This document outlines the typical stages of company development from early stage to exit, including activities, funding stages, and purposes at each stage. It provides an overview of the Discovery stage where founders form a team, validate a problem and solution, create a minimum viable product, and seek early financing. The Validation stage focuses on refining the product, achieving early user growth and funding, while the Efficiency stage optimizes business models and customer acquisition processes. Later stages aim to drive growth aggressively through scaling revenues.
Commercial Advantage helps leading consumer goods companies improve customer execution through three key services: commercial strategy, commercial execution, and supply chain execution. The commercial strategy service focuses on understanding customer needs through diagnostics, strategic analysis, and bespoke research to develop a pathway for transformed growth and world-class customer execution. This includes opportunities for improving processes, performance, and delivering tangible results.
This document provides information about a consulting firm called The Praxes Group. It discusses who they are, how they got started, the types of issues they address for clients, the industries they work with, and how they help clients grow through assessing needs, designing strategies, and implementing plans. They take a holistic approach to helping clients strengthen their sales processes, leadership, business development skills, and customer relationships.
The document discusses key analyses that can help managers drive growth, including a MAP analysis to understand where growth is occurring compared to plans, a capacity vs opportunity analysis to determine if the sales organization is properly sized and structured to capture opportunities, and a territories gains vs losses analysis to identify high performing territories. The analyses require strong data and provide insights to adjust sales strategies, organizations, and execution.
Capgemini Consulting provides expertise in business innovation and transformation. They use an Innovation Framework to map out the innovation lifecycle and an Innovation Management Framework to outline key building blocks. Their approach involves challenging existing innovation strategies using scenarios, assessing innovation portfolios' impact on business models and technology, and accelerating projects' value creation. They also help clients align business models within their value chains through integration.
The document discusses next generation strategies for improving top-line growth. It recommends defining unique value for target customers, executing and measuring lead generation and nurturing programs, and ensuring supply chain and workforce sustainability. The final section encourages defining value, measuring marketing activities, and planning for strong growth in the coming year.
1) The document discusses customer validation, which involves getting ready to sell, selling to early customers, and verifying the business model.
2) It emphasizes the importance of preparing sales collateral, distribution channels, and roadmaps before making initial sales.
3) Customer validation also involves developing company and product positioning based on insights from early sales, and verifying various aspects of the business.
The document describes a 1-year, 10 ECTS course at Metropolia University of Applied Sciences designed for entrepreneurial students to start their own business. The course is open to all students and requires a €22 fee. Students form teams, develop their business ideas, and create minimum viable products to launch and compete in the JAYE startup competition. Experienced entrepreneurs mentor the students and provide guest lectures and networking events.
The document discusses business model canvases and how they can be used in the early stages of starting a business to experiment and validate assumptions. It provides examples of business model canvases for Godrej ChotuKool, Flipkart, and Crossword to illustrate how the canvases can be customized for different business models and customer segments. The canvases identify key partners, activities, resources, costs, revenue streams, value propositions, channels, and customer relationships/segments for each business.
Commercial Advantage helps leading consumer goods companies improve customer execution through three key services: commercial strategy, commercial execution, and supply chain execution. The commercial strategy service focuses on understanding customer needs through diagnostics, strategic analysis, and bespoke research to develop a pathway for transformed growth and world-class customer execution. This includes opportunities for improving processes, performance, and delivering tangible results.
This document provides information about a consulting firm called The Praxes Group. It discusses who they are, how they got started, the types of issues they address for clients, the industries they work with, and how they help clients grow through assessing needs, designing strategies, and implementing plans. They take a holistic approach to helping clients strengthen their sales processes, leadership, business development skills, and customer relationships.
The document discusses key analyses that can help managers drive growth, including a MAP analysis to understand where growth is occurring compared to plans, a capacity vs opportunity analysis to determine if the sales organization is properly sized and structured to capture opportunities, and a territories gains vs losses analysis to identify high performing territories. The analyses require strong data and provide insights to adjust sales strategies, organizations, and execution.
