1) The document discusses value creation as a service (VCaaS) which involves delivering business and customer development activities to add value to portfolio companies for venture capital firms.
2) It recommends that venture capital firms implement a full value creation program using program management principles to align strategy, people, processes, technology, structure, and metrics. This would provide an end-to-end approach to helping portfolio companies.
3) Steve Blank's customer development model is proposed as a framework for the value creation activities, focusing on discovering customer needs and validating business models and tactics.
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
Startup Valuation: from early to mature stagesTatiana Siyanko
Methods and approached to startup and company valuations.
Please be free to send me any additions/correction proposals.
Prepared for Startup&co lecture in Freud cafe, Kyiv, April 30, 2014
This is the partnership proposition canvas v0.4: a plugin tool to the business model canvas, for better conversations on your partnerships .
This has recently been updated a new, more user friendly format called the partnership canvas.
Check it out here:
http://valuechaingeneration.com/2014/10/17/the-partnership-canvas/
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
Startup Valuation: from early to mature stagesTatiana Siyanko
Methods and approached to startup and company valuations.
Please be free to send me any additions/correction proposals.
Prepared for Startup&co lecture in Freud cafe, Kyiv, April 30, 2014
This is the partnership proposition canvas v0.4: a plugin tool to the business model canvas, for better conversations on your partnerships .
This has recently been updated a new, more user friendly format called the partnership canvas.
Check it out here:
http://valuechaingeneration.com/2014/10/17/the-partnership-canvas/
The study on success factors in strategic corporate venturing is based on extensive qualitative and quantitative market research among corporate venturing units and independent venture capitalists. The research project was established in close collaboration with Berlin Institute of Technology and the Steinbeis University Berlin.
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Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Presentation materials on a business model framework used as part of a course on business acumen offered at the University of Wisconsin Center for Professional and Executive Development.
Moderator: Jerrod Hill, VC Business Development, Amazon Web Services
Panelists: Nyla Koncurat, Managing Partner, Karlani Capital
Elizabeth D. Sigety, Esq., Director, Co-Founder, Delaware Crossing Investor Group
There's no perfect pitch deck. However, there are elements every investor will be looking for, and that your deck better have. If you are in the school of, “Why do I need a pitch deck at all?” it's time to change your thinking. A spiffy series of slides won't magically get you investors, customers, or those critical early hires. But it's a way in, especially for novice entrepreneurs. In this talk we'll cover what’s critical in a deck, what’s best left out, and how to combine everything to tell a compelling story about yourself and your startup.
Mastermind Masterclass: The SaaS Org Chart with David Sackssaastr
You’re the founder of a nicely growing SaaS startup which has just raised a Series A, Series B, or Series C funding round. You need to hire rapidly to seize the opportunity. But how much should you hire, what roles should you hire, and what should the org chart look like when you’re done?
Gamification: Fact or Fiction. Presentation delivered at the Content Strategy Forum 2011 in London to introduce Gamification and its relationship to Content Strategy/ists.
This is the full deck, I presented a subset at the conference. Agenda includes Description, Real World Use Cases, Market Overview, Strategy and Risks/Considerations.
Enjoy.
Business Model Generation is a comprehensive guide to building innovative business models. From empathizing & connecting with customers to finding inspiration for products & learning from some of today’s most game-changing platforms, these blinks will help to kick-start the business thinking.
Overcome the challenges of business model design, generation, and reinvention by working through five critical stages:
1. Formulating your business model canvas. Consider how your organization will create, deliver, and capture value. Begin crafting a blueprint for how your strategy will be implemented that includes considerations for your customers, offers, infrastructures, and financial viability.
2. Understanding business model patterns. Look to other successful business models to find inspiration and deepen your understanding of the dynamics of your own approach.
3. Honing the design of your business model. Evaluate the tools and techniques of design that can help you envi¬sion possibilities, extend the boundaries of your thought, and create value for your customers.
4. Reinterpreting your strategy through the lens of your business model. Question the intricacies of established business models and how they function in terms of the context, drivers, and constraints of your business model environment.
5. Unifying the concept, tools, and techniques to make your model a success. Adapt your approach to business model design so you can overcome obstacles, achieve your critical success factors, and satisfy the needs of your organization
This is a sales skill model developed for a B2B financial sales company. It's not a sales process, just a model for interpersonal sales interactions, which plugs into a larger process.
Startup Secrets - Getting Behind the Perfect Investor PitchMichael Skok
These days the pitch to a VC displaces the old business plan because most investors simply don’t have time to read a full business plan, and most entrepreneurs don’t have time to write one. That said, the business strategy still serves as the foundation for any presentation you create.
Corporate digest magazine july, 2017 by venture careKumar Kanaujia
Corporate Digest is a monthly e-magazine published for India Business owners by www.venture-care.com. It contents latest trends and expert opinions on Business, Strategy, Technology, Digital, Finance and Legal.
The study on success factors in strategic corporate venturing is based on extensive qualitative and quantitative market research among corporate venturing units and independent venture capitalists. The research project was established in close collaboration with Berlin Institute of Technology and the Steinbeis University Berlin.
