d’exemples concrets, nous présentons une méthodologie pour mener à bien le déroulement d’un projet de design, du début jusqu’aux propositions finales.
Comprendre le business model canvas. 15marches.frStéphane Schultz
Support de formation sur la Business Model Canvas d'A. Osterwalder et Y. Pigneur. Méthode d'analyse et de design de business models. Exemples de business models : Google Transit, Uber et un opérateur de transport public. Adaptation graphique par www.pollenstudio.fr
The Ultimate Investor Pitch Deck TemplateCrowdfunder
Great startups don’t fund themselves. Raising money from investors requires a great pitch, even for experienced founders with significant traction in their startup.
There’s a formula for pitching your startup that has helped startup founders raise millions.
In short, this formula involves crafting a larger story / narrative, while speaking directly to what investors are looking for and need to know about you, your company, your market, and your plan.
Part of the MaRS Entrepreneurship 101 series
http://www.marsdd.com/ent101
This presentation is also available as an audio presentation here: http://blog.marsdd.com/2007/02/14/entrepreneurship-101-wikis-and-their-role-in-communicating-your-business-idea/
There are four essential written documents that a high tech start-up needs to have as communication tools:
* the pitch deck
* the executive summary
* the business plan
* the technical white paper
This lecture will discuss what goes into each of these documents and how each should be structured.
You’ve no doubt noticed that we’re slowly drowning beneath an ocean of content. Before long, our little world of words and pictures will be so flood bound, it’ll make Tuvalu look like Mt Everest.
That creates a huge challenge for communicators. How do you produce the stories that will float to the surface… that will engage and inspire people to belief, action and results?
Thankfully, there’s something working in your favour. You see, almost every business, brand, project or team is loaded with stories that could help and inspire others.
You’ve just got to know how to tell them…
Startup Weekend Brussels 2014 - How to pitch - Bruno WattenberghStartup Weekend
Startup Weekend Brussels 2014 - "How to pitch" workshop by Bruno Wattenbergh
Startup Weekend is the largest community of passionate entrepreneurs with over 1800 past events in 500 cities around the world. If you want to put yourself in the shoes of an entrepreneur, join 300.000 starters and register now for the best weekend of your life. For the 10th Belgian edition, they are back in Brussels !
The Importance of entrepreneurial storytellingP&CO
The Importance of entrepreneurial storytelling
Pitching in the context of founding and growing a venture
What types of entrepreneurial stories are there?
Crafting a good story
The Three Ws
The Content Marketing Master Class, Toronto – a unique one-day workshop – will send you home with the strategy and the know-how you need to create exceptional content that will engage your audience and grow your business.
http://www.contentmarketingtoronto.com/
This roll-up-your-sleeves class is brought to you by the force behind Content Marketing World (a production of the Content Marketing Institute), in partnership with LinkedIn Marketing Solutions. Join us and you'll find an intimate (and casual) setting where today's content marketing thought-leaders will provide you with the tools you need in order to develop and deliver an effective content strategy.
Interact with the experts and network with 100+ of your peers during a day of presentations and how-to workshops. If you're in marketing, corporate communications, sales leadership, public relations, advertising, audience development, content creation or curation, this is the event for you.
With LinkedIn Marketing Solutions, brands build relationships with the world's professionals by using accurate targeting to deliver relevant content and communications. As today's connected professionals seek out ideas and insights from the people and brands they trust, marketers use LinkedIn to target advertising and publish relevant content in a professional context. Brands extend reach through the social sharing that occurs naturally on LinkedIn, as well as by extending LinkedIn data to their sites and brand experiences through APIs.
SUCCEEDING WITH CONTENT MARKETING 2014 - Workshop Vendemore HQ 17 dec 2013HAAARTLAND
* Trends that drive the change - why content marketing critical 2014?
* Consequences for the CSO + CMO?
* 8 Basic principles for content marketing
* Case Wenell - from 35 to 5062 visitors from Linkedin in one year, traffic increase with 140%...
* The content factory - how should B2B content optimally be produced - content economics and organization
* Solve the distribution issue once and for all - cross-chanell targeting via pipeline marketing (vendemore.com)
Tips and techniques for raising your first round of financing from entrepreneur turned VC Jeff Bussgang of Flybridge Capital and Harvard Business School.
Similar to Crash Course on the Startup Pitch ! (20)
Here is the keynote speech I delivered the 15th of September at the occasion of the opening of their new incubator in Brussels. A keynote to inspiring starting businesses and potential entrepreneurs ...
M1 Description and introduction to the Strategy Course GEST 468 SBSBruno M. Wattenbergh
This is the description for my students of the course they will have in Master 1 @ Solvay Brussels School of Economics and Management in the Q1. Those slides explains the structure of the course, the grades, and give tips to prepare and succeed the final exam.
Voici la présentation que je vous ai donné ce mardi 8 octobre. Bon travail et merci pour vos interactions intéressantes ... Bonne chance dans la réalisation de vos rêves !
Une présentation pour les participants à PME Start de l'Ichec pour les aider à préparer son pitch ! ATTENTION - cette présentation est conçue comme un syllabus sur lequel les étudiants peuvent retourner. Il y a un cours vidéo associé. Donc je n'applique pas les recettes du pitch à mon cour (qui n'est pas un pitch).
Ce document constitue la base d’une présentation donnée au CESRBC pour alimenter un débat sur la manière de limiter les faillites et leurs conséquences en Region de Bruxelles-Capitale.
C’est un document informel compilant des idées et des réflexions brutes émanant des équipes de l’ABE. Ce document ne représente pas un document officiel mais une contribution visant à stimuler le débat.
Merci à Kris, Azèle, Annelore, Rodolphe, Françoise, Marie-Caroline, … et d’autres collaborateurs motivés de l’ABE.
