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.
This document summarizes a telebriefing on creating qualified opportunities. It discusses how most companies focus on generating leads rather than qualified opportunities, with less than 25% of leads resulting in initial discussions. It provides best practices for companies to improve lead generation and sales readiness, including having marketing and sales work together to generate and qualify leads according to a well-defined process, conducting research on targets, implementing social media strategies, and outsourcing certain lead generation activities to optimize resources. The document advocates thinking quickly to improve processes, using knowledge as a differentiator, and optimizing lead generation through the four key imperatives of process efficiency, resource optimization, differentiation, and social media participation.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
This event will provide Senior Managers, Entrepreneurs, Sales Managers, Human Resources Managers and Recruiters with the knowledge, insights, tools and techniques required to consistently recruit effective salespeople.
This will typically provide greater than 90% hiring accuracy, reduce staff churn by at least 30% and increase average annual sales per salesperson by 20-40%.
The document provides an overview of a common sense approach to value investing. It discusses analyzing businesses by understanding the business model, industry dynamics, competitive advantages, financials, management and risks. Key steps include understanding the business, industry, sources of competitive advantage, profitability, cash flows, management quality and identifying risks. Examples provided include analyzing a Spanish winemaker, cement industry, Norwegian furniture maker, airline catering company and assessing their business quality, industry dynamics, competitive advantages and risks. The goal is to invest in well-run companies that are undervalued after understanding all aspects of the business.
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.
2011 May10 Sma Panel On Sales Productivitytgknight
The document is an agenda for a panel discussion on driving immediate productivity improvement. The panel will discuss recent experiences in productivity and take questions. Three things that can drive immediate productivity are identified: 1) Identifying highest value customers, 2) Selecting the right sales channels, and 3) Using metrics that enable active performance management. The document provides further details on each of these areas and examples of relevant metrics.
This document summarizes a telebriefing on creating qualified opportunities. It discusses how most companies focus on generating leads rather than qualified opportunities, with less than 25% of leads resulting in initial discussions. It provides best practices for companies to improve lead generation and sales readiness, including having marketing and sales work together to generate and qualify leads according to a well-defined process, conducting research on targets, implementing social media strategies, and outsourcing certain lead generation activities to optimize resources. The document advocates thinking quickly to improve processes, using knowledge as a differentiator, and optimizing lead generation through the four key imperatives of process efficiency, resource optimization, differentiation, and social media participation.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
This event will provide Senior Managers, Entrepreneurs, Sales Managers, Human Resources Managers and Recruiters with the knowledge, insights, tools and techniques required to consistently recruit effective salespeople.
This will typically provide greater than 90% hiring accuracy, reduce staff churn by at least 30% and increase average annual sales per salesperson by 20-40%.
The document provides an overview of a common sense approach to value investing. It discusses analyzing businesses by understanding the business model, industry dynamics, competitive advantages, financials, management and risks. Key steps include understanding the business, industry, sources of competitive advantage, profitability, cash flows, management quality and identifying risks. Examples provided include analyzing a Spanish winemaker, cement industry, Norwegian furniture maker, airline catering company and assessing their business quality, industry dynamics, competitive advantages and risks. The goal is to invest in well-run companies that are undervalued after understanding all aspects of the business.
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.
2011 May10 Sma Panel On Sales Productivitytgknight
The document is an agenda for a panel discussion on driving immediate productivity improvement. The panel will discuss recent experiences in productivity and take questions. Three things that can drive immediate productivity are identified: 1) Identifying highest value customers, 2) Selecting the right sales channels, and 3) Using metrics that enable active performance management. The document provides further details on each of these areas and examples of relevant metrics.
This document provides an agenda and materials for a customer development class focusing on customer validation. The agenda includes reviewing two case studies of HP Kittyhawk and Wildfire, as well as a discussion of customer validation. The materials include slides on the HP Kittyhawk case, an overview of the customer validation phase, and details on getting ready to sell including articulating a value proposition, developing sales collateral, mapping channels and sales, hiring a sales closer, and formalizing advisory boards.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
This document presents a case study on applying a unique GCMBC approach to stabilize sales and define a new strategy for a division of a large ICT corporation. The objectives were to define the company's genetic code and key competencies, identify market opportunities, and prepare an executable business plan. The approach involved restructuring the division, implementing a new management system, and coaching the management team through the changes. The roadmap outlined developing the vision and environment analysis, understanding customers and markets, defining products/services, establishing management processes, and implementing marketing, sales, and delivery functions.
