The document provides information about a presentation titled "Perfecting Your Pitch" being given by David Shore of Stirling Mercantile. The presentation covers various aspects of giving effective pitches such as communication techniques, presentation skills, and advice on what to include and avoid in a pitch.
This is a deck to present to the ViDIA meetup, which is for Vancouver iOS developers.
This is actually a collection of a few presentations on the topic of financing growth for software companies. I'll focus the presentation on what the audience wants.
Subtopics include:
- presentations that don't confuse or distract the audience
- presentations for investors
- how to define a value proposition
- valuations based on cap table and exit values
The document provides an overview of creating a financial plan for a business. It discusses including assumptions, sales and revenue projections, expenses, cash flows, capitalization tables, and valuation. The presentation emphasizes keeping the model simple, being realistic about assumptions like price and sales growth, and clearly explaining the key factors that will determine the company's financial needs and trajectory.
This document contains slides from a presentation on perfecting pitches to investors. It discusses communicating the problem being solved, demonstrating the solution, presenting market opportunities and projections, and addressing questions from investors. It emphasizes clearly describing the company and solution, relating value to customers, using demographic data to show market size, and providing a timeline for product development, funding, and exiting. The presentation aims to help attendees understand what investors want to know and avoid common pitches mistakes.
This document provides guidance on building a simple financial model for startups seeking investment. It discusses that investors want to see financial projections that show there is money to be made. It then covers the key components of building a financial model, including determining unit economics, revenue and cost assumptions over time, and constructing profit and loss statements. The document emphasizes translating the startup story into numbers and keeping projections within reasonable ranges compared to benchmarks.
This investor presentation describes a company that has developed a product or service to fill a void or solve problems in its industry. It outlines the company's solution, competitive advantages, business model, go-to-market strategy, management team, and financial projections. The company is seeking a specific amount of funding in return for a percentage of ownership to support market entry and growth over the next five years.
Funding Your Startup 101 - M.A. Fashion Entrepreneurship & Innovation Lecture...Nina Faulhaber
Lecture on the basics of startup financing: Reasons why, investor types, how investors and specifically VC funds like ourselves think and how to prepare a pitch. Ending with a few slides on trends in Fashion Tech.
www.thisisaday.com
The document discusses business model design and testing. It emphasizes that business plans often fail upon contact with customers, so business models need to be tested through prototypes and by talking to customers to validate hypotheses. The document encourages designing business models systematically using tools like the Business Model Canvas, and iterating models through testing and pivoting based on customer feedback.
Perfecting your Pitch for Launch Academy 2012David Shore
This is about how to communicate without distracting your audience, focusing your material on a value proposition and the required slides for an investor presentation.
This is a deck to present to the ViDIA meetup, which is for Vancouver iOS developers.
This is actually a collection of a few presentations on the topic of financing growth for software companies. I'll focus the presentation on what the audience wants.
Subtopics include:
- presentations that don't confuse or distract the audience
- presentations for investors
- how to define a value proposition
- valuations based on cap table and exit values
The document provides an overview of creating a financial plan for a business. It discusses including assumptions, sales and revenue projections, expenses, cash flows, capitalization tables, and valuation. The presentation emphasizes keeping the model simple, being realistic about assumptions like price and sales growth, and clearly explaining the key factors that will determine the company's financial needs and trajectory.
This document contains slides from a presentation on perfecting pitches to investors. It discusses communicating the problem being solved, demonstrating the solution, presenting market opportunities and projections, and addressing questions from investors. It emphasizes clearly describing the company and solution, relating value to customers, using demographic data to show market size, and providing a timeline for product development, funding, and exiting. The presentation aims to help attendees understand what investors want to know and avoid common pitches mistakes.
This document provides guidance on building a simple financial model for startups seeking investment. It discusses that investors want to see financial projections that show there is money to be made. It then covers the key components of building a financial model, including determining unit economics, revenue and cost assumptions over time, and constructing profit and loss statements. The document emphasizes translating the startup story into numbers and keeping projections within reasonable ranges compared to benchmarks.
This investor presentation describes a company that has developed a product or service to fill a void or solve problems in its industry. It outlines the company's solution, competitive advantages, business model, go-to-market strategy, management team, and financial projections. The company is seeking a specific amount of funding in return for a percentage of ownership to support market entry and growth over the next five years.
Funding Your Startup 101 - M.A. Fashion Entrepreneurship & Innovation Lecture...Nina Faulhaber
Lecture on the basics of startup financing: Reasons why, investor types, how investors and specifically VC funds like ourselves think and how to prepare a pitch. Ending with a few slides on trends in Fashion Tech.
www.thisisaday.com
The document discusses business model design and testing. It emphasizes that business plans often fail upon contact with customers, so business models need to be tested through prototypes and by talking to customers to validate hypotheses. The document encourages designing business models systematically using tools like the Business Model Canvas, and iterating models through testing and pivoting based on customer feedback.
