Fast Bridge is a consulting network focused on helping companies with business startups, international expansion, and go-to-market strategies. It has a network of academics, entrepreneurs, and business experts. Fast Bridge differentiates itself by focusing on business execution, working with senior consultants, and linking payments to business results. Its goals are to help partners sell more consulting days and make the process easier through collaboration. Fast Bridge recruits experienced consultants and aims to sell 2000 consulting days in 2012-2013. It plans to generate leads and sales through various marketing activities and standard products while encouraging partners to work together.
Meeting Ideas is a website that aims to connect unemployed people with innovative ideas to companies and investors. The website provides free basic services like feedback on ideas and templates, and paid premium services like help generating business plans and arranging contacts. It targets unemployed individuals who have ideas but lack business knowledge or connections. The website founders believe this idea can help address unemployment while also surfacing new opportunities for companies. Metrics like website traffic, registered users, and service purchases will help test the concept.
UP Global - Corporate Accelerators and IncubatorsShashi Jain
A brief description of Accelerators, Incubators, and coworking spaces for Corporations considering this kind of Innovation program. We also discuss key features of good Accelerators and ways to measure them. This is a DRAFT and will be updated periodically!
This document summarizes a class on operational, HR, and legal considerations for social entrepreneurship. The class covered topics like different types of social business models and their HR strategies, operationalizing various aspects of a business model, key HR questions to consider, and different legal forms for social enterprises. Legal forms discussed included for-profit corporations, non-profits, sole proprietorships, partnerships, cooperatives, and innovations like Community Interest Companies, L3Cs, and B Corporations. The document emphasizes aligning operations and HR with the business model and social mission.
The document outlines an agenda for a class on business modelling for social enterprises. It discusses defining the key components of a business model, including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, and key partners. It emphasizes that the business model focuses on the business aspects and profitability rather than the social aspects. The class will involve building business models for students' own business ideas. A guest speaker will also present.
Phil walters norwich btl expo nov 2012 v02 (1)Phil Walters
This document discusses joint ventures as an alternative to bank financing for real estate investing. It outlines that banks have become more risk averse, so joint ventures are a new way to find and raise money. A joint venture involves two or more partners who leverage their respective skills, share profits and losses, and have common strategic goals for a project or business. The document describes different types of joint ventures and provides tips on how and where to find joint venture partners through real estate events, business networking events, and social media. It encourages attendees to network and exchange contact information to potentially form joint venture partnerships.
366pi Consulting provides entrepreneurship programs and consulting services. They work with educational institutions to close the gap between industry expectations and what schools deliver by bringing practical industry knowledge to students. Their programs include networking events, seminars, mentorship and business planning assistance to help build students' entrepreneurial skills and connect them with real-world opportunities.
This document discusses raising money from angel investors. It provides an overview of angel investors, including that there are over 260,000 individual angels and 155 angel groups in the US. Angel groups typically invest $19 billion per year in 55,000 deals, with 45% going to seed and early stage companies. The document then provides 7 practical tips for raising money from angels, such as managing the process like a sales campaign, the importance of an experienced attorney, differences between working with individual angels and angel groups, and considerations around convertible notes versus preferred stock.
Meeting Ideas is a website that aims to connect unemployed people with innovative ideas to companies and investors. The website provides free basic services like feedback on ideas and templates, and paid premium services like help generating business plans and arranging contacts. It targets unemployed individuals who have ideas but lack business knowledge or connections. The website founders believe this idea can help address unemployment while also surfacing new opportunities for companies. Metrics like website traffic, registered users, and service purchases will help test the concept.
UP Global - Corporate Accelerators and IncubatorsShashi Jain
A brief description of Accelerators, Incubators, and coworking spaces for Corporations considering this kind of Innovation program. We also discuss key features of good Accelerators and ways to measure them. This is a DRAFT and will be updated periodically!
This document summarizes a class on operational, HR, and legal considerations for social entrepreneurship. The class covered topics like different types of social business models and their HR strategies, operationalizing various aspects of a business model, key HR questions to consider, and different legal forms for social enterprises. Legal forms discussed included for-profit corporations, non-profits, sole proprietorships, partnerships, cooperatives, and innovations like Community Interest Companies, L3Cs, and B Corporations. The document emphasizes aligning operations and HR with the business model and social mission.
The document outlines an agenda for a class on business modelling for social enterprises. It discusses defining the key components of a business model, including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, and key partners. It emphasizes that the business model focuses on the business aspects and profitability rather than the social aspects. The class will involve building business models for students' own business ideas. A guest speaker will also present.
Phil walters norwich btl expo nov 2012 v02 (1)Phil Walters
This document discusses joint ventures as an alternative to bank financing for real estate investing. It outlines that banks have become more risk averse, so joint ventures are a new way to find and raise money. A joint venture involves two or more partners who leverage their respective skills, share profits and losses, and have common strategic goals for a project or business. The document describes different types of joint ventures and provides tips on how and where to find joint venture partners through real estate events, business networking events, and social media. It encourages attendees to network and exchange contact information to potentially form joint venture partnerships.
366pi Consulting provides entrepreneurship programs and consulting services. They work with educational institutions to close the gap between industry expectations and what schools deliver by bringing practical industry knowledge to students. Their programs include networking events, seminars, mentorship and business planning assistance to help build students' entrepreneurial skills and connect them with real-world opportunities.
This document discusses raising money from angel investors. It provides an overview of angel investors, including that there are over 260,000 individual angels and 155 angel groups in the US. Angel groups typically invest $19 billion per year in 55,000 deals, with 45% going to seed and early stage companies. The document then provides 7 practical tips for raising money from angels, such as managing the process like a sales campaign, the importance of an experienced attorney, differences between working with individual angels and angel groups, and considerations around convertible notes versus preferred stock.