Benning Associates has extensive experience advising clients in the medical technology industry, having completed over $400 million in transactions in the sector. Notable deals include advising on the $155 million cross-border sale of Curagen's genome sequencing subsidiary to Roche, and providing a fairness opinion for the $55 million sale of DirectSelect's drug discovery technology to GSK at a 150% premium. With med tech M&A and financing activity expected to increase in 2010 due to venture capital trends and availability of debt, Benning Associates is well-positioned to advise clients on strategic transactions.
Porter's five forces model is a framework for industry analysis and business strategy development. It draws attention to five competitive forces that shape every industry and the profit potential of the industry. The five forces are the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the intensity of competitive rivalry. The model helps identify where power lies in a business situation.
The document discusses 7 sins of marketing and sales, including having a left or right brained organization rather than being whole brained and integrated, having a one size fits all value proposition rather than customer-focused tiered value propositions, and calling higher in the organization prematurely rather than properly qualifying leads. It provides examples and recommendations for avoiding these sins such as creating a customer-focused lead scoring system, developing value propositions focused on customer needs and objectives rather than the product, and integrating marketing and sales for a unified customer experience.
Case Interviews, Killer Frameworks - Nevin Kamath and Ivy ExecIvy Exec
The document provides an overview of case interview frameworks that can be used to solve business problems and crack case interviews. It introduces the Business Situations framework (3 C's and a P), Strategic Pricing framework, and Ansoff Matrix (Growth 2x2). Examples are given to illustrate how each framework can be applied. The presenter's background in consulting and case interview training is also summarized.
How Intelligence Helps Business Make Better Decisions in Unpredictable TimesIntelCollab.com
What have we learned in the past 20 years about aligning intelligence leadership, priorities, personnel, processes and systems with strategic effectiveness and organizational performance?
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
This document provides frameworks and strategies for acing different types of case interviews. It begins by outlining a 5-step process for listening carefully, understanding the problem, setting a framework, evaluating using that framework, and reaching a conclusion. It then describes the three main types of cases as business problems and strategy, market sizing estimations, and logic problems/brain teasers. For each type, it provides detailed frameworks for analyzing various business, market, and competitive strategy scenarios. It also includes tips for presenting analysis during the interview.
Surviving the strategy consulting case interviewTop of Minds
Guide to surviving your strategy consulting case interview.
Focused on applicants to firms like McKinsey & Company, The Boston Consulting Group, Bain & Company, Roland Berger Strategy Consultants or Booz & Company.
Ipsos Vantis is a division of Ipsos that specializes in innovation research to support clients' new product development efforts. They offer tools and services to test concepts, understand customer needs, optimize products for launch, and predict market potential. Their approach involves profiling ideas based on a database of past testing results to identify ideas that could be major commercial successes. They help clients make better decisions about what to pursue and provide strategies for successful launches based on over 25 years of validated experience implementing innovation programs.
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The Canadian Alternative Investment Cooperative (CAIC) is a non-profit organization founded in 1984 that provides financing to other non-profits, charities, social entrepreneurs and cooperatives. It has advanced over $15 million to more than 100 borrowers over its 25 years of operation. CAIC invests in groups working for positive social change and community economic development in Canada, especially those promoting alternative economic structures.
In this session, we deal with the nuts and bolts of starting a company, including:
* How do you incorporate?
* What government agencies do you have to engage with (after all, they will want to tax all that money you are making)?
* How do you start off plugging yourself into your customer community?
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
FedDev Ontario is a federal economic development agency that was launched in 2009 to support economic recovery, growth, and innovation in Southern Ontario. It provides funding and support through various initiatives to promote job creation, commercialization of innovation, entrepreneurship, skills development, and economic diversification. One of its programs, Investing in Business Innovation, provides up to $190 million to help startups leverage private investment for commercialization activities by funding up to 1/3 of eligible project costs, matched by at least 2/3 private investment.
Techies are from Venus, Salespeople are from Mars: Strategies for effective c...MaRS Discovery District
1) Lance Laking presented strategies for improving communication between technical and sales teams at BTI Photonics, a startup that develops optical networking equipment.
2) He emphasized the importance of open communication, sharing customer feedback, rewarding collaboration, and organizing social events to build camaraderie between different departments.
3) Laking also stressed setting clear objectives, transparent compensation, and incentives to motivate all employees and align their efforts with the company's goals.