Perfecting your Pitch for Launch Academy 2012David Shore
This is about how to communicate without distracting your audience, focusing your material on a value proposition and the required slides for an investor presentation.
This document outlines the key steps in pursuing a new client opportunity or existing account. It involves:
1) Conducting initial desk research on the client/market and identifying interested stakeholders.
2) Analyzing the opportunity and ensuring strategic alignment through cross-discipline workshops.
3) Continually gathering intelligence, developing solutions, building presentations and refining the client relationship and win strategy.
4) Preparing for final presentations and site visits, then following up with post-bid analysis to assess lessons learned.
This document discusses retaining talent at Cancer Research UK through effective reward strategies. It outlines that Cancer Research UK is the world's leading cancer research charity, funding over £300 million in research annually. However, the organization has historically struggled with high staff turnover of around 17% annually across its various divisions. The document proposes several approaches to improve retention, including strengthening rewards and benefits, improving communication of career opportunities, and shifting perceptions of the organization and its work. The goal is to develop a holistic reward strategy to attract and retain top talent through a competitive total rewards package.
This document provides an overview of Oak Street Funding's strategic evolution and marketing approach from 2005 to beyond. It summarizes Oak Street's shift from primarily outbound marketing efforts to a mix of inbound and outbound strategies focused on content marketing and lead generation. Key metrics are provided showing marketing ROI improvements and significant growth in applications, funded loans, and origination volume through their refined segmentation, digital, and public relations efforts.
2012 MBO Conference Presentation-Carissa Newton-Flipping the FunnelCarissa Newton
Kristen Smith
Marketing Coordinator
Oak Street Funding
Tel: 317.428.3834
kristen.smith@oakstreetfunding.com
Thank you for your time today! Please let me know if you have any other questions.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
JPE Inc. Consulting offers a Virtual Marketing On-Demand (VMOD) service that provides fractional marketing resources through various packaged solutions tailored for start-ups, early-stage, and growth companies. VMOD aims to help companies achieve marketing goals in a more cost-effective manner than building an in-house marketing department. Clients can access JPE's experts and processes to plan and execute marketing initiatives without having to hire and manage full-time marketing personnel.
Connect Midlands welcomed Mr Manuel Urquijo, Vice Minister of Spain and Mr Iñaki Beristain Extabe, Director of Economic Planning of the Basque Country to discuss supporting companies in getting ready for investment. The presentation provided background on Connect Midlands and how it operates to connect entrepreneurs to resources through various programs, workshops, and events. It has helped raise over €70 million for 65 companies. Connect Midlands also discussed plans to expand the Connect model across Europe through a three phase plan to create new organizations, share best practices, and maximize the benefits of a European network.
The document discusses a gap in delivering analytics through business intelligence (BI) tools, known as the "last mile of BI". It introduces Dunegrass as a solution to close this gap by enabling collaborative analysis, interactive charts/tables, and a unified data model across sources. The startup is seeking $1.5 million investment to expand their team of developers, sales, and marketing staff to scale the software business for rapid growth.
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
This document discusses how to maximize returns from trade show investments. It outlines opportunities that trade shows can provide in gaining new customers and retaining existing ones. Metrics are suggested to measure pre-show preparation activities, booth interactions at the show, and follow-ups after the show. These include tracking sales cycle movements, number of initial conversations, lead generation and qualification. Following up on leads is key, with tiered processes for precision follow up by sales teams. The overall aim is to convert problem identification into new business opportunities and measure returns from the trade show strategy.
This document provides information about a consulting firm called The Praxes Group. It discusses who they are, how they got started, the types of issues they address for clients, the industries they work with, and how they help clients grow through assessing needs, designing strategies, and implementing plans. They take a holistic approach to helping clients strengthen their sales processes, leadership, business development skills, and customer relationships.
Tips on succeeding in the US market
From the Silicon Valley Association of Startup Entrepreneurs.
Part 3 of the "Accelerating Your Growth Bootcamp" session held at MaRS April 19, 2010.
Strategic proposals ten tips for winning tendersXait AS
Strategic Proposals provides 10 tips for winning tenders in 3 sentences or less:
1) Chase the right deals by qualifying opportunities based on whether they are real, if you can do the work, and if you want and can win the work.
2) Prepare for success with a robust pre-proposal planning process to develop your strategy, demonstrate your capabilities, understand the competition, and articulate why you are the best choice.
3) Tell a compelling story in your proposal that superbly articulates your strategy, capabilities, the customer's needs, and how you will beat the competition.
