This document provides an agenda for Class 9 of the LLP@Tecnico course. It includes a Q&A about business resources and costs, team presentations on resources and costs, a summary of lessons learned, and work assigned for the next class. Key resources discussed are finance, physical, human, and intellectual resources. Cost structure and the most important costs are also addressed. The document outlines guidelines for an effective business communication presentation, including telling a story with a three-act structure and engaging the audience. It concludes by noting the final presentation assignment and preparation work for the next class.
This document contains the agenda for Class 9 of an LLP@Tecnico course. It includes time for Q&A about resources and costs, team presentations on resources and costs, and a summary of lessons learned. The Q&A section covers key resources like financing, physical assets, human capital and intellectual property. It also discusses cost structure and important costs. The team presentations will allow groups to discuss their identified resources and costs. Finally, the lessons learned session will be a final presentation on December 13th where each team will share what they learned from their project through a 10 minute presentation and 2-3 minute video. The class is reminded to keep talking to customers and prepare their minimum viable product, presentation, and video
Keeping a holistic PCI compliance approach alive
PCI as a Framework
*Setting ourselves in context
*Setting ourselves up for success
*Selling / Framing / Evolving
Off-Book Benefits
Some of the Opportunities
*Getting plenty of ‘C level’ support
*With friends like these
1) Laila's mother Sarah is preparing Laila for school while talking on the phone. Laila leaves with her friend Ben.
2) Sarah has a male visitor, Kamil, over while Laila is at school. They proceed to engage in sexual activity upstairs.
3) Meanwhile, Laila realizes she forgot her homework at home. When she returns home, she hears noises coming from her mother's bedroom and goes to investigate.
This document provides an agenda for Class 9 of the LLP@Tecnico course. It includes a Q&A about business resources and costs, team presentations on resources and costs, a summary of lessons learned, and work assigned for the next class. Key resources discussed are finance, physical, human, and intellectual resources. Cost structure and the most important costs are also addressed. The document outlines guidelines for an effective business communication presentation, including telling a story with a three-act structure and engaging the audience. It concludes by noting the final presentation assignment and preparation work for the next class.
This document contains the agenda for Class 9 of an LLP@Tecnico course. It includes time for Q&A about resources and costs, team presentations on resources and costs, and a summary of lessons learned. The Q&A section covers key resources like financing, physical assets, human capital and intellectual property. It also discusses cost structure and important costs. The team presentations will allow groups to discuss their identified resources and costs. Finally, the lessons learned session will be a final presentation on December 13th where each team will share what they learned from their project through a 10 minute presentation and 2-3 minute video. The class is reminded to keep talking to customers and prepare their minimum viable product, presentation, and video
Keeping a holistic PCI compliance approach alive
PCI as a Framework
*Setting ourselves in context
*Setting ourselves up for success
*Selling / Framing / Evolving
Off-Book Benefits
Some of the Opportunities
*Getting plenty of ‘C level’ support
*With friends like these
1) Laila's mother Sarah is preparing Laila for school while talking on the phone. Laila leaves with her friend Ben.
2) Sarah has a male visitor, Kamil, over while Laila is at school. They proceed to engage in sexual activity upstairs.
3) Meanwhile, Laila realizes she forgot her homework at home. When she returns home, she hears noises coming from her mother's bedroom and goes to investigate.
Moore Lafayette College presentation FINALKurt Moore
The document discusses corporate relations strategies for liberal arts colleges from both an old and new paradigm perspective. The new paradigm views corporate philanthropy as mutually beneficial for businesses and colleges. It emphasizes building relationships between college and company stakeholders. Best practices for comprehensive corporate relations programs include having institutional support, mutual benefits, centralized coordination, integrated research partnerships, and campus-wide collaboration. The document provides examples of how colleges can engage corporations through activities like student recruiting, community engagement, events, economic development initiatives, continuing education programs, research partnerships, and facilities access. It stresses treating industry as collaborative partners rather than just funders to build long-term relationships.
The document discusses the importance of engineering students understanding basic legal principles and business concepts. It covers topics around laws, legislation, standards, entrepreneurship, and the various career paths and legal knowledge needed for biomedical engineers. The course aims to provide knowledge on legal topics affecting engineers, contracts, intellectual property, and entrepreneurship steps from identifying opportunities to business plans.
The Strategic Value of offloading non core functions as a cost saver and empowering the business to better focus on you core competence is rarely questioned - WHEN DONE WELL.
This presentation gives an overview of the steps involved in acquiring funding for a cleantech company, including sources of funding, typical early financing transaction challenges, as well as existing government programs.