The future of the incubation industry from the practitioners’ perspective Bruno M. Wattenbergh
Presentation at the 22nd Anniversary of EBN ... Present the Brussels Enterprise Agency activities on incubation and innovation, analyze the possible evolution of the incubation practices
Voici en détail les produits de l'ABE ...
www.abe.irisnet.be
Ces services sont acessibles à ceux qui entreprennent à Bruxelles ...
Plus d'infos sur www.abe.irisnet.be
Voici une présentation sur les aides publiques accessibles aux créateurs d'entreprises et aux entrepreneurs bruxellois.
Etant donné que les aides évoluent sans cesse, je ne suis pas responsable de la mise à jour de ces slides.
Consultez www.ecosubsibru.be pour les dernières mises à jour.
Bonne lecture.
La présentation à la presse des résultats du Fonds Bruxellois de Garantie, un outil de soutien au financement des Pme en Région de Bruxelles-Capitale. 30 millions de garanties données en 2009 pour un effet de levier de 40 millions de financement.
Une présentation mise à jour sur le pitch et l’elevator pitch ... mais aussi sur la proposition de valeur, indispensable réflexion pour travailler sur le pitch ...
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. How
to
pitch
a
new
venture
project
?
Because
the
way
you
present
yourself
and
your
business
will
greatly
affect
who
will
invest
in
your
venture
Pr.
Bruno
M.
WATTENBERGH
-‐
2015
1
2. I
have
only
made
this
le0er
rather
long
because
I
have
not
had
6me
to
make
it
shorter.
Blaise
Pascal
French
mathemaAcian,
physicist,
inventor,
writer
and
philosopher
2
3. Expected
outcome
of
this
session
?
– To give you an understanding of the purpose of an elevator
pitch.
– To provide a technical framework for how to give an elevator
pitch.
– To provide a context and intangible approach for a successful
elevator pitch.
– To clearly highlight what not to do !
3
4. My
sources
?
– Entrepreneurship Development Program MIT Sloan (the top
school to learn how to pitch … and top programs for
entrepreneurs as EDP ) …
– Own experience :
• As a pitcher … As a finance executive … As a customer …
• As member / Chairman of BP competition’s jury …
– Teaching
pitches
for
many
years
including
for
the
“European
startup
of
the
year
@
Google
venture
compeAAon”
4
5. Let’s
debate
about
your
experience
of
the
business
pitch
?
• When
have
you
started
to
pitch
?
• Was
it
useful
?
• How
difficult
was
it
?
• Why
?
5
6. Defini<on
of
the
“Business
Pitch”
?
Telling a story … to convince somebody to do
something … ?
6
7. Where
does
this
word
comes
from
?
• Marketing & Communication world …
• Presentation to sell something, to tease, to attract the
attention …
• To tell a story to sell something … (product, you, your
venture, …)
• Entrepreneurship, theatre, movie, …
• Why in the entrepreneurship world ?
7
8. Why
is
it
a
compulsory
competence
for
entrepreneurs
?
• As an entrepreneur, or potential startup, you pitch all the
time …
– Potential Customer, Bank, Strategic Partners, investor, ...
Busy people offering you some time …
use it wisely !
Sometimes, … the pitch … it’s you J
8
9. Pitch
“to
aCract
finance”
or
“to
sell”
?
• Both … !
• Almost the same structure … !
• Not exactly the same composition / objective ...
• The same introduction à hook
• The conclusion à appointment !
• Q&A
part
might
differs
…
9
10. Can
a
good
pitch
make
the
difference
?
à
YES
!
(The Impact of Entrepreneurs’ Investor Forum Pitch Presentation Skills on Business
Angels’ Initial Screening Investment Decisions by Colin Clark - Marketing
Department, Burgundy School of Business - École Supérieure de Commerce de
Dijon-Bourgogne, BP 50608 – 21006 Dijon cedex France)
The business angels’ post-presentation level of investor interest was significantly related to their
evaluations of the quality and content of the entrepreneurs’ presentations: The higher an
entrepreneur’s overall presentation score, the greater the likelihood that the business angels would
be interested in pursuing that entrepreneur’s investment opportunity. Presentational factors also
tended to have the highest level of influence on both the overall score an entrepreneur received as
well as on business angels’ level of investor interest. However, the business angels appeared to be
unaware of or were reluctant to acknowledge the influence presentational factors had on their
investment-related decisions: The reasons they cited for their post-presentation intentions were
focused firmly on non-presentational criteria.
More generally, however, comments about the entrepreneurs‘presentations centered on
presentational issues relating to clarity/understandability and structure, the level of information that
was provided, the personal characteristics of the entrepreneur, and the entrepreneurs’ ability to sell
themselves and their investment opportunity.
10
11. Facts
or
stories
strategy
?
•
Consider 2 descriptions of the same event :
– "The Queen died. The King died.”
– "The Queen died. And the King died of a broken
heart.
• Do
you
see
the
difference
between
those
2
sentences
?
11
12. Facts
or
stories
strategy
?
"The Queen died. The King died.”
"This first line is a fact”.
"The Queen died. And the King died of a broken heart.
But the second line is the beginning of a story :
– It placed the facts in context …
– It added emotion …
– It made us connect to it by making it memorable …
12
13. Fact
vs
Stories
strategy
• Industrial age was all about
facts and information à Left
brained activities like analysis
and logic were of premium.
• Over time, however, facts are
plentiful thanks to the internet.
• Logic too is easily performed
thanks to programmable
computers.
13
14. Fact
vs
Stories
strategy
• Stories, on the other hand,
encapsulate information,
knowledge, context and
emotion into one compact
package.
• This is a right brain activity.
14
15. Fact
vs
Stories
strategy
Modern day leaders need to
communicate not plain facts …
but rather convert facts into
emotions …
and execution through riveting
stories to create impact.
15
16. Fact
vs
Stories
strategy
• “Why
storytelling?”
