The 101 of the corporate startup relationship

This document outlines strategies for Israeli startups to access the US market. It discusses the challenges Israeli startups face, including understanding US market needs, gaining early momentum, and cultural differences. It emphasizes the importance of generating momentum remotely through initial setup visits and follow ups to build relationships. Other topics covered include best practices for establishing a local US presence, such as having founders split time between Israel and the US, and fundraising in the US through leveraging local networks and moving operations partially or fully to the US before raising large rounds. The document stresses aiming high with ambitions and focusing on opportunities for large exits in order to attract top US investors and funds.

Accessing Silicon Valley: A Primer for the Israeli Entrepreneur

When should you visit the US with your startup? How do you make your visit worthwhile and begin to gain momentum? When and how should you fundraise in the US? We’ll discuss what you need to think about when answering these questions, as well as best practices and common pitfalls. Some of the topics that will be covered include: - Best timing to access the US (product mock-up stage, post-launch, etc) - Fundraising best practices, differences from Israel - Cultural nuances and why you it really matters - East Coast vs. West Coast considerations

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Play Your Cards Right: The Israeli Playbook for Breaking Into the US Market

After investing in dozens of Israeli startups that launched, scaled and set up their headquarters in the US, we have seen first-hand how founders planned and executed their US market strategy. Join us as we share the best practices and lessons learned from six years of helping Israeli founders break into the US market and raise over $400M. This session will cover what works, what to avoid, and what American customers, partners, and investors actually care about. (Hint: it's not your military background...) Topics will include: - How and when to find US-based customers and partners while still operating out of Israel - How Israeli startups should go about raising capital from US-based investors. Do you even need to? - Should you set up a US office? And If so, when and where? - Mistakes you can avoid if splitting your team between Israel and the US * About Gil Ben-Artzy Gil co-founded UpWest Labs in 2012, opening up the firm’s Silicon Valley Office. Previously, Gil was the VP of Operations Management at Yahoo! for two years after working with the Corporate Development group for four years. He also served as a consultant advising Fortune 500 companies for the Boston Consulting Group in New York. He holds a BA in Economics & Business Administration from the Hebrew University of Jerusalem, and an MBA with Honors from the Wharton School of the University of Pennsylvania. * About UpWest Labs UpWest invests in Israel’s most promising entrepreneurs. Based in Silicon Valley, we have backed dozens of companies and helped them grow through our hands-on approach. UpWest Labs provides the essential ingredients for success: seed funding, proximity and access to markets and capital, a supportive community of talented peers, and a workspace conducive to rapid development and deployment.

Strategies for Accessing the US Market (Feb 1-2, 2016)

In this talk, I try to offer practical advice for you to implement based on real case studies from the past 10 years of working with and investing in dozens of Israeli startups that have successfully brought their companies to the US. Some of the topics covered include: * Plans for creating momentum in the US, even while you are based in Israel * Considerations and best practices for establishing your US office * If, when and how to begin fundraising in the US

Fundraising for newbies

This document provides advice for startups fundraising from investors. It discusses various types of investors, including angels and venture capitalists (VCs). It recommends proving business hypotheses cheaply before seeking funding. Seed funding options like SEIS and EIS are described that provide tax relief even if the startup fails. Preparing high quality presentations and being prepared to answer common investor questions are emphasized. Legal terms, closing investments, and managing investors after funding are also addressed. The overall message is to thoroughly test ideas before fundraising and only seek funding if the business shows potential to scale significantly.

The document provides an overview of strategies for making the first year of a new startup a success. It discusses establishing the right strategy by conducting tests rather than growing too quickly, focusing on people and culture by establishing core values and standards, maintaining prudent finances by self-funding initial experiments, and developing an effective marketing approach through rigorous testing of low-cost customer acquisition channels. The document emphasizes establishing a strong brand identity, maintaining high standards, and being transparent if the business begins to fail.

What to expect in year one of your startup

The document provides an overview of strategies for a startup in its first year. It recommends conducting tests rather than growing a business to prove hypotheses cheaply. Only build a business after establishing a viable model where customer lifetime value exceeds three times the cost of customer acquisition. Outsource non-core activities and establish a mission and culture in the first year. Seek to minimize investor funding initially and prove concepts with contracting or grants instead of seeking money that could be lost. Focus marketing tests on proving at least one low-cost customer acquisition channel that can scale. Establish product, brand and operational standards while the business is still small.

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The document summarizes PreSeed Ventures' investment process. It begins with an introductory meeting to get to know the founders and their plans. PreSeed then likes to see the founders execute on their plans by building relationships, showing ambition, and overdelivering on commitments. Finally, if all goes well, PreSeed moves quickly to close an investment deal with founders who are ready to do so.

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This document discusses challenges faced by deaf and hard-of-hearing (D/HH) individuals in employment. It notes that D/HH people experience higher unemployment rates compared to hearing people, due in part to misperceptions about their capabilities. However, entrepreneurship is one pathway around inaccessible workplaces. The document highlights that D/HH individuals are more likely than hearing people to be self-employed or business owners. It discusses how investing in D/HH entrepreneurs can help create jobs, enhance economic power, and uplift the D/HH community while tapping into an $86 billion market. Spotlighting successes of D/HH entrepreneurs and businesses can help shift perceptions and enrich opportunities for the D/HH ecosystem.