Capgemini Consulting provides expertise in business innovation and transformation. They use an Innovation Framework to map out the innovation lifecycle and an Innovation Management Framework to outline key building blocks. Their approach involves challenging existing innovation strategies using scenarios, assessing innovation portfolios' impact on business models and technology, and accelerating projects' value creation. They also help clients align business models within their value chains through integration.
The document discusses next generation strategies for improving top-line growth. It recommends defining unique value for target customers, executing and measuring lead generation and nurturing programs, and ensuring supply chain and workforce sustainability. The final section encourages defining value, measuring marketing activities, and planning for strong growth in the coming year.
1) The document discusses customer validation, which involves getting ready to sell, selling to early customers, and verifying the business model.
2) It emphasizes the importance of preparing sales collateral, distribution channels, and roadmaps before making initial sales.
3) Customer validation also involves developing company and product positioning based on insights from early sales, and verifying various aspects of the business.
The document describes a 1-year, 10 ECTS course at Metropolia University of Applied Sciences designed for entrepreneurial students to start their own business. The course is open to all students and requires a €22 fee. Students form teams, develop their business ideas, and create minimum viable products to launch and compete in the JAYE startup competition. Experienced entrepreneurs mentor the students and provide guest lectures and networking events.
The document discusses business model canvases and how they can be used in the early stages of starting a business to experiment and validate assumptions. It provides examples of business model canvases for Godrej ChotuKool, Flipkart, and Crossword to illustrate how the canvases can be customized for different business models and customer segments. The canvases identify key partners, activities, resources, costs, revenue streams, value propositions, channels, and customer relationships/segments for each business.
This document discusses e-business and compares it to e-commerce. It notes that e-business involves using new technologies to improve business performance through low costs and open connectivity, connecting value chains across businesses. Some key differences between traditional business and e-business are discussed, including that e-business requires a non-linear "journey" approach rather than step-by-step planning due to ongoing change. Potential benefits of e-business include generating new revenues and reducing costs through efficiencies, customer retention through personalized offerings, and improving brand image.
The document discusses a gap in delivering analytics through business intelligence (BI) tools, known as the "last mile of BI". It introduces Dunegrass as a solution to close this gap by enabling collaborative analysis, interactive charts/tables, and a unified data model across sources. The startup is seeking $1.5 million investment to expand their team of developers, sales, and marketing staff to scale the software business for rapid growth.
This document discusses how organizations can improve customer experience through analytics. It notes that to thrive, organizations need to maximize value from limited resources by understanding customer needs and making smart data-driven decisions. The future of competition lies in analytics, which enables predictive models and fact-based management. Companies that champion analytics from the top and establish an analytics culture will gain a lasting competitive advantage. Organizations must embed analytics across the customer lifecycle, identify key pain areas, and use analytics to drive retention and share of wallet. Common reasons analytical efforts fail include lack of change management, training, data quality, and embedding outputs into processes. The key to success is capturing data, building expertise, embracing an analytical culture, embedding outputs, and monitoring
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
Starting a new business is not the same as running an operating business. As Steve Blank puts it "a startup is an idea looking for a business model". Over the last decade a number of management practices have emerged that recognizes the particular challenges facing new ventures. In particular, Blank's Customer Development Model and the related "Lean" movement are increasingly popular with entrepreneurs of all sorts. This lecture introduces and define the key concepts of the new entrepreneurial management practices and illustrate how startups can utilize them at any step of their process.
How To Conduct a Market Analysis - SD Forum's Crafting A Fundable Roadmap For...Steve Tennant
How to conduct market analysis - a roadmap for startups. Presented at Software Development Forum March 31, 2009. Steve Tennant, Tennant Consulting, www.tennantconsulting.com. Tip of the hat to Scott Schwertly from Ethos3 Communications for "Meet ____" presentation format.
The document discusses aligning marketing and sales strategies by developing a comprehensive marketing plan that is ongoing, aligned with business goals, and measurable. It stresses that the plan should clearly explain how each activity integrates with others to generate opportunities for sales. The plan requires buy-in from both marketing and sales, who should jointly set and track targets. It also provides examples of lead tracking and reporting processes to demonstrate marketing's value.