By matching the message to the audience, students will learn to create an effective way to communicate their value in any networking setting. The result will be a focused statement that presents your value to that audience.
Arrow Electronics Investor Day Presentationfinance16
The document summarizes Arrow's 2008 Investor Day presentation. It includes an agenda for the day-long event covering Arrow's strategic overview, transformation, global business segments, and financial review. The document discusses Arrow's strategy to diversify its product portfolio and geographic presence in enterprise computing solutions and components. It also reviews Arrow's operational improvements, financial targets, and priorities to pursue organic and acquisition growth opportunities globally.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
This document provides an overview of essential selling skills training. It discusses how to make customers feel by having them imagine scenarios and asking relevant questions. It also covers persuading customers through questioning only, identifying qualities of successful salespeople, concepts like unique selling propositions and features advantages benefits, and how the sales process has changed to focus more on relationship building and problem solving than pitches.
The pitch deck outlines an investor pitch for a startup. It introduces the founding team and their experience. It then discusses the problem the startup aims to solve, the size of the market opportunity, and the solution the startup has developed. The deck also covers the traction and user acquisition strategy, business model, competition, and financial needs. The overall goal is to convince the investor that the startup has a strong team, large market need, and solution that can generate revenues and competitive advantage.
The document summarizes sessions from a startup school on startup finance 101. Session 2 covers key topics including:
1. Business planning, pricing strategies, and business modeling. Common pricing methods like benchmarking, markup, and value-added approaches are discussed.
2. The importance of understanding your business drivers and determining key assumptions is emphasized. Models should challenge assumptions like user projections to test feasibility.
3. Different revenue streams for startups are listed, including advertising, brokerage, ecommerce, freemium/subscription, virtual goods, pay per use, and data mining.
The document provides tips on perfecting pitches for funding. It includes examples of good and bad descriptions for companies. Jonathan Bixby is presenting on perfecting your pitch and provides his contact information. The presentation covers telling investors what your company does in 3 sentences, using graphical and textual presentations, pricing strategies, and common things to avoid saying. It also includes an example slide deck outline covering snapshots, teams, problems, solutions, markets, competition, strategies, projections, roadmaps, and summaries.
Avoid The High Valuation Trap To Bcit Nov 09 Beta DraftDavid Shore
The document discusses various services provided by Stirling Mercantile including mergers and acquisitions advisory, fairness opinions, expansion capital, early stage financing, and divestitures. It also provides tips for entrepreneurs seeking venture capital funding, including what VCs need, want, and look for in potential investments and exits. The presentation emphasizes the importance of considering downstream valuations and acquiring companies that are accretive to valuation.
This document outlines the key steps in pursuing a new client opportunity or existing account. It involves:
1) Conducting initial desk research on the client/market and identifying interested stakeholders.
2) Analyzing the opportunity and ensuring strategic alignment through cross-discipline workshops.
3) Continually gathering intelligence, developing solutions, building presentations and refining the client relationship and win strategy.
4) Preparing for final presentations and site visits, then following up with post-bid analysis to assess lessons learned.
This document discusses retaining talent at Cancer Research UK through effective reward strategies. It outlines that Cancer Research UK is the world's leading cancer research charity, funding over £300 million in research annually. However, the organization has historically struggled with high staff turnover of around 17% annually across its various divisions. The document proposes several approaches to improve retention, including strengthening rewards and benefits, improving communication of career opportunities, and shifting perceptions of the organization and its work. The goal is to develop a holistic reward strategy to attract and retain top talent through a competitive total rewards package.
This document provides an overview of Oak Street Funding's strategic evolution and marketing approach from 2005 to beyond. It summarizes Oak Street's shift from primarily outbound marketing efforts to a mix of inbound and outbound strategies focused on content marketing and lead generation. Key metrics are provided showing marketing ROI improvements and significant growth in applications, funded loans, and origination volume through their refined segmentation, digital, and public relations efforts.
2012 MBO Conference Presentation-Carissa Newton-Flipping the FunnelCarissa Newton
Kristen Smith
Marketing Coordinator
Oak Street Funding
Tel: 317.428.3834
kristen.smith@oakstreetfunding.com
Thank you for your time today! Please let me know if you have any other questions.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
JPE Inc. Consulting offers a Virtual Marketing On-Demand (VMOD) service that provides fractional marketing resources through various packaged solutions tailored for start-ups, early-stage, and growth companies. VMOD aims to help companies achieve marketing goals in a more cost-effective manner than building an in-house marketing department. Clients can access JPE's experts and processes to plan and execute marketing initiatives without having to hire and manage full-time marketing personnel.
