A MasterClass decoding the basics of scale-ready business model by Marketing and Business Development Leader.
Tom Katsioulas is an Executive in Silicon Valley with more than 25 years experience, discusses the fundamentals and the mindset of a business that is set to create value.
More: https://mindspark.gr/about/neurons/tom-katsioulas/
Getting funded sometimes seems like a career itself (and indeed it is a big part of the CEO’s responsibilities). In order to succeed, need to understand both the rules of the game and the equipment – without these you may squander some of your most valuable resources - time and relationships. Two keys communication tools are the Executive Summary and the PowerPoint Presentation (Pitch Deck). This forum will help you understand how these tools are used to generate a face-to-face meeting, make a persuasive and memorable presentation, and then follow through with the details needed for investors to begin their due diligence process.
KTN’s Innovation Canvas is designed to help you to identify the steps needed to make your idea succeed. It provides a powerful framework for assessing the strengths and weaknesses of a specific project, identifying the most urgent challenges to overcome, and prioritising what action to take. During this 1-hour webinar we explained how to make the most of all the Innovation Canvas has to offer, providing attendees with all the information needed to get started.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to differentiate between the steps of product development, including research, design, implementation, testing, verification, validation, operations and maintenance.
Human Capital: Building high performance teams for your start-up's successMaRS Discovery District
Every start-up encounters speed bumps on the highway of growth. It's the people on your team who will enable your company to power through them. Skills and capabilities must evolve as you grow. You'll need to navigate advisory and other boards, recruit well and have effective team communication and a CEO who sets the stage for the company culture – all just to set you up for that early-stage VC funding.
Lance Laking, an experienced successful entrepreneur, talks about how to successfully drive this off-road path.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=fb57c3a5-7e11-4bb6-b8b6-6276e0ec27c3
Getting funded sometimes seems like a career itself (and indeed it is a big part of the CEO’s responsibilities). In order to succeed, need to understand both the rules of the game and the equipment – without these you may squander some of your most valuable resources - time and relationships. Two keys communication tools are the Executive Summary and the PowerPoint Presentation (Pitch Deck). This forum will help you understand how these tools are used to generate a face-to-face meeting, make a persuasive and memorable presentation, and then follow through with the details needed for investors to begin their due diligence process.
KTN’s Innovation Canvas is designed to help you to identify the steps needed to make your idea succeed. It provides a powerful framework for assessing the strengths and weaknesses of a specific project, identifying the most urgent challenges to overcome, and prioritising what action to take. During this 1-hour webinar we explained how to make the most of all the Innovation Canvas has to offer, providing attendees with all the information needed to get started.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to differentiate between the steps of product development, including research, design, implementation, testing, verification, validation, operations and maintenance.
Human Capital: Building high performance teams for your start-up's successMaRS Discovery District
Every start-up encounters speed bumps on the highway of growth. It's the people on your team who will enable your company to power through them. Skills and capabilities must evolve as you grow. You'll need to navigate advisory and other boards, recruit well and have effective team communication and a CEO who sets the stage for the company culture – all just to set you up for that early-stage VC funding.
Lance Laking, an experienced successful entrepreneur, talks about how to successfully drive this off-road path.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=fb57c3a5-7e11-4bb6-b8b6-6276e0ec27c3
Product Camp SF 2013 Keynote: Passionate About Product ManagementRich Mironov
"Why I'm Passionate About Product Management." A lighthearted pictorial keynote for Product Camp San Francisco (Oct 2013). Since we typically talk about wearing lots of hats, I've instead referred to shoes.
Marty Kaszubowski, Old Dominion University. Oops!... Another Startup Did It A...IT Arena
Martin Kaszubowski currently serves as the Executive Director of the Institution for Innovation and Entrepreneurship at Old Dominion University. Marty has over 35 years of experience with a broad spectrum of public- and private-sector organizations promoting new venture formation, early-stage investment, technology commercialization, and innovation-led economic development. Marty has traveled with the CRDF Global STEP team since 2010, having made 12 separate trips to the former Soviet States: Ukraine, Armenia, Azerbaijan, and Georgia. In addition, he has spent significant time with CRDF mentoring entrepreneurs remotely, reviewing program applications, judging entrepreneurship competitions, and working with incubators, accelerators, and others interested in promoting innovation-based entrepreneurship in the region. Marty holds a Bachelor’s Degree in Aerospace Engineering from the University of Michigan, and a Master’s Degree in Technology Management from George Washington University.
