This document provides guidance on creating an effective elevator pitch to concisely communicate an idea or opportunity. An elevator pitch should be brief, ideally lasting no longer than 2 minutes to match the duration of an elevator ride. It should grab attention, introduce the problem being solved and the value proposition using the NABC framework of Need, Approach, Benefit, and Competition. The pitch structure involves gaining attention first, then explaining the value proposition using specific quantitative examples rather than qualitative descriptions. Regular practice and feedback are emphasized to refine the pitch.
This document presents SRI's "NABC" approach for developing a quantitative value proposition as the first step in value creation. The NABC approach involves identifying important customer needs, quantitative customer benefits, a unique approach, and competitive alternative approaches. The document provides an example of a draft value proposition for a hands-free car phone service and discusses improving the value proposition by making it more quantitative and compelling.
This is the improved version of my recent presentation on enterprenurship. This presentation was delivered at Testing & Consultancy Cell, Guru Nanak Dev Engineering College, Ludhiana, Punjab, India to the audience of young and ambitious engineering students.
GROW2012 - Building a Marketplace by Crowdsourcing - Matt Mickiewicz 99designsDealmaker Media
Matt started his first company, SitePoint, while still in high school, and has leveraged his early success into two additional companies, 99designs and Flippa. 99designs, has hosted more than 130,000 design contests and paid designers more than $30 million since its founding in 2008 and secured $35M in VC funding in 2011.
How the ICPM course tranformed my customer focusKarthik Sankar
The ICPM course is a post graduate program in Product Management and Marketing focused on leading aspiring professionals to the product management career path
Business for engineers part 1: Customers and salesJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 1 in series covering the customer need stages and sales cycles.
How to build your perfect elevator pitch?Geert Houben
Are you able to explain your company or idea in a very short time?
This presentation contains a concrete step-by-step building plan for your perfect 'elevator pitch'.
It's made after Geert Houben's experiences at the BlackBox Connect bootcamp in 2015, powered by Google For Entrepreneurs.
Lights, Camera, Action…Maximizing Your AV Budget! (Magnolia Room)
By Brian Monahan, Prestige AV & Creative Services
When the lights fade, will your audio visual budget “get the hook” or a “curtain call”? Get the inside scoop from Brian Monahan of Prestige AV & Creative Services. Brian takes you step by step through the meeting and event planning, contracting and production process sharing all his best money saving tips along the way. Brian’s extensive experience on all sides of audio visual equation from event producer and technical director to venue sales and services gives him a unique view of all the various issues that can impact your production costs. Register today and let Brian show you how to maximize the value of your audio visual investment.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
This document presents SRI's "NABC" approach for developing a quantitative value proposition as the first step in value creation. The NABC approach involves identifying important customer needs, quantitative customer benefits, a unique approach, and competitive alternative approaches. The document provides an example of a draft value proposition for a hands-free car phone service and discusses improving the value proposition by making it more quantitative and compelling.
This is the improved version of my recent presentation on enterprenurship. This presentation was delivered at Testing & Consultancy Cell, Guru Nanak Dev Engineering College, Ludhiana, Punjab, India to the audience of young and ambitious engineering students.
GROW2012 - Building a Marketplace by Crowdsourcing - Matt Mickiewicz 99designsDealmaker Media
Matt started his first company, SitePoint, while still in high school, and has leveraged his early success into two additional companies, 99designs and Flippa. 99designs, has hosted more than 130,000 design contests and paid designers more than $30 million since its founding in 2008 and secured $35M in VC funding in 2011.
How the ICPM course tranformed my customer focusKarthik Sankar
The ICPM course is a post graduate program in Product Management and Marketing focused on leading aspiring professionals to the product management career path
Business for engineers part 1: Customers and salesJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 1 in series covering the customer need stages and sales cycles.
How to build your perfect elevator pitch?Geert Houben
Are you able to explain your company or idea in a very short time?
This presentation contains a concrete step-by-step building plan for your perfect 'elevator pitch'.
It's made after Geert Houben's experiences at the BlackBox Connect bootcamp in 2015, powered by Google For Entrepreneurs.
Lights, Camera, Action…Maximizing Your AV Budget! (Magnolia Room)
By Brian Monahan, Prestige AV & Creative Services
When the lights fade, will your audio visual budget “get the hook” or a “curtain call”? Get the inside scoop from Brian Monahan of Prestige AV & Creative Services. Brian takes you step by step through the meeting and event planning, contracting and production process sharing all his best money saving tips along the way. Brian’s extensive experience on all sides of audio visual equation from event producer and technical director to venue sales and services gives him a unique view of all the various issues that can impact your production costs. Register today and let Brian show you how to maximize the value of your audio visual investment.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
This document provides an overview of starting a tech startup. It discusses topics such as developing a minimum viable product and validating ideas by talking to customers. The document also covers business planning, competition, types of internet startups, the basic revenue formula of profit equals revenue minus costs, and funding options. It notes that startups are not always fun or easy, working long hours with no guarantees of success, but that this is an opportune time for programmers and entrepreneurs to use new technologies to empower people in new ways.