“Simple:
nothing
else
works.”
hap://www.forbes.com/sites/stevedenning/2012/03/09/the-‐science-‐of-‐storytelling/
• “While
storytelling
is
not
the
only
way
to
engage
people
with
your
ideas,
it’s
certainly
a
criAcal
part
of
the
recipe.”
hap://www.forbes.com/sites/rodgerdeanduncan/2014/01/04/tap-‐the-‐power-‐of-‐
storytelling/
16
17. The pitch in a few words ?
• Bare Essentials : Effectively conveys the essence of your
company in XX seconds – minutes (from ‘55 to 10 minutes).
• Pitch not Presentation : Not the complete story !
• Creates Action : Convinces the target to have a follow-up
meeting … à binary result YES or NO !
17
18. A
good
presenta9on
should
be
like
a
miniskirt
…
As
short
as
possible
to
catch
everyone’s
a>en9on.
And
just
long
enough
to
cover
what
you
need
to
cover
!
Winston
Churchill
18
19. Outcome of a successful pitch ?
– Prepare the next stage à appointment à On – Off (good
control !)
– Create in the mind of the interlocutor a positive mindset
for future actions / success !
– Avoid useless appointments à are you in the range ($),
scope (sector, stage, …) of the investor … or for a sale
pitch à do we have some potential interest to make
business together ?
19
20. What’s an Elevator Pitch
then ?
– « Elevator » as your message is
supposed to be delivered in the
time span of an elevator ride, that
is from ground floor to exec level …
– … between 30’ to 55’ seconds,
less than 220 words.
haps://hbr.org/2012/01/why-‐you-‐need-‐a-‐beaer-‐
elevator/
20
21. Dura<on
of
the
pitch
?
• 2 minutes ? 4 minutes ? 10
minutes ?
• Q&A ?
• Depends on the stage of the
relationship … ?
• Depends on the country … ?
• Depends on the location … ?
21
22. When
should
I
start
to
pitch
?
– As
soon
as
possible
!
à
useful
&
quickly
mandatory
– In
the
morning
in
your
bath
room
!
– Great
test
of
consistence
for
your
project
– Help
to
idenAfy
though
trade-‐offs
– Indicate
what
to
test
– Make
it
useful
!
22
23. 10
key
steps
to
be
successful
with
your
(elevator)
pitch
?
10
key
sentences
!
23
24. 1st
SLIDE
:
The
Introduc<on
(Depends
of
the
circumstances)
• Name
of
the
company
…
• Tag
Line
…
à
Your
mission
on
earth
!
• Website
…
• Image
of
the
soluAon
…
• How
to
contact
the
team
…
24
25. 2nd
SLIDE
:
A
good
“HOOK”
ü Get
physically and mentally connected
-‐
Aaract
aaenAon
à
Personalized
quesAon
based
on
who
is
your
audience
(if
possible)
ü Highlight
the
problem,
pain,
need
that
your
enterprise
wants
to
solve
or
meet
à
make
it
clear,
obvious
&
juicy
(bold).
ü State
your
objecAve
:
state
a
bold
measurable
customer
pain
you
want
to
address
à
BHAG
!
ü Your
interlocutor
will
project
himself
in
the
problem
and
be
ready
to
understand
the
value
of
your
proposiAon
25
How
to
?
• Ask
a
closed
quesAon
• Known
answer
!
• Clear
BIG
customer
pain
!
• Some
facts
(amazing)
26. Great
introduc<ons
have
the
following
characteris<cs
:
ü They’re
crisp
:
we’re
talking
10
seconds
maximum.
ü They’re
per9nent
:
they
hit
the
key
point,
without
using
jargon.
ü They’re
energe9c
:
your
understated
enthusiasm
should
shine
through.
ü They’re
a
start
point
:
they
begin
the
conversaAon
in
an
engaging
way.
Unfortunately,
most
lead-‐ins
suck,
because
they’re
too
long,
too
detailed
or
too
abstract.
(Barry
Rhein)
26
27. CraZ
a
Killer
Elevator
Pitch
in
6
Easy
Steps
(Geoffrey
James)
Original
:
“Our
clients
are
able
to
reduce
the
complexity,
costs
and
9me
involved
in
delivering
informa9on,
communica9ons
and
training
into
their
retail
stores.”
• Why
it’s
Ineffec6ve
:
Redundant
because
“complexity,
costs
and
Ame”
are
all
varieAes
of
the
same
thing
as
are
“informaAon,
communicaAons
and
training”
There
are
no
specific
financial
benefits
and
the
enAre
thing
is
in
the
passive,
making
it
unclear
how
you
firm
is
involved.
Also
the
term
“plaoorm”
is
just
biz-‐
blab.
Improved
:
“Retail
firms
use
our
soNware
and
services
to
help
train
their
employees,
resul9ng
in
an
average
10
percent
increase
in
sales,
compared
to
the
performance
of
other
stores.”
27
28. 3nd
SLIDE
:
“the
SOLUTION”
ü The
unique
manner
your
team
will
solve
the
customer
pain
highlighted
in
the
previous
slide
à
Value
proposiAon
(tangible
–
intangible)
ü Highlight
the
value
created
for
the
chosen
customer
ü Clear
VP
opAon
:
increase
value,
speed,
producAvity,
decrease
risk,
cost,
or
job
done,
…
28
How
to
?
• No
technical
details
• Measurable
soluAon
if
possible
(quanAfied
VP)
• Tested
(if
possible)
29. 4th
SLIDE
:
“Chosen
Customer”
ü Who
will
be
our
customers
?
ü State
your
market
verAcal
chosen
…
and
explain
why
(linked
to
the
customer
pain
and
the
soluAon
chosen)
ü It
must
be
obvious
that
there
is
a
business
opportunity
if
solving
this
customer
pain
in
this
specific
market
(intensity
of
the
pain,
cost
of
the
pain,
size,
growth,
…)
29
How
to
?