This document discusses sources and uses of energy by 2020. It notes that Germany is on target to reach 35% renewable power by 2020, while the EU target is 20% and Scotland aims for 100% renewable power. China is also expected to exceed its 15% renewable target. The document surveys opinions on adopting renewable power, energy storage and going off-grid at home by 2020. It suggests that 100% of vehicles will be electric by 2030. Finally, it outlines changing energy sources and impacts on transmission and distribution grids.
This document provides an agenda and materials for a customer development class focusing on customer validation. The agenda includes reviewing two case studies of HP Kittyhawk and Wildfire, as well as a discussion of customer validation. The materials include slides on the HP Kittyhawk case, an overview of the customer validation phase, and details on getting ready to sell including articulating a value proposition, developing sales collateral, mapping channels and sales, hiring a sales closer, and formalizing advisory boards.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
This document presents a case study on applying a unique GCMBC approach to stabilize sales and define a new strategy for a division of a large ICT corporation. The objectives were to define the company's genetic code and key competencies, identify market opportunities, and prepare an executable business plan. The approach involved restructuring the division, implementing a new management system, and coaching the management team through the changes. The roadmap outlined developing the vision and environment analysis, understanding customers and markets, defining products/services, establishing management processes, and implementing marketing, sales, and delivery functions.
Benning Associates has extensive experience advising clients in the medical technology industry, having completed over $400 million in transactions in the sector. Notable deals include advising on the $155 million cross-border sale of Curagen's genome sequencing subsidiary to Roche, and providing a fairness opinion for the $55 million sale of DirectSelect's drug discovery technology to GSK at a 150% premium. With med tech M&A and financing activity expected to increase in 2010 due to venture capital trends and availability of debt, Benning Associates is well-positioned to advise clients on strategic transactions.
Porter's five forces model is a framework for industry analysis and business strategy development. It draws attention to five competitive forces that shape every industry and the profit potential of the industry. The five forces are the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the intensity of competitive rivalry. The model helps identify where power lies in a business situation.
The document discusses 7 sins of marketing and sales, including having a left or right brained organization rather than being whole brained and integrated, having a one size fits all value proposition rather than customer-focused tiered value propositions, and calling higher in the organization prematurely rather than properly qualifying leads. It provides examples and recommendations for avoiding these sins such as creating a customer-focused lead scoring system, developing value propositions focused on customer needs and objectives rather than the product, and integrating marketing and sales for a unified customer experience.
Case Interviews, Killer Frameworks - Nevin Kamath and Ivy ExecIvy Exec
The document provides an overview of case interview frameworks that can be used to solve business problems and crack case interviews. It introduces the Business Situations framework (3 C's and a P), Strategic Pricing framework, and Ansoff Matrix (Growth 2x2). Examples are given to illustrate how each framework can be applied. The presenter's background in consulting and case interview training is also summarized.
How Intelligence Helps Business Make Better Decisions in Unpredictable TimesIntelCollab.com
What have we learned in the past 20 years about aligning intelligence leadership, priorities, personnel, processes and systems with strategic effectiveness and organizational performance?
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
This document provides frameworks and strategies for acing different types of case interviews. It begins by outlining a 5-step process for listening carefully, understanding the problem, setting a framework, evaluating using that framework, and reaching a conclusion. It then describes the three main types of cases as business problems and strategy, market sizing estimations, and logic problems/brain teasers. For each type, it provides detailed frameworks for analyzing various business, market, and competitive strategy scenarios. It also includes tips for presenting analysis during the interview.
Surviving the strategy consulting case interviewTop of Minds
Guide to surviving your strategy consulting case interview.
Focused on applicants to firms like McKinsey & Company, The Boston Consulting Group, Bain & Company, Roland Berger Strategy Consultants or Booz & Company.
Ipsos Vantis is a division of Ipsos that specializes in innovation research to support clients' new product development efforts. They offer tools and services to test concepts, understand customer needs, optimize products for launch, and predict market potential. Their approach involves profiling ideas based on a database of past testing results to identify ideas that could be major commercial successes. They help clients make better decisions about what to pursue and provide strategies for successful launches based on over 25 years of validated experience implementing innovation programs.
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The Canadian Alternative Investment Cooperative (CAIC) is a non-profit organization founded in 1984 that provides financing to other non-profits, charities, social entrepreneurs and cooperatives. It has advanced over $15 million to more than 100 borrowers over its 25 years of operation. CAIC invests in groups working for positive social change and community economic development in Canada, especially those promoting alternative economic structures.
In this session, we deal with the nuts and bolts of starting a company, including:
* How do you incorporate?