Startup Metrics for Pirates (Startonomics Beijing, June 2009)Geeks On A Plane
This document outlines Dave McClure's presentation on startup metrics. It discusses the AARRR framework for measuring acquisition, activation, retention, referral, and revenue. McClure emphasizes keeping metrics simple, focusing on actionable metrics, and using an iterative feedback loop to continuously optimize and improve based on data. He also provides examples of metrics for different roles like CEO, product, and marketing.
I Minds2009 Alex Brabers (Gimv) Partnering With A Venture Capitalist An En...imec.archive
This document provides an overview of partnering with a venture capitalist from an entrepreneur's perspective. It discusses why entrepreneurs seek venture capital funding, the types of venture capitalists that exist, and how the matching and due diligence process works between entrepreneurs and venture capitalists. The key points covered are: why entrepreneurs partner with VCs for funding and business expertise; the diversity of VC firms in terms of size, experience, and approach; how entrepreneurs can evaluate which VC is the best match; and the indicative investment process that includes initial meetings, due diligence, and signing contracts.
A Marketing Plan Outline from start to finish. In this presentation (Marketing 101 PowerPoint) you will learn how to create a marketing plan for any business. By Marketing by Justina 2012 www.marketingbyjustina.wordpress.com
Frontier-Markets - Webinar - Financing for Solar Offgrid BusinessesTuong Do
1) Frontier Markets is a last mile clean energy distribution company that focuses on sales, customer service, and data analytics.
2) It has progressed from an early concept stage using self-funding and grants, to a mid-stage company attracting social investors and convertible debt to fund revenue generation.
3) With the right mix of capital including equity, debt, and lines of credit, the company aims to scale operations to reach more customers, sell more clean energy products, develop partnerships, and create micro-franchises.
Same Page Capital provides strategic business expertise and operational support to accelerate the growth of early-stage companies. It connects startups with senior industry contacts to help scale businesses and create investor value. Same Page Capital takes equity stakes in startups and generates revenue through fees, commissions, and exits to fund operations and attract follow-on investors. The company fills a gap between funding and operational success for startups by providing services focused on business development, strategic partnerships, and exit strategies.
Seamless Receipts Investor Presentation January 2011Keith Cowing
This presentation outlines Seamless Receipts' solution for helping retailers engage customers after purchases through personalized digital receipts. It has seen early success with beta launches, growing email lists by 400% and open rates 4x higher than typical emails. The company is raising $1.15M to expand its direct sales team, launch with 40 additional retailers, and develop new features to build on its lead in the emerging market for digital customer engagement.
Dave McClure presented on startup metrics and provided frameworks for understanding key metrics. He outlined the AARRR pirate metrics model of Acquisition, Activation, Retention, Referral, and Revenue. McClure also discussed defining a 1-page business model identifying target user segments and desired user actions or behaviors. He emphasized the importance of iteration and optimizing based on measured user behavior through testing and analyzing metrics.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
This document outlines a 7 step system for marketing success for small businesses. The steps include: 1) Building a marketing foundation with strategy, ideal customer definition, and remarkable difference. 2) Creating educational content. 3) Generating leads through nurture marketing, current customers, referrals, and new prospects. 4) Converting leads through trials and predictable processes. 5) Delighting customers to fuel other marketing engines. 6) Harnessing the internet through social media. 7) Implementing the system through a consistent calendar. The overall system is designed to help small businesses effectively attract and convert prospects at each stage of the customer journey.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document discusses e-business and compares it to e-commerce. It notes that e-business involves using new technologies to improve business performance through low costs and open connectivity, connecting value chains across businesses. Some key differences between traditional business and e-business are discussed, including that e-business requires a non-linear "journey" approach rather than step-by-step planning due to ongoing change. Potential benefits of e-business include generating new revenues and reducing costs through efficiencies, customer retention through personalized offerings, and improving brand image.
