SDSI SPRINGBOARD INVESTOR PRESENTATION THERE ARE HELPFUL TIPS FOR MOST SLIDES - SEE NOTES SECTION OR USE ‘NOTES VIEW’ IN POWER POINT SDSI Springboard Proprietary & Confidential
ROLE OF AN INVESTOR PITCH • The objective of the investor presentation is to show that your venture is a great investment and that you and your team can and will make it happen. • Every presentation is unique but each contains essential content in a logical progression that investors expect to see and hear. SDSI Springboard Proprietary & Confidential
GETTING TO “YES” • The hard reality is that real investors listen to +/-1200 investor pitches a year and invest in fewer than 6 ventures. So most of the time they say no. • Your objective is to keep them from finding a reason to say “no”. • Saying or showing too much too early or the wrong things will result in a “no”. • Focus your presentation at each stage, on the relevant content that will make an investor want to go to the next stage of the funding process. SDSI Springboard Proprietary & Confidential
FUNDING ELEMENTS “hook” that gets ask for Exec Summary • 90 words or less • from Ex Summary Elevator Pitch one page that gets ask for Invest Presentation Oral Exec Summary • for special events Executive Summary • from Investor Pitch Quick Pitch 15 minute ppt. that gets a Follow Up Meeting Investor Presentation Much deeper Q&A that justifies DD Follow-Up Meeting Investor deep dives for issues Serious negotiation • $, dilution, control, liquidation prefs Controlled availability Due Diligence Term Sheet Funding SDSI Springboard Proprietary & Confidential • Plus +/- 30 min Q&A • Real presentations get hit with Q&A throughout • Looking for reason to say “NO” • Must have professional representation • Milestone driven
TIPS TO PRESENTING • 15 minutes is the target presentation time. Any more and investors will question your ability to get to the point in running the venture. • You can have more than 15 slides, just don’t spend much time speaking to many of them, they can come back later during Q&A. • Do not read from your slides, maintain eye contact with audience. • Remember YOU are the only one with the script, so if you forget something, or get it out of order, YOU ARE THE ONLY ONE WHO KNOWS UNLESS YOU REACT, JUST MOVE ON. • Don’t think out loud, frame your sentences before you speak. • Uhm, is not a word we should use ever. • Pauses between thoughts and sentences are NORMAL, and gives your audience the chance to digest and understand what you are saying. • You need to breathe when you are speaking, so don’t be afraid to end a sentence vs. using AND and keep talking trying to OVER EXPLAIN something. • Monotone speaking is the best way to instill a lack of confidence in you and cause your audience to turn you off and start working on their mobile devices. • Get to the point on every slide while presenting. • Figure out what the most important thoughts or bullet points are, use voice inflections to emphasize key words or thoughts, make it natural to you or it does not work. SDSI Springboard Proprietary & Confidential
TEMPLATE GUIDELINES This template serves as an example; modify as appropriate to make sure your company’s story is represented effectively. • The purpose and process of completing this template is to help you understand the nuances of your business that investors expect to see, however this template should not be translated directly into a visual presentation. • There are explanatory notes for most slides – please see notes section or use notes view in power point. • Prepare back up (BU) slides for use during the Q&A. This tells investors that you are resourceful enough to anticipate their questions and have answers. • Using your BU slides effectively is a practiced art. • Pictures and graphics are often more effective than words • Animation seldom works, sometimes videos work • Avoid narrative on the slides when possible, use bullet points • This template includes the SDSI branding - use Slide Master to create your own branding SDSI Springboard Proprietary & Confidential
THE INVESTOR PRESENTATION TEMPLATE Slide Content and Order Guidelines THERE ARE HELPFUL TIPS FOR MOST SLIDES - SEE NOTES SECTION OR USE ‘NOTES VIEW’ IN POWER POINT SDSI Springboard Proprietary & Confidential
COVER SLIDE • Logo or product picture • Tagline/value proposition • Presenter’s name SDSI Springboard Proprietary & Confidential
BUSINESS DESCRIPTION “FOR sports and active lifestyle (SAL) industry stakeholders WHO are committed to the development of SAL business and the expansion of the SAL industry, SDSI IS the only nonprofit organization THAT provides mentoring, access to capital, elite level networking, collaboration, industry research and talent pipeline for the SAL industry. UNLIKE other membership based nonprofits, OUR organization is dedicated solely to driving the SAL industry and economy. SDSI Springboard Proprietary & Confidential