* What government agencies do you have to engage with (after all, they will want to tax all that money you are making)?
* How do you start off plugging yourself into your customer community?
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
FedDev Ontario is a federal economic development agency that was launched in 2009 to support economic recovery, growth, and innovation in Southern Ontario. It provides funding and support through various initiatives to promote job creation, commercialization of innovation, entrepreneurship, skills development, and economic diversification. One of its programs, Investing in Business Innovation, provides up to $190 million to help startups leverage private investment for commercialization activities by funding up to 1/3 of eligible project costs, matched by at least 2/3 private investment.
Techies are from Venus, Salespeople are from Mars: Strategies for effective c...MaRS Discovery District
1) Lance Laking presented strategies for improving communication between technical and sales teams at BTI Photonics, a startup that develops optical networking equipment.
2) He emphasized the importance of open communication, sharing customer feedback, rewarding collaboration, and organizing social events to build camaraderie between different departments.
3) Laking also stressed setting clear objectives, transparent compensation, and incentives to motivate all employees and align their efforts with the company's goals.
This document discusses sources and uses of energy by 2020. It notes that Germany is on target to reach 35% renewable power by 2020, while the EU target is 20% and Scotland aims for 100% renewable power. China is also expected to exceed its 15% renewable target. The document surveys opinions on adopting renewable power, energy storage and going off-grid at home by 2020. It suggests that 100% of vehicles will be electric by 2030. Finally, it outlines changing energy sources and impacts on transmission and distribution grids.
You’ve developed a great technology idea and now it’s time to sell it. Sales and business development are key drivers of growth for start-ups but business-to-business sales is a complex process, especially when your technology is new to the market.
This session will help you prepare for your first sale/s by covering:
* types of sales/distribution channels and how to choose the right one for you
* identifying the right targets
* stages of the Sales Funnel
* the sales call (booking it, preparing for it, and conducting it)
* identifying sales risks and challenges
* closing a sale
Given the critical importance of selling for a start-up, this is a can’t-miss session with Advisor/Entrepreneur, Krista Jones.
Part of the CIBC Presents Entrepreneurship 101 lecture series
http://www.marsdd.com/events/details.html?uuid=459cba03-e0f5-487f-bbd8-15867bfb4c6e
Ontario ranked 1st in North America for solar PV installations in 2010. Canada invested $505 million in energy-related research in 2009. Between 2006-2011, Ontario launched 23 energy-related academic research centres, laboratories, and initiatives. The document discusses Ontario's energy sector assets and opportunities, including in smart grid, grid interconnection, electric vehicles, energy efficiency, nuclear, solar PV, and storage. It notes the potential for Ontario to develop these sectors given existing research capabilities and industry.
The document discusses the impacts of brain health issues on businesses, including 500,000 employees missing work daily and 70% of disability costs being related to brain health. It presents a program grounded in health science to help businesses through early detection of brain health issues using online assessments, prevention through nutrition education, and treatment using memory coaching. The goal is to help reduce absenteeism, disability costs, and allow businesses to wisely invest in their employees' brain health.
If you fail to plan, will your plan fail? Developing a financial plan for you...MaRS Discovery District
Speaker: Kerri Golden, CA and VC
Building a successful business is about more than simply running a research project. Ms. Kerri Golden (a chartered accountant and centure capitalist) will talk about building realistic financial plans for running a start-up company - plans that help you not only identify where you will spend money, but where you will make money!
Part of MaRS' CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/events/details.html?uuid=9f5986be-713f-4180-aefc-7c1aac04abb1
The document outlines a business concept involving the custom synthesis of complex organic molecules, marketing the products and intermediates, and supplementing sales through repackaging bulk chemicals. The business emphasizes growth, sales, flexibility, personalized attention, and technical expertise in scientific innovation focused on producing carbohydrates, oligosaccharides, glycosidase inhibitors, mutagens, protein kinase activators and inhibitors, nitric oxide, methanethiosulfonates, nicotine derivatives, drug metabolites, and research standards.
As medical understanding of the genotype/phenotype correlation of a disease becomes clearer, genetic testing can be expected to become a mainstay in the clinical setting. While the application of genetic testing to the clinical setting is very much in line with the larger medical goals of preventative and personalized medicine, there are many unanswered questions with regard to genetic testing.