The document discusses a gap in delivering analytics through business intelligence (BI) tools, known as the "last mile of BI". It introduces Dunegrass as a solution to close this gap by enabling collaborative analysis, interactive charts/tables, and a unified data model across sources. The startup is seeking $1.5 million investment to expand their team of developers, sales, and marketing staff to scale the software business for rapid growth.
This document discusses how organizations can improve customer experience through analytics. It notes that to thrive, organizations need to maximize value from limited resources by understanding customer needs and making smart data-driven decisions. The future of competition lies in analytics, which enables predictive models and fact-based management. Companies that champion analytics from the top and establish an analytics culture will gain a lasting competitive advantage. Organizations must embed analytics across the customer lifecycle, identify key pain areas, and use analytics to drive retention and share of wallet. Common reasons analytical efforts fail include lack of change management, training, data quality, and embedding outputs into processes. The key to success is capturing data, building expertise, embracing an analytical culture, embedding outputs, and monitoring
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
Starting a new business is not the same as running an operating business. As Steve Blank puts it "a startup is an idea looking for a business model". Over the last decade a number of management practices have emerged that recognizes the particular challenges facing new ventures. In particular, Blank's Customer Development Model and the related "Lean" movement are increasingly popular with entrepreneurs of all sorts. This lecture introduces and define the key concepts of the new entrepreneurial management practices and illustrate how startups can utilize them at any step of their process.
How To Conduct a Market Analysis - SD Forum's Crafting A Fundable Roadmap For...Steve Tennant
How to conduct market analysis - a roadmap for startups. Presented at Software Development Forum March 31, 2009. Steve Tennant, Tennant Consulting, www.tennantconsulting.com. Tip of the hat to Scott Schwertly from Ethos3 Communications for "Meet ____" presentation format.
The document discusses aligning marketing and sales strategies by developing a comprehensive marketing plan that is ongoing, aligned with business goals, and measurable. It stresses that the plan should clearly explain how each activity integrates with others to generate opportunities for sales. The plan requires buy-in from both marketing and sales, who should jointly set and track targets. It also provides examples of lead tracking and reporting processes to demonstrate marketing's value.
Startup Metrics for Pirates (Startonomics Beijing, June 2009)Geeks On A Plane
This document outlines Dave McClure's presentation on startup metrics. It discusses the AARRR framework for measuring acquisition, activation, retention, referral, and revenue. McClure emphasizes keeping metrics simple, focusing on actionable metrics, and using an iterative feedback loop to continuously optimize and improve based on data. He also provides examples of metrics for different roles like CEO, product, and marketing.
I Minds2009 Alex Brabers (Gimv) Partnering With A Venture Capitalist An En...imec.archive
This document provides an overview of partnering with a venture capitalist from an entrepreneur's perspective. It discusses why entrepreneurs seek venture capital funding, the types of venture capitalists that exist, and how the matching and due diligence process works between entrepreneurs and venture capitalists. The key points covered are: why entrepreneurs partner with VCs for funding and business expertise; the diversity of VC firms in terms of size, experience, and approach; how entrepreneurs can evaluate which VC is the best match; and the indicative investment process that includes initial meetings, due diligence, and signing contracts.
A Marketing Plan Outline from start to finish. In this presentation (Marketing 101 PowerPoint) you will learn how to create a marketing plan for any business. By Marketing by Justina 2012 www.marketingbyjustina.wordpress.com
Frontier-Markets - Webinar - Financing for Solar Offgrid BusinessesTuong Do
1) Frontier Markets is a last mile clean energy distribution company that focuses on sales, customer service, and data analytics.
2) It has progressed from an early concept stage using self-funding and grants, to a mid-stage company attracting social investors and convertible debt to fund revenue generation.
3) With the right mix of capital including equity, debt, and lines of credit, the company aims to scale operations to reach more customers, sell more clean energy products, develop partnerships, and create micro-franchises.
Same Page Capital provides strategic business expertise and operational support to accelerate the growth of early-stage companies. It connects startups with senior industry contacts to help scale businesses and create investor value. Same Page Capital takes equity stakes in startups and generates revenue through fees, commissions, and exits to fund operations and attract follow-on investors. The company fills a gap between funding and operational success for startups by providing services focused on business development, strategic partnerships, and exit strategies.