1) Traditional startup models assume startups should mimic large companies, but this leads to inefficiencies as startups don't have the same resources as large firms.
2) The Lean Startup model advocates for rapid, low-cost experimentation to test product-market fit through a build-measure-learn feedback loop rather than lengthy product development cycles.
3) New funding models like accelerators and patient capital lower risks for startups by providing early-stage funding and mentorship.
Danny Moore is an entrepreneur and investor who founded Lough Shore Investments after successfully growing and selling his previous company, Wombat. He discusses his background and experience growing Wombat from a small startup into a $40 million business that was acquired by NYSE in 2008. Moore then talks about his goals with Lough Shore Investments, which is to invest in and help grow 10 high potential companies to exits or IPOs by 2025 through a partnership approach focused on management skills, international expansion, and helping companies access funding. He provides advice to founders about having a clear angle, managing growth consistently through small gains, and being transparent with investors.
The document outlines Danny Moore's 7 core pillars of entrepreneurship: 1) Be brave and take risks, 2) Build a strong team, 3) Ensure there is money to be made, 4) Always be closing deals, 5) Communicate a compelling vision, 6) Understand the power of compound growth, and 7) Achieve consistent, incremental successes. The pillars emphasize the importance of bravery, team-building, profitability, deal-making, vision, long-term growth strategies, and steady execution for entrepreneurial success.
Danny Moore is an entrepreneur and investor from Northern Ireland. He founded Lough Shore Investments after successfully growing and selling his previous company, Wombat, which was acquired by NYSE. Lough Shore aims to invest in and partner with high potential management teams to help them build great businesses and exit or IPO within 10 years. Moore discusses his background and experience with Wombat, the Northern Ireland business landscape, and provides advice to founders about fundraising, growth, and patience.
The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, and directly pursuing and closing business. It provides strategies and tactics for acquiring new business and growing existing business. Metrics include targets for pipeline growth, sales, and headcount. Annual sales forecasts show projections for meeting, exceeding, and stretching quotas.
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308
Ban the boring one hour requirements gathering and design meetings forever !
Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.
The document provides advice on obtaining introductions to investors by leveraging middlemen - people who investors respect and listen to. It emphasizes getting introductions from entrepreneurs and investors the target investor has backed, and avoiding introductions from investors who declined to back your company. The best way to get introductions is to craft a compelling high-level elevator pitch and deck that middlemen can forward with their recommendation.
This document provides an overview of raising seed capital from Steve Schlafman of RRE Ventures. It discusses the basics of venture capital, including the different funding options available to startups and reasons to raise capital. It covers the current state of the seed market, notable angel investors and seed funds, as well as tips for preparing to raise a seed round, such as launching a minimum viable product, finding advisors, choosing the right investors, and setting an appropriate funding target and round size. The document emphasizes the importance of having a compelling brand and story to attract investors.
Danny Moore is an entrepreneur turned investor who founded Lough Shore Investments after successfully growing and selling his previous company, Wombat. Some key points:
- Wombat grew rapidly under Moore's leadership from $500k in billings to $40m, while remaining consistently profitable. It was acquired by NYSE in 2008.
- Moore emphasizes the importance of consistent, base-hit growth through strong customer focus and retention. Small improvements can lead to large returns over time through compounding.
- Lough Shore aims to partner with high-potential management teams, helping local companies expand internationally and raise capital through exit or IPO.
- Moore advises founders to focus on traction,
On Friday, July 31st I presented this Slideshare to more than 50 entrepreneurs who are part of the latest OnDeck Fellowship cohort. We walked through how to run a fundraising process and how I run my own investment process as an angel investor.
The document discusses creative management and leading creative teams. It provides insights from creative employees and managers. Successful creative organizations have a clear vision and roles, allow freedom within a project management process, and connect creative results to business results. Creative leaders must understand the creative mindset and provide an environment that balances productivity and comfort. Shackleton's leadership in surviving Antarctic exploration demonstrates focusing on goals, leading by example, instilling optimism while staying grounded, and reinforcing team unity.
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/indev308/
This document provides an overview and summary of a presentation by Metamorph Consulting Group on entrepreneurial funding sources. The presentation covers various funding options for businesses including friends and family financing, angel investors, venture capital, bootstrapping, crowdfunding, and government grants. It also discusses when different funding options are appropriate based on the stage and valuation of a business. The document promotes Metamorph Consulting Group's services in areas like strategic planning, marketing, and helping businesses secure funding.
This document discusses various options for financing a start-up or company, including:
1. Private equity financing such as business angels and venture capital.
2. Debt financing through bank loans and negotiation tips.
3. Convertible loans as an alternative to traditional debt.
It also covers equity financing sources like friends/family/fools funding, grants, bootstrapping, and an overview of the Barcelona startup ecosystem and common reasons why companies fail.
How to define and position your VC brand to attract funding and dealflow.
* note: more recent updated version below:
https://www.slideshare.net/dmc500hats/branding-strategies-for-better-dealflow-and-fundraising-aka-the-helpful-vc
Ahmad Takatkah (@SinbadTheVC) and myself (@MRArrabi) gave this workshop at the IEEE event in Hashemite University on Oct 7, 2012. It covers tips & advice on how to launch your startup in Jordan.
