The document summarizes what services the i.lab Technology Incubator can provide for start-up companies. It offers resources and business support services to help early-stage, high-growth potential tech companies succeed. These services include office space, networking opportunities, marketing assistance, capital raising support, coaching, mentoring and more. The incubator aims to accelerate company development and help create sustainable businesses that will generate jobs and economic growth.

1. What the i.lab Technology Incubator can do for your start-up company an initiative of From Big Ideas to Entrepreneurial Success 1 July 2009 Interactive Minds

2. Agenda Introduction The current environment And why the principles of the past 10 years no longer apply Five business basics And examples Resource list

3. Agenda Introduction The current environment And why the principles of the past 10 years no longer apply Five business basics And examples Resource list

4. What does i.lab do? We help young technology companies turn great ideas into great businesses We offer a program designed to accelerate the successful development of entrepreneurial companies through an array of business support resources and services, developed and orchestrated by incubator management, and offered both in the incubator and through their network of contacts. We are an economic development tool focused on job creation and the development of sustainable businesses

5. SPACE OTHER STUFF BUSINESS BASICS NETWORKS MKTING AND MEDIA CAPITAL RAISING SUPPORT INTER’L SOFT LANDINGS STUDENT INTERN- SHIPS SKILLS DEV’T COACHING MENTORING i.lab

6. What type of clients do we service? Early stage, high growth potential companies Not “lifestyle businesses” Companies looking for support to grow their businesses All types of technology companies: Software companies Biotech companies Nanotech companies Cleantech companies Electronic hardware companies Almost any new technology-based business At an early stage of their development

7. Commercialisation stage of i.lab members Source: Australian Institute for Commercialisation

8. i.lab’s current members

9. Success stories 17 graduate companies Corearth Fusion Sport Genetraks Implicit Biosciences Liquid Animation Microwave and Materials Designs Omnix Slap Systems Grabba International Global Healthshare Charm Health Worksafe Management Systems Xerocoat Red Flow Opengear (ceremony October 21 2008) Cirrus (ceremony TBD 2008) Microgenx (ceremony October 21 2008) 16 out of 17 graduate companies still operate Two IPOs QR x Pharma Mooter Media Many globally successful companies Ephox Liquid Animation CVSDude Open Gear e-discovery Grabba International Fusion Sport

10. Agenda Introduction The current environment And why the principles of the past 10 years no longer apply Five business basics And examples Resource list

11. The world has changed in fundamental ways….. Once upon a time Well, actually, just the past 10 years Capital is scarce Lowest level of VC investment in 12 years, but this is not the end of the world! The paradigms of the previous decade no longer apply Venture funded entities, perfection in Beta, ample resources, time… Return to basic business concepts to ensure you build value ship early, build a great team, and know your customers well, even modest results establish credibility on the only issue that really matters: that your company is creating lasting value and by the way this will help you raise capital From US NVCA

12. Seth Godin’s* 7 tips for start-ups in a down economy 1. Recognize that you’ll have less competition 2. Focus on building value 3. Expect your costs to go down 4. Don’t hire like it’s 1999 5. Focus on the irreplaceable 6. Get lean to beat the behemoths 7. Be disciplined about what you’re building * Author and Founder of Squidoo www.squidoo.com

13. Agenda Introduction Why innovate? The current environment And why the principles of the past 10 years no longer apply Five business basics And examples Resource list

14. Market knowledge You need to be a pain pill not a vitamin solve a significant problem know who your customers are and how many there are how much they are prepared to pay to sooth their pain speak to the customer in terms of benefits know all your competitors invest significant time and money in market research

15. Leveraging relationships Get out of the chair and build networks Partnerships can deliver the things that money buys And often more cost effectively Don’t be afraid to ask…for anything Learn from the experiences of others

16. Cash flow management Turn over is vanity, profit is sanity, cash flow is reality (Mike Wallas) CFM is not budgeting. It is not knowing your bank balance. CFM is as important as breathing CFMIMITYM (Ken Morse, MIT) Avoid making capital raising your job

17. Focus on product development and release Many start-ups die birthing the perfect product Launch a scaled-back version (Paul Buchheit, Founder of Gmail and FriendFeed) Reid Hoffman (Founder of Linked In) “If you aren’t embarrassed by the first version of your product you’ve launched it too late” Until your product is in the market you have no real idea of how the market will react Early release allows you to tweak responsively Utilise your inherent agility

18. Why every Founder must be able to sell Making a successful grant application is a selling exercise Raising capital is a selling exercise Securing beta test sites, manufacturing partnerships, channel partnerships….are selling exercises Early sales must be made by the Founder Critical learning, market research, client feedback, your passion, reality check, understanding sales process, setting realistic expectations for future sales staff/outsourced sales partners Selling stuff

19. Agenda Introduction The current environment And why the principles of the past 10 years no longer apply Five business basics And examples Resource list

20. Further reading - books Geoffrey A. Moore, "Crossing the Chasm“ Geoffrey A. Moore “Inside the Tornado” Jim Collins, "Good to Great: Why Some Companies Make the Leap... and Others Don't". Malcolm Gladwell, "The Tipping Point: How Little Things Can Make A Big Difference". Robert Cialdini, “Influence: The psychology of persuasion” Guy Kawasaki “The Art of the Start” Seth Godin “The Purple Cow” Chin-Ning Chu “Thick Face, Black Heart” Tony Ulwick “What Customers Want: Using Outcome Driven Innovation…..” Thomas Friedman “The Earth is Flat”

21. Further reading - other Business Review Weekly Australian Anthill Lipper Current Weekly [email_address] e corner (Stanford University’s Entrepreneurship Corner) Slattery’s Watch Social networking sites Mashable Linked in Startup nation Techcrunch Biznic Young entrepreneur The Funded Cofoundr Perfect Business StartupNation