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This document provides advice on repeatedly succeeding at failure based on the author's experience founding multiple startups, one of which succeeded. It offers the following tips: 1. Expect to go through multiple failures before success, as the author failed twice before founding the successful company Tide. 2. Learn from your mistakes on failures, such as ensuring customer lifetime value exceeds marketing costs and avoiding management inertia. 3. When failing, be honest with investors and staff, try to find jobs for staff, and pay creditors if possible to maintain integrity. 4. See failure as an invaluable learning experience, as it provides real-world education cheaper than an MBA and makes one more employable. Take time after

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With increasing incidences of uncontrollable externalities like changing weather patterns and raw material shortages, companies in Asia and around the world are embracing resiliency and responsibility in their supply chain management to adapt, improve their impacts on the workforce, local communities, and the environment. Supply Chain issues affect at least 8 of the 17 UN Sustainable Development Goals (SDGs) and SDG #12, ‘Responsible Consumption and Production’ provides a new benchmark for business supply chains. Click through to learn more about how MNCs and startups are tackling these challenges while driving profit.

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Nestlé is the world's largest food and beverage company operating 435 factories across 35 countries. It has a global supply chain network sourcing key ingredients like coffee, cocoa, milk and sugar. Nestlé implements quality management systems and provides technical training to farmers to ensure product quality. Its distribution network includes over 1600 warehouses and uses IT tools for inventory management and seamless information flow. Britannia is India's second largest biscuit manufacturer focusing on cost effectiveness through scale, technology and waste reduction. It sources some materials locally and imports others like palm oil. Britannia uses an intensive distribution strategy through retail and institutional channels.

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Silicon Valley Bank presents its eighth annual Startup Outlook report, capturing the sentiment of about 1,000 tech and healthcare entrepreneurs at a time of rapid transitions around the globe. U.S. startups are emerging from a healthy recalibration, and tech and healthcare entrepreneurs tell SVB that while they are less optimistic about future business conditions compared to recent years, they expect to hire, see improved exit paths and plan to tap venture capital to grow.

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The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include: - The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers. - It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes. - Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing. - Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.

Startup Secrets - Turning Products into Companies

This document provides an overview of turning products into companies by closing the "product company GAP." It discusses designing products for market fit by focusing on a primary value proposition for a single audience. It introduces the concepts of minimum viable product, minimum viable segment, and minimum repeatable product to test market fit in smaller segments. The document also discusses architecting business models, including designing "slippery" products, and using Russian doll pricing and packaging strategies. The goal is to help startups transition from developing products to building successful companies by considering business model, go-to-market strategy, and how the product will influence these from the beginning.

Startup Secrets - Roadmap to Success

The document discusses an insider's guide to unfair competitive advantage in startups called "Startup Secrets". It addresses frequently asked questions about what is involved in starting a company and questions around ideas, fundraising and pitching. It outlines a roadmap for startup success moving from ideation to profitability, reducing risk and increasing value. It encourages attendees to assess what is missing from their plans and provides a list of workshop topics to help startups.

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This document provides guidance and advice for starting a startup. It emphasizes the importance of validating your idea with customers before building anything. Customer development and understanding customer needs are key. The five major factors that contribute to startup success are identified as the idea, team, business model, funding, and timing. Bootstrapping and selling the idea before building the product are recommended approaches. Resources for learning lean startup methodologies and customer development processes are provided.

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This presentation was developed for UBC Engineering Physics project lab students. I first ask the question. "What is Entrepreneurship?" I follow-up with my favorite definition of a business. Then I address the questions: * What is the journey like? * What is the process? * How do I learn about customers? * How do I keep score? I focus on 5 Points — Purpose, You, Process, Customers, and Scorecard. Purpose » Drucker’s Purpose of Business, You » Martin’s Knowledge Funnel + Soft-Skills, Process » Blank’s Customer Development, Customers » Moore’s Crossing the Chasm + Product/Service Journey Sketch, Scorecard » Osterwalder’s Business Model Canvas.

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[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date. Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success. These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes. Frameworks/Models included: Microsoft’s Digital Transformation Framework McKinsey’s Ten Guiding Principles of Digital Transformation Forrester’s Digital Transformation Framework IDC’s Digital Transformation MaturityScape MIT’s Digital Transformation Framework Gartner’s Digital Transformation Framework Accenture’s Digital Strategy & Enterprise Frameworks Deloitte’s Digital Industrial Transformation Framework Capgemini’s Digital Transformation Framework PwC’s Digital Transformation Framework Cisco’s Digital Transformation Framework Cognizant’s Digital Transformation Framework DXC Technology’s Digital Transformation Framework The BCG Strategy Palette McKinsey’s Digital Transformation Framework Digital Transformation Compass Four Levels of Digital Maturity Design Thinking Framework Business Model Canvas Customer Journey Map

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Innovation Management Frameworks: Your Guide to Creativity & Innovation

Operational Excellence Consulting

[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants. Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes. This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals. INCLUDED FRAMEWORKS/MODELS: 1. Stanford’s Design Thinking 2. IDEO’s Human-Centered Design 3. Strategyzer’s Business Model Innovation 4. Lean Startup Methodology 5. Agile Innovation Framework 6. Doblin’s Ten Types of Innovation 7. McKinsey’s Three Horizons of Growth 8. Customer Journey Map 9. Christensen’s Disruptive Innovation Theory 10. Blue Ocean Strategy 11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map 12. Design Sprint Framework 13. The Double Diamond 14. Lean Six Sigma DMAIC 15. TRIZ Problem-Solving Framework 16. Edward de Bono’s Six Thinking Hats 17. Stage-Gate Model 18. Toyota’s Six Steps of Kaizen 19. Microsoft’s Digital Transformation Framework 20. Design for Six Sigma (DFSS) To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations

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