The document summarizes a new program called "Invest Desk" that aims to educate, train, coach and facilitate fundraising for companies that have graduated from the Lead To Win accelerator program and are ready to raise significant capital. The program will consist of an introductory seminar covering the investment process, developing a financing plan and communications toolkit. It will also include review sessions where companies pitch to expert panels and open pitch sessions to investors. Support will also be provided to help companies identify and qualify target investors. The program has prerequisites for revenue, funding raised to date, capital requirements, and mentor/advisor support. An application process opens on June 8th with a deadline of June 19th and participants will be notified on July
Reaching Corporate Australia with a Business CaseAccess iQ
Vivienne Conway and Natalie Collins talk through how web accessibility practitioners can encourage Australian businesses to embrace WCAG 2.0 through providing them with a business case.
This document provides guidance on creating effective marketing materials and presentations for pitching startup investment opportunities to venture capitalists. It discusses templates and content for various marketing documents like executive summaries, slide decks, business plans, and financial projections. It emphasizes tailoring materials to different investor types and settings. Specific slides are outlined covering topics like the company value proposition, problem/solution, market opportunity, competitive advantages, management team, and financial projections. General tips are provided on visual design, limiting text, and ensuring credibility.
Everything you need to know about an investment and fundraising for start-ups. The presentation covers all different sources of financing for high growth companies:
- Bootstrapping and the four Fs
- Angel investors
- Startup accelerators
- Venture capital funds
- Investment documentation
- Alternative funding sources (crowdfunding, etc.)
- Grants and incentives
In the presentation you will also find some basics how to prepare your investment documentation and how to pitch to venture capital investors.
This document discusses opportunity recognition and screening new business ideas. It provides sources of ideas such as everyday problems, personal experiences, and changes in the external environment. The document outlines Drucker's 7 sources of innovative opportunities and describes evaluating ideas based on market need, economic viability, competitive advantage, and management capability. It concludes with a screening checklist to assess market factors, competitive advantage, resources, and other considerations to determine if an idea warrants further pursuit.
Valuing Your Brand and Other "Soft" Assets 2021Financial Poise
Part of the webinar series: Valuation 2021.
A company’s name, logo and other intangible assets have no intrinsic value. Yet, such intellectual property (IP) rights are increasingly important. Other examples of such “soft” assets include trademarks, copyrights, and trade secrets. This webinar will help attendees understand how experts go about valuing such intangible assets.
eFolder Partner Chat Webinar — Generating Big Bucks through Branding: How MSP...eFolder
With more managed service offerings available to clients than ever before, the importance for MSPs to establish a strong brand identity has only increased. In this eFolder Partner Chat webinar, join Antonio Stroman, President of The Brass Effect, and Ted Hulsy, Vice President of Marketing at eFolder, as they discuss the benefits of deploying brandable services to clients. You’ll learn why the margins on off-the-shelf services pale in comparison to brandable managed services, how branding managed services increases customer loyalty and “stickiness,” and more.
Business leaders are engaging labor differently - Is your IT ready?InnoTech
This document discusses emerging management models and trends in innovation. It provides definitions and examples of concepts like open allocation, hackathons, crowdsourcing, microwork, and new organizational models like holacracy. It summarizes trends in how businesses are engaging labor in new ways and the need for IT to support more agile and innovative approaches. Examples are given of companies that use open allocation, self-management, and holacracy to organize work.
This document provides an overview of the service economy. It defines services and differentiates between goods-producing and service-providing economic activities. Services make up the largest percentage of employment across most developed nations. The stages of economic development progress from agricultural to industrial to post-industrial societies as services become more prominent. The document outlines the central role of services in modern economies and classifies different types of services. It also discusses concepts like the service-dominant logic and distinctive characteristics of service operations. Examples are provided to illustrate service packages and how services can be classified.
The document discusses innovation at 3M India. It outlines 3M's vision and values, which focus on technology advancement, customer satisfaction, and sustainable growth through innovation. 3M India operates various business verticals and follows eight pillars of innovation, including quantifying efforts, maintaining a culture committed to innovation, and investing in people. The company's culture fosters experimentation, rewards both successes and failures, and recognizes innovative employees. 3M India's innovation process includes ideation, execution, periodic review, and recognition of achievements. Overall, the document examines how 3M India's values, culture, processes, and ecosystem support continuous innovation.
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
VALUATION 2022: Valuing Your Brand and Other Soft Assets Financial Poise
A company’s name, logo and other intangible assets have no intrinsic value. Yet, such intellectual property (IP) rights are increasingly important. Other examples of such “soft” assets include trademarks, copyrights, and trade secrets. This webinar will help attendees understand how experts go about valuing such intangible assets.