Spec Ops is a small team that creates innovative PC projects to garner attention and excitement from their community. They share their work openly through community involvement and blog posts to build trust and sell products people want. Their current projects include a division build to showcase their expertise and a streaming machine to directly meet customer needs.
The document discusses an upcoming workshop on minimum viable products (MVPs) for lean startups. It defines MVPs as the smallest product that can be built to test assumptions and begin the build-measure-learn process. The workshop agenda covers lean startup methodology, defining MVP types, identifying participants' products and core customers, and next steps for developing an MVP.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
ToT17 UK - Agile Service Management Andreyna GonzalesTOPdesk
This document discusses agile services and provides an overview of agile principles and methods. It begins with an introduction to agile project management approaches like Scrum, Kanban, and SAFe. It then explains why organizations adopt agile, including to drive down risk, improve operational awareness, and increase customer involvement. The core of agile is presented through the Agile Manifesto, with its emphasis on individuals and interactions, working software, customer collaboration, and responding to change. Examples are given of how these principles can be applied to customer service. The presentation concludes by outlining how the company implements agile approaches like an agile customer panel and product roadmap.
Focusing on Value - Building a Valuable Studio and Franchise | James KostaJessica Tams
Delivered at Casual Connect Europe 2017. In this session, attendees will learn how to construct their studio and games to maximize income and attractiveness to investors and acquirers. We'll also discuss techniques to streamline operations and management. You'll discover ways to keep your studio and properties in the public eye without spending money. Finally, we'll discuss how to approach potential investors and acquirers.
An overview of Swatchbuilder including: key benefits, ROI examples and a special offer on your first month of Swatchbuilder. Check out the website for more details and a demo at www.swatchbuilder.com.
This document provides tips for startup founders on how not to kill their startup. It recommends focusing on building an MVP that satisfies customers, pivoting the business model quickly if needed, making developers part of the core team, prioritizing customer needs over opinions, and spending money only on necessities like the MVP, marketing, and customer contact. Founders are also advised to locate their business where customers are, rather than choosing the cheapest location, and to carefully select an industry with potential for growth.
This document outlines an agenda for a workshop on building minimum viable products (MVPs). It defines an MVP as the smallest product that allows testing in a build-measure-learn loop. MVPs help start learning quickly without wasting resources on unnecessary features. The document discusses different MVP types, including video, landing page, concierge, wizard of oz, and single feature MVPs. It prompts identifying a product's target customers, problems, and unique value propositions. The workshop involves group work and presentations on developing an MVP for testing key questions and goals in upcoming weeks.
This document provides an agenda and overview for a workshop on using the Lean Canvas methodology. It introduces Lean Startup principles like Build-Measure-Learn and explains the Lean Canvas tool as a one-page document to capture a business model by focusing on problems, solutions, key metrics, and competitive advantages. The workshop agenda covers introducing Lean Startup and the Lean Canvas, having participants create their own Lean Canvas, and discussing risks. It then walks through how to fill out each section of the Lean Canvas and provides examples. The workshop concludes with having participants get feedback on their canvas and discussing next steps and additional resources.
The document provides guidance on creating an effective elevator pitch by outlining the key elements of a good pitch including a pain statement and value proposition. It emphasizes that an elevator pitch should succinctly explain a need, unique approach, benefits over alternatives or competition, and next steps in 2 minutes or less. The document also introduces the NABC framework for crafting a value proposition that clearly defines the customer need addressed, approach, benefits, and competitive advantages.
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be 2 minutes or less and get a conversation started about an idea, product, service, etc. It should include a pain statement describing an important customer problem and a value proposition explaining your unique approach to addressing that problem and the superior benefits compared to alternatives. The core of the value proposition can be captured using the NABC framework of Need, Approach, Benefit, Competition. The elevator pitch structure includes an attention-grabbing opening, the value proposition, and a call to action. Iteration and feedback are important to refine the pitch.
This document provides an overview of how to create an effective pitch deck for a mobile app startup. It includes recommendations for the types of slides that should be included (cover, problem, solution, demo, traction, market, business model, team, expertise, vision, competition, ask), as well as examples and tips for each slide. Key recommendations include clearly explaining the problem being solved, demonstrating the solution and key features, providing metrics to show traction or potential market size, detailing the business model and revenue streams, highlighting the expertise and experience of the founding team, and establishing the vision and competitive advantages.