Connect Midlands welcomed Mr Manuel Urquijo, Vice Minister of Spain and Mr Iñaki Beristain Extabe, Director of Economic Planning of the Basque Country to discuss supporting companies in getting ready for investment. The presentation provided background on Connect Midlands and how it operates to connect entrepreneurs to resources through various programs, workshops, and events. It has helped raise over €70 million for 65 companies. Connect Midlands also discussed plans to expand the Connect model across Europe through a three phase plan to create new organizations, share best practices, and maximize the benefits of a European network.
The document discusses a gap in delivering analytics through business intelligence (BI) tools, known as the "last mile of BI". It introduces Dunegrass as a solution to close this gap by enabling collaborative analysis, interactive charts/tables, and a unified data model across sources. The startup is seeking $1.5 million investment to expand their team of developers, sales, and marketing staff to scale the software business for rapid growth.
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
This document discusses how to maximize returns from trade show investments. It outlines opportunities that trade shows can provide in gaining new customers and retaining existing ones. Metrics are suggested to measure pre-show preparation activities, booth interactions at the show, and follow-ups after the show. These include tracking sales cycle movements, number of initial conversations, lead generation and qualification. Following up on leads is key, with tiered processes for precision follow up by sales teams. The overall aim is to convert problem identification into new business opportunities and measure returns from the trade show strategy.
This document provides information about a consulting firm called The Praxes Group. It discusses who they are, how they got started, the types of issues they address for clients, the industries they work with, and how they help clients grow through assessing needs, designing strategies, and implementing plans. They take a holistic approach to helping clients strengthen their sales processes, leadership, business development skills, and customer relationships.
Tips on succeeding in the US market
From the Silicon Valley Association of Startup Entrepreneurs.
Part 3 of the "Accelerating Your Growth Bootcamp" session held at MaRS April 19, 2010.
Strategic proposals ten tips for winning tendersXait AS
Strategic Proposals provides 10 tips for winning tenders in 3 sentences or less:
1) Chase the right deals by qualifying opportunities based on whether they are real, if you can do the work, and if you want and can win the work.
2) Prepare for success with a robust pre-proposal planning process to develop your strategy, demonstrate your capabilities, understand the competition, and articulate why you are the best choice.
3) Tell a compelling story in your proposal that superbly articulates your strategy, capabilities, the customer's needs, and how you will beat the competition.
By matching the message to the audience, students will learn to create an effective way to communicate their value in any networking setting. The result will be a focused statement that presents your value to that audience.
Arrow Electronics Investor Day Presentationfinance16
The document summarizes Arrow's 2008 Investor Day presentation. It includes an agenda for the day-long event covering Arrow's strategic overview, transformation, global business segments, and financial review. The document discusses Arrow's strategy to diversify its product portfolio and geographic presence in enterprise computing solutions and components. It also reviews Arrow's operational improvements, financial targets, and priorities to pursue organic and acquisition growth opportunities globally.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
This document provides an overview of essential selling skills training. It discusses how to make customers feel by having them imagine scenarios and asking relevant questions. It also covers persuading customers through questioning only, identifying qualities of successful salespeople, concepts like unique selling propositions and features advantages benefits, and how the sales process has changed to focus more on relationship building and problem solving than pitches.
The pitch deck outlines an investor pitch for a startup. It introduces the founding team and their experience. It then discusses the problem the startup aims to solve, the size of the market opportunity, and the solution the startup has developed. The deck also covers the traction and user acquisition strategy, business model, competition, and financial needs. The overall goal is to convince the investor that the startup has a strong team, large market need, and solution that can generate revenues and competitive advantage.
The document summarizes sessions from a startup school on startup finance 101. Session 2 covers key topics including:
1. Business planning, pricing strategies, and business modeling. Common pricing methods like benchmarking, markup, and value-added approaches are discussed.
2. The importance of understanding your business drivers and determining key assumptions is emphasized. Models should challenge assumptions like user projections to test feasibility.
3. Different revenue streams for startups are listed, including advertising, brokerage, ecommerce, freemium/subscription, virtual goods, pay per use, and data mining.
The document provides tips on perfecting pitches for funding. It includes examples of good and bad descriptions for companies. Jonathan Bixby is presenting on perfecting your pitch and provides his contact information. The presentation covers telling investors what your company does in 3 sentences, using graphical and textual presentations, pricing strategies, and common things to avoid saying. It also includes an example slide deck outline covering snapshots, teams, problems, solutions, markets, competition, strategies, projections, roadmaps, and summaries.