Part of the webinar series: Valuation 2022
See more at https://www.financialpoise.com/webinars/
This document provides information for Finnish companies looking to do business in the United States. It discusses topics such as setting up an office, immigration considerations, working with lawyers and other service providers, selling products in the US, and interacting with potential investors. Practical business advice is given around issues such as incorporation, taxation differences between states, and navigating the venture capital process.
This document discusses knowledge management (KM) services at a large multinational banking and financial services company. It provides an overview of the company's organizational structure and key business lines. It then describes the KM services offered, including content development, client support, practice enablement, and initiatives/events. Examples of KM tools and programs/functions/activities are also outlined. Finally, a case study is presented on KM support provided to JP Morgan Chase, including various deliverables developed to support business opportunities and engagements.
DocSend studied over 200 pitch decks from startups that raised $360 million total to identify best practices for graduating from bootstrapped to seed funding or angels to a Series A. They found that decks should tell a clear story, be visual, and have 10-13 concise slides covering the company introduction, problem, solution, market opportunity, product, business model, marketing strategy, team, traction, financials, and investment ask. Startup Studio Monterrey is an innovation studio that supports Mexican entrepreneurs through an accelerator program, mentorship, and connections to transform ideas into market-ready products and services.
Este documento fornece uma introdução à propriedade intelectual, incluindo:
1) Uma definição de propriedade intelectual e os principais tipos como direitos autorais e patentes.
2) As leis e organizações que regulam a propriedade intelectual tanto nacionalmente como internacionalmente.
3) Exemplos de como a propriedade intelectual pode ser violada e protegida.
Moore Lafayette College presentation FINALKurt Moore
The document discusses corporate relations strategies for liberal arts colleges from both an old and new paradigm perspective. The new paradigm views corporate philanthropy as mutually beneficial for businesses and colleges. It emphasizes building relationships between college and company stakeholders. Best practices for comprehensive corporate relations programs include having institutional support, mutual benefits, centralized coordination, integrated research partnerships, and campus-wide collaboration. The document provides examples of how colleges can engage corporations through activities like student recruiting, community engagement, events, economic development initiatives, continuing education programs, research partnerships, and facilities access. It stresses treating industry as collaborative partners rather than just funders to build long-term relationships.
The document discusses the importance of engineering students understanding basic legal principles and business concepts. It covers topics around laws, legislation, standards, entrepreneurship, and the various career paths and legal knowledge needed for biomedical engineers. The course aims to provide knowledge on legal topics affecting engineers, contracts, intellectual property, and entrepreneurship steps from identifying opportunities to business plans.
The Strategic Value of offloading non core functions as a cost saver and empowering the business to better focus on you core competence is rarely questioned - WHEN DONE WELL.
This presentation gives an overview of the steps involved in acquiring funding for a cleantech company, including sources of funding, typical early financing transaction challenges, as well as existing government programs.
The document summarizes a new program called "Invest Desk" that aims to educate, train, coach and facilitate fundraising for companies that have graduated from the Lead To Win accelerator program and are ready to raise significant capital. The program will consist of an introductory seminar covering the investment process, developing a financing plan and communications toolkit. It will also include review sessions where companies pitch to expert panels and open pitch sessions to investors. Support will also be provided to help companies identify and qualify target investors. The program has prerequisites for revenue, funding raised to date, capital requirements, and mentor/advisor support. An application process opens on June 8th with a deadline of June 19th and participants will be notified on July
Reaching Corporate Australia with a Business CaseAccess iQ
Vivienne Conway and Natalie Collins talk through how web accessibility practitioners can encourage Australian businesses to embrace WCAG 2.0 through providing them with a business case.
This document provides guidance on creating effective marketing materials and presentations for pitching startup investment opportunities to venture capitalists. It discusses templates and content for various marketing documents like executive summaries, slide decks, business plans, and financial projections. It emphasizes tailoring materials to different investor types and settings. Specific slides are outlined covering topics like the company value proposition, problem/solution, market opportunity, competitive advantages, management team, and financial projections. General tips are provided on visual design, limiting text, and ensuring credibility.
Everything you need to know about an investment and fundraising for start-ups. The presentation covers all different sources of financing for high growth companies:
- Bootstrapping and the four Fs
- Angel investors
- Startup accelerators
- Venture capital funds
- Investment documentation
- Alternative funding sources (crowdfunding, etc.)
- Grants and incentives
In the presentation you will also find some basics how to prepare your investment documentation and how to pitch to venture capital investors.
