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Innov-a-thon_Final_Pitch.pptx

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Idea Summary The Idea Team Pain Points Value Proposition Technology Business Model Idea Summary The Idea Team Pain Points Value Proposition Technology Business Model

Elevator Pitch n Concise. Your pitch should take no longer than 60 seconds. n Elevator Pitch n Concise. Your pitch should take no longer than 60 seconds. n Clear. Use language that everyone understands. Don't use fancy words thinking it will make you sound smarter. Your listener won't understand you'll have lost your opportunity to hook them. n Powerful. Use words that are powerful and strong. Deliver the "Sis-Boom-Bang" to grab their attention ! n Visual. Use words that create a visual image in your listeners mind. This will make your message memorable. n Tell a Story. A short story, that is. A good story is essentially this: someone with a problem either finds a solution or faces tragedy. Either type of story can be used to illuminate what you do. n Targeted. A great elevator pitch is aimed for a specific audience. If you have target audiences that are vastly different, you might want to have a unique pitch for each. n Goal Oriented. A kick-ass elevator pitch is designed with a specific outcome in mind. What is your desired outcome? You may have different pitches depending on different objectives. For instance do you want to: make a sale, gain a prospect, enlist support for an idea, or earn a referral. n Has a Hook. This is the element that literally snags your listener's interest and makes them want to know more. This is the phrase or words that strike a chord in your listener.

Team Formation n List key team members and brief history n Highlight former work Team Formation n List key team members and brief history n Highlight former work together and the length of the professional relationships, if any n Highlight former startups or corporate experience n Emphasize successes and/or relationships (business development) obtained that can be leveraged as potential customers, advisors, or future acquirers. n Are there any gaps in your team that this funding will help to fill?

Pain Points n What is the problem you are solving? n Describe the pain Pain Points n What is the problem you are solving? n Describe the pain points you are addressing n Quantify the pain and how deep it is n Why does the problem exist? n Why has no one solved this before? n What barriers exist? n Why are you addressing them? n What advantages do you have in solving this problem?

Value Proposition n Step 1: Know your customer: Thinking from the perspective of your Value Proposition n Step 1: Know your customer: Thinking from the perspective of your customer, ask the following: - Who is he or she? What does s/he do and need? - What problems does s/he need to solve? - What improvements does s/he look for? - What does s/he value? n Step 2: Know your product, service or idea: From your customer view point: - How does the product, service or idea solve the problem or offer improvement? - What value and hard results does it offer the customer? n Step 3: Know your competitors: Keep on thinking from the perspective of your customer, and ask: - How does your product or idea create more value than competing ones? n Step 4: Distill the customer-oriented proposition: The final step is to pull it all together and answer, in 2 or 3 sentence: "Why should I buy this specific product or idea? ” Try writing from the customer viewpoint by completing the following, (and don't forget to include the numbers and percentages that matter!): - "I want to buy this product or idea because it will. . . ” - "The things I value most about the offer are. . . ” - "It is better than competing products or ideas because. . . " n Step 5: Pull it all together: Now, turn around your customers 'answer' from step 4 into a value proposition statement.

Technology n n n n What stage are you at? Screen shots of your Technology n n n n What stage are you at? Screen shots of your software (if applicable) Infrastructure before/after your technology is implemented Visual/chart on how your technology works Say what your primary product does (e. g. ‘XYZ will enable virtual environments to be used for project sharing across different countries. ’) Is your technology defensible? Is it an innovation?

INFRASTRUCTURE CORE CAPABILITIES OFFER CUSTOMER RELATIONSHIP PARTNER NETWORK CUSTOMER SEGMENTS VALUE PROPOSITION RESOURCES CHANNEL INFRASTRUCTURE CORE CAPABILITIES OFFER CUSTOMER RELATIONSHIP PARTNER NETWORK CUSTOMER SEGMENTS VALUE PROPOSITION RESOURCES CHANNEL FINANCE COST STRUCTURE GROWTH Business Model STRATEGY REVENUE STREAMS COMPETITIVE STRATEGY

CUSTOMER RELATIONSHIP explains the relationships a company establishes with its customers. Customer Acquisition and CUSTOMER RELATIONSHIP explains the relationships a company establishes with its customers. Customer Acquisition and Customer Retention Examples: • Personal Ass. • Self Service • Dedicated • Co-Creation • Communities CHANNEL describes the channels to communicate and get in touch with customers. Examples: • Direct • In-direct • Channel Phases REVENUE STREAMS describes the revenue streams through which money is earned. Examples: • Assets Sale • Usage Fee • Subscription • Lending/Renting / Leasing • Licensing • Brokerage • Fixed Menu Price • Dynamic Price GROWTH and COMPETITIVE STRATEGY CUSTOMER SEGMENTS describes the customers a company wants to offer value to Examples: • Mass Market • Niche Market • Segmented • Diversified • Multi-Sided Platforms • Multi-Sided Markets

VALUE PROPOSITION OFFER List offer here Examples: • Innovative • Newness • Performance • VALUE PROPOSITION OFFER List offer here Examples: • Innovative • Newness • Performance • Customization • Getting The Jobs Done • Design • Brand/Status • Price • Cost Reduction • Accessibility • Convenience • Usability

PARTNER NETWORK RESOURCES describes the arrangement of activities and resources Examples: • Production • PARTNER NETWORK RESOURCES describes the arrangement of activities and resources Examples: • Production • Problem Solving • Platform/Network portrays the network of cooperative agreements with other companies. Examples: • Optimization and economy of scale • Reduction of risk and uncertainty • Acquisition of resources and activities COST STRUCTURE sums up the monetary consequences to run a business model. Examples: • Cost Driven, Value Driven, Fixed Costs, Variable Costs, Economies of Scale, • Economies of scope COMPETITIVE STRATEGY CORE CAPABILITIES outlines the capabilities required to run a company's business model. Examples: • Physical • Intellectual • Human • Financial