Connection-based Selling (MassChallenge / Skolkovo)Rishi Dean
Slides from my workshop delivered in Moscow to Skolkovo Super League companies, as part of the MassChallenge entrepreneurship "bootcamp". "Connection-based selling" is a framework to think through the sales process, that hinges upon the notion of making emotional connections to the buyer, prior to rational arguments for your product.
So you have built an amazing early stage life science company. Now you need to explain it. This panel will cover how to concisely communicate a company’s value proposition to investors in a variety of formats including the elevator pitch, an angel presentation and a VC meeting.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
This lecture discusses how to build and deliver an effective pitch to help you find financing for your entrepreneurial venture or to sell your product to customers.
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
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Product Camp SF 2013 Keynote: Passionate About Product ManagementRich Mironov
"Why I'm Passionate About Product Management." A lighthearted pictorial keynote for Product Camp San Francisco (Oct 2013). Since we typically talk about wearing lots of hats, I've instead referred to shoes.
Marty Kaszubowski, Old Dominion University. Oops!... Another Startup Did It A...IT Arena
Martin Kaszubowski currently serves as the Executive Director of the Institution for Innovation and Entrepreneurship at Old Dominion University. Marty has over 35 years of experience with a broad spectrum of public- and private-sector organizations promoting new venture formation, early-stage investment, technology commercialization, and innovation-led economic development. Marty has traveled with the CRDF Global STEP team since 2010, having made 12 separate trips to the former Soviet States: Ukraine, Armenia, Azerbaijan, and Georgia. In addition, he has spent significant time with CRDF mentoring entrepreneurs remotely, reviewing program applications, judging entrepreneurship competitions, and working with incubators, accelerators, and others interested in promoting innovation-based entrepreneurship in the region. Marty holds a Bachelor’s Degree in Aerospace Engineering from the University of Michigan, and a Master’s Degree in Technology Management from George Washington University.
Connection-based Selling (MassChallenge / Skolkovo)Rishi Dean
Slides from my workshop delivered in Moscow to Skolkovo Super League companies, as part of the MassChallenge entrepreneurship "bootcamp". "Connection-based selling" is a framework to think through the sales process, that hinges upon the notion of making emotional connections to the buyer, prior to rational arguments for your product.
So you have built an amazing early stage life science company. Now you need to explain it. This panel will cover how to concisely communicate a company’s value proposition to investors in a variety of formats including the elevator pitch, an angel presentation and a VC meeting.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
This lecture discusses how to build and deliver an effective pitch to help you find financing for your entrepreneurial venture or to sell your product to customers.
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
www.createmedia.ie: 8 STEPS TO YOUR BASIC BUSINESS PLANCREATEmediaIE
createmedia.ie brings you this simple, easy to follow business plan basics. Start your entrepreneurial journey today! For more resources & guides, including how to secure that all important funding, see www.createmedia.ie
Everyone knows the failure rate of startups, convincing angels and venture capital that your project deserves support is a huge part of getting your project off the ground. This short power point is designed to help you present, pitch and sell your product to everyone you meet and to funding committees.
What goes into a pitch deck? Jeremy Halpern of Nutter McClennen and Fish tells us. Want to learn more? Check out the October 24 Fast Track: http://www.thecapitalnetwork.org/programs/venture-fast-track/
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
TSH Masterclass - Business Plans: Don't Be A GnomeTechMeetups
The key points and highlights from Anastasia Kovaleva’s presentation “Business Plans: Don’t Be A Gnome!”
Internally, business plans develop and validate an idea. It is an essential tool to track progress of the business.
Your business plan also provides your shareholders (investors, debt providers, co-founders, and customers) an idea of how you intend to take care of their investment in your business.
The key components of your business plan are: Market Positioning (identification of an unsatisfied need), Product or Service (your solution to satisfy the need), Market Strategy (your competitive edge or unfair advantage), Operations (your business model), Team (your human capital / engine room), and Financials (your bottom line).
It is more than just writing a glossy book, the most important part is doing detailed research to convince your readers that your business is feasible.