This document discusses opportunity recognition and screening new business ideas. It provides sources of ideas such as everyday problems, personal experiences, and changes in the external environment. The document outlines Drucker's 7 sources of innovative opportunities and describes evaluating ideas based on market need, economic viability, competitive advantage, and management capability. It concludes with a screening checklist to assess market factors, competitive advantage, resources, and other considerations to determine if an idea warrants further pursuit.
Valuing Your Brand and Other "Soft" Assets 2021Financial Poise
Part of the webinar series: Valuation 2021.
A company’s name, logo and other intangible assets have no intrinsic value. Yet, such intellectual property (IP) rights are increasingly important. Other examples of such “soft” assets include trademarks, copyrights, and trade secrets. This webinar will help attendees understand how experts go about valuing such intangible assets.
eFolder Partner Chat Webinar — Generating Big Bucks through Branding: How MSP...eFolder
With more managed service offerings available to clients than ever before, the importance for MSPs to establish a strong brand identity has only increased. In this eFolder Partner Chat webinar, join Antonio Stroman, President of The Brass Effect, and Ted Hulsy, Vice President of Marketing at eFolder, as they discuss the benefits of deploying brandable services to clients. You’ll learn why the margins on off-the-shelf services pale in comparison to brandable managed services, how branding managed services increases customer loyalty and “stickiness,” and more.
Business leaders are engaging labor differently - Is your IT ready?InnoTech
This document discusses emerging management models and trends in innovation. It provides definitions and examples of concepts like open allocation, hackathons, crowdsourcing, microwork, and new organizational models like holacracy. It summarizes trends in how businesses are engaging labor in new ways and the need for IT to support more agile and innovative approaches. Examples are given of companies that use open allocation, self-management, and holacracy to organize work.
This document provides an overview of the service economy. It defines services and differentiates between goods-producing and service-providing economic activities. Services make up the largest percentage of employment across most developed nations. The stages of economic development progress from agricultural to industrial to post-industrial societies as services become more prominent. The document outlines the central role of services in modern economies and classifies different types of services. It also discusses concepts like the service-dominant logic and distinctive characteristics of service operations. Examples are provided to illustrate service packages and how services can be classified.
The document discusses innovation at 3M India. It outlines 3M's vision and values, which focus on technology advancement, customer satisfaction, and sustainable growth through innovation. 3M India operates various business verticals and follows eight pillars of innovation, including quantifying efforts, maintaining a culture committed to innovation, and investing in people. The company's culture fosters experimentation, rewards both successes and failures, and recognizes innovative employees. 3M India's innovation process includes ideation, execution, periodic review, and recognition of achievements. Overall, the document examines how 3M India's values, culture, processes, and ecosystem support continuous innovation.
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
VALUATION 2022: Valuing Your Brand and Other Soft Assets Financial Poise
A company’s name, logo and other intangible assets have no intrinsic value. Yet, such intellectual property (IP) rights are increasingly important. Other examples of such “soft” assets include trademarks, copyrights, and trade secrets. This webinar will help attendees understand how experts go about valuing such intangible assets.
Part of the webinar series: Valuation 2022
See more at https://www.financialpoise.com/webinars/
This document provides information for Finnish companies looking to do business in the United States. It discusses topics such as setting up an office, immigration considerations, working with lawyers and other service providers, selling products in the US, and interacting with potential investors. Practical business advice is given around issues such as incorporation, taxation differences between states, and navigating the venture capital process.
This document discusses knowledge management (KM) services at a large multinational banking and financial services company. It provides an overview of the company's organizational structure and key business lines. It then describes the KM services offered, including content development, client support, practice enablement, and initiatives/events. Examples of KM tools and programs/functions/activities are also outlined. Finally, a case study is presented on KM support provided to JP Morgan Chase, including various deliverables developed to support business opportunities and engagements.
DocSend studied over 200 pitch decks from startups that raised $360 million total to identify best practices for graduating from bootstrapped to seed funding or angels to a Series A. They found that decks should tell a clear story, be visual, and have 10-13 concise slides covering the company introduction, problem, solution, market opportunity, product, business model, marketing strategy, team, traction, financials, and investment ask. Startup Studio Monterrey is an innovation studio that supports Mexican entrepreneurs through an accelerator program, mentorship, and connections to transform ideas into market-ready products and services.
Este documento fornece uma introdução à propriedade intelectual, incluindo:
1) Uma definição de propriedade intelectual e os principais tipos como direitos autorais e patentes.
2) As leis e organizações que regulam a propriedade intelectual tanto nacionalmente como internacionalmente.