Seamless Receipts Investor Presentation January 2011Keith Cowing
This presentation outlines Seamless Receipts' solution for helping retailers engage customers after purchases through personalized digital receipts. It has seen early success with beta launches, growing email lists by 400% and open rates 4x higher than typical emails. The company is raising $1.15M to expand its direct sales team, launch with 40 additional retailers, and develop new features to build on its lead in the emerging market for digital customer engagement.
Dave McClure presented on startup metrics and provided frameworks for understanding key metrics. He outlined the AARRR pirate metrics model of Acquisition, Activation, Retention, Referral, and Revenue. McClure also discussed defining a 1-page business model identifying target user segments and desired user actions or behaviors. He emphasized the importance of iteration and optimizing based on measured user behavior through testing and analyzing metrics.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
This document outlines a 7 step system for marketing success for small businesses. The steps include: 1) Building a marketing foundation with strategy, ideal customer definition, and remarkable difference. 2) Creating educational content. 3) Generating leads through nurture marketing, current customers, referrals, and new prospects. 4) Converting leads through trials and predictable processes. 5) Delighting customers to fuel other marketing engines. 6) Harnessing the internet through social media. 7) Implementing the system through a consistent calendar. The overall system is designed to help small businesses effectively attract and convert prospects at each stage of the customer journey.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
3. Purpose
Months 7 11 17 25
validating solving a early validation that people are refine business model and improve drive growth very aggressively.
Purpose
meaningful problem and interested in product and willing to efficiency of customer acquisition
whether anybody would pay process.
hypothetically be interested
in solution.
INTAKE
EXIT
Discovery
Bright Ideas Validation
3 Beta Efficiency
Commercial Scale
Revenues
Customers Demo
4. Activities
Months 7 11 17 25
validating solving a early validation that people are refine business model and improve drive growth very aggressively.
Purpose
meaningful problem and interested in product and willing to efficiency of customer acquisition
whether anybody would pay process.
hypothetically be interested
in solution.
INTAKE
EXIT
Discovery
Bright Ideas Validation
3 Beta Efficiency
Commercial Scale
Revenues
Customers Demo
•Founding team is formed, •Refinement of core features, •Value proposition refined, •Large A Round,
•many customer interviews •initial user growth, metrics and •user experienced overhauled, •massive customer acquisition,
are conducted, analytics implementation, •conversion funnel optimized, •back-end scalability
•value proposition is found, •seed funding, •viral growth achieved, improvements,
•minimally viable products •first key hires, •repeatable sales process and/or •first executive hires,
Activities
are created, •pivots (if necessary), scalable customer acquisition •process implementation,
• team joins an accelerator or •first paying customers, channels found. •establishment of departments.
incubator, •product market fit.
•Friends and Family financing
round,
• first mentors & advisors
come on board.
6. Company Development Stages
Months 7 11 17 25
Name Source Terms $Amt Note
$150k
Summer Company Government Grant 3k .ontariocanada.com/ontcan/
Discovery 1medt/smallbiz/en/sb_ye_s
ummerco_en.jsp
OCE (college-university) Government Grant 150K oce-
ontario.org/programs/comm