Speakers: Dr. Mansoor Mohammed, Genomics Portraits Inc., Dr. Brian Underdown, Managing Director, MDS Capital, Dr. June Carroll, Sydney G. Frankfort Chair in Family Medicine Mt.Sinai Hospital, Dr. Peter N. Ray, Head, Molecular Genetics Department of Paediatric Laboratory Medicine. HSC Professor, Molecular and Medical Genetics, University of Toronto
Speaker: Veronika Litinski, MaRS Advisor
High tech entrepreneurs need 5 essential communication tools:
* the "elevator pitch"
* the executive summary
* the presentation
* the technical white paper
* the business plan
This lecture focuses on how to create them, and how to use them effectively to grow your business from an idea to a funded business plan.
Part of the CIBC Presents Entrepreneurship 101 lecture series. For more information on this event, including video see http://www.marsdd.com/Events/Event-Calendar/Ent101/2009/written-tools-02112009.html
Smart Energy Networks allow for more efficient use of energy resources through various innovations:
- Energy exchanges between power grids and gas networks provide new flexibility by allowing power to be stored as gas and vice versa. This includes power-to-gas technologies like electrolyzers to convert excess renewable energy into hydrogen.
- Over $3 billion has been invested in green energy projects in Canada and the US, including over 1000 MW of wind power and 150 MW of solar power across several provinces and states.
- Alternative technologies like fuel cells and waste heat recovery complement renewables by reducing costs and increasing environmental benefits.
- Power-to-gas allows for seasonal electricity storage by converting excess power into hydrogen which can be injected
Part of the MaRS Entrepreneurship 101 series.
An outline of various technology business structures
Speaker: Tony Redpath
Download the audio presentation and post questions on the MaRS Blog:
http://blog.marsdd.com/2006/11/02/entrepreneurship-101-debt-vs-equity/
Speaker: Lisette Stork-Sloots, Sr Program Director at Agendia, discusses how their technology, MammaPrint was commercialized.
Part of Dx2010, a workshop at MaRS focused on best practices and regulatory considerations for developing gene-based diagnostic and prognostic tests.
The document summarizes a presentation on electric energy storage systems and opportunities. It discusses how energy storage can help integrate renewable resources and manage grid assets. A variety of energy storage technologies are being demonstrated, but costs remain challenging. Opportunities exist across the energy storage value chain, including in materials, power electronics, and as service providers. Energy storage could maximize PV penetration and support customer energy solutions by providing non-storage options.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
MIT Start Smart workshop - Maximizing Your Go-to-Market Strategy - 06252012Stephen Davis
The document discusses strategies for aligning sales and marketing efforts. It provides tips for developing a common understanding of the ideal customer between sales and marketing. This includes jointly defining what constitutes a "sales-ready" lead. It also stresses the importance of inbound marketing tactics that focus on creating and nurturing leads, rather than traditional ads, in order to capitalize on consumers' increasing reliance on peer recommendations.
This document discusses customer development and company building. It covers moving from early adopters to mainstream customers by managing sales growth based on market type. It also discusses crossing the chasm between early adopters and mainstream pragmatists. Strategies for crossing the chasm include creating a "whole product", focusing on one or two market segments, and becoming a market leader in a niche. The document also discusses evolving management and developing a mission-centric culture as a company grows.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
This document summarizes an agenda for a strategy event held by Bristol Tech start-up Strategy. The agenda includes an introduction on the importance of strategy, frameworks and concepts for strategic planning, and building a strategic plan. Key points covered are defining strategy, benefits and drawbacks of strategy, competitive strategy frameworks including Porter's five forces and SWOT analysis, assessing the "right to play", and components that should be included in a 3-year strategic plan such as situation analysis, market opportunity development, funding requirements, and marketing plans.
Business Development For Startups - Part 1 - Choosing and Managing Sales Chan...Stephen Davis
The document discusses choosing and managing sales channels for startups. It provides an overview of 9 steps to sales success, including getting into the mind of buyers, developing buyer profiles, and being where prospects are. It also covers developing channel strategies, types of sales channels, common mistakes, and considerations for choosing channels like costs, control, and margins.