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
Minimum Viable Product - theory and workshopTilen Travnik
This document discusses the concept of a Minimum Viable Product (MVP). It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document provides reasons why MVPs often fail, such as not identifying the early adopter customer or including unnecessary features. It also discusses data sources, quality considerations, and approaches to developing an MVP, including creating only a video or becoming a concierge service for the first customers. The presentation includes challenges and workshops for attendees to develop MVPs for their products.
This presentation discusses getting a product to product-market fit. It emphasizes starting with the customer by observing their needs through jobs, pains, and gains. The presenter recommends designing solutions that address only the most essential customer needs to constrain solutions and increase scalability. Unique value propositions should be defined by how customers view solutions versus competitors. Validating ideas with customers through experiments and metrics is important before significant investment. The presentation outlines next steps of achieving problem-solution fit, then product-market fit, and ultimately business model fit through a scalable financial model.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be short, grabbing the listener's attention with an interesting opening. It should highlight the problem being solved and benefits to customers in simple, non-technical terms. An effective pitch also includes describing the target market, differentiating from competitors, revenue model, investment needs, and returns in under a minute. Regular practice is key to delivering a natural elevator pitch.
Shorten Your Sales Cycle In 7 Words Or LessToby Marshall
The document provides tips for creating an effective elevator pitch, including keeping it short (7 words or less), hooking the listener, being outcome-focused, and considering different variations for business and social settings depending on if the listener is a prospect or not. It also discusses focusing marketing narrowly on a niche that is reachable, profitable, and serves profitable customers. The document includes examples of recruitment industry elevator pitches and tips for challenger marketing.
How to write your business plan - Rob Moffat, Balderton CapitalRob Moffat
This document provides guidance on how to write an effective business plan for a software or internet startup. It recommends including sections on the problem being solved, the proposed solution, competitors and why the solution wins, the size of the market opportunity, unit economics to show how the business can be profitable, and the necessary product, team, and capital. It also recommends including milestones to test assumptions and guide progress. The document provides examples and discusses key factors to consider within each section, such as defining the problem as an unmet need or want, conducting a bottom-up market sizing, and establishing that unit economics allow acquiring customers profitably. It emphasizes testing plans through customer and investor feedback and with minimum viable products.
This document provides an overview of starting a tech startup. It discusses topics such as developing a minimum viable product and validating ideas by talking to customers. The document also covers business planning, competition, types of internet startups, the basic revenue formula of profit equals revenue minus costs, and funding options. It notes that startups are not always fun or easy, working long hours with no guarantees of success, but that this is an opportune time for programmers and entrepreneurs to use new technologies to empower people in new ways.
Spec Ops is a small team that creates innovative PC projects to garner attention and excitement from their community. They share their work openly through community involvement and blog posts to build trust and sell products people want. Their current projects include a division build to showcase their expertise and a streaming machine to directly meet customer needs.
The document discusses an upcoming workshop on minimum viable products (MVPs) for lean startups. It defines MVPs as the smallest product that can be built to test assumptions and begin the build-measure-learn process. The workshop agenda covers lean startup methodology, defining MVP types, identifying participants' products and core customers, and next steps for developing an MVP.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
ToT17 UK - Agile Service Management Andreyna GonzalesTOPdesk
This document discusses agile services and provides an overview of agile principles and methods. It begins with an introduction to agile project management approaches like Scrum, Kanban, and SAFe. It then explains why organizations adopt agile, including to drive down risk, improve operational awareness, and increase customer involvement. The core of agile is presented through the Agile Manifesto, with its emphasis on individuals and interactions, working software, customer collaboration, and responding to change. Examples are given of how these principles can be applied to customer service. The presentation concludes by outlining how the company implements agile approaches like an agile customer panel and product roadmap.
Focusing on Value - Building a Valuable Studio and Franchise | James KostaJessica Tams
Delivered at Casual Connect Europe 2017. In this session, attendees will learn how to construct their studio and games to maximize income and attractiveness to investors and acquirers. We'll also discuss techniques to streamline operations and management. You'll discover ways to keep your studio and properties in the public eye without spending money. Finally, we'll discuss how to approach potential investors and acquirers.
An overview of Swatchbuilder including: key benefits, ROI examples and a special offer on your first month of Swatchbuilder. Check out the website for more details and a demo at www.swatchbuilder.com.