ercialization-
programs/market-readiness
JumpStart Government Grant 25k Need matching $ and
mentor. Run through AC
Others LaunchPad Angel Investment 10-50K Competition
CYBF Government Loan 15k Requires 2 yr mentoring
cybf.ca
BDC Institutional Loan 30k Run through CYBF
Hyperdrive Communitech Inv+Loan 40k hyperdrive.communitech.ca
Jolt MaRS Investment 30k jolt.marsdd.com
Extreme Start-ups Angel Investment 18k extremestartups.com
Velocity Philanthropy Grant 25k Competiton
velocity.uwaterloo.ca
KickStarter Crowd Funding Pre-Sale variable kickstarter.com
7. Canadian Hyperdrive Jolt GrowLab Extreme Startup Founder Fuel Velocity Accelerator Centre
(Communitech) (MaRS) (Wertz,Brody, (Varma, Sharma) (Ian Jeffrey) (Van Koughnett, (Ellis, Jackson)
Accelerators Landa, Bailey) Extreme Ventures Real Ventures Kirkup) (Incubator)
and Waterloo (University of
Incubators Waterloo
Incubator)
Location Waterloo Toronto Vancouver Toronto Montreal Waterloo Waterloo / Stratford
Type of Company Tech IT, Tech Tech Web & Mobile Tech, full-time Products that can be
Communications Internet Web & Mobile Waterloo Student commercialized
and entertainment (+ other Tech) within 2 years
(ICE) (Cdn
residents only)
Mentorship 8 EIRs & 50+ Industry 80 Mentors + 25+ Wkly mentorship: 85 entrepreneurs, 6 mentors and 6 In-house advisors
Experts & Service sponsor support Founders 1on1, technology, funding, executives, VC, access to (technology, sales,
providers, Mentors legal, PR, marketing angels Communitech VSG finances, and
Wkly mentorship: & human resources of 8EIRs marketing). Access
technology, funding, to 8 Communitech
legal, PR, marketing VSG EIRs
HR
Funding Up to $200K $30K 6-7% Up to $25K 5-10% $18K 6% $10K + $5K/founder $25k Grant -
$40K 7% +sponsor perks Possible $150K BDC up to $25k 6%
+sponsor perks
Networking Excellent Excellent Good Good Good Excellent Excellent
Time 3months 4 months 4 months 3 months 3 months Every term 24 months
Intakes/x yr 10 / 3x 6-10/ 2x 5-7 Fall 3 / Summers TBD Continuous Intake
Program Intensive 1on1s, Presentations, Wkly spealers, Grow Wkly mentorship, lasses, guest Events, workshops, Events, Networking,
(all involve U-Build workshops, events, Events, Workshops Conf (fall) wkly product demo speakers, feedback Demo day presentations,
your Capital collision, trips, Demo day w/ Extreme Labs sessions w/mentors, workshops, advisory
company/product Demo day Showcase Day demo day services, mentoring
during prg)
Incubation 65,000 / 20,000 sq.ft. 5,500 sq.ft. 3 mos Vancouver Toronto at Extreme Notman House Communitech Accelerator Centre
HUB/AC KW MaRS Commons 1 mo SanFrancisco Venture Partners Montreal Garage private and shared
NYC / Silicon Valley space
Competitive Extremely hands on, Local MaRS TBD - New Several exits TBD-New Excellent early-stage Goal orient program
Advantage available 24/7, support, well (2 prior years active) discovery and with accountability
full service and networked validation program
comprehensive prg
8. Comparative Hyperdrive Tech Stars Y Combinator 500 Startups
(Communitech) (David Cohen) (Paul Graham) (Dave McClure)
USA
Accelerators:
Location Waterloo Boulder, Boston, Silicon Valley Silicon Valley
NYC, Seatle
Type of Company Tech Tech Tech Tech
Web and Financial services,
Software search/social/mobile
platforms,
productivity, education
& language, family &
healthcare, web
infrastructure
Mentorship 8 EIRs & 50+ Industry 400 Once/wk/20min 140
Experts & Service Panels, coaching or on demand EIRs, Speakers &
providers, & presentations Mentors
Wkly mentorship:
technology, funding,
legal, PR, marketing
HR
Funding Up to $200K $6K/founder up $20K 7%+ $10-100K
$40K 7% to $18K 6% $100K YM+$50K RC
+sponsor perks debt no cap no disc
Networking Excellent Excellent Awesome Excellent
(Business, VC,