BUSINESS MODEL P Supplier(s) $ YOUR COMPANY • Design • Manufacture • Assemble • Stock… P Users P Distribution P Users $ SDSI Springboard Proprietary & Confidential
OFFERING • Seeking $700, 000 in Convertible Notes at 4% interest • Convertible into Company equity at a 25% discount to value established by qualified financing • No further financing is anticipated • Anticipated investor exit within 5 years which will achieve a 9 X return SDSI Springboard Proprietary & Confidential
THE STORY 60 -90 SECONDS OF YOU • Narrate your personal story about what caused you to want to start this venture • Appropriate photo or video in the background SDSI Springboard Proprietary & Confidential
PRODUCT PAIN & SOLUTION Explain why people will see compelling value in your offering • Describe very specific target customer “suffering” today and how intense a motivation it is for them to seek a solution • OR describe the “desire” you will create and how strong it will be, ex. , people did not know they desired i. Pods and i. Tunes Now describe the solution(s) your offering provides in direct relation to the pain(s) • Describe what will compel people to buy considering their alternatives • NOTE: doing nothing is an alternative SDSI Springboard Proprietary & Confidential
MARKET OPPORTUNITY TAM XYZ Million Athletes Growth Rate xyz% SAM XYZ Million Youth Athletes XYZ Target Demographic 10 -16 yrs Target Customer: • Demographics • Personas (2 -3) • General Traits Target Market: • Stage I: Southern California • Stage II: United States • Stage III: International Goal & Objectives: • Capture. 01% of SAM to achieve goals. • 5 YR target goal of business Model Assumptions: (examples) §Each customer will have an average spend of XYZ §Each customer will reach 5 other users SDSI Springboard Proprietary & Confidential
GO TO MARKET Give your marketing campaign a name. Bring it to life! Goal – Identify your 5 year revenue goal Goals & Objectives: • State goals and objectives and make them measureable. For example: o Build Awareness & Education o Drive Acquisition o Develop Loyalty – Repeat Business Customer Acquisition: • Identify how you will acquire your customers (i. e. , Web, Retail) • Give example of general path to conversion (i. e. , mktg campaign, drives people to web, web drives ecommerce) • Average cost of acquisition • Lifetime customer value SDSI Springboard Proprietary & Confidential
GO TO MARKET CONTINUED Strategies & Tactics: • Describe strategies & tactics to reaching goals and objectives (these build awareness and drive acquisition). For example: o Stage I – Regional o Mobile o Social Media o Print & Digital Media o Strategic Partners o Sponsorships / Partnerships o Blast Team – Influencers o Traveling Road Show o Stage II – National o Measure, Adjust, Re-Deploy SDSI Springboard Proprietary & Confidential
COMPETITOR OVERVIEW Value Components Your Company Competitor #1 Competitor #2 Competitor #3 One X X O X Two X O X X Three X O Four X X O X Five X X O X Six X O Commentary (Use this space to highlight key strengths & weaknesses) • Point 1 • Point 2 • Etc. SDSI Springboard Proprietary & Confidential
SUSTAINED COMPETITIVE ADVANTAGES & BARRIERS TO ENTRY Describe the key differentiators that will protect the enterprise for the next 12 -18 months or longer • Patents, describe status and key IP • Trademarks, Trade Secrets • Strategic Alliances • First Mover advantage…land grab • Entrenchment • Stickiness SDSI Springboard Proprietary & Confidential
PRODUCT VALIDATION Show that your offering actually works and has appeal • • • Actual sales, customers (quantify) Results of market test, customer experience, clinical trials Letters of Intent (to purchase, distribute, etc. ) Memorandums of Understanding (to join forces, etc. ) Significant testimonials Other validations SDSI Springboard Proprietary & Confidential
STRATEGIC RELATIONSHIPS Describe strategic relationships you have or will form to • Provide needed resources and markets • Give credibility and comfort for you customers • Overcome regulatory barriers • Manage IP issues • Provide a ready exit SDSI Springboard Proprietary & Confidential
DISTRIBUTION PLAN / MARGIN ANALYSIS SDSI Springboard Proprietary & Confidential
FINANCIAL OVERVIEW (proforma highlights) SDSI Springboard Proprietary & Confidential
DEVELOPMENT TIMELINE (What does the investor money buy when? ) Mass Production Market Development II Pilot Test Operating Milestones Strategic Planning Market Development I Ramp Up Production EXIT BREAKEVEN Financial Milestones 2012 2013 Burn 2015 $500 K Investment 2014 $1 M $120 K 2016 $450 K (How much money needs to be spent when? ) SDSI Springboard Proprietary & Confidential
MILESTONES WHAT ? WHEN? $$$ INVESTED? Past Future SDSI Springboard Proprietary & Confidential IMPACT/RESULT?