• Give
some
elements
demonstraAng
you
know
this
market
• Describe
test
…
(POB)
• Leaer
of
intent
?
30. Those
3
slides
:
HOOK
–
SOLUTION
-‐
MARKET
VERTICAL
CHOSEN
…
consAtutes
the
“back-‐bone”
of
your
pitch
…
– For
an
investor
or
a
customer
…
– Some
example
of
“do”
and
“don’t”
…
à
30
31. CraZ
a
Killer
Elevator
Pitch
in
6
Easy
Steps
(Geoffrey
James)
Original
:
“Our
clients
are
able
to
reduce
the
complexity,
costs
and
9me
involved
in
delivering
informa9on,
communica9ons
and
training
into
their
retail
stores.”
• Why
it’s
Ineffec6ve
:
Redundant
because
“complexity,
costs
and
Ame”
are
all
varieAes
of
the
same
thing
as
are
“informaAon,
communicaAons
and
training”
There
are
no
specific
financial
benefits
and
the
enAre
thing
is
in
the
passive,
making
it
unclear
how
you
firm
is
involved.
Also
the
term
“plaoorm”
is
just
biz-‐
blab.
Improved
:
“Retail
firms
use
our
soNware
and
services
to
help
train
their
employees,
resul9ng
in
an
average
10
percent
increase
in
sales,
compared
to
the
performance
of
other
stores.”
31
32. CraZ
a
Killer
Elevator
Pitch
in
6
Easy
Steps
(Geoffrey
James)
Original
:
“Our
customers
get
enterprise
quality
talent
management
soNware
at
a
frac9on
of
the
cost
to
automate
employee
accountability
to
achieve
results,
keep
track
of
employee
data
and
write
performance
reviews
in
half
the
9me.”
• Why
it’s
Ineffec6ve
:
Full
of
terminology
that’s
either
vague
(e.g.
“enterprise
quality”,
“fac9on
of
the
cost”)
or
undefined
(e.g.”talent
management
soNware”,
“automate
employee
accountability”).
There’s
no
the
specific,
concrete
financial
benefit.
Improved
:
“Our
customers
achieve
a
10
to
1
ROI
within
one
year
by
using
our
consul9ng
services
and
soNware
to
more
precisely
focus
and
track
employee
behavior.”
32
33. CraZ
a
Killer
Elevator
Pitch
in
6
Easy
Steps
(Geoffrey
James)
Original
:
“I’m
an
Corporate
Account
Manager
and
I
work
with
companies
to
see
if
it
is
possible
to
help
them
lower
their
cost
of
IT
procurement
through
a
business
rela9onship
with
___.
We
have
a
working
rela9onship
with
IBM/Lenovo/HP/Apple/Cisco/Adobe
and
MicrosoN
to
name
a
few.”
• Why
it’s
Ineffec6ve
:
Too
wordy,
and
doesn’t
have
a
quan9fiable
benefit.
Improved
:
“We
help
companies
lower
IT
procurement
costs
—
typically
by
20
percent
or
more
—
by
nego9a9ng
directly
with
major
IT
vendors.”
See
other
examples
in
:
hap://www.cbsnews.com/news/cras-‐a-‐killer-‐elevator-‐pitch-‐in-‐6-‐easy-‐steps/
33
34. 5th
SLIDE
:
“Where
is
the
money”
ü Simply
describe
the
business
model
chosen
:
How
will
you
make
money
?
ü How
will
you
capture
part
of
the
value
delivered
to
the
customer
?
ü CLI
/
CLO
?
Recurrent
revenue
channel
?
LT
contract
?
Why
is
the
BM
aaracAve
?
ü DistribuAon,
Sales,
Test-‐case,
…
?
34
How
to
?
• The
BM
must
be
obvious
!
• Be
simple
…
use
words
well
know
:
freemium,
fee
business,
plaoorm,
…
• Use
analogy
if
possible
:
like
…
!
• Have
you
tested
the
BM
?
POB
?
35. 6th
SLIDE
:
“Who
are
you”
ü Why
this
team
can
/
will
make
this
venture
successful
?
ü P o r o o l i o
o f
r e l e v a n t
competences
and
skills
(we
have
done
it
already
à
Track
records)
ü Entrepreneurs
…
not
only
managers,
no
inventor,
no
lonely
wolfs
…
35
How
to
?
• What
have
you
done
already
?
• Why
can
you
solve
the
problem
:
tech
/
business
?
• State
achievements
• Compensate
weaknesses
(BoA)
36. 7th
SLIDE
:
“What
is
you
UCA”
ü You
know
where
is
your
«
compeAAve
advantage
»
on
compeAtors
and
subsAtude
…
(offer
&/or
BM
&/or
capability)
ü If
it
is
the
value
proposiAon
:
ü You
are
able
to
measure
the
value
created
for
a
the
very
specific
type
of
customer
chosen
ü You
know
the
compeAtors
and
the
subsAtute
used
by
this
type
of
customer
ü You
are
able
to
measure
and
compare
the
value
you
create
for
him
with
the
main
compeAtors
and
subsAtute
…
and
to
explain
it
with
simple
words
!
ü If
it
is
the
BM
or
the
capability
...
ü Don’t
forget
to
explain
why
it
is
not
easy
to
copy
36
How
to
?
• Use
simple
words
&
metrics
• Use
graphs
• Demonstrate
that
what
you
state
has
been
verified
on
the
field
37. 7th
SLIDE
:
“What
is
you
UCA”
–
differen<ator
(2)
This
“differenAator”
consists
of
one
or
two
facts
àmost
people
can
only
hold
—
at
most
—
three
thoughts
in
their
short-‐term
memory
at
one
Ame
and
you
already
said
a
lot
of
things
...
J
ü List
out
as
many
things
as
you
can
that
describe
how
your
firm
is
beaer
(or
different)
than
your
compeAtors.