Angel)
Time 3months 3 months 3 months On-going
Intakes/x yr 10 / 3x 10-12 / 4x 40-60 / 2x 25/3x
Program Intensive 1on1s, Wkly dinner w/ Wkly dinner w/guest High Touch
(all involve U-Build workshops, events, presentations, speaker, prototype Demo Day
your Capital collision, Demo day day, demo day, meet
company/product trips, Demo day Sequoia day, Events
during prg)
Incubation 65,000 / 20,000 sq.ft. 10,000 sq.ft None 10,000 sq.ft
HUB/AC KW Boulder (in community) Mountain View
NYC / Silicon Valley
Competitive Extremely hands on, Standardized PG Always on, Vested, well branded
9. Company Development Stages
Months 7 11 17 25
Name Source Terms $Amt Note
$600k
Golden Triangle Angel Equity 300k Sept-June
Validation AngelNet goldentriangleangelnet.ca
Communitech Fund LP Equity/Loan 75k Technology companies
communitech.ca
Angel One Angel Equity 200k angelonenetwork.ca
Investor Network
York Angel Angel Equity 200k yorkangels.com
Investors
Others
Georgian Angel Network Angel Equity 150k georgianangelnet.ca
Niagara Angel Network Angel Equity 100k niagaraventureforum.com
S.W. Ontario Angel Network Angel Equity 100k swoangel.com
FedDev IBI Government Loan 0% 999k 1:2 match for “projects”
backed by Angel or CVCA
Fed Dev SOFII Government Loan 8% 250k+ Loan to scale to min of 50
employees
Rogue Angels & Clubs Private Various 50k+ High net worth individuals
Pitch Competitions Various Various 1-50k Laurier Entrepreneurship,
TieQuest, etc.
Angel List Angel Investment - angel.co
10. Company Development Stages
Months 7 11 17 25
Name Source Terms $Amt Note
$900k
Angel Syndicates Angel Equity 1,000k+ For larger deals 500k-1.5m
Efficiency
MaRS IAF Institutional Conv. debt 500k Ontario emerging
Technology companies
Golden Ventures Private Venture Equity -500k Mobile
Partners
IRAP Government Grant 10-250k For various projects, new
hires, IP filing, R&D
Others Rho Ventures Private Equity Equity 50k Energy, Health, IT,
Communications, Media
Extreme Venture VC Lite Equity 150k Tech. Provide additional
Partners management expertise
BDC Sub-Debt Government Sub-Debt 250+ Need $1m annual revenue
Expresso Capital SR&ED Factoring Debt Finance SR&ED &MRR
Mantella Venture Partners VC Equity Up to Mobile and internet.
500k Hands on managment
MaRS BAP Government Grant 20k Embedded Executives and
projects
OCE Market Government Grant/Equity 190k Commercialization
Readiness projects for academia
Corporate VC Funds Corporations Various 400k+ Specific shopping lists of
technology
11. Company Development Stages
Months 7 11 17 25
Name Source Terms $Amt Note
$3,000k
OMERS Ventures Institutional Equity 500++ Lifecycle funder
Scale omersventures.com
iNovia Capital VC Equity 500++ Technology Companies
syndicated “A” rounds
Klass Capital LP Equity 2,000+ High Growth SaaS
klasscapital.com
BDC Venture Capital VC Equity 1,000+ www.bdc.ca
Others Round 13 Capital LP Equity TBD round13capital.com
Plaza Corp LP Equity 500+ Technology Companies
plazaventures.ca
Best Funds LP V. Debt 1000+ Short-term venture debt for
tech cos. bestfunds.ca
Comerica Investment Bnk V. Debt 1000+ comerica.com
Summerhill Venture LP Equity TBD Wireless, digital media, ITC
Partners summerhillvp.com
Georgian Partners VC Equity 5000+ SaaS Syndicated “B” rounds
georgianpartners.com
Tandum Capital VC Equity 5000+ Tech. Mostly “B” rounds
tandemexpansion.com
Various Corporations Corporations Acquisition TBD Mostly talent and/or
technology acquisition
12. Real Tech Example
2007 Dec 2010 Feb 2011 Dec 2011 2013 2014
INTAKE
EXIT
Discovery Validation Efficiency Scale
Founders$ Family & Angels Angels Angels/VC
120k Friends$50k $700k $330k $500k
Institutional IAF Series A
$500k $2-5m
Fed Dev IBI
$740k
Gvmt Grants Gvmt Grants
$136k $223k
SR&ED SR&ED SR&ED SR&ED SR&ED
$9k $21 $49K $210K $300K