ASSUMPTIONS AND RISKS ASSUMPTION/RISK POTENTIAL IMPACT MITIGATION List some critical assumptions or risks that may affect the realization of revenue and profit projections… Across from each assumption, describe the negative impact of each Across from each, now describe what you are doing to mitigate or de-risk …. in decreasing order of probability (do not include natural disasters, acts of war and such) SDSI Springboard Proprietary & Confidential
TEAM MANAGEMENT TEAM Photos, names, working positions (rather than titles) • NO CEO unless held that title at successful company • “Founder” is customary • Startup experience • Qualifications that suggest “success” ADVISOR TEAM Especially important if management has little experience or no start up successes • Photos, names, company logos • Successes in bringing start-ups to profitability and exit in your market space and technologies SDSI Springboard Proprietary & Confidential
VALUATION AND EXIT Potential Acquirers include: Company A Company B Company C Strategic Value Enhance Product Line Patented Technology Provide access to New Channels SDSI Springboard Proprietary & Confidential
SUMMARY Three to five points that tell the audience why your venture is a great investment – Superior financial returns quickly – Advantaged product/service with enough target customers who will be compelled to buy – Product/service validation proof – Solid barriers against competitors – The team who will make it happen – Others SDSI Springboard Proprietary & Confidential
ENOUGH! …for the Intake Panel • Does not have to be perfect but you have to be coachable and your venture has to have “minimum” viability to be accepted into the SDSI Springboard process • To be “coachable” you have to have listen, understand, not be defensive, do what you agree to do well and on time • “Minimum” viability means you have completed every slide in the template (not all the backup slides yet!) well enough so the Intake screeners see venture potential • Once in, you will get guidance to further develop your investor presentation from experienced business strategists • One-on-one • Through milestone panels SDSI Springboard Proprietary & Confidential
BACKUP SLIDES the real “AUDITION” The investor presentation, when done properly, is only 15 minutes • However, the Q&A will run 30 -60 minutes…BULK OF THE TIME! • This time is used to dive into the details that are important to the investors and that you only skimmed over initially • Many of your “front” slides are used during Q&A • Backup slides are used as needed during Q&A • So it is all about anticipating the questions, preparing the backup slides, finding them quickly, and using them to illustrate and illuminate the answers you give SDSI Springboard Proprietary & Confidential
MARKETING 1. BEFORE & AFTER List buyer conditions “before and after” buying your product/service • Show what was lacking and what got better? • Now prioritize from most to least compelling SDSI Springboard Proprietary & Confidential
MARKETING 2. VALUE PROPOSITION. The most compelling reason for a a potential customer to buy your product/service • • Choose the most compelling Before & After case Articulate a MANDATORY “must have” reason to purchase State the benefit to the customer’s balance sheet Combine the above into a succinct, single statement • Must articulate a value proposition statement for each customer type separately SDSI Springboard Proprietary & Confidential
MARKETING 3. DIFFERENTIATION • Describe what is truly about your product or service. • Describe what your product does that does not exist in the marketplace today • Verify those claims with independent data • Describe what makes that difference sustainable • Describe how competitors will be held off and for how long SDSI Springboard Proprietary & Confidential
MARKETING 3. DIFFERENTIATION continued • Describe the benefits these differentiators will bring to customers and your business competitiveness • Tell how it will save and how much • Tell how it will make money and how much • Tell how it will increase the size of the market • Tell how it will decrease risk for customers SDSI Springboard Proprietary & Confidential