ü Go
through
that
list
and
select
the
two
differences
that
are
most
likely
to
be
important
to
a
prospect.
ü Write
a
succinct
summary
of
those
two
difference
in
one
sentence.
Make
certain
that
your
summary
is
free
of
biz-‐blab
and
has
a
quanAfiable
benefit.
37
38. 7th
SLIDE
:
“What
is
you
UCA”
–
differen<ator
(3)
38
You
...
• “We
help
our
clients
with
hiring,
compensaAon,
compliance,
and
training,
typically
saving
$****
per
employee
—
a
savings
that
goes
straight
to
the
boaom
line.”
(lead-‐in)
• “We
have
a
unique
methodology
and
supporAng
sosware
based
upon
some
proprietary
scienAfic
research
that
we
funded
through
MIT”
(differenAator.)
The
Prospect
…
“How
do
you
do
that?”
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
39. 7th
SLIDE
:
“What
is
you
UCA”
–
differen<ator
(3)
39
You
...
• “We
help
companies
lower
IT
procurement
costs
—
typically
by
20
%
or
more
—
by
negoAaAng
directly
with
major
IT
vendors.”
(lead-‐in)
• “It
is!
We’ve
got
extensive
contacts
that
let
us
know
the
biggest
discounts
that
that
the
IT
vendors
have
offered
in
the
past
and
then
use
them
as
the
basis
for
negoAaAng
your
price!”
(differenAator)
The
Prospect
…
“That
sounds
interesAng.”
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
40. 7th
SLIDE
:
“What
is
you
UCA”
–
differen<ator
(3)
40
You
...
• “We
help
companies
lower
IT
procurement
costs
—
typically
by
20
%
or
more
—
by
negoAaAng
directly
with
major
IT
vendors.”
(lead-‐in)
• “It
is!
We’ve
got
extensive
contacts
that
let
us
know
the
biggest
discounts
that
the
IT
vendors
have
offered
in
the
past
and
then
use
them
as
the
basis
for
negoAaAng
your
price!”
(differenAator)
The
Prospect
…
“That
sounds
interesAng.”
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
41. 7th
SLIDE
:
“What
is
you
UCA”
–
differen<ator
(3)
41
You
...
• “Our
customers
achieve
a
10
to
1
ROI
within
one
year
by
using
our
consulAng
services
and
sosware
to
more
precisely
focus
and
track
employee
behavior.”
(lead-‐in)
• “Way!
In
fact,
some
of
our
customer
have
achieved
that
ROI
in
less
than
six
months;
and
we’ve
got
the
metrics
to
prove
it.”
(differenAator)
The
Prospect
…
“10
to
1?
No
way!”
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
42. 8th
SLIDE
:
“The
Compe<<on
…
&
the
subs<tutes”
ü CompeAAon
is
a
good
thing.
It
means
there
is
a
market
J
!
ü Who
are
your
main
compeAtors
and
subsAtutes
(very
figuraAve
for
the
investor)
?
Why
?
What
is
their
market
share
?
Do
they
have
chosen
the
same
customers
?
ü QuanAfy
their
VP
and
yours
ü Use
the
word
of
your
customer
to
explain
the
reasons
to
opt
for
your
soluAons
+
explain
the
tests
you
have
made
to
validate
those
reasons.
42
How
to
?
• Use
simple
words
&
metrics
• Use
comparaAve
graphs
• Confirm
you
assumpAons
by
descripAon
of
tests
(POB/POC)
43. 43
Most
startup
invariably
puts
up
a
compeAAve
analysis
slide
that
plots
performance
on
a
X/
Y
graph
with
their
company
in
the
top
right
J
Steve
Blank
Example
of
graph
to
explain
the
compe<<on
&
subs<tutes
?
44. Alterna<ve
graph
to
explain
the
compe<<on
&
subs<tutes
?
(Blue
Ocean
Strategy)
44
45. Other
alterna<ve
from
Steve
Blank
?
45
hap://steveblank.com/2013/11/08/a-‐new-‐way-‐to-‐look-‐at-‐compeAtors/
Zana
is
the
project
of
a
lifelong
learning
network
for
entrepreneurs
46. 9th
SLIDE
:
“Where
are
we
up
to
?”
ü At
which
state
(milestone)
are
you
?
What
has
been
done
?`
ü What
have
you
demonstrated
so
far
?
Tests
?
POC
/
POB
…
?
ü Which
are
the
next
great
steps
?
Are
they
risky
?
ü Vision
for
the
next
months
?
ü Why
are
you
asking
for
money
?
To
do
what
precisely
?
46
How
to
?
• Use
simple
words
&
metrics
• Use
comparaAve
graphs
• Confirm
you
assumpAons
by
descripAon
of
tests
(POB/POC)
47. 10th
SLIDE
:
“closing
:
Call
to
ac<on”
ü Based
on
who
is
you
interlocutor,
what
he
is
expecAng,
what
you
have
explained
in
your
pitch
…
formulate
a
clear
acceptable
realisAc
demand
ü Ask
the
clear
and
logisAc
next
step
for
you,
your
team
and
your
project
ü Insert
this
demand
in
a
Ame
line
…
where
we
are
where
we
go
…
ü You
demand
must
generate
a
binary
reacAon
On
/
Off
you
must
have
the
result
of
your
demand
immediately
47
How
to
?
• Use
simple
words
&
metrics
• Ask
something
precise
and
with
a
reasonable
deadline
• Give
the
word
…
and
wait
!
• Watch
the
culture
!!!
48. 11th
SLIDE
:
“Q&A”
ü Propose
to
exchange
through
a
Q&A
session
…
ü You
know
it
is
not
over
…
you
expect
legiAm
quesAons
…
48
How
to
?
• Give
them
the
floor
…
• Show
your
availability
…
• Be
open
…
• Confident
but
asserAve
49. What
if
I’m
pitching
a
customer
?