Building B2B Communities in a Low Trust WorldLou Ordorica
B2B communities exist to help companies attract and retain customers, improve productivity, decrease costs, and more. Learn how to create a trusted business community environment where relationships and opportunities flourish.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
This document discusses the importance of distribution channels for business success. It notes that distribution channels link companies to customers and provide important market feedback. Channel partners are key to a business's success. The document recommends that companies work to improve relations with channel partners through open communication, understanding expectations on both sides, identifying process improvements, and managing expectations. It introduces c2c Channel Management Services, which takes an independent, multi-layered approach to analyzing distribution channels and relationships to identify issues and opportunities for improved performance and relations.
Venturefest Bristol 2011, Eddie Harding, Icon Corporate FinanceScience City Bristol
This document summarizes an expert presentation on exit options and strategies for maximizing the value of an exit. It discusses the following key points in 3 sentences:
Trade sales are typically the best way to extract maximum value from an exit. Proper planning is essential to maximize valuation, including grooming the business, identifying strategic acquirers, and maintaining competitive tension during the sale process. The document provides tips for several stages of the exit process from initial preparation to negotiations to avoid potential pitfalls.
1) Traditional startup models assume startups should mimic large companies, but this leads to inefficiencies as startups don't have the same resources as large firms.
2) The Lean Startup model advocates for rapid, low-cost experimentation to test product-market fit through a build-measure-learn feedback loop rather than lengthy product development cycles.
3) New funding models like accelerators and patient capital lower risks for startups by providing early-stage funding and mentorship.
Danny Moore is an entrepreneur and investor who founded Lough Shore Investments after successfully growing and selling his previous company, Wombat. He discusses his background and experience growing Wombat from a small startup into a $40 million business that was acquired by NYSE in 2008. Moore then talks about his goals with Lough Shore Investments, which is to invest in and help grow 10 high potential companies to exits or IPOs by 2025 through a partnership approach focused on management skills, international expansion, and helping companies access funding. He provides advice to founders about having a clear angle, managing growth consistently through small gains, and being transparent with investors.
The document outlines Danny Moore's 7 core pillars of entrepreneurship: 1) Be brave and take risks, 2) Build a strong team, 3) Ensure there is money to be made, 4) Always be closing deals, 5) Communicate a compelling vision, 6) Understand the power of compound growth, and 7) Achieve consistent, incremental successes. The pillars emphasize the importance of bravery, team-building, profitability, deal-making, vision, long-term growth strategies, and steady execution for entrepreneurial success.
Danny Moore is an entrepreneur and investor from Northern Ireland. He founded Lough Shore Investments after successfully growing and selling his previous company, Wombat, which was acquired by NYSE. Lough Shore aims to invest in and partner with high potential management teams to help them build great businesses and exit or IPO within 10 years. Moore discusses his background and experience with Wombat, the Northern Ireland business landscape, and provides advice to founders about fundraising, growth, and patience.
The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, and directly pursuing and closing business. It provides strategies and tactics for acquiring new business and growing existing business. Metrics include targets for pipeline growth, sales, and headcount. Annual sales forecasts show projections for meeting, exceeding, and stretching quotas.
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308
Ban the boring one hour requirements gathering and design meetings forever !
Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.
The document provides advice on obtaining introductions to investors by leveraging middlemen - people who investors respect and listen to. It emphasizes getting introductions from entrepreneurs and investors the target investor has backed, and avoiding introductions from investors who declined to back your company. The best way to get introductions is to craft a compelling high-level elevator pitch and deck that middlemen can forward with their recommendation.
This document provides an overview of raising seed capital from Steve Schlafman of RRE Ventures. It discusses the basics of venture capital, including the different funding options available to startups and reasons to raise capital. It covers the current state of the seed market, notable angel investors and seed funds, as well as tips for preparing to raise a seed round, such as launching a minimum viable product, finding advisors, choosing the right investors, and setting an appropriate funding target and round size. The document emphasizes the importance of having a compelling brand and story to attract investors.
Danny Moore is an entrepreneur turned investor who founded Lough Shore Investments after successfully growing and selling his previous company, Wombat. Some key points:
- Wombat grew rapidly under Moore's leadership from $500k in billings to $40m, while remaining consistently profitable. It was acquired by NYSE in 2008.
- Moore emphasizes the importance of consistent, base-hit growth through strong customer focus and retention. Small improvements can lead to large returns over time through compounding.
- Lough Shore aims to partner with high-potential management teams, helping local companies expand internationally and raise capital through exit or IPO.
- Moore advises founders to focus on traction,
On Friday, July 31st I presented this Slideshare to more than 50 entrepreneurs who are part of the latest OnDeck Fellowship cohort. We walked through how to run a fundraising process and how I run my own investment process as an angel investor.
The document discusses creative management and leading creative teams. It provides insights from creative employees and managers. Successful creative organizations have a clear vision and roles, allow freedom within a project management process, and connect creative results to business results. Creative leaders must understand the creative mindset and provide an environment that balances productivity and comfort. Shackleton's leadership in surviving Antarctic exploration demonstrates focusing on goals, leading by example, instilling optimism while staying grounded, and reinforcing team unity.
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/indev308/
This document provides an overview and summary of a presentation by Metamorph Consulting Group on entrepreneurial funding sources. The presentation covers various funding options for businesses including friends and family financing, angel investors, venture capital, bootstrapping, crowdfunding, and government grants. It also discusses when different funding options are appropriate based on the stage and valuation of a business. The document promotes Metamorph Consulting Group's services in areas like strategic planning, marketing, and helping businesses secure funding.
This document discusses various options for financing a start-up or company, including:
1. Private equity financing such as business angels and venture capital.
2. Debt financing through bank loans and negotiation tips.
3. Convertible loans as an alternative to traditional debt.
It also covers equity financing sources like friends/family/fools funding, grants, bootstrapping, and an overview of the Barcelona startup ecosystem and common reasons why companies fail.