This document provides tips for startup founders on how not to kill their startup. It recommends focusing on building an MVP that satisfies customers, pivoting the business model quickly if needed, making developers part of the core team, prioritizing customer needs over opinions, and spending money only on necessities like the MVP, marketing, and customer contact. Founders are also advised to locate their business where customers are, rather than choosing the cheapest location, and to carefully select an industry with potential for growth.
This document outlines an agenda for a workshop on building minimum viable products (MVPs). It defines an MVP as the smallest product that allows testing in a build-measure-learn loop. MVPs help start learning quickly without wasting resources on unnecessary features. The document discusses different MVP types, including video, landing page, concierge, wizard of oz, and single feature MVPs. It prompts identifying a product's target customers, problems, and unique value propositions. The workshop involves group work and presentations on developing an MVP for testing key questions and goals in upcoming weeks.
This document provides an agenda and overview for a workshop on using the Lean Canvas methodology. It introduces Lean Startup principles like Build-Measure-Learn and explains the Lean Canvas tool as a one-page document to capture a business model by focusing on problems, solutions, key metrics, and competitive advantages. The workshop agenda covers introducing Lean Startup and the Lean Canvas, having participants create their own Lean Canvas, and discussing risks. It then walks through how to fill out each section of the Lean Canvas and provides examples. The workshop concludes with having participants get feedback on their canvas and discussing next steps and additional resources.
The document provides guidance on creating an effective elevator pitch by outlining the key elements of a good pitch including a pain statement and value proposition. It emphasizes that an elevator pitch should succinctly explain a need, unique approach, benefits over alternatives or competition, and next steps in 2 minutes or less. The document also introduces the NABC framework for crafting a value proposition that clearly defines the customer need addressed, approach, benefits, and competitive advantages.
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be 2 minutes or less and get a conversation started about an idea, product, service, etc. It should include a pain statement describing an important customer problem and a value proposition explaining your unique approach to addressing that problem and the superior benefits compared to alternatives. The core of the value proposition can be captured using the NABC framework of Need, Approach, Benefit, Competition. The elevator pitch structure includes an attention-grabbing opening, the value proposition, and a call to action. Iteration and feedback are important to refine the pitch.
This document provides an overview of how to create an effective pitch deck for a mobile app startup. It includes recommendations for the types of slides that should be included (cover, problem, solution, demo, traction, market, business model, team, expertise, vision, competition, ask), as well as examples and tips for each slide. Key recommendations include clearly explaining the problem being solved, demonstrating the solution and key features, providing metrics to show traction or potential market size, detailing the business model and revenue streams, highlighting the expertise and experience of the founding team, and establishing the vision and competitive advantages.
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
Minimum Viable Product - theory and workshopTilen Travnik
This document discusses the concept of a Minimum Viable Product (MVP). It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document provides reasons why MVPs often fail, such as not identifying the early adopter customer or including unnecessary features. It also discusses data sources, quality considerations, and approaches to developing an MVP, including creating only a video or becoming a concierge service for the first customers. The presentation includes challenges and workshops for attendees to develop MVPs for their products.
This presentation discusses getting a product to product-market fit. It emphasizes starting with the customer by observing their needs through jobs, pains, and gains. The presenter recommends designing solutions that address only the most essential customer needs to constrain solutions and increase scalability. Unique value propositions should be defined by how customers view solutions versus competitors. Validating ideas with customers through experiments and metrics is important before significant investment. The presentation outlines next steps of achieving problem-solution fit, then product-market fit, and ultimately business model fit through a scalable financial model.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
The document provides guidance on creating an effective elevator pitch. An elevator pitch should be short, grabbing the listener's attention with an interesting opening. It should highlight the problem being solved and benefits to customers in simple, non-technical terms. An effective pitch also includes describing the target market, differentiating from competitors, revenue model, investment needs, and returns in under a minute. Regular practice is key to delivering a natural elevator pitch.
Shorten Your Sales Cycle In 7 Words Or LessToby Marshall
The document provides tips for creating an effective elevator pitch, including keeping it short (7 words or less), hooking the listener, being outcome-focused, and considering different variations for business and social settings depending on if the listener is a prospect or not. It also discusses focusing marketing narrowly on a niche that is reachable, profitable, and serves profitable customers. The document includes examples of recruitment industry elevator pitches and tips for challenger marketing.
How to write your business plan - Rob Moffat, Balderton CapitalRob Moffat
This document provides guidance on how to write an effective business plan for a software or internet startup. It recommends including sections on the problem being solved, the proposed solution, competitors and why the solution wins, the size of the market opportunity, unit economics to show how the business can be profitable, and the necessary product, team, and capital. It also recommends including milestones to test assumptions and guide progress. The document provides examples and discusses key factors to consider within each section, such as defining the problem as an unmet need or want, conducting a bottom-up market sizing, and establishing that unit economics allow acquiring customers profitably. It emphasizes testing plans through customer and investor feedback and with minimum viable products.