Anastasia’s presentation was part of TechStartHub Startup Masterclass: How to make sure you’re investment and exit ready held last November 8 at University College London – Roberts Building. The next masterclass, Expert Advice on Website Content Strategy, Analytics, and Community Building, will be held on November 28 at the Innovation Warehouse.
Как начать стартап: руководство для начинающих предпринимателей от CupoNationCupoNation Russia
2 февраля 2017 года международный стартап CupoNation организовал вебинар "Начни сегодня", спикером которого стал соучредитель компании Андреас Фрус. Мы публикуем материалы спикера с руководством для начинающих предпринимателей.
Андреас поделился личным опытом в предпринимательстве, рассказал об особенностях онлайн-рынка и специфике международных стартапов. Из презентации вы узнаете:
- Историю компаний CupoNation и Global Savings Group
- Как запустить собственный проект: с чего начать, как собрать команду, и выбрать бизнес-модель новой компании
- Практические рекомендации по построению международных стартапов
- Что можно и что нельзя делать начинающему предпринимателю
Запись вебинара доступна по ссылке:
www.cuponation.ru/tag/start-up-webinar
Если у вас остались вопросы, пишите нам на почту:
alina.kamalova@cuponation.ru
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
The Best Startup Pitchdeck on How to Present to Angels & Venture Capitalist.
Updated Version
Slides by J Skyler Fernandes , Venture Capital & Private Equity at Simon Venture Group
TGPowerhouse (TGPw) is committed to the sustainable growth in the value of your company. We focus on medium-sized companies, mostly.
We are unlike any traditional consultancy: we focus on implementation.
We help you to reflect on the challenges of your business, your needs and what you want to accomplish.
We work to differentiate your business and enable your company to sustain a competitive position, visible on its results.
We partner with you in the implementation, including the internationalization of your business or the attraction of Strategic Partner. We manage the business, when necessary.
If you are considering or planning to initiate business in Brazil, TGPowerhouse is your “Business GPS”.
We ensure that you have a " Smart Landing " in Brazil.
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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
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From idea-to-scalable-business-plan-tom-katsioulas-master class
1. From Idea to Scalable Business Plan
Lifestyle vs. Scalable Business
1
Tom Katsioulas, Technology Executive
https://www.linkedin.com/in/tomkatsioulas/
2. Idea to Business Plan Requires a Lot of Work
• You have unlimited potential
• Get over your fixed mindset
• Leverage experience of others
• You are on your way to success
SCALING
How to keep
growing?
PLANNING
Cost & time
to deliver?
STARTUP
Team & cash
needed?
BUSINESS
GTM & Sales
Strategy?
IDEA
Problem and
market need
RESEARCH
How others
serve market?
VALUE PROP
Who pay for
our solutions
2
3. Ingredients for Success
?
There is no substitute for EXPERIENCE
• We share & absorb data
• We process information
• We gain knowledge
• We grow and produce
3
5. What is Your Big Idea?
• What is your motivation?
• You want to change the world?
• You want to make money?
• Where can you get advice?
You are responsible for the BIG IDEA that will lead to SUCCESS
5
6. What is a “Lifestyle” Company?
• Has limited growth opportunity
• May be highly profitable
• Requires a very small team
• Most likely requires relatively small initial investment
• Is NOT a candidate for venture capital funding
• Example:
• In three years a business can grow to $3M annual revenue with 30% operating
margins. It can maintain this revenue and profitability indefinitely.
It is an excellent choice for an individual or small team
6
7. Consulting (services) vs. Products
• Product companies BUILD things they can SELL
• Emphasize how their standard products are customizable
• Require initial up front investment to build product
• Consulting companies SELL things they can BUILD
• Emphasize how their custom services are standard (repeatable, practices)
• Get paid up front (as much as 50%) for their services
In either case you must find CUSTOMERS willing to pay for value
7
8. About Your Business Plan
• Your plan is not a document or a presentation
• It is what you actually intend to do to succeed
• It must first come to life in your mind’s eye
• You live and breath your plan every moment of your life
• It requires exceptional levels of commitment to develop it
• Your plan IS your plan, it’s either fundable or not
• Do not just create a “plan for investors”
• Do not ask “what do VC’s want to see?”