Avoid The High Valuation Trap To Bcit Nov 09 Beta DraftDavid Shore
The document discusses various services provided by Stirling Mercantile including mergers and acquisitions advisory, fairness opinions, expansion capital, early stage financing, and divestitures. It also provides tips for entrepreneurs seeking venture capital funding, including what VCs need, want, and look for in potential investments and exits. The presentation emphasizes the importance of considering downstream valuations and acquiring companies that are accretive to valuation.
What VCs Want, What Companies Want In A VC For UBC AceDavid Shore
Venture capitalists (VCs) look for strong management teams, clear business models with large market opportunities and realistic valuations when investing in startups. They also want to see traction in the target market and appropriate deal size and sector. When presenting to VCs, entrepreneurs should have an executive summary highlighting customers and value, financial projections, and a thorough due diligence binder. Entrepreneurs should look for VCs that can provide more than just money, such as management experience, contacts, and exit strategies. There are subtle differences between VCs so entrepreneurs should research firms and ask references about preferences.
This document provides an agenda and tips for a business valuation conference. It outlines Stirling Mercantile's services including mid-market financings, early-stage VC financings, mergers and acquisitions, and public market advisory. It recommends including a business plan, CIM, financials, and due diligence materials when presenting a company. Buyers are motivated by ROI and value to customers. Presentations should be concise and stimulate questions, and summaries should capture the key points of each section in 2 pages or less.
This document provides an overview and guidance for creating financial models and business plans. It discusses formatting a financial workbook, building assumptions, forecasting revenue and expenses, and including cash flows and capitalization tables. The presentation agenda includes introducing the presenters, reviewing the structure and examples of financial models, and holding a question and answer session.
New Ventures BC Dialling for Dollars 2007David Shore
The document provides an overview of Lions Capital Corp., a venture capital firm that manages $55 million and invests in promising life science and technology companies in British Columbia. It then summarizes key aspects of the financing process for startups, including identifying financing strategies and sources, targeting investors, pitching to investors, undergoing due diligence, negotiating deal terms, and closing investments. Tips are provided around each step of the process.
The document provides information about Stirling Mercantile, including their services in mid-market financings, early-stage VC financings, mergers and acquisitions, and valuations. It then discusses sources of financing for startups, including equity, debt, and grants. The rest of the document offers advice about engaging with venture capitalists, including what VCs need, want, and how to evaluate them. It also covers packaging a business plan and financial models effectively.
Plan your Exit at the Outset to SFU 2007David Shore
The document provides information about Stirling Mercantile, a corporate finance advisory firm. It discusses goals for building a business, exit strategies, and considerations for planning an exit from the outset. Key points include planning for an exit, understanding potential buyers and service providers, positioning value, structuring a deal, due diligence, and financial modeling best practices.
The document discusses new common share term sheets for venture capital investments. It provides an overview of Stirling Mercantile and their VC activities, including that seed financings in BC have increased since 2004. It notes that financings can now be smaller given companies need less money to launch. The rest of the document compares typical terms of new seed financings to traditional Series A financings, such as liquidation preferences, board representation, and closing timelines. It concludes that early stage deal terms and activity are increasing, providing more opportunities for investment across stages.
New Ventures BC Dialling for Dollars 20080528David Shore
The document provides information about Lions Capital Corp., a venture capital firm that manages $85 million investing in emerging life science and technology companies in British Columbia. It discusses Lions Capital's funds, portfolio companies, management team, and investment strategies. The document also covers key aspects of the startup financing process, including identifying investors, pitching to investors, conducting due diligence, negotiating terms, and closing investment deals.
The document provides information about an entrepreneur and their experience including three meaningful startups and corporate finance roles. It then discusses the services provided by Stirling Mercantile including mid-market financings, early-stage VC financings, mergers and acquisitions, and valuations. Information is also provided on sources of financing for companies including equity, debt, and grants. Diagrams outline the financing map and what happens when equity investors are brought in.
Perfecting Your Pitch to New Ventures BCDavid Shore
1. The document provides tips on perfecting your pitch to investors, including describing your company's product or service, addressing your target market size and competition, and outlining your sales and marketing strategy, roadmap, and projections.
2. It recommends focusing your pitch on how your solution helps customers save or make money and gives examples of effective pitches that concisely describe technologies and their benefits.
3. The document also cautions against certain claims in your pitch like having no competition or needing only a small market share, and suggests practicing your presentation with a timeline.
The document discusses various topics related to financing a growing company, including the differences between venture capital (VC), initial public offerings (IPO), and debt financing. It notes that VC involves less preparation than an IPO but results in dilution and loss of control. The ideal company for VC has a large market size, defensible intellectual property, and an experienced management team. It also provides tips for fundraising pitches, common questions from investors, and financial projections.