• Not
a
lot
of
differences
except
about
the
closing
…
• Close
with
an
engagement
quesAon
that
opens
a
brief
give-‐
and-‐take
conversaAon
that
allows
you
to
assess
whether
this
is
actually
a
valid
prospect.
• Engagement
quesAons
are
ALWAYS
open-‐ended.
They
need
they
solicit
more
than
a
yes-‐or-‐no
answer
;
collect
strategic
informaAon's
&
build
the
relaAon
to
obtain
a
real
sales
rendez-‐vous
…
49
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
50. Engagement
ques<ons
when
pitching
a
Customer
?
Engagement
quesAons
are
really
simple.
They
always
start
with
a
conversaAonal
bridge
and
then
a
simple
(and
osen
obvious)
quesAon.
Here
are
some
examples
:
• Just
out
of
curiosity,
what
priori9es
might
you
have
in
these
areas
?
• Gee,
you
seem
intrigued.
Of
what
I
just
said,
what
might
be
of
interest
?
• Hey,
enough
about
my
firm.
How
does
your
firm
handle
that
problem
?
50
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
51. Call
to
Ac<on
when
pitching
a
customer
?
The
way
you
do
this
varies
according
to
your
assessment
of
the
prospect’s
interest
level:
• Scenario
#1:
Prospect
seems
skep9cal
-‐
Your
approach:
“If
we
really
could
do
(something
of
value
to
the
customer
here),
what
would
your
thoughts
be
on
having
an
iniAal
conversaAon
with
us
to
hear
more?”
• Scenario
#2:
Prospect
seems
neutral
-‐
Your
approach:
“What
would
your
thoughts
be
on
having
an
iniAal
conversaAon
with
us
about
(something
of
value
to
the
customer
here)?
What
is
your
availability
over
the
next
few
weeks?”
• Scenario
#3:
Prospect
seems
obliging
-‐
Your
approach:
“I
would
love
to
have
an
iniAal
phone
conversaAon
with
you
about
(something
of
value
to
the
customer
here).
What
is
the
best
way
to
get
on
your
calendar?”
• Scenario
#4:
Prospect
is
clearly
interested
-‐
Your
approach:
“How
do
I
get
on
your
calendar,
please?”
51
Source
:
CraN
a
Killer
Elevator
Pitch
in
6
Easy
Steps
by
Geoffrey
James
52. The
Check-‐List
principle
of
the
Pitch
?
ü The
pitch
is
a
check-‐list
for
the
investor
/
customer
to
know
if
they
want
to
go
any
further
with
you
…
ü Don’t
tell
too
much
…
enough
to
obtain
the
“check”
…
ü You
must
confirm
your
interlocutor
that
you
have
made
your
entrepreneur’s
job
(homework)
…
that
you
are
ripe
enough
to
start
a
business
relaAon
…
ü Use
the
allocated
Ame
wisely
to
obtain
your
“check”
!
52
53. How
is
this
possible
in
55’
!
• It
is
!
• Good
structure
!
• PreparaAon
…
!
• RepeaAng
…
!
• Whatever
the
Ame
given
you
should
be
able
to
deliver
a
great
pitch
53
54. What
can
you
add
beyond
the
content
?
– Passion
– Real
concern
about
value
creaAon
– Consistency
– A•tude
– Asser9veness
– Respect
54
55. What
is
absolutely
fundamental
?
• The
pitch
is
not
about
you,
not
about
what
you
have
done,
not
about
your
product,
not
about
your
technology,
…
!
• The
pith
is
about
the
person
you
are
talking
to
:
– Investor
or
customer
• You
must
understand
“their
drive”
…
what
they
are
looking
for
as
a
soluAon,
as
an
investment
?
– As
an
investor
they
search
for
a
profitable
investment
– As
a
customer
they
search
for
a
credible
soluAon
for
a
problem
55
56. What
is
absolutely
mandatory
?
Know
the
audience
:
who
are
they
/
what
do
they
know
?
– Google
– LinkedIn
à
talk
to
common
contact
Know
exactly
who
they
are
and
what
they
are
looking
for
?
– Stage
of
investment
(seed
or
not,
BM
or
not,
…)
?
– Sector
?
– Level
of
investment
?
– Smart
money
or
controversial
investors
?
56
57. Value
?
ü Investors will be attracted by the existing value and the potential value :
ü Potential Value : the UCA, the model, …?
ü Existing Value : what has been done so far (POB/POC) ?
ü Be CLEAR : Investors must understand the value created, delivered,
captured by your business model
ü They also must understand what will be done with their money :
commercial campaign, development, tests, … ?
57
58. …
and
don’t
forget
…
“The
clear
demand”
!
ü No interest to pitch if it doesn't’t open the door and create the
context for the next step
ü Next phase is :
ü a meeting,
ü with a clear agenda,
ü with the right people, …
ü … with the objective to raise $$$$
58
59. A
pitch
is
NOT
…
– A technical description of your product or technology …
– A childish attempt to persuade …
– A process of seduction …
– An abstract thing …
– Is rather convincing than persuasive à respect
– …
59
60. When
should
you
start
pitching
?
– As
soon
as
possible
!
• In
your
bath
room
in
the
morning
!!!
• Once
a
week
in
front
of
an
experimented
audience
!!!
– The
essence
of
your
project
is
captured
by
the
pitch
!
• Clear
Business
Model
• Consistent
and
focused
strategy
– The
pitch
reveals
the
weak
point
of
the
Business
Plan
!
60
61. The
pitch
will
quickly
reveal
the
non-‐consistent
and
not
clear
elements
of
the
BP
?
