Rwanda Xcelerator slides

Workshop Overview
Xcelerator Training Workshop
Kigali, Rwanda
February 20-23, 2016
© Copyright VentureWell 2016

Xcelerator role
XceleratorKnowledge
Skills
Community
Credit: noun project

Workshop goals/outputs
•  Strategy for
– Validating innovation
– Generating interest & demand
– Introducing & sustaining innovation
•  Action plan for next steps

Day 1
•  Validation strategy
– Market value chain
– Product-market ﬁt
– Sustainability factors
– Strategy mapping
•  Dinner on-site

Day 2
•  Demand generation strategy
– Strategy map feedback
– Marketing/storytelling
– Partnership
•  Action planning
•  Goals for health facility visits
•  ‘Pitch’ practice
•  Dinner at Heaven

Day 3
•  Health facility visit
– CHUK (referral hospital)
– Remera-Rukoma (district hospital)
– Health centers
•  Debrief & discussion
•  Dinner on-site

Day 4
•  Team presentations
– MOH
•  Mini-labs
– In-depth discussions on specialized topics
•  Action planning
– Prioritized list of actions
•  Wrap-up

Value Chain: Critical Step to
Finding Market
Kigali, Rwanda

Competitive advantage
•  Who’s in your market?
•  Who can help you improve
- Quality
- Eﬃciency
- Diﬀerentiation

Market landscape

-Value-Chain-
VALUE

Market players
Sourcing Production Distribution Use

Bring innovation into use
•  Availability
•  Aﬀordability
•  User acceptability
•  Adoption
Reaching end-users
(or customers)

Value chain process
1. Initial
mapping
3. Revise &
Upgrade 2. Research

VCFunctions

Research/Interview
Product
•  Who?
•  How many?
•  What?
•  How much?
•  How?

What value chain can do
•  Identify constraints
– Recent changes?
– Expected & unexpected future changes?
– Market nature/dynamics?
•  Identify opportunities
– Value-adding activities?
– Improving local value chain?

Recent trends
•  Growing middle-class & more
sophisticated consumers
•  Burden shift to non-communicable
diseases
•  Better access to technology &
information
•  Growing interest from private investment
•  Push toward universal health coverage

Global health value chain
Patient
Provider
Healthfacility
District
distribution
Zonal
warehouse
CentralMedical
Store
Govt.
procurement
agency
Partner
procurement
networks
Retailers&
Wholesalers
Foreign
vendors
Manufacturers
Suppliers
R&D
Sourcing Use
Supporting functions: R&D, infrastructure, talent, business services, etc.
Policy & regulation: standards, law, norms/practices, etc.

Value chain analysis
•  Quality
•  Eﬃciency
•  Diﬀerentiation
COST VALUE

Product Market Fit: Testing
Value Proposition
Kigali, Rwanda

Value hypothesis/testing
Product-Market Fit
Business model FitProblem-Solution Fit

Product-Market ﬁt is the only thing that matters.*
*Marc Andreesen

Why?
The #1 company-killer is lack of market
•  When a great team meets a lousy market, market wins.
•  When a lousy team meets a great market, market wins.
•  When a great team meets a great market, something
special happens
Source: Marc Andreessen & Andy Rachleﬀ

Product-market ﬁt
Market
Product

Product-market ﬁt
VALUE Problems + Needs< >
Solutions + Experience< >

Value proposition
A value proposition is a positioning
statement that describes for whom you
do what uniquely well.

Building value proposition
Scan (Value
Chain)
SearchTarget
VP

Product-market ﬁt
http://mjskok.com/resource/gtm-segmentation-mvs-targeting
>>> Minimum Viable Segment
Small enough
to dominate
where MVP
can succeed
Minimum Viable Product

Potential MVS?
Social
Private
Public

Target ‘early adopters’
http://www.slideshare.net/chaise2jardin/what-is-product-market-ﬁt

Characteristics of early adopters
•  Have problem
•  Aware of problem
•  Solving problem
•  Actively looking for better solution
•  Have access/connection to resources to
acquire/implement innovation