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Presentation materials on a business model framework used as part of a course on business acumen offered at the University of Wisconsin Center for Professional and Executive Development.
Moderator: Jerrod Hill, VC Business Development, Amazon Web Services
Panelists: Nyla Koncurat, Managing Partner, Karlani Capital
Elizabeth D. Sigety, Esq., Director, Co-Founder, Delaware Crossing Investor Group
There's no perfect pitch deck. However, there are elements every investor will be looking for, and that your deck better have. If you are in the school of, “Why do I need a pitch deck at all?” it's time to change your thinking. A spiffy series of slides won't magically get you investors, customers, or those critical early hires. But it's a way in, especially for novice entrepreneurs. In this talk we'll cover what’s critical in a deck, what’s best left out, and how to combine everything to tell a compelling story about yourself and your startup.
Mastermind Masterclass: The SaaS Org Chart with David Sackssaastr
You’re the founder of a nicely growing SaaS startup which has just raised a Series A, Series B, or Series C funding round. You need to hire rapidly to seize the opportunity. But how much should you hire, what roles should you hire, and what should the org chart look like when you’re done?
Gamification: Fact or Fiction. Presentation delivered at the Content Strategy Forum 2011 in London to introduce Gamification and its relationship to Content Strategy/ists.
This is the full deck, I presented a subset at the conference. Agenda includes Description, Real World Use Cases, Market Overview, Strategy and Risks/Considerations.
Enjoy.
Business Model Generation is a comprehensive guide to building innovative business models. From empathizing & connecting with customers to finding inspiration for products & learning from some of today’s most game-changing platforms, these blinks will help to kick-start the business thinking.
Overcome the challenges of business model design, generation, and reinvention by working through five critical stages:
1. Formulating your business model canvas. Consider how your organization will create, deliver, and capture value. Begin crafting a blueprint for how your strategy will be implemented that includes considerations for your customers, offers, infrastructures, and financial viability.
2. Understanding business model patterns. Look to other successful business models to find inspiration and deepen your understanding of the dynamics of your own approach.
3. Honing the design of your business model. Evaluate the tools and techniques of design that can help you envi¬sion possibilities, extend the boundaries of your thought, and create value for your customers.
4. Reinterpreting your strategy through the lens of your business model. Question the intricacies of established business models and how they function in terms of the context, drivers, and constraints of your business model environment.
5. Unifying the concept, tools, and techniques to make your model a success. Adapt your approach to business model design so you can overcome obstacles, achieve your critical success factors, and satisfy the needs of your organization
This is a sales skill model developed for a B2B financial sales company. It's not a sales process, just a model for interpersonal sales interactions, which plugs into a larger process.
Startup Secrets - Getting Behind the Perfect Investor PitchMichael Skok
These days the pitch to a VC displaces the old business plan because most investors simply don’t have time to read a full business plan, and most entrepreneurs don’t have time to write one. That said, the business strategy still serves as the foundation for any presentation you create.
Corporate digest magazine july, 2017 by venture careKumar Kanaujia
Corporate Digest is a monthly e-magazine published for India Business owners by www.venture-care.com. It contents latest trends and expert opinions on Business, Strategy, Technology, Digital, Finance and Legal.
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Building Your Financial Model Key Startup Metrics David Ehrenberg
Does your financial model explain how your business really works? Give you clear insight into the financial health of your startup? Tell a story that inspires investor confidence and will help you to raise capital?
As Guy Kawasaki said so well in his entrepreneurial bible Art of the Start, “the point of financial projections is to tell a story with numbers—a story about opportunity, resource requirements, market forces, growth, milestone achievements, and profits."
This is the slide deck I submitted outlining my vision and priorities if I was to be successful and be selected President of IAIDQ. The content of this document was based on approximately 50 interviews with members, former members, former sponsors, and peer organisations and a detailed study of published research on issues in not-for-profit governance.
The board elected not to accept my candidacy.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
A Smart (connected) Hotel is more than implementing WOW factors, it should have the capability to ensure hoteliers to achieve top business goals such as saving operating cost and streamlining operations. Emerging technologies such as IoT and analytics realise the vision of Smart Connected Hotel.
Healthcare Landscape and Connected Health Trend of SingaporeYee Jie NG
This deck describes the current healthcare landscape and technology trends in Singapore. It also highlights the global trend and expert's recommendation.
IoT@Home aims to demonstrate how wearable and sensor technologies at home can be leveraged to help improve the home living experience, illustrated by better wellness management and enabling active ageing. It also serves to show how these technologies can help promote the development of a broader ecosystem of businesses, by highlighting the rich possibilities enabled by sensor data.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. 2
What is Value Creation
more than dollars made
Value Creation
≠
Business development in sales & marketing
Value Creation
=
Building value for stakeholders
by delivering the right products or services to customers through
product, customer and business development
3. 3
Conventionally value creation activities such as business development are facilitated by VC to
help their portfolio companies to gain traction and generate revenue, in turn delivering a higher
return on investment for them.