1. The document outlines 4 laws of tech product economics: the development team will never be big enough so prioritization is crucial; all profits come from additional users/copies so focus on segmentation; technology alone is not the product and whole solutions must be offered; and strategy and discovery cannot be outsourced and require judgment.
2. The first law emphasizes ruthless prioritization and managing "magical thinking" to focus on finishing critical tasks.
3. The second law notes profits come from additional users/copies, so the focus should be on segments rather than individual deals.
At some point MVP will be behind you. If you don’t provide a ‘Whole’ Product, then you don’t have a sustainable product.
This material is from a series of talks I've given to Product Managers and Developers at our own company and externally
The document summarizes a lecture on customer segments. It discusses the importance of identifying which customers and users are being served, and which problems they want solved. It covers different types of customers like business, consumer, and multi-sided markets. It provides heuristics for talking to customers, how they hear about products, and testing interest through experiments. The lecture also discusses the different types of markets a product can enter like existing, resegmented, or new markets.
Slides to the growth hacking workshop I recently gave for AAU students in Prague. We covered the Lean Canvas, getting to product-market fit, Wow! moment, growth marketing, and the analytics you should be focused on.
This document summarizes a web-based platform called Ballparq that helps entrepreneurs build financial models. It allows users to build models easily, quickly and affordably. The platform includes tools like real-time animation, sharing of models, and adjustable "knobs and levers". It has pricing tiers including a free basic version and paid premium and enterprise versions. The document outlines the platform's business model and provides financial projections showing total revenue and EBITDA over four years. It also introduces the founders and their relevant experience in startups, marketing, and finance.
1. The document outlines 4 laws of tech product economics. The first law is that development teams are never big enough, requiring ruthless prioritization according to what is most critical.
2. The second law is that all profits come from multiple copies/users of the product, not the first version, requiring a focus on building products once to sell to many customers.
3. The third law is that the technology itself is not the full product - non-technical elements like marketing, sales, and support are also required to satisfy customers.
4. The fourth law is that strategy and customer discovery cannot be outsourced, requiring direct involvement to understand markets and identify the right solutions.
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2012/2013)MaRS Discovery District
Starting a new business is not the same as running an operating business. As Steve Blank puts it "a startup is an idea looking for a business model". Over the last decade a number of management practices have emerged that recognizes the particular challenges facing new ventures. In particular, Blank's Customer Development Model and the related "Lean" movement are increasingly popular with entrepreneurs of all sorts. This lecture introduces and define the key concepts of the new entrepreneurial management practices and illustrate how startups can utilize them at any step of their process.
Intro to Agile Innovation (Agile 2016) Rich Mironov
Rich Mironov gave a presentation on agile product innovation. He discussed different types of innovation including internal/operational innovation, feature-level product innovation, and product/market innovation. For each type, he emphasized the importance of validating customer needs, measuring success through metrics like revenue and cost savings, and delivering real value through deployment and iteration. Mironov also cautioned against focusing only on ideation and emphasized the hard work of testing, validating, and executing innovations to achieve tangible outcomes.
The document provides an overview of business model components and strategies for direct and indirect sales channels. It discusses:
- The key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities and costs.
- Factors to consider for direct and indirect sales channels such as costs, target customers, partnerships, and balancing coverage between the two. Direct sales are suggested for high potential customers while indirect channels can help reach new customers.
- Examples of companies that use different balance of direct and indirect sales, such as Apple's mix of retail stores and partners, and Coca Cola relying entirely on indirect channels.
This document discusses market segmentation strategies for startups. It recommends that startups carefully segment their markets and frequently review their go-to-market strategy, potentially switching to a go-to-customer strategy. It outlines seven steps for successful market segmentation, including determining the startup's life cycle stage, creating customer profiles for sub-segments, assessing profiles against criteria, and testing the top target segment. The document also discusses components of target market segmentation such as primary market research, segmenting business markets, and using matrices to prioritize and select target markets.
The document discusses market segmentation and target markets. It provides definitions of market segmentation and describes it as the process of dividing a market into distinct groups that have distinct needs, characteristics, or behaviors. It then discusses seven steps for successful segmentation for startups: 1) determine life cycle position, 2) create broad market ideas and sub-segments, 3) create customer profiles, 4) assess and eliminate flawed profiles, 5) assess against selection variables, 6) test target segment, 7) repeat if no segment apparent. It emphasizes using a "problem-need" cycle of iterative customer research, testing assumptions and adapting based on results to identify target customer problems and needs.