How to define and position your VC brand to attract funding and dealflow.
* note: more recent updated version below:
https://www.slideshare.net/dmc500hats/branding-strategies-for-better-dealflow-and-fundraising-aka-the-helpful-vc
Ahmad Takatkah (@SinbadTheVC) and myself (@MRArrabi) gave this workshop at the IEEE event in Hashemite University on Oct 7, 2012. It covers tips & advice on how to launch your startup in Jordan.
Building B2B Communities in a Low Trust WorldLou Ordorica
B2B communities exist to help companies attract and retain customers, improve productivity, decrease costs, and more. Learn how to create a trusted business community environment where relationships and opportunities flourish.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
This document discusses the importance of distribution channels for business success. It notes that distribution channels link companies to customers and provide important market feedback. Channel partners are key to a business's success. The document recommends that companies work to improve relations with channel partners through open communication, understanding expectations on both sides, identifying process improvements, and managing expectations. It introduces c2c Channel Management Services, which takes an independent, multi-layered approach to analyzing distribution channels and relationships to identify issues and opportunities for improved performance and relations.
Venturefest Bristol 2011, Eddie Harding, Icon Corporate FinanceScience City Bristol
This document summarizes an expert presentation on exit options and strategies for maximizing the value of an exit. It discusses the following key points in 3 sentences:
Trade sales are typically the best way to extract maximum value from an exit. Proper planning is essential to maximize valuation, including grooming the business, identifying strategic acquirers, and maintaining competitive tension during the sale process. The document provides tips for several stages of the exit process from initial preparation to negotiations to avoid potential pitfalls.
The document discusses Industry Advisory Boards (IABs) and introduces IABPro as a service that helps companies establish and manage effective IABs. IABPro works with companies to identify business objectives, source qualified advisors, and drive delivery of business value through structured IAB engagements. One example client pivoted from hardware to software with IABPro's help, raised funding, and was later acquired. IABPro's methodology provides an end-to-end process for setting objectives and meeting agendas, onboarding advisors, managing meetings, and ensuring IABs meet business deliverables.
The document summarizes an agenda for a certificate program in leading innovation and growth. It includes an overview of innovation, a discussion on how innovation works and doesn't work at companies, and details on the certificate program which involves a 5-day certification to become a Certified Professional Innovator. The program will help develop an elite group of innovators and is offered through an innovation institute and laboratory called the Atlanta Innovatrium.
Social media is increasingly prevalent in both personal and professional lives. Over half of UK adults use social networks, and nearly all employees use social media for work. While many organizations block social media access, fewer will do so in the future. Social media allows for new forms of collaboration and value creation through crowdsourcing, crowdfunding, social customer care, and open leadership. Adopting social practices can improve knowledge sharing, problem solving, innovation, and employee engagement. Organizations that embrace social media may see benefits like new products and revenue, better business outcomes, and lower employee turnover.
The document outlines an approach for entrepreneurs to fund product development without debt or giving up equity, by partnering with larger companies. It discusses how Thomas McCabe has successfully used this approach in the past by identifying problems that large companies want to solve and developing solutions for them. The document then provides guidance on how entrepreneurs can identify potential partner companies, structure agreements to qualify their technology as the partner's R&D, avoid common pitfalls, and ensure the arrangement benefits both parties.
Accenture is a global management consulting and services company that began in 1942. It became independent in 2000 after separating from its parent company. Accenture focuses on strategy, consulting, technology, digital, and operations services. It has a strong branding strategy targeting CEOs and other C-level executives with campaigns like "Be a Tiger" and "High Performance. Delivered." While Tiger Woods was previously a major brand ambassador, Accenture dropped him after a scandal and redesigned its campaigns. Going forward, Accenture aims to consolidate clients, encourage buying alliances, focus on lead generation, build trust, and innovate through tools like newsletters, podcasts, and webinars.
Private Equity Investor Value CreationLLR Partners
LLR's Justin Reger presented at the 2013 Southeast Venture Conference, held March 13 - 14 in Charlotte, NC.
Justin presented on how to get the most out of partnering with an investor. Beyond securing capital to help grow a business, partnering with an investor can bring with it the strategic guidance, corporate development support, access to talent networks and other resources needed to help business owners achieve their goals. Learn how to get the most long-term value out of a partnership with your investor.
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Tekes Business Opportunities related to migration of work & knowledgeMarc Borremans
How to take advantage of the business opportunities related to the migration of work & knowledge. Workshop related to Tekes BRIC in Design Factory, Aalto University, Otaniemi, Helsinki, Finland on June 16, 2009
The document provides guidance on starting a business or social enterprise. It discusses defining problems and opportunities, generating business ideas, developing a business model and plan, and managing risks and growth. Key elements include defining a vision and goals, understanding customers and competition, developing financial and marketing plans, building a strong team, and addressing challenges through an iterative planning process. The overall message is on using strategic planning tools to structure an initiative that creates social impact.
Takomo business model design - 24.9.2012butterfly_vc
Presentation I gave at Takomo 25.9.2012 about business model design from investors perspective. First a few slides about Butterfly Ventures, then couple that related to VCs business model to models they're expecting, then a few key points we look at and finally a case example of use of business model canvas and a few tips.
How Your Startup Can Raise Venture Capital in the COVID-19 Eraideatoipo
This presentation will cover some of the key topics that you will need think about as you prepare your startup for venture capital funding.
The speaker will address the following and provide context for the COVID-19 era:
1) Should you be raising money from venture capital investors yet, or does it make sense to seek more angel/friends and family financing to allow you to better succeed when you seek venture capital funding?