Strategic marketing is defined as the management function that seeks to generate profit by organizing a company's resources to determine and satisfy customer needs better than competitors. It emphasizes profits over just sales and identifies target markets. Strategic marketing combines target markets and marketing strategies, strives for sustainable differentiation, and leads strategic planning and new product development. While marketing communications, sales, and customer service are important tactical elements, strategic marketing is the overarching management function.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
This document provides information about a guest panel for the Sales Dream Team TeleBriefing hosted by The Outsourcing Institute and 3forward on November 5, 2009. The panel consists of three CEOs: Tony Coretto of PNT Marketing Services, Brenna Garratt of The Delve Group, and Pablo Hernández O’Hagan of Ingenia Group. The panelists each present on various topics related to sales, marketing, and business development in the outsourcing industry. Tony Coretto discusses database marketing challenges, opportunities, and benefits of outsourcing database marketing. Brenna Garratt covers how to build a brand as a sales accelerator. Pablo Hernández O'Hagan explains how to
The document discusses product development and management tools used by businesses. It covers product life cycles, portfolio management matrices like the BCG Matrix and GE Matrix, and the product development process. Key decisions for product managers include which products to introduce, keep, promote, and delete or continue at different stages of the product life cycle. Developing products that satisfy customer needs and have a competitive advantage is important for business success.
Chap008 developing and managing offerings what do customers wantHee Young Shin
Thank you for the insightful questions. Discussing product management strategies and frameworks can help improve decision making for new product development.
This overview presentation of GTM360 Marketing Solutions includes a 4-step methodology for business development and links for marketing collateral templates.
Gain Greater Visibility and Build a Pipeline that Never LeaksLeadLife Solutions
Learn how you can gain visibility into your sales pipeline, segment your database, deliver targeted messages, and enable qualification through lead nurturing.
The document discusses selecting the right marketing metrics to measure performance. It begins by asking questions about how marketing budgets and mixes can impact results. It then notes that marketing performance calculation is complex, with fragmented audiences and attention. The key messages are: [1] Prioritize metrics based on marketing priorities; [2] Metrics should help both current and future decisions; [3] Avoid "wrong" metrics like vanity, quantity, or cost-focused ones; [4] Incorporate hard metrics like revenue, profit, and customer lifetime value; [5] Choose no more than 5 key metrics to focus on. The document provides guidance on establishing metrics, goals, and ROI estimates to improve marketing ROI.
Defines the concept of Sales 2.0 from the sales leader’s perspective, separates the reality from the hype, and provides recommendations on how to begin incorporating the best of these emerging tools and practices into your 2010 sales and marketing strategy.
Opening Your Innovation Channels for Effective Product Advantage by Jeofrey B...Mack McCoy
Jeofrey Bean is the principal of Del Mar Research & Consulting, which specializes in helping clients grow while reducing costs and uncertainty of product development and marketing. The document discusses innovation channels, determining what qualifies as innovation, and leveraging innovation efforts. It also provides examples of how some companies have innovated new market segments or customer experiences.
The document provides guidance on strategic alliances and first customers for entrepreneurs, outlining the importance of letting business strategy drive alliance decisions, being ready to invest in first customers to drive product maturity and sales, and selecting first customers that are innovative early adopters who can provide valuable feedback.
Don Tapscott's New Solutions for a Connected Planet - MaRS Global LeadershipMaRS Discovery District
In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems.
From his latest book, (co-author Anthony D. Williams) Macrowikinomics: New Solutions for a Connected Planet, Don Tapscott presents groundbreaking innovations from every corner of the globe: how businesses, organizations and individuals alike are using mass collaboration to revolutionize not only the way we work, but how we live, learn, create and care for each other.
The document discusses cleantech investments and carbon dioxide levels in the atmosphere. It notes that while cleantech investments have generated bullish returns, carbon dioxide levels in the atmosphere have risen significantly to 396 parts per million, higher than the pre-industrial level of 280 parts per million. Although the cleantech sector is seeing investment success, carbon emissions continue to rise globally indicating that efforts to reduce fossil fuel usage still have a long way to go.
Supporting the commercialization of new energy technology by Kaliyur SridharanMaRS Discovery District
The document discusses the future of energy and smart grid opportunities. It outlines the core and emerging areas in power generation, transmission and distribution, and commercial, industrial, residential and community applications. These include generation optimization, renewable integration, microgrids, asset monitoring, smart meters, energy storage, cyber security, and demand response. The document also describes GE's innovation centers and Grid IQ center, which conduct research, development and testing to advance smart grid technologies and foster collaboration and innovation.
Supporting the commercialization of new energy technology by Celine BakMaRS Discovery District
The document analyzes the clean technology industry, noting that downstream sectors will see the most growth. It finds that the industry currently employs 44,000 Canadians and has significant potential for economic opportunity and exports, with revenues projected to grow to $60 billion and exports to $35-45 billion by 2020. The clean technology industry is globally competitive, with over half of some sectors' revenues coming from exports.