The document provides information about Stirling Mercantile, an advisory firm that offers services including mergers and acquisitions advisory, expansion capital, fairness opinions, and early-stage financing. It lists the partners and their experience. Stirling Mercantile has over 10 years of transaction experience in technology and life science sectors. The rest of the document discusses perspectives on funding roadmaps, common challenges startups face in fundraising, and suggestions on deal structures and rights to consider in investment agreements.
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5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
8. About Stirling Mercantile
M&A ADVISORY
Sage advice in times of need
or growth opportunity M&A EXPANSION CAPITAL
Advisory Multiple industry
experience
DIVESTITURES Expansion
Seasoned corporate
Divestitures financiers
Corporate financier Capital
involvement
can improve price,
simplify process EARLY-STAGE
Fairness Early-Stage FINANCING
Opinions Finance Full-service approach
FAIRNESS OPINIONS throughout process
Aligned interests likely
Director comfort & legal
to secure funding
protection from independent,
expert valuation
- PERFECTING YOUR PITCH - .
9. About Stirling Mercantile
M&A ADVISORY
Sage advice in times of need
or growth opportunity M&A EXPANSION CAPITAL
Advisory Multiple industry
experience
DIVESTITURES Expansion
Seasoned corporate
Divestitures financiers
Corporate financier Capital
involvement
can improve price,
simplify process EARLY-STAGE
Fairness Early-Stage FINANCING
Opinions Finance Full-service approach
FAIRNESS OPINIONS throughout process
Aligned interests likely
Director comfort & legal
to secure funding
protection from independent,
expert valuation
- PERFECTING YOUR PITCH - .
18. Pricing : A Science and an Art
TYPE OF INVESTOR
Issue Aftermarket
INSTITUTION UNDERWRITE BUY
RETAIL BUY HOLD
BUY SELL
STAGS
The Secrets of Superb Public Speaking – John Miers 2009
- PERFECTING YOUR PITCH -
19. What was the title of the previous slide?
Keep the answer to yourself for a sec…
- PERFECTING YOUR PITCH -
20. Pricing : A Science and an Art
TYPE OF INVESTOR
Issue Aftermarket
INSTITUTION UNDERWRITE BUY
RETAIL BUY HOLD
BUY SELL
STAGS
The Secrets of Superb Public Speaking – John Miers 2009
- PERFECTING YOUR PITCH -
21. Seating
Both Sides of the Table
- PERFECTING YOUR PITCH -
26. Tell Me What You Do
Describe the problem you solve.
“We sell [hardware/software]
that helps [our target market]
to [save money or make money]”
- PERFECTING YOUR PITCH -
30. Slides
1. Company 1. Sales and
Description Marketing Strategy
2. Team 2. Revenue Model
3. Problem or Need 3. Projections
4. Solution/Demo 4. Roadmap
5. Value Proposition 5. Summary
6. Addressable 6. Contact Information
Market, Traction 7. Appendix
7. Competition 10 seconds to 2 minutes each
- PERFECTING YOUR PITCH -
33. Team
John, CEO
• Former ABC, XYZ
Jim, CTO, Founder
• Former ABC, PQR
VP Marketing
• Identified
David, Board Member
• DEF, PQR
.
3
34. Industry Problem
Revenue is dropping
Expenses are rising
Customers are leaving
4
35. Our Solution
“This should save us $100
per employee per year”
Mr. Big, CEO of Target Customer
5
36. Our Solution
Reference Annual $ Buying Decision
Clients
ABC Co 35,000 Access from the cloud
LMN Ent. 42,000 Flexible pricing
XYZ Inc. 25,000 Convenience, time
savings
• Relate each decision to value
• “Price” is a problem
5
41. Sales and Marketing Strategy
Pricing strategy
Target markets
Channels or partners
Current funnel
8
42. Road Map Funding
IP Roadmap Roadmap
Expan- >$10m Series B
sion
Full
Launch
Beta, one
sector
Alpha
$4m Series A
Design Seed,
$1.2m Angel
$0.3m F, F & E
today
Year 1 2 3 4 5
Revenue Early Crossing Mainstream Exit
RoadMap Adopters the Chasm Growth
11
43. Projections
Projected Income Statement Analysis
($000's)
Year 1 Year 2 Year 3 Year 4 Year 5
Net New Members (000s) 3 21 115 332 612
Cumulative Members (000s) 3 24 139 470 1,082
Growth 908% 587% 339% 230%
Gross Revenues 68 100% 607 100% 4,309 100% 17,826 100% 46,684 100%
Growth 891% 710% 414% 262%
Direct Operating Expenses 29 42% 255 42% 1,810 42% 7,487 42% 19,607 42%
Gross Profit 39 58% 352 58% 2,499 58% 10,339 58% 27,077 58%
Growth 891% 710% 414% 262%
Selling, General and Administrative 1,040 1528% 1,140 188% 2,571 60% 9,269 52% 21,942 47%
Growth 110% 226% 361% 237%
EBITDA -1,001 -1470% -788 -130% -72 -2% 1,070 6% 5,135 11%
9
46. Appendix
•IP Summary •Channel Detail
•Development Roadmap •Pricing Detail
•Market Segments •Market Trends
•Use Case – Primary Markets •Tech Trends
•Use Case – Secondary Markets •Proforma HR
•SWAT Analysis •Cap Table
•Positioning Detail •Uses of Capital
14
47. Follow up
• A short email that night
• Answer open questions and tasks
• Lead into next steps
- PERFECTING YOUR PITCH -
48. Avoid Saying…
• ‘Our projections are conservative’
• ‘We have no competition’
• ‘We have a first mover advantage’
• ‘We only need to capture x% of the
market share’
.