2) What kinds of marketing documents will you need?
3) Do you have a compelling team, including the right advisors?
4) Who are your targets?
5) Is your pitch and presentation ready for a prime time audience?
6) Can you effectively answer the questions you will face?
7) Is your company prepared for legal due diligence?
The speaker, veteran startup and corporate attorney Greg Chin of Duane Morris LLP, has seen hundreds of startups succeed and fail.
Greg will address these issues and more!
Similar to Independent consultants working together (20)
- The document contains reviews from participants in the CYCLES Remote Innovation Certification Program led by Bryan Cassady.
- The reviews praise Bryan's teaching abilities and the structure of the intensive 5-day program, saying it taught valuable skills and lessons that exceeded expectations of what could be learned in such a short time.
- Participants enjoyed collaborating with an internationally diverse group, and would recommend the program to others.
It takes a village..,.
The hardest part of writing this book and the courses that go with it was not finding more to say and share, but to clarify and simplify. All the people list here helped.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program applies design sprint methodology over 5 weeks instead of just 5 days. Managers work 10-15 hours per week with certified global talent on real projects and learn skills like managing remote workers. They receive lifelong access to innovation tools and training in methods from fields like Agile and design thinking. The goal is to achieve more innovation results in 5 weeks than with traditional shorter sprints alone.
This document outlines suggestions for improving a workshop/course based on lessons learned. It discusses simplifying the process without mentors by providing pre-readings, systematically allowing questions, and cutting content. Technical training for using tools like Slack, Google docs, and running programs on Zoom and Meet is suggested. The document also proposes structuring the program and deliverables in one place, using more active participation such as group work, and allowing structural breaks in long courses. Next steps proposed include localizing content, training volunteers, running company programs, and certifying based on innovation management standards.
This document provides an agenda and overview for a 5-day online entrepreneurship education workshop. Participants will work in groups to address challenges in entrepreneurship education. Each day will include introductions, learning sessions, breakout group work, and delivering a daily task. Tools like Zoom, Mural, and Slack will be used to foster interaction and collaboration between remote participants. The goal is to generate ideas to solve big challenges like integrating entrepreneurship education into core curriculums and making programs scalable worldwide.
The program aims to teach entrepreneurship essentials and mindset to 1 million students by 2026 through fast 5-day programs that have students work on real local challenges under local mentors' guidance using a proven learning by doing approach and simplified content from top schools, with the goal of making entrepreneurship education accessible locally for under €50 per student.
Venture boss a program to coach train 1 million entrepreneurs by 2026Bryan Cassady
At venture-boss our mission is to help train and coach 1 million young entrepreneurs by 2026.
But for billions of people around the world, Entrepreneurship is just a dream. It is something other people do.
Venture-boss will change this by offering a simple, but powerful, 5-day learning by doing program that can be run in any language, for almost any type of business, online or in-person by thousands of trainers worldwide.
Our business model is inspired by Innovation engineering taught at 26 US universities. And the Founder Institute run in 182 cities. Our program and their programs are based on independent local programs that are easy to scale AND collaboration for continual improvement.
We’ve already taught students as young as 17 from 22 countries. Based on these successes, we have started new programs in Nigeria, Angola, India and Malaysia.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
The document contains testimonials from participants in Cycles Remote's 5-day innovation certification program led by Bryan Cassady in July 2020. The participants praised the program for exceeding expectations and learning more in 5 days than they thought possible. They appreciated working with an international group and gaining new skills and tools to apply innovation principles. The program pushed them but was worth the effort. They highly recommended the certification to others.
This document advertises a 5-day remote certification program to teach the essentials of innovation. The program will provide tools and methods to help students work effectively on remote innovation teams, including frameworks for aligning ideas, building concepts, communicating/testing solutions, applying systems thinking, and pitching ideas. Each day focuses on a different step of the innovation process and includes lectures, group work on real problems, and feedback opportunities. The goal is to help students stand out and get hired for remote innovation internships.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program is based on design sprints but lasts 5 weeks instead of 5 days, allowing more time to develop ideas. Managers work with a certified team for 10-15 hours per week and receive training, tools and lifetime access to innovation resources. The goal is to achieve more innovation results in 5 weeks than traditional short sprints through this structured remote process.
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
f you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
1. • Helping companies get from here to
there… Helping companies get from here to there…
2. 2
Fast Bridge
A network of Academics (15-20), Entrepreneurs (10-15) and
Business experts (20+) focused on helping companies move faster in 3 areas:
1/. Business start-ups
2/. International expansion
3/. And some go to market for established companies
What makes Fast Bridge Consulting different from most consulting
companies…
• A stronger focus on business execution
• We work with more senior consultants
• We are willing to link our payments directly to a client’s business results
12/20/2012
3. 3
Our goals….
• To help our partners…
▫ Sell more consulting days in their areas of expertise
▫ To make the process easier and more fun
Part of a team
Learning together
Access to systems, solutions and resources
• And build a new consulting brand with real value
12/20/2012
4. 4
Who are you...
• Selected from over 150 CVs
• All with at least 10 years of experience
• Most have started 1 or more companies
• Most have at least 5 years of consulting experience
5. 5
Why Fast Bridge ?
• To solve the issues we all face
▫ Days sold
▫ Use of expertise
▫ Day rates
▫ Complexity, scalability
• Not an interim bureau.