3) Exemplos de como a propriedade intelectual pode ser violada e protegida.
The document provides guidance on conducting customer interviews to validate a business idea. It recommends asking 10 questions to gather factual information from potential customers, including questions to validate they are a suitable customer, understand their jobs and pain points, determine what problems are most important to them, how much they would pay for a product, and permission for follow up. The goal is to learn directly from customers' experiences and examples rather than opinions to inform the business idea.
The document provides guidance on conducting customer interviews and validation for new startup businesses. It emphasizes the importance of validating customer problems and solutions through interviews rather than making assumptions. Some key tips include asking open-ended questions, taking detailed notes without devices, and using the "Mom Test" to determine if a product would seem useless to one's mother. Conducting mock interviews through role-playing games can help founders prepare and gain valuable feedback. The overall goal is to learn directly from customers rather than rely on opinions alone.
This document discusses personas and how to create them. It explains that a persona is a fictional but realistic portrait of a customer that merges characteristics of similar people. Good personas have common characteristics that define an archetype as well as personal details that bring the persona to life. The document provides questions to consider for different types of business customers like B2B, B2C, and multi-sided markets. It recommends giving the persona a face using free avatar images and provides tips for creating a persona board to develop the persona's profile. The overall goal is to help define target customers through fictional representative personas.
This document is an idea canvas template for exploring a new idea. It prompts the user to describe the problem being solved, the team's advantages, the urgency of addressing the problem, any new technology or invention, the user's passion for the idea, and how the idea is better than current alternatives. The template is meant to help structure exploration of a new idea and was created by Luis Caldas de Oliveira based on Bill Aulet's disciplined entrepreneurship approach.
This document provides an agenda and summary for an entrepreneurship class. It includes:
- A Q&A session on the Business Model Canvas and customer discovery process.
- A discussion of different market types and how to determine market size.
- Presentations from student teams on their projects.
- An overview of defining and testing the value proposition, including how to specify the product or service, identify the minimum viable product, and use the Value Proposition Canvas tool.
- Details on customer interviews and experiments students should complete before the next class to learn about and validate their proposed value propositions.
This document lists 7 potential ideas for technology projects involving renewable energy and energy management. The ideas include gas cylinder asset management, determining the state of charge of gas cylinders, combining solar PV with elastic demand from devices, load shifting in large cold rooms, using solar PV in agriculture, demand control ventilation based on CO2 levels, and using solar PV in rural, urban and natural areas. The overall summary is a list of 7 technology project ideas focused on renewable energy and energy management across various industries.
This document discusses entrepreneurial resources and effectuation. It begins with an icebreaker activity to find resources within a group. It then discusses effectuation, how entrepreneurs decide and act, focusing on 5 principles: bird-in-hand, affordable loss, lemonade, patchwork quilt, and pilot-in-the-plane. The document outlines the effectual cycle. It then discusses an entrepreneur's means and resources, including their skills, social resources like contacts, and physical resources like capital. Finally, it instructs the reader to make a list of possible goals based on their available resources.
This document summarizes a Lean LaunchPad course at Tecnico that teaches an evidence-based methodology for starting scalable startups. The course uses an experiential learning model where student teams apply concepts like the Business Model Canvas to develop products or services. Students are required to conduct 10 customer interviews per week and develop prototypes. Teams present their progress weekly and are graded based on participation, customer discovery progress, presentations, and a final presentation. The goal is to impart a process that students can apply to startups for their careers.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
17. Greek Tragedy in 3
Acts
• Act I: Setup (Problem)
• Act II: Confrontation (Obstacles)
• Act III: Resolution after the climax
(Strategy)
18. Key Components
• Engage with your audience (emotions,
humor, enthusiasm)
• The focus is on you, not your slides
• Edit, Edit, Edit
• Practice, Practice, Practice
20. Presentation for Next
Week
• Slide 1: Cover slide
• Slide 2: Business Model Canvas (changes marked in
red, different colors for multi-sided markets)
• Slide 3: What changed in the right side of the
canvas?
• Slide 4: Resources needed: people, financing,
hardware, software, prototypes, etc.
• Slide 5: Spreadsheet with all costs from Partners,
Resources and Activities per year.
21. Presentation for Next
Week
• Slide 7: Draw a financial/operational timeline
• Slide 8: Lessons learned from Resources, Activities
and Costs.
22. Before Next Class
• Talk to at least 10 customers, including
partners
• Update LPC Narrative and Canvas
• Work on your MVP
• Prepare Class Presentation
• Watch Final Presentations:
htttp://www.slideshare.net/sblank