• Once you have developed your plan
• You can create the document or presentation
• Ok, it is an iterative process ;)
8
9. The Financial Side of Your Plan
• You do not need to be a finance genius
• You can retain finance experts
• To cast your plan in financial terms
• To “sanity check” your plan
• You need to be able to read and understand financial statements:
• Cash Flow , Income, Balance Sheet
• For venture funded companies you also need
• Capitalization table
• And estimate % of revenue when you reach profitability
• G&A, R&D, Marketing, Sales, etc.
9
10. About Your Funding Strategy
• If you are building a “lifestyle” company do not waste your time seeking
venture capital funding!
• Government and EU funding can be “fool’s gold”
• It will only delay the inevitable, if your idea/plan is bad!
• Or delay your time to market dealing with bureaucracy
• You have two objectives:
• Achieve sustainable, profitable growth
• Fund your way to profitability and beyond
• Understand how to work with VC’s
• Different management styles based on their background
10
11. About Executing Your Plan
• Think globally, be prepared to travel
• Always act locally
• Customers do not care about time difference or your national holidays
• You are competing globally
• Know your competition
• Living in Greece an excuse for anything
• Listen to your investors and expert advisors
• You have the idea, they have the experience
• If you cannot hire expert advisors then try to rent them!
11
12. Your Business Plan Summary
• Market: Which market you participate? How big?
• Solution: Which need you address and which problem you solve?
• Capability: What is the product, service, or technology?
• Value: What is your value proposition to whom?
• Business Model: How do you make money?
• Team: What’s the experience and expertise needed?
12
13. Your Elevator Pitch
• What do you do? How long you’ve been in business?
• How much money you’ve raised and from whom?
• What is the company or business stage?
– Development, validation, deployment, biz dev, sales
– Revenues, marketing, profitability, market expansion
• What are some key milestones reached?
– Number of Employees
– Bookings and Revenues
– Major Customer Traction
– Number of Users, Installations, Contacts, etc
13
14. Market Drivers
• Identify market drivers that create opportunity
• What are the past and present trends?
• What are the discontinuities, gaps or shifts?
• What are the market needs that enable growth?
• How do you fit in the bigger market picture?
– Business, product, technology, or solution
14
15. Market Landscape
• How does the industry deal with market trends?
• Who are the main suppliers and buyers of goods?
• What are some key issues faced by the buyers?
– Business, operating, or technical Issues
• What are the strategies of the leading suppliers?
• How do you add value in the food chain and ecosystem?
15
16. Customer Pain
• How big is the problem you’re addressing?
– Pain points you are solving (quantify them)
• Which customers feel pain and how many?
– Companies, functional teams, users, consumers
• How do customers deal with the problem?
– Non scalable solutions, workarounds, overhead, labor, etc.
• What solutions are being offered by others?
– Vitamins are good, pain killers are better
16
17. Market Size
• What is the total available market size and growth rate?
– Typically reported by research firms (or else you estimate it)
– This or a subset of it may be your Total Available Market (TAM)
• What is your bottom-up serviceable market estimate (SAM)?
– Focus on what matters (users, usage, parts, cost, value)
– Average transaction (or ASP per part) = $X
– Y customers (or volume) in our market
– Market Size = $X * Y (BIG number shown to investors)
• How fast is the market growing and why? (Examples)
• Hardware, Software, Internet, e-commerce, Smartphones, Consumer IoT
– Digitalization, Industry 4.0, Industrial IoT, Analytics, Machine Learning, etc..
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18. Segmentation
• Subdivide TAM into different segments you may target
– Build pie charts with distinct characteristics for each segment
– Analyze and prioritize the segments you will target
• Pick a niche segment you can dominate before expanding
– Explain why you chose this segment and how much is worth
– Use filters to calculate your Serviceable Available Market (SAM)
• Identify the barriers to entry that you will need to overcome
– Loyalty to leader, Inertia, legacy infrastructure, resistance
– Who will value your solution and who is threatened?
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19. Solution to Pain
• What is your solution offering to the problem?
– Technology, product, service, or a mix?
– And if a mix, how to make repeatable and sustainable?
• Which pain do you address that others don’t?
– Do you supply vitamin, aspirin, or antibiotics? (relates to value)
– Is it must or nice to have and under which conditions?
• Focus on the “what and why” (the value) and not the “how”
– Why are you better and different than existing alternatives?
– What is the economic benefit of your solution to customer?
• Revenue, operating cost, reduced risk, market share, other?
19
20. Enabling Capability
• Explain the unique capability or technology the solution
• What is the unique mix that produces the benefits?
