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© Imperial College Business School Workshop 4 - Guidelines Innovation, Entrepreneurship & Design Toolbox.

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Presentation on theme: "© Imperial College Business School Workshop 4 - Guidelines Innovation, Entrepreneurship & Design Toolbox."— Presentation transcript:

1 © Imperial College Business School Workshop 4 - Guidelines Innovation, Entrepreneurship & Design Toolbox

2 © Imperial College Business School A) FORMAT

3 © Imperial College Business School IE&D Workshops: a safe environment The workshops are a safe place where mistakes are considered opportunities to learn. Workshops 1 to 3 are meant to show your evolution, research, thinking. But Workshop 4 is an assessment! It should aim to resemble a real investor pitch (if a startup) or a presentation to an investment board (if a consulting project or negative business case) If you are invited to the business plan competition you will refine this pitch again

4 © Imperial College Business School Presentation development If you have a template, use it as a guide, nothing more Aim to be authentic – what’s exciting to you about this business? Even if you have negative case (no go), show why you wanted to explore the possibility in the first place! Recommendations: Use pictures or visual aids (including props) where possible, to give the message PUNCH. Use your own graphics/branding – show that you have an identity. Don’t overcrowd with text – you should have a good speech by now and the slides are background! Imperial College Business School ©

5 © Imperial College Business School Time management and presenting skills You have 20 minutes to present and 20 to answer questions; figure out the best format to do this. Your best guide is to practice in advance and see what works! Don’t overrun the time allocated Have one main presenter (at most two) Other team members can take questions Imperial College Business School ©

6 © Imperial College Business School B) CONTENT

7 © Imperial College Business School Specific Purpose of workshop 4 All the research and exploration you’ve done should come to fruition in describing this business and your vision. Put your back into it and have fun! Now you are the expert! 1. Present your FINAL business case to the coach and assessor 2.Present it like a pitch 3.The background research should now be implied in your case, not presented separately. No longer ‘What did you do and what does it mean?’ 4.This presentation should be about ‘What WILL you do, and why and how should it be done?’ Imperial College Business School ©

8 © Imperial College Business School What to talk about The following slides indicate main themes typically covered in a pitch, not a one-size-fits-all deck We’ve kept instructions simple so you can be creative Content will vary for specific cases and industries – be authentic, do what works for your vision Some links for more specific ideas on presentation content and style: Joshua ReevesJoshua Reeves, CEO ZenPayroll One Match Ventures Irene Bejenke WalshIrene Bejenke Walsh, founder MessageLab

9 IE&D Workshop 4 – Team no. (e.g. W1, E12, F6) Your Project Title Your Logo and graphics Your visual aids or tagline Title Slide

10 © Imperial College Business School Start with an Elevator Pitch IN BRIEF (60 seconds maximum): What type of business is this (b2b, b2c, technology development, social...) What are you offering, for whom Why is it compelling How you make money (or achieve social impact if applicable) What you have achieved so far Imperial College Business School ©

11 © Imperial College Business School Market opportunity What market is it What’s your target segment and why What’s the problem/need you will address What’s the size and value (£$€) of this market, and of your specific segment If a social enterprise, quantify the impact you intend to make as well as describing it

12 © Imperial College Business School Your solution What’s your solution to the problem (product, service, technology as applicable) Why does it fit your market What’s the competitive advantage/benefits over other solutions (qualify/quantify) If it can be protected from imitation, state how Why is now the right time

13 © Imperial College Business School Business model How is your Business Model competitive Is it novel compared to other companies How does it protect/lock in value If a social enterprise, how does it create engagement Imperial College Business School ©

14 © Imperial College Business School Route to Market Imperial College Business School © Where does your venture sit in the industry structure (value chain/network) How will your product/service ultimately reach the end customer/user Why is this the best route to market Who do you expect to partner with, if applicable Have you made contact with partners and what’s the status What will you do (are you doing), concretely, to build your customer base

15 © Imperial College Business School Team Who’s on the team Main areas of responsibility for members Emphasise experience that relates to the business – legitimacy, authority If the team is incomplete, what roles and experience are you going to recruit soon Tip: Don’t use pretentious C-titles for a pre-seed startup, but do indicate who leads the team.

16 © Imperial College Business School Roadmap and Milestones First and next steps to get the venture going Expected timing and targets

17 © Imperial College Business School Financials What money can you make over next 3 yrs What will you need to spend e.g. sales forecast, development plans, milestones, etc. How much capital will you need How do you expect to source the capital Exit prospects – suggest real buyers Tips: Consider if tables are easier to read than graphs with tiny print! Price, gross margin, breakeven points, profit and cash, GROWTH! Don’t specify a % stake for equity investment, it’s too early! This should be ‘negotiable’.

18 © Imperial College Business School Progress made What’s been done so far, e.g. as applicable Design work, R&D Grants, Awards Built a prototype Field trials with users Contacts with potential partners... Engagement? Contacts with key customers... Orders? Early sales (even selling a prototype is a thumbs-up!) Conversations with investors Anything you’ve already done, say so!

19 © Imperial College Business School Conclusion: Key Takeaways Brief salient points for your audience to remember Could be: Your value proposition – why this is brilliant Progress made What you are asking for today and why they should invest or support you Offer to answer questions Imperial College Business School ©

20 © Imperial College Business School Appendix: supplementary slides Imperial College Business School © Any extra data that might help you in a Q&A session Figures Pictures Quotes Whatever you need This is optional! But it may help you to not overcrowd the main presentation.

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