However value creation doesn’t only benefit the “downstream”, it could also benefit the
“upstream” in a make or break situation. Let’s consider the following analogy:
Every year, sporting apparel companies such as Nike, Adidas and Under Armour are offering sponsorship
packages to players in the NBA league to wear their brand of sneakers in upcoming season. Not all players
are treated equal - the top tier players who highly regarded as the next “Michael Jordan” will receive
tailored packages from interested companies. The main difference between the packages is compensation
and bonus; but what truly differentiate from one to another is the value added benefits (both intrinsic and
extrinsic) – owning signature shoes, launching co-branded product line and gaining popularity in
overseas market.
We can draw similarity between the story above and VC making investment offers to high-
potential startups a.k.a. unicorns. Unicorns are alike top tier players, they have the liberty to
choose investors that they want to have a strategic relationship with. Hence it is important for a
VC to demonstrate their track record and ability in helping the company to thrive during deal
making.
What’s in it for Me (Investors)
set the stage with basketball’s analogy
4. 4
Value Creation Strategy
alignment/resource matrix
StrategicAlignmentwithBusiness
Goals
HighLow
Allocated Resources for Value Creation
Support value
creation
activities on ad
hoc basis
Design and
implement value
creation program
Plan individual
project of value
creation
activities
DedicatedUnassigned
Facilitate value
creation
activities on
best effort basis
5. 5
1) Identify business drivers and objectives
Strategic Alignment
how value creation ties with business goals
Growing top and bottom line
Increased visibility and presence
in Asia
Differentiated competitive
positioning
Decreased time to market
Indigenous customer needs &
expectations
New and changing regulations
PortfolioCompanies
Reduced investment risk
Decreased time to exit
Improved relationship with business
partners
Value added
Created jobs
VC
Macro
Economy
2) Define business outcomes addressable by value
creation
Growth in market share
Customer and market
needs met
Customer-related outcomes
Financial-related outcomes
Revenue growth &
profitability
Economy-related outcomes
Growth in expected VA
and jobs
Respectable yearly
return on investment
3) Determine KVIs and Value Metrics
Relative Market
Share
by
geography
by product
by quarter
Total Revenue
Growth
by country
by year
by account
Investment
Scorecard
by region
by industry
6. 6
Allocated Resources
structure and work allocation
Phase 2 Phase 3
Portfolio
Companies
Initiative
HC
ET
ICT
Value
Creation
Program
Phase 1
The recommended structure below is targeted towards the choice of dedicated resources, given that VC allocate dedicated headcount for value creation function. In an
unassigned setting, value creation work could come under investment professionals’ responsibilities.
One staff to look after one sector or more
depends on the number of companies. The staff
acts as an account manager in managing
relationship with particular companies.
All value creation activitiesare organized, documented and
repeatable as initiative. New staff is hired as / Existing staff
grows into a portfolio manager to bridge the gap between
strategy and execution.
Managing value creation initiative as a program allows the function to
scale as portfolio companies expand (in both variety and volume). This
phase requires PMO (Program Management Office) to be established in
order to create and maintain a successful program.
7. 7
Value Creation Program
the big picture view
A research conducted among 587 C-Suite and senior executives by the Economist Intelligence Unit
(2013) reveals that organizations can improve their competitiveness by successfully executing
initiatives to deliver strategic result.
ProgramVision “To be the premier investor in building the future economy”
Program Mission “To value add our portfolio companies by enabling their growth globally”
Program
Objectivesand
Goals
We accomplish our mission by leveraging our extensive network, resources
and experience to help them to:
1. Build long-term perspective beyond typical investment cycles
2. Develop new business opportunities in
Programs
(Example)
1. Developing “green
lane” in clearing
regulatory
requirements with
relevant
government
agencies.
2. Facilitating access to
government grants,
enterprise activities
and procurement
opportunities.
3. Analyzing local
market and
customer segment
needs.
Value Creation Program Charter (strategic alignment level) for VC
For Reference
The invitation-only
BizSpark One program offers
personalized consulting and
mentorship with a single point of
contact at Microsoft.
8. 8
Customer Development is a four-step framework developed by serial
entrepreneur, Steve Blank to help startups in discovering and validating the
right market, building the right product features that solve customers’ needs,
testing the correct model and tactics for acquiring and converting customers,
and deploying the right organization and resources to scale the business.
The rationale behind choosing Steve Blank’s model is to avoid from
reinventing another BD process that doesn’t necessary add value to portfolio
companies. Instead we should leverage on a proven model (which is being
adopted by most internet startups) to steer our value creation process in
creating value-added activities for portfolio companies.
On the right diagram, boxes in red depict activities that VC could value-add for
portfolio companies.
Leveraging Steve Blank’s Customer Development
Model
Value Creation Model
business & customer development process and activities
9. 9
• The father of open innovation, Henry Chesbrough pointed out that in order to sustain profitability and
achieve new growth, organizations must think of their business as a service business.
• Value Creation as a Service (VCaaS) is about delivering business/customer development-related
activities that evolve and add continual value to portfolio companies for VC.
• It is recommended that VC to gradually create an end-to-end Value Creation program. Program
management discipline can integrate and align six critical dimensions (strategy, people, process,
technology, structure and measurement) needed to make Value Creation initiative a success.
Summary
recommendation and what’s next