• If it’s technology how does it work in laymen’s terms?
• What makes it disruptive, scalable and defensible?
• What is the secret sauce and how it leapfrogs others?
• How it compares to state-of-the-art? Is it protected?
• What are its use models and its expected lifecycle?
• What features you can add on top for different applications
• Products are more cyclical, platforms are more scalable
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21. Value Proposition Types
• Operating Value
• Enable the Process
• Operating Cost
• Time-to-Market (TTM)
• Application Value
• Cost (Size)
• Performance
• Low Power
• Reliability
• Quality
• Economic
• Measurable
• Scalable
• Competitive
• Profitable
Cheap
Quick
Able
Cheap
Fast
Good
Trade-offs
Desirability
Features+
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22. Value Proposition Mix
• Quantifiable: Good, Fast and Cheap (pick two):
• If you want Good and Fast it will not be Cheap
• If you want Good and Cheap it will not be Fast
• If you want Fast and Cheap it will not be Good
• Can you make all three come true (e.g. Dell, Apple)?
• Good – quality on par or better than competitors
• Fast – Custom PCs delivered in days, iPod songs instantly
• Cheap – equal to or lower than any competition
• Intangible: Desirability (depends on target audience)
• More nebulous, harder to quantify and often very personal
• Examples: Easy to use, easy to integrate, interoperable, elegant, slick…
Margins
Revenue
Functions
CEO
Features
Tech
Features
Product
GMs
VPs
Employees
Managers
Directors
Benefits
Functions
Personal
Factors
Perspectives on View of Value
22
23. Competition
• Who are the direct, indirect and adjacent competitors?
• What are their strengths & weaknesses? Which stage are they?
• Where do you fit it? Is there room for “coopetition”?
• How are you better, or have an advantage, or are different?
• Compare based on customer decision making criteria
• Diagram or matrix what you have that they don’t
• If they’re behind what prevents them from catching up?
• How will you differentiate and sustain your advantage?
• Simple vs. complex; Open vs. closed; User vs. enterprise
• Cost, speed, power, price, adaptability, customization, ease-of-use
23
24. Customers
• Who is the target audience and characteristics
• Company, functional team, single user, buyer, and beneficiary
• If your product is used by single users what are their attributes
• Decision makers, influencers and budget controllers
• What is the decision making process to buy?
• Org structure, Purchasing/Eng link, qualification criteria
• Process to prove value, budget and procurement factors
• Loyalty to existing supplier or volume discounts
• Explain how customers buy, what they’ll pay and why
• If you have customers describe the key reasons they bought
• Keep track of engagements and gather data why they buy or not
• If not, describe how you will make your value prop compelling
• Show traction (logos) and explain what value they received
24
25. Business Model
• How do you make money and maximize profit?
• What’s the time & cost to acquire customer and what’s the ROI?
• How do you maximize your leverage in the ecosystem?
• What’s your algorithm to break even and become profitable?
• What is the revenue model and from which sources?
• Direct: subscription, selling parts, licensing, services, etc.
• Indirect: VAR, distributor, channel partner (% or mark-up)
• Web based: Download & pay later, cents per click, SaaS, etc.
• Describe 2-3 revenue streams and prioritize them
• Show assumptions & metrics on Size, Frequency, Ramp, Growth
• Cite proof of market and customer behavior to show viability
• Example: Typical design cycle is 12 months for IP license renewal
25
26. Marketing Plan
• What’s the pricing strategy for your product or service ?
• Cost based: Product → Cost → Price → Value → Customers
• Value based: Customers → Value → Price → Cost → Product
• Combo: Cost-based service to enable value-based license
• How does the offering support the business model?
• Packaging and pricing strategy to support variety of needs & uses
• Strategy to enable product derivatives for adjacent market segments
• How to maximize penetration, adoption, proliferation, upgrades?
• How to penetrate customers and increase pervasiveness?
• Among many channels chose a few that matter the most
• Biz Dev, Dedicated Sales, Referral, Viral, Blogs, Portals, P.R.
• Measure what matters most: volume, cost and adoption rate
26
27. Sales Channels
• Which sales & distribution channel you’ll use for your offering?
• Direct: Typical for early stage, or if sale requires domain expertise
• Indirect: Typical for later stage, or if entering a new foreign market
• What are the pros & cons for maximizing revenue and profit?