‘Marketing’ to early adopters
•  Building relationships (public/private)
–  Tech lovers, opinion leaders, inﬂuencers
–  Small medium enterprises (SMEs)
–  Non-governmental organizations (NGOs)
–  Get referrals
•  Discover & share story about innovation
•  Look for ‘co-designers’

‘Marketing’ materials
•  Simplicity: what do you do?
•  Compatibility: easily ﬁts into existing
practice?
•  Advantage: how much improvement?
•  Adoption: easy to try?
•  Compelling story: easy to share with
others?
Building demand

Our
problem…

How/What to ask
•  A story about present or past experience
– What happened?
– Why was it hard?
•  How’s problem being solved now?
•  How can solution be improved?

Cost/Benefit
•  Price
•  Design
•  Integration
•  Saving
•  Efficiency
•  Reputation
•  Access
•  Try
•  Buy
•  Implement
•  Deploy
•  Inertia/do
nothing
•  Switching $
•  Risk
•  Good enough
•  Alternatives?
Differentiator
Competitions

Product-market ﬁt
•  Focus on minimum
product-market ﬁt
•  Build demand among
most viable segments
•  Use early adopter
networks to raise interest
& build demand
Product
Market

Product/Service Validation:
Goals?
Kigali, Rwanda

Pilot road map
GO:
Set goal & targets
Perform
stakeholder
analysis
Identify
partners
Select &
recruit demo
site(s)
Design
pilot;
secure
funding
Draft demo
plan
Stakeholder
review &
approval
Conduct
demonstration
& collect data
Collect
baseline
data
Analyze &
synthesize
results
Publish &
perform PR
Evaluate
lessons
learned
FINISH:
Iterate on product,
scale up.
Source: Fraunhofer, 2016© Copyright VentureWell 2016

Pilot types & goals
•  Scale
•  Testing level
– Component
– System
•  Field testing
– Controlled setting
– Representative
– Clinical setting

Co-designer approach
•  Partners & stakeholders needs (risks)
– Standards
– User acceptability
– Human resources
– Sustainability
•  Best outcomes
– What’s next?

Timeline
Planning Coordination
Execution
Data
gathering
Outreach
months
+ 1 year
Completion: how long?

Action plan after pilot
•  Packaging data & results
•  Sharing & communications
•  Evidence à awareness & demand

Sustainability Factors
Kigali, Rwanda

Sustainability factors
•  Availability
•  Aﬀordability
•  User acceptability
•  Adoption & Integration

Adaptation to market
Product
or
Service
Team
Market
Health
System

Validate P/S
Increase interest &
demand for P/S
Introduce & sustain P/S
1
2
3

Market segments
Rural poor
Urban/peri-
urban poor
Urban/peri-
urban middle-
income
Urban/peri-
urban high-
income
Healthcare
delivery
Public
Private (incl. social sector)
Mixed
Financing
model
Out-of-pocket
Subsidy (+ user fees)
Insurance (Community-based à National Social Ins.)
Mixed

Public sector providers
Dispensaries (18) – primary care,
outpatient, referral
Health Posts (34) – Immunization, ANC, FP
Health centers (+430) – prevention,
inpatient, maternity
District hospitals (39)
Referral hospitals (4)

Private sector providers
http://www.who.int/management/partnerships/private/privatesectorguide.pdf

Shifts in health ﬁnancing
http://www.healthpolicyproject.com/pubs/804_TanzaniaHealthFinancingBriefupdateFINAL.pdf

Health system
Subsidized
models
For-‐proﬁt
models

Public
Private

Public
Private
Social

Finance
Delivery

Adapted
from
Taking
Innova+ons
to
Scale,
R4D,
2013.


Marketing Innovation through
Storytelling
Kigali, Rwanda

Source: Arabian Nights
Stories are a communal currency of humanity.

Marketing innovation
”I’ll see it when I believe it.””I’ll believe it when I see it.”
Source: M. Bonchek, HBR, July 18, 2014.