D - PERFECTING YOUR PITCH - .
55. Tell Me What You Do
Describe the problem you solve.
“We sell [hardware/software]
that helps [our target market]
to [save money or make money]”
- PERFECTING YOUR PITCH -
Editor's Notes
Why are we here?
To WIN this competition. What's the most important ingredient to winning this competition? I have been a judge or mentor since inception in 2001 and have seen everything from no presentation at all to 65 slides to a 45 minute video. None of those had a chance of winning because we either didn’t understand the message or we fell asleep waiting. This is the first year we are presenting this and it is the key to winning. All the winners have excelled at this – you cant win without it. So getting this right could be more important than your intellectual property or your team or whatever you have been working on to make your company a success. We’ll break this into 3 sections…
Communicate like a pro to ensure your message is understood
Focus your audience on exactly what you do and why that will make you successful
Why are we here?
Stirling is a 11 year old investment bank, mostly mid market, but will do one early stage deal a year. We’ve worked with most of the local VCs and have done financings in the valley.
Stirling is a 11 year old investment bank, mostly mid market, but will do one early stage deal a year. We’ve worked with most of the local VCs and know who is the best person within the fund.
Stirling is a 11 year old investment bank, mostly mid market, but will do one early stage deal a year. We’ve worked with most of the local VCs and know who is the best person within the fund.
Once you get your focus statement correct we now focus on communication - Most things you have learned about speeches and communication are wrong. Differentiate the great from the good (not memorable and the memorable) – 10 presentations over 2 days (trying to find ways to disqualify you – one of the ways is communication) – if you can’t pitch your story how can you pitch a client or raise money. Walk into the room and get peoples attention right away. Start with a bang (like everything you know about communication and speeches are wrong) - Success in Speaking Means the audience remembers you and your message - Receiver Driven Communications (let the listener drive) – John Miers Communication is Silence. Got that Pause Silence = Thought = Memory Observe a conversation – (David and I) 1- First Person Thinks 2- First Person Speaks 3- Second Person Thinks 4- Second Person Speaks (in a presentation this is non verbal, a nod – permission to go on) You can’t listen and think at the same time You can’t read and think at the same time Your job as the speaker is to make the audience think – you only speak to achieve this. Build Anticipation A natural conversational style is best for public speaking Next is PowerPoints…. The most overused and misused business tool on the planet. 10 Second Test
Communicate like a pro to ensure your message is understood
Easy way to tell if you have enough visuals… do the slide sorter view. Bulleted List Activity….
So now you have a strong focused business statement – essentially a thesis for your presentation and your business. You communicated this in a strong, receiver driven way, a way that will have people remembering you. Now you have 20-30 minutes to give the judges all the information that you need to get an A on the Presentation and win the competition.
Don’t make your speaking notes your presentation. Do it more like this
Pause and let people read it. Strong Visuals – speak to them
Pause and let people read it. Strong Visuals – speak to them
The Secrets of Superb Public Speaking – John Miers 2009
The Secrets of Superb Public Speaking – John Miers 2009
The Secrets of Superb Public Speaking – John Miers 2009
Once you get your focus statement correct we now focus on communication - Most things you have learned about speeches and communication are wrong. Differentiate the great from the good (not memorable and the memorable) – 10 presentations over 2 days (trying to find ways to disqualify you – one of the ways is communication) – if you can’t pitch your story how can you pitch a client or raise money. Walk into the room and get peoples attention right away. Start with a bang (like everything you know about communication and speeches are wrong) - Success in Speaking Means the audience remembers you and your message - Receiver Driven Communications (let the listener drive) – John Miers Communication is Silence. Got that Pause Silence = Thought = Memory Observe a conversation – (David and I) 1- First Person Thinks 2- First Person Speaks 3- Second Person Thinks 4- Second Person Speaks (in a presentation this is non verbal, a nod – permission to go on) You can’t listen and think at the same time You can’t read and think at the same time Your job as the speaker is to make the audience think – you only speak to achieve this. Build Anticipation A natural conversational style is best for public speaking Next is PowerPoints…. The most overused and misused business tool on the planet. 10 Second Test
You can not describe your business in under 2 minutes You can get interest and excitement and a desire for more info The most critical step for start-ups About 30 seconds Excitement, greed, curiosity
One sentence - what you sell, to whom and why they should buy.