• We want to sell our services more effectively together
6. 6
Targets for 2012 / 2013
• 60 new clients
• 2000 consulting days sold with revenue of 2,0 million
• A brand companies recognize
Number Days Clients total
Managing Ptnrs 5 150 5.0 750
Strategic Ptnrs 10 65 2.2 650
Database Ptns 30 20 0.7 600
Total 45 78.3 2.6 2000
7. 7
3 bets for the future
• There are holes in the current consulting market
• Working together, a group of partners could build
this company
• It is more profitable than doing it alone
8. The 3 pillars of Fast Bridge
Branding
Working Sales
together
9. Building a brand
• Step 1: Where are the holes in the market
▫ Our message needs to be unique and meaningful
• Step 2: What is the differentiating idea.
▫ How should Fast Bridge be different.
• Step 3: What can be done to establish the credentials of
Fast Bridge
▫ A reason to believe
• Step 4: How to communicate the difference.
▫ Where and how to invest to be seen
10. 10
Filling 4 holes in the market
• Experienced (>10yrs)
• Execution Addicts
Business Development
The Right People • Start-ups
• New products
• Rebranding
”Getting
Things
Done”
• Lean systems
• Willing to be paid
based on results • Senior people at the
price of a junior top 5
Result-oriented Value for Money
• 80% to consultant
vs. 20% traditional
consulting
12/20/2012
11. Building a brand
• Step 1: Where are the holes in the market
▫ Our message needs to be unique and meaningful
• Step 2: What is the differentiating idea.
▫ How should Fast Bridge be different.
• Step 3: What can be done to establish the credentials of
Fast Bridge
▫ A reason to believe
• Step 4: How to communicate the difference.
▫ Where and how to invest to be seen
12. The Fast Bridge brand
We deliver results.
We bridge the gap between theory and
implementation. We are fast, lean and result driven.
It is all about people … (seniority, experience,
commitment)
13. Building a brand
• Step 1: Where are the holes in the market
▫ Our message needs to be unique and meaningful
• Step 2: What is the differentiating idea.
▫ How should Fast Bridge be different.
• Step 3: What can be done to establish the credentials of
Fast Bridge
▫ A reason to believe
• Step 4: How to communicate the difference.
▫ Where and how to invest to be seen
14. Reasons to believe
• The people in our network
• Interesting content shared on a regular basis
• A willingness to be paid based on results *
▫ Work for shares
▫ Payments linked to business targets
* We see the ideal scenario as a day rate for consulting and partly (fully)
no cure no pay for implementation
15. Building a brand
• Step 1: Where are the holes in the market
▫ Our message needs to be unique and meaningful
• Step 2: What is the differentiating idea.
▫ How should Fast Bridge be different.
• Step 3: What can be done to establish the credentials of
Fast Bridge
▫ A reason to believe
• Step 4: How to communicate the difference.
▫ Where and how to invest to be seen
16. A simple formula for
marketing with low
budgets
Content quality
* Conversation
= Impact
17. 4 big, but relatively low costs actions
1. Buy / make low cost content
2. A survey on effective consulting
3. A newsletter
4. Lot’s of social communication
▫ A series of lead Tweeters (4-5)
▫ Active following of other blogs
▫ Slide Share
▫ Linked in groups
18. Summaries.com
Quality summaries of leading
books
Action plan
1. Buy the rights to co-brand
a series of summaries
2. Share with clients
3. And use as a survey
incentive
Budget about € 5 K
This summary is brought to by Fast Bridge Consulting
is network of entrepreneurs, academics and experts
helping start-ups and established companies succeed
with new products and business development
www.fast-bridge.com
19. 19
Gathering other peoples content
• The idea: 3 – 4 resource
pages
▫ Lot’s of useful links
▫ Lot’s of content
▫ Things to download
• Results
▫ Higher rankings in
google (traffic)
▫ Establish knowledge
leadership
12/20/2012
20. A study on the consulting process
“what really drives results”