• Which partners to you have or plan to focus on?
• How do you mutually enable or add value to each-other’s business?
• Can you capture more value with a complete product and solution?
• How do you ensure you will not run into channel conflict?
• Cooperating with competitors for bigger solution – “coopetition”
• What can you both gain short term and what are the risks long term?
• What is the scope of partnership, lifecycle and exit criteria?
27
28. Sales Cycle
• If Direct:
• How long is a typical sales cycle to close a deal (by territory)?
• What sales & field apps resources are needed per engagement?
• Who is the key decision maker vs. influencers and users?
• What is your sales process to maximize the outcome?
• Which sales tactics you’ll use to shorten time to money?
• If Indirect:
• How many partners needed (after commission) to be profitable?
• How do you enable their sales channel to maximize outcome?
• Which tactics you use to convince future partners of your value-add?
• Which joint initiatives you plan? (development, marketing, P.R., etc.)
• How you divide resources and territories to increase profitability?
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29. Milestones
• State what you’ve done and show what’s next
• How you got to current stage and what have you achieved?
• Show diagram of future achievable milestones based on your stage
• Early Stage: Founding the Business
• Incorporated, started hiring, technology development, patents
• Beta Testing, Deployment, Secure 1st Round, acquiring customers
• Mid Stage: Developing the Business
• Secure 2nd round, ramping Sales & Marketing, getting repeat business
• Emphasize existing customer portfolio and leverage to grow business
• Late Stage: Stabilizing or Expanding the Business
• Retain seasoned executives, secure 3rd round, increase profitability
• Improve infrastructure, increase economies of scale, exit strategy
29
30. Operating Plan
• Show 24-36 month table aligning to milestones
• Built numbers bottom-up going forward from present to future
• Break timeline to calendar quarters (be aware of financial quarters)
• Show total headcount and by function (G&A, R&D, Marketing, Sales)
• Label key operating milestones as described in previous slide
• Include in the table a cash flow plan with the following
• Investment Inflow
• Beginning Cash
• Income Inflow
• Operating Outflow
• Ending Cash
• Net Loss/Profit
30
31. Financial Projections
• State key assumptions and goals for your projections
• How many customers you acquire each year given the sales cycle?
• How much will be new sales vs. recurring sales (e.g. license renewal)
• How does your ASP erode and your costs decrease as you get bigger?
• Develop a simple 4-6 year bar chart with projections
• High level model of aggregate bookings, revenues, expenses, profit
• Built numbers top-down going backward from future to present
• Start where you want to be and built ramp back to bottom-up model
• Refine revenue-expense ratios to scale properly (iterative process)
• Adjust head count and expenses to grow in line with the revenues
• Align with bottom up model & decrease annual cost/employee metric
31
32. Management Team
• How rounded and credible is your team?
• List each member and explain value brought to the team
• State key hires you need but don’t have with respect to milestones
• Describe what specific value you expect them to add to the team
• Use the following format for each team member
• Name, function, expertise position, years of experience, companies
• Major accomplishments, why is he/she is fit for this function
• If you are fundraising VCs look for experience and track record
• Scientists with deep expertise, or architects of proven products
• Entrepreneurs who have built and sold companies before
• Marketing rainmakers and sales dealmakers with proven traction
32
33. Advisory Board
• Technical Advisory Board - Roles
• List each member, expertise, and areas of research
• Describe key innovations, contributions, awards and role
• Justify how their domain expertise fits to your technology plan
• Business Advisory Board - Roles
• List each member, experience, connections, accomplishments
• Describe key accomplishments, contributions, results and role
• Show how the business experience fits to your execution plan
• How is it different than Board of Directors? – Roles vs. Interests
• Board Members represents preferred and common stock interests
• If fundraising look at VC portfolio: How synergistic? Any Conflicts?
33
34. Risk Management
• Analyze risk factors and impact
• Cyclical markets, market shifts, economic environment
• Emerging competitors, partner overlaps and conflicts
• Dependencies on suppliers and product development
• Slippage, missing milestones and impact on cash runway
• Identify options, remedies and Actions
• How you will manage cash flow in different cases
• What is your contingency plan if late to market window?
• How can you shift the business with what you have
• Under which conditions you scale down operation
• If you’re running out of money how to stage an exit
34
35. Capital Required
• Prior Funding History and results
• How much raised from founders, grants and investors?