The document provides guidance on developing an effective value proposition through customer interviews and feedback. It recommends beginning with understanding the customer's problem and need, then developing a solution and crafting a value proposition statement. Key steps include: conducting customer interviews to validate assumptions about the problem and need; summarizing the interviews to identify the common customer problem, proposed solution, and potential benefits; and evaluating the market feedback to refine the problem statement and product direction. The goal is to develop a clear and compelling value proposition focused on the customer outcomes.
The document discusses defining a strong market value proposition. It begins by defining a value proposition as a clear statement of the functional, emotional and self-expressive benefits offered to target customers. The key components of a value proposition are then outlined, including relevance to customer needs/pains, quantified value or benefits, and unique differentiation. Examples are provided of both good and bad value propositions from companies like Google. Finally, the document discusses tools for building a value proposition, including defining the target market, value experience, offerings, benefits, differentiation, and proof of concept through testing.
This document provides guidance on generating leads and sales for B2B companies in a predictable and repeatable way. It discusses various outbound marketing channels like email, contests and marketplaces that can be used to start generating sales-ready leads. The document also shares a case study of how one company was able to generate 976 signups via a landing page in just 3 weeks. It emphasizes having the right growth mindset focused on process rather than hacks and following a structured approach of testing ideas, reviewing key performance indicators, and optimizing ongoing experiments. Readers are prompted to consider exercises to help define their growth goals and map out initial experiments to kickstart their lead generation efforts.
This document outlines obstacles to science communication and provides suggestions to overcome them. The four main obstacles are: 1) negative stereotypes of scientists, 2) low scientific literacy among the public, 3) scientists' reluctance to communicate due to career concerns, and 4) obscure scientific language. To improve communication, the document recommends taking lessons from Facebook by showing real examples, engaging the audience with questions, and making science accessible. It also provides tips for public speaking, such as being inspiring, respectful, physical in delivery, and organized with a clear structure. The overall goal is to make science more relatable and understandable for non-experts.
The document provides guidance for preparing and delivering effective oral scientific presentations. It discusses considering the goals and audience for the presentation. The presenter should tell an engaging story using the CCQH (context, complication, question, hypothesis) approach. When creating slides, the presenter should minimize text and maximize visuals, use consistent formatting, and spend about 2 minutes per slide. Thorough rehearsal is important. When delivering the presentation, the presenter should introduce each slide, face the audience, speak clearly, and handle questions politely. Getting feedback from others and seeking more opportunities to present will help the presenter improve.
The document discusses several key challenges for the Internet of Things (IoT), including a lack of interoperability between current proprietary vertical solutions, issues around easy deployment and plug-and-play functionality at scale, and security concerns over privacy and data protection with networked devices. It also outlines some approaches to addressing these challenges through open standards, distributed intelligence, and turning sensor data into meaningful knowledge through tagging and semantics.
The document discusses several application domains for the Internet of Things including smart metering, industrial automation, building automation, eHealth, transportation, logistics, and remote monitoring. It provides examples of how connecting devices and sensors in healthcare, manufacturing, and factories can improve processes and operations by enabling tracking, monitoring, predictive maintenance, and real-time decision making. The Internet of Things involves many embedded devices without interfaces, so interactions are facilitated through wearables and embedded screens adapting to context.
The document discusses the emergence and future growth of the Internet of Things (IoT). It describes how IoT has evolved from earlier technologies like RFID and M2M communication. IoT allows devices to connect to the internet and interact directly over multiple network types. The document predicts that IoT will significantly grow, with estimates of 50 billion smart devices connected by 2020, and an economic value of over $1.9 trillion. While some see IoT as hype, the document argues it has great potential due to contributions from major technology players.
The Internet of Things (IoT) refers to connecting physical objects to the internet. It will connect 50 billion "smart objects" by 2020. IoT builds on previous technologies like RFID and machine-to-machine communication by giving devices IP addresses and allowing direct interaction over various networks. IoT has potential applications in areas like manufacturing, healthcare, transportation and smart cities. Key challenges to enabling IoT include connectivity, security, interoperability between devices and domains, and handling large amounts of data and traffic.
This document provides dos and don'ts for presenting research. The dos include preparing slides and materials well in advance, limiting the number of slides according to the time allotted, choosing an exciting topic, writing a script, telling a story to engage the audience, and practicing multiple times. The don'ts are to stand still and talk monotonously, use a wide variety of colors and fonts which can be distracting, talk too slowly or too fast, and tell jokes unless the atmosphere is right. Proper preparation and engagement of the audience are keys to a successful research presentation.