1. Clear quantifiable Customer Pain
2. Clear quantified Value proposition
3. Clear market vertical & Reachable Decision making unit (DMU)
4. Clear Business Model
5. Relevant test : POB / POC
6. Finance
61
63. You
will
head
of
a
crash
if
…
1. Talk
too
much
about
technology
2. Talk
too
much
about
yourself
3. Lack
empathy
4. Do
not
prepare
enough
5. Don’t
know
the
interlocutor
6. Waste
the
Ame
of
the
interlocutor
à
disrespecoul
7. Lack
of
confidence
8. Fishing
expediAon
63
64. Fault
1
-‐
Talk
too
much
about
technology
☹ Technology is not a the means to an end !
☹ Technology is a way to create value
☹ We are talking about a venture or a solution, not a
research project
à Mention technology once but be ready to answer question or
to offer a demo
64
65. Fault
2
-‐
Talk
too
much
about
yourself
☹ Investors like invest in “A team” but don’t talk about yourself all
the time … talk about your achievement and let them judge who
you are !
☹ Pitch must be focused on them, their customer pain, their
research of a solution or a profitable investment, …
☹ Dialogue must be focused on their interest for the venture
à You = Team + stock of competencies and skills, stock of
experience and achievements, …
65
66. Fault
3
–
Lack
of
empathy
☹ Don’t be self-centered it is about them … not about you !
☹ Investors & clients do business with people they have a relation
with … People think they have such a relation when they feel
they are understood (need, situation, pro / private / CP)
☹ Listen and keep your concentration on their questions ?
☹ Risk of lack of empathy if too much preparation on the form
(2muchtraining) ?
à Train, train but never forget that this is a human interaction and not
a theatre performance
66
67. Fault
4
–
Lack
of
prepara<on
☹ If you don’t have prepared enough :
☹ You will be vague … have no logic … no red line
☹ You will lack knowledge about the solution, … or the customer pain
☹ You won’t know enough about the market vertical problems and drive
☹ You won’t be able to explain the Business Model
☹ Or you will have nothing to ask
☹ It will be understood immediately by the interlocutor à lack of respect
à Prepare your pitch as soon as possible and use it as a mirror for your BP
and BM iteration
67
68. Fault
5
–
You
don’t
know
the
target
(interlocutor)
☹ You don’t know what he knows about the sector, the market, the
technology you are pitching !
☹ You have more difficulties to craft the “hook”
☹ You don’t know exactly what to ask
☹ It is a lack of preparation or a lack of respect or both
☹ Il will be seen by the interlocutor
à Use WWW to know your audience, source information, adapt the
pitch …
68
69. Fault
6
–
You
are
too
long
☹ You demonstrate that you are not mature, or that you don’t play
with the rules …or that you don’t understand them à people
don’t want to make business with those kind of people …
☹ If you blow the time, you lack respect, you lack empathy, you
appear self-centered …
☹ It can be considered as a lack of preparation or the incapcity to
make trade-offs …
à Prepare to have a strong structure, then practice to know how to
translate your BP/BM in words and then adapt to the time given
69
70. Fault
7
–
Lack
of
confidence
☹ Because there is a lack of preparation ?
☹ Because there is a lack of knowledge of the market ?
☹ Because you haven't found a BM yet ?
☹ Because your BP is theoretical ? You have never tested
anything ?
☹ Because you don’t know what you want … what to ask ?
à Do you homework … and if some are not done … tell it ! They
will discover it soon !
70
71. Fault
8
–
“Fishing
expedi<on”
☹ Your home works are not done … ?
☹ You are not ready for an investor … ?
☹ You don’t want an investor … ?
☹ You don’t know (yet) what to ask … ?
à Don’t do that to Mr BIG … Be honest … pitch and explain the
stage … put them in the condition for the next pitch … when
you will be ready !
71
72. Be
careful
with
technical
problems
/
issues
!
ü Install
soon
enough
and
test
ü Have
a
back-‐up
soluAon
ü Carry
all
the
cable
with
you
(Apple
vs
Microsos)
ü Think
about
the
sound
(if
you
have)
ü Think
about
the
color
of
your
presentaAon
(old
beamer)
ü Use
a
remote
à
easier
to
get
connected
with
the
people
ü Have
an
assistant
72
73. What
about
the
“form”
…
(1)
Principle
:
– Slides
are
a
support
to
YOUR
pitch
…
They
must
be
listening
to
you
…
Clearly
separate
the
message
from
your
voice
and
the
message
of
each
of
your
slide
à
complementary
asset
!
– Therefore
use
images,
graphs,
…
instead
of
texts
– Don’t
use
this
format
à
this
is
a
course
!
J
73
74. What
about
the
“form”
…
(2)
Form
&
lay-‐out
:
10/20/30
–
10
slides
-‐
20
minutes
presentaAon
-‐
font
30
points
mini
– Don’t
use
this
“course
form”
L
– Don’t
use
bullet
points
L
– Basic
font,
size
40
à
avoid
text
à
images
&
concepts
74
75. What
about
the
“form”
…
(3)
A•tude
(gesture)
:
– Don’t
read
the
slides
– Get
connected
and
manage
the
connecAon
– Face
&
body
turned
to
your
audience
– Use
your
body
&
gesture
– Vary
your
voice
75
76. What
about
the
“form”
…
(4)
A•tude
(behavior)
:
Be
yourself
…
but
…
– Be
consistent
with
the
project
you
pitch
– Be
consistent
in
your
a•tude,
clothes,
vocabulary
– Be
consistent
with
the
people
you
pitch
– Be
consistent
before
the
pitch,
during
the
pitch
and
aser
the
pitch
!
76
77. What
if
my
model
is
too
complicated
?
– Simplify
the
model
…
Or
…
– Tell
a
story,
the
story
of
the
customer
…
(Ame
!)
– Use
mind
mapping
…
– Show
the
soluAon
in
a
short
movie
…
– But
stay
sober
!
You
will
also
be
judged
on
the
content
!
77
78. What
about
Prezi
?
– PPT
or
PREZI
!