One sentence - what you sell, to whom and why they should buy.
Once you get your focus statement correct we now focus on communication - Most things you have learned about speeches and communication are wrong. Differentiate the great from the good (not memorable and the memorable) – 10 presentations over 2 days (trying to find ways to disqualify you – one of the ways is communication) – if you can’t pitch your story how can you pitch a client or raise money. Walk into the room and get peoples attention right away. Start with a bang (like everything you know about communication and speeches are wrong) - Success in Speaking Means the audience remembers you and your message - Receiver Driven Communications (let the listener drive) – John Miers Communication is Silence. Got that Pause Silence = Thought = Memory Observe a conversation – (David and I) 1- First Person Thinks 2- First Person Speaks 3- Second Person Thinks 4- Second Person Speaks (in a presentation this is non verbal, a nod – permission to go on) You can’t listen and think at the same time You can’t read and think at the same time Your job as the speaker is to make the audience think – you only speak to achieve this. Build Anticipation A natural conversational style is best for public speaking Next is PowerPoints…. The most overused and misused business tool on the planet. 10 Second Test
Why are we here?
About 12 slides, average 1 to 2 minutes each Cover following topics A picture says a thousand words Don't present bulleted speaking notes
History: What we do: What we are looking for:
Why they are important Gaps (ok to discuss) Three-legged stool, importance of the team
These should articulate a market pain and tie directly to your value proposition
Show what you have developed Give 3rd party references that tie into value proposition Tell a story about your product and how you designed it to solve the problems your market is living with How does it save money or make money for the customer Why you prioritized this feature or that benefit Show your pride here Describe the IP
Show what you have developed Give 3rd party references that tie into value proposition Tell a story about your product and how you designed it to solve the problems your market is living with How does it save money or make money for the customer Why you prioritized this feature or that benefit Show your pride here Describe the IP
Lots of conflicting data, don’t blow a tire here, just get to $XB Clear description of the target customer TAM = Prospects x Price Not to be confused with a sector’s revenue Not to be used for Forecasting (reasons to follow)
Use the metrics that matter for your sector
Should help all buyers understand your business and it’s value to them What are your key differentiators Why will customers buy your product over competitor products Why will you beat your competitors? Never underestimate your competition
Pricing Initial target markets (geography, sector) How to sell? (web, direct, channel) Sales cycle and current funnel
How much are you seeking? How long will this cash last? Future rounds? Use of Funds? How will this improve the valuation for the next round? Relate this strategy to the milestones
Show take-up, top line, margin line and bottom line for 5 years Your model should have the associated financial statements for 60 months. Investor will focus on the following, so you may highlight or reference them
One graph showing revenues, Margins and Profit/Loss for 5 years Speak to the graphs – “cash flow starts here, cash even about here”, etc Preferably reaching excess of $40 million in 3-5 years
Anticipate questions and add answers to the deck I have seen 30 slides here, accessible by typing the slide number and enter from the presentation screen
PDF, available for download
Once you get your focus statement correct we now focus on communication - Most things you have learned about speeches and communication are wrong. Differentiate the great from the good (not memorable and the memorable) – 10 presentations over 2 days (trying to find ways to disqualify you – one of the ways is communication) – if you can’t pitch your story how can you pitch a client or raise money. Walk into the room and get peoples attention right away. Start with a bang (like everything you know about communication and speeches are wrong) - Success in Speaking Means the audience remembers you and your message - Receiver Driven Communications (let the listener drive) – John Miers Communication is Silence. Got that Pause Silence = Thought = Memory Observe a conversation – (David and I) 1- First Person Thinks 2- First Person Speaks 3- Second Person Thinks 4- Second Person Speaks (in a presentation this is non verbal, a nod – permission to go on) You can’t listen and think at the same time You can’t read and think at the same time Your job as the speaker is to make the audience think – you only speak to achieve this. Build Anticipation A natural conversational style is best for public speaking Next is PowerPoints…. The most overused and misused business tool on the planet. 10 Second Test
Communicate like a pro to ensure your message is understood
Why are we here?
One sentence - what you sell, to whom and why they should buy.
One sentence - what you sell, to whom and why they should buy.