MARKETING 4. MARKET SEGMENTATION The size of the market must be described • TAM is the Total Available Market • Describe the total size of the market in the area of the product or service…Nerf football is the total sports equipment market • SAM is the Served Available Market • Describe the size of the market segment* that the company will actually address…Nerf football is the segment of the TAM that desires a soft football that will not injure children or cause damage * segment is a group of buyers who are similar in that they: • Have the same problem • Have the same buying criteria • Would see each other as credible reference in making a buying decision • Are not “could buy” but “must buy” customers SDSI Springboard Proprietary & Confidential
MARKETING 5. COMPETITIVE LANDSCAPE Helps frame your product/service and your chances for success. For each segment: • Identify the incumbent players…include workarounds, apathy, your target customer’s internal abilities • Describe how entrenched is the status quo • Describe why your competitors are the current best solutions • Describe how the competition has framed themselves • Show your competitor’s position statements • Demonstrate how your message is different and compelling SDSI Springboard Proprietary & Confidential
MARKETING 6. BUSINESS MODEL DETAILS • Identify the segment with the most compelling need relative to your differentiation in the competitive marketplace (this is the SAM) • Show the possible revenue streams for that segment • Show and justify your pricing that fits that segment • Show your pricing relative to the competition • Explain the likely revenue mix that could be achieved • Explain the most suitable/available channel(s) to market • Show a graphic of how good flow to each customer segment detailing how and how much money come back to you SDSI Springboard Proprietary & Confidential
MARKETING 7. GO-TO-MARKET PLAN. Tactical issues regarding reaching your customers and developing sales • Show the buying process…how purchases are made • Identify the real buyers and their motivations to buy • What information resources do they use to make buying decisions • Explain how you will identify, qualify, acquire and convert customers • Explain how your marketing tactics will move potential buyers through the buying process • Explain how the buyer prefers to buy and therefore how you will have to sell • Identify and justify your sales channels, show they will increase your sales, be compensated, be valued • Prioritize your channels and explain the order SDSI Springboard Proprietary & Confidential
MARKETING 8. BUDGET Show the cost of acquiring customers. . 5 year timeline Now that you have developed the go-to-market plan, a price for the cost to execute on the plan must be developed. • Develop and show the budget with detailed line items with researched quotes and bids. • The budget must include enough capital to provide a six-month runway of execution on the go-to-market plan. • Any media programming, P/R, advertising, trade shows, conferences, and events must be included. NOTE: the cost of acquiring customer must decrease over time SDSI Springboard Proprietary & Confidential
FINANCIALS Proforma P&L & Cash Flow Profitability -- $’s in 000’s Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Revenue 100 500 2, 000 10, 000 20, 000 COGS(Var. Costs) 50 175 600 4, 000 7, 000 Gross Profit 50 325 1, 400 6, 000 13, 000 - Marketing 40 150 500 2, 500 6, 000 - Payroll 50 100 350 1, 500 2, 000 - Other 10 75 100 500 1, 000 100 325 950 4, 500 9, 000 <50> 0 450 1, 500 4, 000 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 50 420 210 350 1, 000 EBITDA <50> 0 450 1, 500 4, 000 Working Capital (change) <70> <200> <300> <800> <1, 200> Investment (change) 500 0 0 Capital Expenditures <10> <50> <300> 420 210 350 1, 000 3, 500 Operating Exp. Tot. Op. Expenses EBITDA Cash Flow -- $’s in 000’s Beginning Cash Balance Ending Cash SDSI Springboard Proprietary & Confidential
FINANCE Actual Comparables SDSI Springboard Proprietary & Confidential
IP DETAILS SDSI Springboard Proprietary & Confidential
TECHNOLOGY DETAILS SDSI Springboard Proprietary & Confidential
PRODUCT DETAILS SDSI Springboard Proprietary & Confidential
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