– Up
to
you
…
J
– But
be
sober
…
don’t
drive
people
sick
overusing
PREZI
!
– The
form
chosen
must
serve
the
pitch
…
78
79. Pitching
with
the
Business
Model
Canvas
?
– Why
not
?
– Can
help
in
early
stage
à
Owlet
!
– Can
be
easy
to
tell
the
story
and
convince
about
the
opportunity
– See
the
example
of
CV
TRUST
• A
project
of
startup
aiming
at
selling
validaAng
CV
(academic
and
experience)
to
large
companies
…
79
80. And
don’t
forget
…
J
Guy
Kawasaki
…
“Top
ten
lies
of
entrepreneurs”
(2001
but
s6ll
true)
1. “Our
projec6ons
are
conserva6ve”
:
Nobody
believes
financial
forecasts
–
investors
simply
want
to
see
that
the
entrepreneur
understands
the
industry,
the
logic
involved
in
pu•ng
together
a
reasonable
financial
model
and
how
companies
grow.
2. “Our
market
is
forecast
to
be
$50
billion
by
20XX”
:
When
every
plan
makes
the
same
grandiose
claims
about
market
size,
investors
have
a
hard
Ame
taking
the
projecAons
seriously.
3. “We’re
signing
a
big
deal
next
week”
:
Never
talk
about
a
big
deal
unAl
it’s
a
signed
deal.
4. “Key
employees
are
set
to
join
us
as
soon
as
we
get
funded”
:
If
the
entrepreneur
can’t
get
key
execuAves
to
join
because
of
the
opportunity
then
they
probably
can’t
be
enAces
by
big
salaries
–
one
of
the
key
entrepreneurial
skills
is
to
aaract
talent
without
money.
5. “We
have
no
compe66on”
:
Claiming
that
there
is
no
compeAAon
to
an
investor
who
has
heard
a
similar
pitch
five
Ames
in
the
last
six
months,
will
not
aaract
funding.
80
81. 6. “We need you to sign a non-disclosure agreement” : Investors won’t sign a
non disclosure agreement because they usually see several similar plans. In
reality the ability to implement an idea (the team) and not the ability to keep a
secret is the key to a successful start-up.
7. “The big company is too slow to be a threat” : Big companies didn’t get where
they are by being slow – need to show respect for them whilst demonstrating a
compelling and believable way to compete with them.
8. “We’re glad the bubble has burst” : No one is glad the bubble has burst – it’s
harder to get funded, valuations are lower and due diligence takes longer.
9. “Our patents make our business defensible” : Unless you are a biotech or
medical device company it’s hard to support this claim. Investors believe that
what makes a company defensible is it’s ability to out-implement rivals.
10. “All we have to do is get 1% of the market” : No one wants to invest in a
company that aspires to grab just 1% of a market, shooting for a much higher
market share is much more attractive to the investor.
81
82. Bibliography
…
?
• Elevator
Pitch
EssenAals:
How
to
Get
Your
Point
Across
in
Two
Minutes
or
Less
à
The
9C’s
• The
Art
of
the
Start:
The
Time-‐Tested,
Baale-‐
Hardened
Guide
for
A n y o n e
S t a r A n g
Anything
• Made
to
sAck
or
the
Art
o f
m a k i n g
i d e a s
unforgeaable
!
82
84. Some
great
examples
or
useful
videos
?
The
winning
pitch
at
MIT
Global
Startup
Workshop
-‐
A
great
example
of
elevator
pitch
and
Q&A
haps://www.youtube.com/watch?v=UBNJh2rOOlI
MIT
100k
Pitch
CompeAAon
Finale
2014
–
Several
pitches
&
Q&
A
–
very
long
video
hap://video.mit.edu/watch/mit-‐100k-‐pitch-‐compeAAon-‐finale-‐2014-‐29171/
Guy
Kawasaki
–
Make
a
great
pitch
hap://ecorner.stanford.edu/authorMaterialInfo.html?mid=1177
The
classic
and
funny
video
explaining
what
an
elevator
pitch
is
haps://www.youtube.com/watch?v=Tq0tan49rmc
David
S.
Rose
entrepreneur
and
investor
:
10
things
to
know
before
you
pitch
a
VC
for
?
haps://www.youtube.com/watch?v=lzDBrMisLm0&playnext=1&list=PL836838DACEB39198
What
is
an
Elevator
Pitch?
haps://www.youtube.com/watch?annotaAon_id=annotaAon_519871&feature=iv&src_vid=q0EWScOXFpA&v=_PUBulGR42o
6
Elevator
Pitches
techniques
for
the
21st
Century
haps://www.youtube.com/watch?v=XvxtC60V6kc
84
85. Annex
:
How
to
tell
a
story
that
people
remember
?
Is there a specific receipt to tell a
story ? To touch the assistance ?
To make sure they will remember my
story … ?
The
answer
is
YES
!
85
86. 6 basic principles to let your pitch « stick » (SUCCES) :
1. S imple
2. U nexpected
3. C oncrete
4. C credible
5. E motional
6. S tories
86
87. One
book
to
read
to
learn
how
to
tell
stories
…
87
88. Thank
you
to
…
– Ken
Morse
&
Bill
Aulet
from
the
MIT
Entrepreneurship
Center
–
Ben
Piquard
for
his
comments
on
this
course
– David
Goldenberg
&
Raphael
Halberthal
– Regis
Lemmens
– Pictures
:
• Mark
Barnes
–
Wikimedia
Commons
88
89. Crea<ng
your
business
in
Brussels
?
•
Think
about
:
– 1819
(phone
number)
or
www.1819.be
– CréaAon
&
Croissance
hap://www.solvayentrepreneurs.be/nos-‐formaAons/creaAon-‐croissance/
– The
clusters
of
Impulse.brussels
:
• Lifetech
–
Sosware
in
Brussels
–
Screen
-‐
Ecobuil
89