Supporting the commercialization of new energy technology by Annette VerschurenMaRS Discovery District
The document discusses the results of a survey of customers. 52% of respondents had 1 complaint about a product or service, 29% had 2 complaints, 15% had 3 complaints, and 4% had 4 complaints. A separate survey found 55% of customers had 1 negative experience with a company, 21% had 2 negative experiences, 17% had 3 negative experiences, and 7% had 4 negative experiences.
The document discusses emerging energy storage and generation technologies and their role in Ontario's smart grid plans. It notes that storage and new technologies are important for managing assets like nuclear power during off-peak hours and meeting commitments like supporting 1 in 20 electric vehicles by 2020. The document outlines Ontario's policy framework and economic opportunities in these sectors, and considers steps to maximize the potential of emerging technologies and industries in Ontario.
This document discusses flexible solar cells that can harness energy from both visible and infrared light. It references a 2009 study by Sargent et al. that developed infrared photovoltaics through solution processing. The document also mentions Ted Sargent and Illan Kramer in relation to full-spectrum flexible solar technology.
The document promotes Ontario's energy innovators and their big ideas to the world. It encourages Ontario's energy innovators to look for their next big idea and promotes taking those ideas global to have an impact on the world.
The document discusses power-to-gas as a viable utility-scale energy storage solution using electrolysis to convert surplus electricity into hydrogen gas. It addresses common myths about the efficiency and technological progress of electrolysis. Examples are given of hydrogen being distributed and used in existing natural gas pipelines in places like Hong Kong, Hawaii, and parts of Europe. The document concludes that electrolysis is a bridging technology between power and gas grids to store large amounts of surplus electricity and that significant technology progress has been made, so no breakthroughs are required for market entry, though policy barriers still exist.
Ravi Seethapathy gave a presentation at the MaRS Discovery District Future of Energy Summit in Toronto, Canada on June 8, 2012. The presentation was titled "Grid of the Future: Beyond Just Electricity" and discussed several futuristic concepts for electrical grids, including situational awareness beyond just electricity parameters, adaptive protection and controls to balance loads and renewable energy, and convergence of electricity and thermal systems. The presentation also covered future distribution systems incorporating distributed energy resources, electric vehicles, storage, and microgrids.
The document discusses the increasing amounts of renewable energy, particularly wind and solar, on electricity grids and the need for flexibility to integrate these variable resources. It outlines different generation sources and their relative flexibility. Areas of focus for integrating renewables include improved forecasting, visibility of distributed resources, and incorporating renewables into economic dispatch. Emerging sources of flexibility mentioned are energy storage, demand response, and smart grids.
Germany has ambitious renewable energy targets of 80% renewable generation by 2050 and 35% by 2020 to reduce greenhouse gas emissions and transition to a sustainable energy system. This has led to a large increase in distributed renewable generation, especially solar PV, connected to the distribution grid. This is challenging grid operators as renewable generation introduces high variability that must be balanced. Pilot projects are exploring solutions like smart metering, demand response, and energy storage to improve grid observability, balance generation and load, and maximize grid capacity utilization in adapting distribution grids to the energy transition.
The National Institute of Standards and Technology (NIST) coordinates the development of interoperability standards for the smart grid through the Smart Grid Interoperability Panel. NIST's Green Button initiative aims to empower consumers by giving them access to download their energy usage data in a standardized, machine-readable format from their utility website. This access to data is intended to spur innovation through third-party applications and services that help consumers understand and reduce their energy use. Over 10 million consumers now have access to their Green Button data with over 30 million expected to have access by 2013.
The document discusses the importance of protecting personal privacy in the development of smart grid technologies through an approach called "Privacy by Design". It advocates embedding privacy protections from the start of new projects rather than as an afterthought. Specifically, it argues that energy consumers should control information about their own energy usage even if not legally required to build confidence in smart grid systems.
The document discusses the importance of protecting personal privacy in the development of smart grid technologies through an approach called "Privacy by Design", which embeds privacy into new technologies from the initial design stage. It notes that gaining consumer trust will be essential for smart grid initiatives to succeed, as many consumers are currently wary about privacy risks, and outlines seven foundational principles of Privacy by Design.
SR&ED: What you need to know about the changing landscape - MaRS Best PracticesMaRS Discovery District
The Scientific Research and Experimental Development (SR&ED) tax incentive program provides support in the form of tax credits to groups or individuals conducting scientific research or experimental development in Canada.
Some significant changes are on the way as a result of the last federal budget. See how these new rules could affect you!