The document provides guidance on how to give effective scientific presentations. It discusses why presentations are given, challenges that can arise, and strategies for overcoming fears. It emphasizes the importance of considering the audience and their needs when determining presentation structure and content. Visual aids and delivery are also addressed. The goal is to provide a confident and engaging presentation while staying focused on the audience.
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Enhancing Adoption of AI in Agri-food: Introduction
Getting your point across
1. This work is licensed under Creative Commons Attribution Non Commercial 3.0
Day 2
Getting your point across
Opportunity Recognition Workshop
2. The elevator pitch
Communication tool
Get your point across in the
time span of an elevator ride
(2 minutes)
Overview of an idea, product,
service, project, person or other
solution and is designed to just
get a conversation started
4. The basics
A good elevator pitch
is made up of 2 elements
• The pain
statement
• The value
proposition
“Simplicity is the ultimate sophistication”
Leonardo da Vinci
Every great elevator
pitch must be
• Succinct
• Greed-inducing
• Low in tech talk
• Irrefutable
5. Pitch structure
1. Gain attention & hook!
• Start with something catchy, a story
• Personal intro, what gives you authority to speak
• Introduce your team and idea
2. Your value proposition: NABC
3. What do you need (the “ask”)
• People, Skills, Money, Technology
7. What is the NABC of Carambla for parking seekers?
Click on the sound button again to hear more
8. Tips & tricks
• Focus on important
client needs
• Write down the story
of your pitch
• Practice, practice, practice
• Use pictures, simulations
and visuals
• Protect any IP
but share the idea
• Collect feedback
rigorously
• Quantitative
not qualitative
9. Quantitative
not qualitative
Need
• Not: The market is growing fast
• Rather: Our market segment is €2M
per year and growing at 20% per year
Approach
• Not: We have a clever design
• Rather: We created a 1-step process
that replaces the current 2-step process
Benefits
• Not: The ROI is excellent
• Rather: expect a ROI of 50%
per year with a profit of €3m in year 3
Competition
• Not: We are better than our competitors
• Rather: Our competitor is Evergreen
Corporation, which uses the current
2-step process. We own the IP for our
new process
Editor's Notes
In the previous course we’ve discussed ‘The Research Canvas’ where the goal is to collect as much feedback as possible from a very diverse audience as this is the most efficient way to identify opportunities for the application of your research. Once you have identified your idea, it is important to communicate your idea in a clear way to people with many different backgrounds.This course will give some pointers on how to communicate your idea or project to a potentially interested audience in an effective and efficient way.
A common format to do so is by means of a pitch. A pitch or elevator pitchis a short speech used to quickly and simply define your product, service or organization and its value proposition. The name "elevator pitch" reflects the idea that it should be possible to deliver your speech in the time span of an elevator ride, or approximately thirty seconds to two minutes. The term itself comes from a scenario of an accidental meeting with someone important in the elevator whose attention you could grab just until the doors of the elevator open again and the person walks out again. If the conversation inside the elevator in those few seconds is interesting and value adding enough, the conversation will continue after the elevator ride or end in exchange of business card or a scheduled meeting.Depending on the goal of the pitch, it should give a structured overview of an idea, product, service, project, person or other solution and is designed to just get a conversation started.
Guy Kawasaki is a seasoned investor, business advisor, author and speaker from Silicon Valley. He was one of the Apple employees originally responsible for marketing the Macintosh in 1984 and author of the book “The art of the start”. With his quote “For an entrepreneur, life’s a pitch” Guy denotes that entrepreneurs are in a constant search for the attention of others in order to help their venture succeed. The tool to get this attention and interest is usually a pitch. Depending on the people you talk to and what you want to get from them, the pitch will have a different structure. For instance,In case you want to get the interest from investors, you probably will focus on your business model, team and potential financial returnsIn case you are pitching a future customer, you will focus on how your solution fixes their problemsIn case you are pitching a potential partner or supplier, you will focus on how you will create a win-win when doing business with each other.In case you want to convince a future co-founder or employee to join your company, you will stress the importance of the purpose, the value proposition and future opportunities of your companyEtc.In any case, always end with an “ask”, or “what do you need from them?”, “Why are you pitching to them?”.