• Target: 40 K Invitations to the survey
Sign up
managers, VC and Contacts % Num News Net
private equity worldwide Do not read
Read invitation
40000
40000
0.55
0.4
22000
16000
0%
5%
0
800
• Expected Results Participate
Totals
40000 0.05 2000
18000
75% 1500
2300
▫ See message 24 K Delivery of the results
Sign up
▫ News subscribe 3,2 K Contacts Read Readers News Net
Do not read 22000 15% 3300 15% 495
Read invitation (no news) 15200 20% 3040 15% 456
Read invitation (news) 800 60% 480 NA NA
Participate 2000 60% 1200 NA NA
Totals 8020 951
21. 21
A Fast Bridge newsletter: Fast Thoughts
• Sent once a month
• Written by Fast Bridge
partners
• Preferably a short talk
sheet, but presentations
also OK
• Always with a call to action
• Always shared via social
media
12/20/2012
22. Why do we believe this could work ?
• Company: Postal-Solutions
• Objective: Expert for Postal Services
• Strategy: Joint newsletters
An international Survey
700 senior
Joint Articles A big survey postal officials
What is in 72 countries
Driving
Direct Mail 17% of Postal
Directors worldwide
Worldwide
Study 22 clients
(With an ugly site, very limited budgets and no social media )
23. The 3 pillars of Fast Bridge
Branding
Working Sales
together
24. 24
The keys to Success
DAYS x RATE x COMMITMENT
Key Success Parameters
TENDERS CREDIBILITY CORE COMPETENCES
Critical Success Indicators
MEETINGS EXPERIENCE KNOWLEDGE SHARING
Critical Success Factors
LEADS STANDARD TOOLS
Key Challenge
CALLS
Keys to success
25. 25
Building a sales machine (and sales system)
• Lead focused
• Easy first sale products
• Selling together
27. 27
Lead Generation 10,000 contacts
Rework peter
400 leads
120 offers
60 clients
Lead driven
communication Partners Telemarketing Events
Objectives To generate leads The core of A follow-up on An easy
directly, but also our business marketing first step
make other contacts communication
easier
Frequency 1 news per month Ongoing 50 calls per month 3 per year
ongoing social
Leads/year 100 200 50 50
28. 28
Dec-March
Dec. Jan Feb March April
Consulting Knowledge
Survey Sharing
Innovation Lean in Estb. TBD
Companies Companies
Innovation Event 2
Event
Innovation Innovation Innovation
Audits Audits Audits
Telemktg Telemktg Telemktg Telemktg
12/20/2012
29. 29
10,000 contacts
400 leads
First Sales products 120 offers
60 clients
Objectives
Develop standard door-opening yes/ no products that
can be sold in 1 meeting
Ideas
• An innovation audit (7 Days @ 7,5 K)
• A business model review (3 levels, but very simple)
• 1 more (we are looking for ideas)
12/20/2012
30. 30
10,000 contacts
400 leads
Selling together 120 offers
60 clients
• Why can McKinsey charge 3 times the rate of a senior
independent consultant
▫ They sell a brand (we won’t be able to match this)
▫ They sell systems and packages (that is something we can
do)
▫ Most importantly, they sell as a team
Estimates from a US consulting group… 2 independent consultants
selling together can sell for 30% more and close 25% more sales
Client meetings with minimum 2 Fast-Bridge Partners!
31. The 3 pillars of Fast Bridge
Branding
Working Sales
together
32. 32
Working together
• Getting to know each other / Knowledge sharing
▫ 4 events in 2013
▫ A central information platform with presentations,
books, research
• Systems to encourage working together
33. 33
What would you need to recommend
someone else in this room to one of
your contacts…
time to get to know him/her
we want to make this possible…
12/20/2012
34. Active knowledge sharing
Frequency Format Deliverables
4 x a year 3 Subjects Monthly Newsletter content
Re-usable presentations
(for clients)
People able to sell the idea
Knowledge sharing = visibility
35. 35
Systems to encourage working together
• Principles
▫ 3 types of partners
▫ A 10 % fee on referred sales
▫ 2.5 – 5% for partner management
▫ A limited fee to Fast Bridge to cover costs 10%
20/12/2012
36. 36
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Getting and Client Management * 10% 10% 10%
Managing the client Managing Partner fees 5% 2.5% 0%
Fast Bridge 10% 10% 10%
Paid to you Doing the work 75% 77.5% 80%
Commitments
Days per year None +/-5 days +/- 40 days
Up-front investment 0 0 5000
Meetings per month 0 1 2-4
Non-compete agreement No No Yes
What you get…
Events, Knowledge sharing Yes Yes Yes
Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
37. 37
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing and placing
Managing Partner fees 5% 2.5% 0%
freelancers / partners
Fast Bridge 10% 10% 10%
Doing the work 75% 77.5% 80%
Commitments
Days per year None +/-5 days +/- 40 days
Up-front investment 0 0 5000
Meetings per month 0 1 2-4
Non-compete agreement No No Yes
What you get…
Events, Knowledge sharing Yes Yes Yes
Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
38. 38
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing Partner fees 5% 2.5% 0%
To cover marketing Fast Bridge 10% 10% 10%
and event costs Doing the work 75% 77.5% 80%
Commitments
not a profit center
Days per year None +/-5 days +/- 40 days
Up-front investment 0 0 5000
Meetings per month 0 1 2-4
Non-compete agreement No No Yes
What you get…
Events, Knowledge sharing Yes Yes Yes
Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
39. 39
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing Partner fees 5% 2.5% 0%
Fast Bridge 10% 10% 10%
Doing the work 75% 77.5% 80%
Commitments
One project for Days per year None +/-5 days +/- 40 days
strategic partners Up-front investment 0 0 5000
Meetings per month 0 1 2-4
Several projects and Non-compete agreement No No Yes
partner management
for managing partners What you get…
Events, Knowledge sharing Yes Yes Yes
Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
40. 40
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing Partner fees 5% 2.5% 0%
Fast Bridge 10% 10% 10%
Doing the work 75% 77.5% 80%
Commitments
Days per year None +/-5 days +/- 40 days
Up-front investment 0 0 5000
Client proposals using Meetings per month 0 1 2-4
Fast Bridge… Non-compete agreement No No Yes
What you get…
Events, Knowledge sharing Yes Yes Yes
Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
41. 41
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing Partner fees 5% 2.5% 0%
Fast Bridge 10% 10% 10%
Doing the work 75% 77.5% 80%
Commitments
Days per year None +/-5 days +/- 40 days
No restrictions on being Up-front investment 0 0 5000
part of another group Meetings per month 0 1 2-4
or doing work Non-compete agreement No No Yes
Independently
What you get…
For managing partners Events, Knowledge sharing Yes Yes Yes
no similar groups Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
Note: FB offers FB Cards , Emails No Yes Yes
must be delivered Shares in Fast Bridge No No Yes
via FB
12/20/2012
42. 42
Working Together Database Strategic Managing
Partner Partner Partner
50 + 15 3-5
Revenue Splits
Client Management * 10% 10% 10%
Managing Partner fees 5% 2.5% 0%
Fast Bridge 10% 10% 10%
Doing the work 75% 77.5% 80%
Commitments
Days per year None +/-5 days +/- 40 days
Up-front investment 0 0 5000
Meetings per month 0 1 2-4
Non-compete agreement No No Yes
What you get…
What you get Events, Knowledge sharing Yes Yes Yes
In return Tools to use in client meetings Yes Yes Yes
Est. Client meetings / year 1-2 5-10 50
FB Cards , Emails No Yes Yes
Shares in Fast Bridge No No Yes
12/20/2012
43. 43
Where is the value for partners
• More leads , more sales
• Higher close rates on contacts
• Business fit to their skills (higher rates)
Now With Fast Bridge
Good Leads per year 10 120% 12 [A]
Close rate 25% 120% 30% [B]
Number of clients 2.5 3.6 [C]=[A]*[B]
Avg Sale 50000 110% 55000 [D]
Margin 80% 88% 70% [E]
Profit 100,000 138,600 [C]*[D]*[E]
12/20/2012
45. 45
Who is buying from you now ?