This document summarizes Geoff Mulgan's presentation on overcoming the paradoxes of aging and creating a more salutogenic world where people can thrive throughout their lives. The presentation discusses trends showing more older people working and starting businesses. It also notes challenges around health spending and maintaining independence in old age. Mulgan advocates developing social innovations to support aging, like elder universities, care villages, and time banks. He argues for transforming systems through new technologies, policies, markets, and behaviors to better support well-being and participation across all ages.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
4. Common approaches to entering the USA market….
We just need a Our techno-
partner logy sells
itself
We have no
competitors We will send our
best engineer
We can sell to
We will just most verticals
hire more
staff
We will manage
US customers
We only need Just put a sales
from home
5% of the person on the
market ground
4
5. ….Resulting Track Record
• Most companies fail to gain traction
• Tactical sales instead of strategic business
• Wrong personnel
• Unfamiliar with local legal, business,
customer needs,culture
• Little/No planning – no market analysis, no
localization of products & purchasing
options, mismatched sales channels
• Insufficient funding
5
6. Observed Factors for Success
• Strategic imperative for the business
• Development of Strategic Plan
• Commitment of resources & time
• Evaluation, recognition & understanding of
local market conditions
• Best people in most important market
6
7. Understand the market and how to segment it
Scalable
Business Model
Want Competition Resources Required 7
Customers
8. Understanding where you fit in the value chain
Where You’d
like to be
LEVEL 4
LEVEL 3
LEVEL 2
Where you
start LEVEL 1
8
9. Value chain example from Offshore Software Development
IT consulting, Strategy
Clients 2 - 4
years
from now Solution
Integration
Clients 9 - 12
months
from now Application development
Nondiscretionary programming/Application
Clients now maintenance
9
11. Sales Channels over Product Lifecycle
Late Majority
Early Majority
Early Conservatives
Innovators Adopters Pragmatists Laggards
Direct Sales
System Integrators
OEM/VAR
Electronic/Web
Retail
Distributors
11
12. Lifecycle evolution and marketing mix
Introduction Growth Maturity Decline
Customer Type Lead Users/Early Early Majority Late Majority Laggards
Adopters
Target Market Early Majority: 20-35%; 3 –5 Falling numbers
Opportunit Lead Users: 3-5%; 15-30%; 2-4 years Price sensitive
y 1-3 years years Risk averse
Early Adopters:
5-12%; 2-4
years Niche
Competitors Minimal/NA Rising/many Shakeout/ ownership/
consolidate exit
Technology Strategic advantage Productivity strategy
Adoption motivation improvemen Price & ROI aware
Profile Hi-risk tolerance t Risk mitigation
Competitive Balanced risk Competitive Relationship-
Marketing advantage mandate driven
Strategy Reference accounts Reference (predomina
accounts Cut cost/max. ntly Sales)
Build awareness/ (in-industry) efficiencies
Communication Gain Penetration/Build Customer loyalty Minimum
s acceptance preference defend position/
Branding/ Cash cow
Credibility
Promotion Heavy Leadership Reinforcement of Minimum
Heavy brand
Profit Negligible or none Moderate Falling
(Investing in Highest (price High (volume-
new market) elasticity driven
Product and growth) economies) Workhorse
Technical Support- Improvement of Maximize model/line
intensive market differentiation extension/
“fit” (Stabiliz Price cuts
Supplier ed support) Prefer a “known” 12
Strategy Tolerates Don’t care
Open to “unknowns” “unknowns”
14. What we’ve seen fail
• “Shortcuts” – consultants, distributors,
commission only reps
• “Budget” approach – send over an
engineer for 6 months, expect sales
• Trying to sell existing product/service,
without local market analysis
• Recruitment of uncommitted local talent
14
15. What we’ve seen work
• Committed local as part of founding/early
team
• Treat as Startup not sales expansion
• Detailed, hands on market evaluation
• Identification of key reference customers
• Localization of product & positioning
• Investment in time & resources to acquire
target reference customers
15
16. Example - Transitive
• Transfer of Applications across Platforms
• Founded in 2000
• US market seen as Strategic Imperative
• Initial funding from Pond Ventures
• Creation of HQ in Silicon Valley 2001/2002
• Follow on funding from Crescendo & Accel
• Acquired Apple as first customer 2005
• Silicon Graphics & IBM now incorporating
Transit into their product offerings
• Wrike, Ephox, others, similar 16
17. What if looking for funding too?
• Need to establish US based HQ – no ifs,
ands, or buts……
• Lots of local competition – over 6,000
business plans at any one time
• Are you really fundable?
17