A good elevator pitch consists of 2 elements: 1. the pain statement (or which problem do you solve for your customer segments) and 2. the value proposition, which value do you offer them. You can find both elements in the value proposition canvas.Some key characteristics you should take into account when drafting your pitch, It should be: Succinct, meaning a clear, precise expression in few wordsGreed-inducing: make it so attractive that people want to know more about itLow in tech talk so everyone can understand it. Don’t assume people know the context of the story behind your idea or projectAnd Irrefutable, meaning make sure that what you say is correct and people believe it isDrafting such a pitch takes a lot of time and practice. To quote Blaise Pascal: "I am sorry I have had to write you such a long letter, but I did not have time to write you a short one”
As stated previously, the structure of your pitch will be different depending on it purpose and who you are pitching to. Generally, the format as shown on the slide works very well.Start with getting the attention of the audience, hook them into your story. If you make it personal, based on your own experiences, it generally works pretty well. Sketch some context, draw the audience in your world. Don’t assume that they have the same background as you have. You have been working on the idea for weeks, months or years, your audience got to know you a couple of second ago. Also introduce yourself and your team. Show your audience why you are the expert on this matter, why should they listen to you, what gives you authority to speak about this topic? Studies have shown that humans categorize others in less than 150 milliseconds, with lasting judgments within 30 minutes, so make sure you get this first part right.Next you discuss your value-proposition according to the NABC model. We’ll discuss this in the following slide.Lastly, end with asking a question, what do you need or what are you looking for? Do you need money to fund you project? Do you need people with specific skills to join your team? Do you need technology to include in your project? Do you want customers to try out your solution or do you just need feedback on your idea?
The NABC model is a very simple approach that works quite well in communicating about your value proposition in a concise way. The model efficiently Answers Four Fundamental Questions:Need:What are our client's needs? What problem do we solve? A need should relate to an important and specific client or market opportunity, with market size and end customers clearly stated. Need level: Vitamin (nice to have), Aspirin (worth paying for), Antibiotics (critical). Work on what’s important, not just what’s interesting-there’s an infinite supply of both.Approach: What is our compelling solution and unique advantage to the specific client need?You can draw it, simulate it or make a mockup to help convey your vision. As the approach develops through iterations, it becomes a full proposal or business plan, which can include market positioning, cost, staffing, partnering, deliverables, a timetable and intellectual property (IP) protection. Benefits:What are the client benefits of our approach? Why must we win?Each approach to a client need results in unique client benefits, such as low cost, high performance or quick response. (better, faster, cheaper). Success requires that the benefits be quantitative and substantially better - not just different.Competition or alternatives: Why are our benefits significantly better than the competition or available alternatives?Everyone has alternatives. We must be able to tell our client or partner why our solution represents the best value. To do this, we must clearly understand our competition and our client's alternatives. Our answer should be short and memorable.
<Show Carambla video https://www.youtube.com/watch?v=CrskUlKwvG8>Potential AnswerNeed: It is time-consuming and frustrating for people to find available parking spaces in the city centreApproach: Smartphone application to rent private parking spaces from individuals, small businesses and companies in the city centreBenefit: Solve parking problem by offering fast, easy and secure access to exclusive parking spaceCompetition: Potential alternatives are public and private city parking lots, road parking spot, public transport, etc.
Let us give some tips & tricks in order to improve your pitchMake sure you focus on important client needsand solve problems that matter where customers must have a solution forTake pen and paper and write down the entire story of your pitch. By doing so, you really focus on the flow of the presentationPractice, practice, practice. Your pitch will be fluid andspontaneous, only if you practice enough… In general, a good first impressions depends 55% on your appearance and Body Language, 38% on your Voice and Attitude, and only 7% on the contentTry to limit text as much as possible and use pictures, simulations and visuals. Tell the story rather than allowing your audience to read your storyProtect any IP but share the idea. If there is anything which is confidential for instance due to a running patent application, by all means keep it confidential, but try to share as much about the idea as possible.If you don’t share anything, you won’t collect any feedback. If you don’t get any feedback, your project is only your vision on reality. Studies show that 66% of successful start-ups drastically change their original plansBe Quantitative not qualitative, if you have numbers show them!
Let’s show some examples of how you can make your pitch more quantitative:NeedDon’t state “The market is growing fast”Rather: “Our market segment is €2M per year and growing at 20% per year”Approach Not: We have a clever designRather: We created a 1-step process that replaces the current 2-step processBenefits Not: The ROI is excellent Rather: expect a ROI of 50% per year with a profit of €3m in year 3Competition Not: We are better than our competitors Rather: Our competitor is Evergreen Corporation, which uses the current 2-step process. We own the IP for our new process
This completes our walkthrough of ‘getting your point across’. Now you have to apply this to your own idea and make your own elevator pitch.During the second day of the workshop we will discuss your pitch together with the other participants. We will work and rework it so that it becomes a very good pitch with our tips & tricks.Good luck!