These are the contacts likely
Key to most success
You
Level 1 Level 2 Level 3 Level 4
Contact Contact Contact Contact
Your Friend Alice’s Uncle Bill’s Friend Carol’s Boss
Alice Bill Carol David
46. 46
The Facts…
• It is typically not your first level contact that
eventually hires you - in fact, you’ll probably find
that the hiring contact may be 2, 3 or 4 levels deep.
• “acquaintances are more likely than close contacts
to give individuals direct information and to
recommend them for opportunities.”
(Mark Granovetter, “The Strength of Weak Ties”)
2 reasons why…
Because our close contacts are often looking at the same opportunities
There are a lot more acquaintances than close contacts
47. 47
Start-ups
(parter 2)
Partners
Human
ICT
Resources
(partner 1)
(partner 3)
Fast
Bridge
Finance Sales &
Marketing
(Partner 5) (Partner 4)
Other Int’l
Companies Partners
12/20/2012
49. 49
What do we have now
• A reasonably good brand idea
• A website in English and Chinese
• Several databases Belgian KMOs (25K), Top 5000 (2,5K)
Equity/VC worldwide (17K)
• A survey on consulting ready to send
• An agreement sponsored summaries
• A few good presentations and lots of content to share
• A plan to put things together
• A lot of energy and desire
12/20/2012
50. 50
Who would like to be our contact
with these organizations …
12/20/2012
51. 51
Where would you like to help ?
Business Support Areas of activity Specific organizations
5 Branding 5 Belg KMOs 5 Agence pour L'entreprise
5 Consulting survey 5 Belgian top 500 5 Agentschap Ondernemen
5 Event Management 5 VC private equity 5 Angel me
5 General presentations 5 Start up industry 5 Beangels
5 Int'l partnerships 5 5 Beta Groups
5 Knowledge sharing 5 5 Business angels netwokr
5 Newsletters 5 5 Europe Unlimited
5 PR 5 Iminds
5 Resource pages Countries 5 Iminds
5 SEA 5 Brazil 5 Leuven Alumni
5 SEO 5 Canada 5 Microsoft innovation
5 Social media mktg 5 China 5 PMV
5 Telesales 5 Japan 5 Solvay Alumni
5 5 Turkey 5 Unizo
5 5 UK 5 Vlerick Alumni
5 5 USA 5
5 5
First sales products 5 5
5 Innovation audit 5 5
5 Business model seminar 5 5
5 5
5 5
12/20/2012
52. 52
The magic of working together
How…. Good Examples
1. Choose something you’re 1. Promoting Fast Bridge with
interested in Turkish companies
2. Look for a way to leverage the 2. Joint presentations/research
Fast Bridge Network sent to the Fast Bridge News
3. Do it in a way you benefit list
3. Building a new product “the
innovation audit”
The Secret sauce is very simple…
It is about mutual self-interest… That’s OK (and sustainable)
12/20/2012
53. 53
Summary …
Branding
Working together we are
Stronger than working apart
Selling your services like you
would if you had the time, and
energy…
Working Sales
together
12/20/2012
55. 55
Moving forwards… 1,2,3
1… Are you interested… if yes, type of partner
2… How would you like to work together..
Write down a few ideas…
3… One to one talks to coordinate efforts and
confirm agreements (strategic partners agreed
after 1 joint working experience)
GO…
12/20/2012
56. 56
A practical example…
• We met 2 people interested in innovation 29/11
• Both agreed to be strategic partners
• Now we are working on the following
▫ A newsletter early Jan
▫ An event late Jan
▫ An first sales product “an innovation audit”
• Targets
▫ Build image of Fast Bridge
▫ 10 audit sales, 3 large projects
12/20/2012
57. 57
According to Baron Vlerick
“You can wait for things to happen
or make things happen...”
We’d like you to help us make
things happen…
12/20/2012
58. 58
Shares for partners
A hypothetical example
Investments to date 50000
New investments (all partners) Your investments
Partner constributions 5000 5 25,000 Partner constributions 5000 1 5,000
Partner days 750 200 150,000 Partner days 750 22 16,500
Turnover (2013) 1200000 0.2 240,000 Turnover (2013) 110000 0.2 22,000
Total 465,000 Total 43,500
Your share of Fast Bridge Shares 9.4%
Thanks for your attention
12/20/2012
59. The logic of the position
A “C” level message It is also
• They know everything is based • Focused
on people • Polarizing (some people will
• They will like the “Lean and hate it and that is good)
results ” focus • Defendable
• Coherent
60. 60
10,000 contacts
400 leads
What makes us different? 120 offers
60 clients
Benefit Reason why
Bain Strategy Focus on results
Accenture Change Focus on value creation
Deloitte Thought Leadership Focus on models
Mckinsey Strategy Focus on models
Ideo Business Idea generation Focus on Innovation and growth
Eureka Wealth and portfolio management Focus on finance
Fast Bridge Strategic analysis Problem Detection
Practical business solutions Focus on implementation
Speed Lean… development
We bridge the gap between theory an implementation