H. Monarth, The irresistible power of storytelling a strategic business tool, HBR, March 11, 2014.
A story
…can go where
quantitative analysis is
denied admission: our
hearts

Why tell a story
•  Research ﬁndings
– Human brain has aﬃnity for stories
– We remember facts when part of a story
– Stories connect on a deeper level
Source: Velocity , University of Waterloo

“Data with soul”
Story
Contents

“When dealing with people, let us remember
we are not dealing with creatures of logic. We
are dealing with creatures of emotion.”
Dale Carnegie’s How to Win Friends and Inﬂuence People

Marketing to emotions
•  Money
•  Self-preservation
•  Recognition
•  New experience
Source: Roy Garn’s Magic Power of Emotional Appeal
WHY
WHAT
HOW

Don’t sell a product

Sell a new way of making life
better
http://www.colalife.org/kityamoyo/

Speak human
http://contentmarketinginstitute.com/2014/11/why-brand-speak-human/

A compelling ‘pitch’
•  What is it?
– Brief, persuasive speech used to generate
interest in what you or your organization does
– Interesting, memorable, succinct
•  What is the goal?
– Capture interest, starting point for a longer
conversation
– Get a business card, spark questions, incite
follow-up

‘Elevator’ pitch
•  Who you are
•  What you do/your solution
•  How you do what you do (and why we
should care)

Credit: Campi & Company/Investor’s Circle

Elevator Pitch Exercise
Credit: Campi & Company/Investor’s Circle

‘Pitch Deck’
•  Longer & more complete story
•  Beyond value proposition
•  About inspiration & aspiration for
innovation
•  About the people

How much people remember
Presentation
Presentation
+
Visuals
10%
50%
Presentation
+
Visuals
+
Participation
70%

Innovation Story
10-Slide Pitch Deck
Source: Guy Kawasaki

Goal/Objective
•  Stimulate interest in innovation
– To get second meeting
– NOT covering every aspect of enterprise
•  Develop pitch to be
– CLEAR
– CONCISE
– COMPELLING
– VISUAL

Name of your enterprise
or organization
YOUR NAME
YOUR TITLE
1

Problem/Opportunity
[Describe the pain (problem) you’re
alleviating or the pleasure you’re providing.]
2

Value Proposition
[Explain the value of the pain you alleviate
or the value of the pleasure you provide.]
3

Innovation ‘Wow’ Factor
[Describe what’s special about your
innovation. It’s better to use less words and
more diagrams, schematics or ﬂowcharts.
Show prototype or demo if you have it.]
4

Business Model
[Describe your proposed sustainable
business structure: value proposition,
customer segment, customer relationships,
distribution channel, key activities,
partnerships, resources, cost structure,
revenue streams.]
5

Go-to-Market Plan
[Explain how you plan to reach customers
within a reasonable budget.]
6

Competitive Analysis
[Describe as complete as possible what
key competitions in the market look like.]
7

Management Team
[Describe: key people on your team, their
expertise and experience; board of
advisors; board of directors; investors (if
any).]
8

Financial Projection & Metrics
[Provide realistic 2-3 year forecast of
revenues and key metrics, e.g. customers
reached/retained.]
[What’s success?]
9

Current Progress
[Explain current status of innovation and
your future vision, including timeline and
how you plan to spend raised investment.]
10

Value chain partnerships
Kigali, Rwanda

Partnership
Credit:
Noun
project

What is our
shared value?

Partner value chains
Your
Value Chain
Partner
Value Chain
Customer
Value Chain

Which value chains?
•  Impact on people
– Productivity/eﬃciency
– Entry barriers (resources, knowledge)
•  Impact on market
– Access to key segments
– Growth & scale potential
– Leverage of public/private investment

Partnership criteria
History

Impact

Risk

Credit:
Noun
project

CompaLbility

Network


Other options?
•  Besides partnership
•  “MAKE” Do it yourself
•  “BUY” Contract another organization

Decision tree
Strategic?
Fit?

Ac-vi-es

Processes

Outcomes

Performance

ExpectaLons

FEEDBACK


Practical rules
•  You don’t have all the information for
analytical decision
•  Do the visions align?
•  Do they add value?
•  Are they honest?
•  Are they capable?
•  Can you get along?
Credit:
G.
Pinchot


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