1. The document discusses roles and principles for mentors of startups. It outlines typical startup founders and provides examples. 2. It describes what a mentor's role is, including providing encouragement and sharing networks while avoiding telling entrepreneurs what to do directly. Mentors should develop ground rules and help founders focus. 3. The document also discusses using a business model approach to structure mentoring sessions. It outlines components of a business model canvas including value propositions, customer relationships, and revenue streams.

1. MENTORSHIP
ROLES & PRINCIPALS

2. Outline
• The Startup Founders
• Roles for Mentors
• Mentor Relationship Responsibilities
• Business Model Engagement
• Appendices

3. Typical ‘Tech’ Start Up Founders

5. Mark Zuckerberg: “The Facebook” + Ivy League Universities
Sean Parker: “Facebook” + connecting continents

6. More about the TIGERs@Mekong
• Leverage tech-focused startups to change the way
the region competes
• Technology-based innovation businesses are welcome
• Innovation = Usefulness/Appropriateness + Novelty
• Help build up the local entrepreneurship ecosystems
• Increase regional linkages
• Cross-regional initiatives
• Cross-regional investing

7. Many want to help.. Some are mentors
Mentor
& Angel
Investor

8. 2005
2012
Coffee: a popular drink
Coffee will change the
world
2011: $250M
2012: $370M (E)
2015: $1,000M+ (F)
An entrepreneurial
process
Practising
creative disciplines

10. Vietnam: More angel investors are coming

11. What is the Startup Mentor’s Role?

12. Founders can be very sensitive
Larry King Live: 25 years
Number of interviewees: 50.000
Retired at 76 year old after 53 years of
‘asking’ people

13. Provide Encouragement

14. Don’t tell the entrepreneurs what to do
Who? What? Why? When? How?  Listen

15. Mentors Have Something Special
Konosuke Matsushita
(1894 – 1989):
“Not for the bread alone”
Jack Ma: “Don’t repair your
roof in raining day”
Joseph Alois Schumpeter
(1883 – 1950):
“Creative Destruction”
“The most important thing is your
attitude to risk”

16. Share Your Network

17. Keep the relationship honest

18. Develop Ground Rules

19. Founders are Overwhelmed by Data

20. The hidden driver of excellence: FOCUS

21. The Business Model helps you to facilitate
an efficient mentoring session

22. 1.
2.3.
4.
5.
6.
7.
8.
9.

23. Value Proposition-Not Product
• What is the
product
(functions)
• What value is the
product to the
customer
• What problems
are you helping
the customer to
solve

24. The Entrepreneurial Endeavor of the Cricket!

27. Product = Market Fit

28. How engage and manage the customer
• Customer
Relationship-
Positioning your
product and
customer
acquisition,
retention and
growth
• Channel- sales
and distribution
channels

29. Best Market research you have
Sell your product!!! & Listen

30. How are you going to make money?
• Revenue Streams-
How is the start up
going to earn
revenue and
determine price
• First dollar
revenue!!!

31. What are the needed people and assets
to make your business model work
• Key Resources-
What are the
things you need
to prove your
business model

32. The right people Can accelerate a startup growth
Picking Members of Your Team
Winning Teams
• Contacts with market
• Experience with Technology
• Previous StartUp Experience
• Successful in Closing
Investments
• Who do you need tomorrow
Be Careful
• Friends and family
• People similar to the
founders
• Same Social Circles
• Easy Decisions
• Just thinking about Today’s
needs

33. How engage and manage the customer
• Key Partner-
Look from a
value chain
perspective
where the startup
provides value
and will need
partners

35. What will your startup be good at?
• Key Activities-
What are the core
things your business
needs to be good at

36. What are your major costs?
• Cost Structure –
What are the
major costs of
doing business,
marketing and
other expenses

37. Cash is King

38. Keep them Responsible

41. Problem Solving
• Vouloir c'est pouvoir
• Art of balancing
• KISS
• Keep It Short & Simple
• CBA
• Cost-Benefit Analysis
• FAN:
• Feasible; Attractive ; Novel
M. Jackson is an inventor

42. Information Process of Entrepreneurial Decision
Napier, N.K. & Vuong, Q.H. (2013). Serendipity as strategic advantage, in T.
Wilkinson (ed.) Strategic Management in the 21st Century – Volume 1: The
Operational Environment (pp. 175-199). CT: Praeger/ABC-Clio.
entrepreneurship

43. Monitoring Entrepreneurial Progress
Objects:
- Products
-Resources
- Team
- Clients
- Partners
Domains
- Readiness to
competition
-Entrepreneurial
spirit
- Innovation
capability
STATE: T0
Objects:
- Products
-Resources
- Team
- Clients
- Partners
Domains
- Readiness to
competition
-Entrepreneurial
spirit
- Innovation
capability
STATE: T1 (Future)PROCESS
INPUTS
- Capital, Human, Land, Technology
- Entrepreneurship & Innovation
Product development
-Sales and Revenue
- Differentiation
- Trend setting
- New clients
-New suppliers and
distributors
New investors
- Team performance
- Corporate culture
- Cash balance
- Profits
- Upstream and
downstream
connections
OUTPUTS
IMPACTS
SPACE = COMMUNITY, MARKET, ECOSYSTEM
Team/Capacity building
Cash flows & Supply Chain

44. i2Metrix: Measuring innovation capacity and
competitiveness readiness

45. 3-D Process of Making Innovation
Innovation

46. Business Canvas Model