• What have you accomplished with the previous funds?
• How much you need now? (know your valuation bottom line)
• May want to show 3 budgets: small, medium, large
• How you will spend the money?
• Key hires (deploy product), sales (revenue), infrastructure (scale-up)
• Which milestones reached and how long will it last?
• Quantify (Example: 2 major accounts, 10 installations, proof of ROI)
• Plan for sufficient cash to last you until proof of value is reached
35
36. Summary
• Why you believe you will succeed?
• Summarize solution, value, market, money and team
• Emphasize your sustainable competitive advantage (SCA)
• What are possible exit strategies?
• Explain why you will not fail (lower investor risk)
• State who may want to acquire you and why
• What are the ROI possibilities?
• VCs know the valuations and multiple they can get in a market
• Just show them the money and growth, they can do the math
36
38. The Business Model Canvas
Homework – Use this methodology to
capture a snapshot your business
38
Tom Katsioulas, Technology Executive
https://www.linkedin.com/in/tomkatsioulas/
39. Business Model (Putting it All Together)
• A business model is a description of how a business makes money
• It is the center piece of any business plan
• The purpose of a business model is to insure that
• All functions needed to operate the business are considered
• Cost, risk and revenue are analyzed to ensure they are achievable
• Business models can be described in four parts:
• The offerings (products and services) the business produces & sells
• The business infrastructure required to produce and sell the offerings
• The target customers that the business expects will buy them
• The financial results and profit the business expects to achieve
• The methodology described here has been developed by Alex Osterwalder, PhD
39
40. Four Parts of a Business Model
• Offering(s) – The part of the business that
produces and sells
• Value proposition: quantifiable value of
products and services
• Solution to Pain: how these solve specific
customer problems
• Features & Benefits: what are the key
capabilities that enable the solution
• Infrastructure – The part of the business
that creates expenses
• Core capabilities: The core competencies
necessary to operate the business
• Partner network: The business alliances
needed to operate the business
• Value configuration: The process by which
offerings are deployed to customers
• Customers – The part of the business that
generates revenue
• Target customer: The purchasing patterns
the potential buyers of offerings
• Distribution channel: The means by which
the business delivers the offerings
• Customer relationships: The process of
interacting with customers
• Finances – The part of the business that
determines financial performance
• Investment: The investment needed to
begin or sustain operations.
• Cost structure: The expenses required to
produce the offerings
• Revenue: The income a business receives
from the sales of its offerings
40
42. VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
VALUE
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
gives an overall view of a
company's bundle of
products and services
portrays the network of
cooperative agreements
with other companies
describes the channels to
communicate and get in
touch with customers
describes the
arrangement of activities
and resources
explains the relationships
a company establishes
with its customers
sums up the monetary
consequences to run a
business model
describes the revenue
streams through which
money is earned
describes the customers a
company wants to offer
value to
outlines the capabilities
required to run a
company's business
model
INFRASTRUCTURE CUSTOMER
OFFERING
FINANCE
describing a company’s business model
42
49. describing what activities are required
VALUE
PROPOSITION
VALUE
CONFIGURATION
CORE
CAPABILITIES
value proposition 1
value proposition 2
…
core capability 1
core capability 2
…
activity 1
activity 2
…
INFRASTRUCTURE OFFERING
49
50. describing the partners that leverage the business model
VALUE
PROPOSITION
PARTNER
NETWORK
CORE
CAPABILITIES
value proposition 1
value proposition 2
…
core capability 1
core capability 2
…
partner 1
partner 2
…
INFRASTRUCTURE OFFERING
50
51. VALUE
PROPOSITION
COST
STRUCTURE
cost account 1
cost account 2
…
value proposition 1
value proposition 2
…
FINANCEINFRASTRUCTURE OFFERING
describing the costs of a business model
CORE
CAPABILITIES
core capability 1
core capability 2
…
51
53. Business Model Canvas - References
• These are for your homework to practice defining your business
• https://www.cleverism.com/business-model-canvas-complete-guide/
• https://www.youtube.com/watch?v=QoAOzMTLP5s
• https://canvanizer.com/new/business-model-canvas
• https://www.alexandercowan.com/business-model-canvas-templates/
• http://alexosterwalder.com/
53