1. Elementi di un Business Plan
Teoria e pratica per Innovation Lab 2010
Augusto Coppola
co-founder & CEO
ERIS4
I contenuti di questa presentazione sono liberamente riproducibili laddove si citi la
fonte (Augusto Coppola, se non diversamente indicato) e non ci siano fini di lucro
2. Agenda
• Qualche utile avvertenza, ovvero
Nulla di nobile può essere fatto senza rischio (Montaigne)
• Business Plan Foundations, ovvero
Plan is nothing. Planning is everything (D. Eisenhower)
• Innovation Lab Gran Finale, ovvero
Ascolto e dimentico. Guardo e ricordo. Faccio ed imparo (proverbio cinese)
• Qualche risorsa web, ovvero
L’inizio è la metà di tutto (Platone)
• Q&A
Ci sono persone che non riconoscerebbero una opportunità neanche se
questa si alzasse in piedi e li prendesse a schiaffi (Anonimo)
3. 1. Qualche utile avvertenza
Tao k’o tao, fei ch’ang tao
(La via che è la Via, non è la vera via)
(Lao Tsu)
4. I took a course in speed reading and was able to read War
and Peace in 20 minutes. It's about Russia
(W. Allen)
Da figli si capisce poco. Da genitori si cerca di insegnare
quello che non si capiva da figli
(G. Trapattoni)
We don’t like their sound. Groups of guitars are on the way
out
(Decca Records rejecting the Beatles, 1962)
5. 2. Business Plan Foundations
Nothing will ever be attempted if all possible objections
must be first overcome
(S. Johnson)
6. Vision & Mission
Three short tales:
A lazy lawyer, a wealthy saddler and the Mr Wang’s myopia
Two key questions about your business:
- Why? Vision Market/society trends
- What? Mission Market Need
Vision Market Company
Value
Mission Value Proposition
Product
Technical Marketing
Strategy
7. Questions about Founders and Management Team
• Where are the founders from?
• What have they accomplished in the past?
• What is their reputation?
• Whom do they know?
• Who else needs to be on the team?
• Are they prepared to recruit high-quality people?
• How realistic are they about the venture chances?
• How will they respond to adversity?
• Do they have the mettle to make the inevitable hard choices
that have to be made?
• How committed are they to this venture?
• What are their motivations?
You need to work from day 1 on a strategy to make your
team stronger!
8. Founders and Management Team
Team roles should be clearly and explicitly agreed
- Team dynamics should be known
- Investors and customers are critical factors
- What happen if ...? should be deeply discussed
Advisor/influencer motivations and reputation should be
ruthless scrutinized by the founders
There can be no friendship without confidence, and no
confidence without integrity
(S. Johnson)
9. Customers
I often went fishing up in Maine in the summer. Now, I am
very fond of strawberries and cream, but I have found that,
for some strange reason, fishes prefer worms
(D. Carnegie)
Market structure has to be carefully considered
• Average expenditure for customer type and location
• How such an expenditure is structured
• Market share, revenue and profit of largest players
• Average profit in the market
• Average company size in the market
• M&A dynamics
10. Marketing
Law of Leadership
It’s better to be first than it is to be better
Law of Category
If you can’t be first in a category, set up a new category you
can be first in
Law of Attributes
For every attribute, there is an opposite, effective attribute
Law of the Mind
It’s better to be first in the mind than to be first in the
marketplace
(Ries, Trout - The 22 Immutable Laws of Marketing)
11. Investors
What’s easier to understand?
Please bring your vehicle to a speed
not exceeding zero miles per hour at
this coordinate in space and time as
STOP there is other vehicular traffic moving
in a direction perpendicular to your
own and may intersect with your
vehicle’s current trajectory
Keep it simple:
- VCs are overwhelmed by business plans
- You need to catch their attention in a very short time
- Don’t assume they understand your technology
- Don’t assume they know your business domain
12. Investors
Investors (VCs, in particular) might have preferences
- Geographic preferences
- Sector preferences
- Stage preferences
- Investment size preferences
- Exit preferences
Do not waste your time with wrong investors
Investors needs to rapidly know the exit strategy
Show them the money. QUICKLY!
Make them dreaming!
13. Stupidest (and quite classical) things you can write
• We are addressing a huge market of €100M
• We are targeting revenue for €5M within 5 years
• The market size is €10B. We have an unparalleled
technology and an incredible business proposition. With
a very conservative forecast we can target a 5% market
share, then we will get €500M
• We have no competition
• We need €250k to breakeven in 18 months
14. A few questions to be answered for Innovation Lab
• Are we addressing a growing market? Can we prove it?
• Are we addressing a real market need? Do we really
know where our target clients are and how they behave?
• Do we understand how to develop our idea? What about
the technology? Marketing?
• Are we able to jot down a credible 6/12 months budget?
• Can our business idea generate enough revenue to
attract professional investors? Or do we need an
industrial partner?
• Is our presentation short, clear and focused?
15. Innovation Lab Gran Finale
Cominciate col fare ciò che è necessario, poi ciò che
potete. E all'improvviso vi sorprenderete a fare l'impossibile
(San Francesco)
16.
17. Due domande chiave ed un ovvio consiglio
Cosa vendono?
Come fanno i soldi?
Vendete i vostri punti di forza
18. Packaging Completo
• Business Idea Executive Summary (1 pagina, 500 parole)
• Elevator pitch (60 secondi, 150 parole)
• Presentazione di 7 minuti
• PowerPoint slides e/o
• Video e/o
• Demo
• Logo, tag line, foto e 1 (una) riga di gentle remind
Attenzione!
- Executive Summary in inglese e formato PDF
- Presentazione effettuata in italiano, ma con slides in inglese
- Elevator pitch in italiano (opzionale in inglese)
- Video in italiano (opzionale in inglese)
- Demo in inglese
19. Executive Summary – 1: Vision & Mission
Company / Business Idea Name
Market
- Utilizzate termini conosciuti
- Descrivete l’evoluzione che rende il mercato attraente
Mission
- Tipo di prodotto/servizio
- Clienti
- Market need
20. Executive Summary – 2: Chi e dove siete
Chi siete
- Vendere quello che è significativo
- Siate molto brevi
Contact Name/email
Telephone/Skype Fatevi trovare!
A che punto siete?
- Clienti?
- Ambiente demo?
- Qualche altra prova della vostra idea?
21. Executive Summary – 3: Market Data
Competition
- Nomi
Competitive Advantage
- Tecnico, commerciale, mentalità, ...
- Window opportunity
- Eventualmente usate un grafico
Internazionalization / Expansion
- Dove volete fare business
- Come volete fare business
- (Opzionale) Perché questa strategia?
Market Opportunity
- Size and CAGR
- Mostrate perché
22. Executive Summary – 4: Financial Data
Indicate chiaramente:
- Quanti soldi volete
- Entro quanto li volete
- Per fare cosa
Use of Proceeds
- Siate quantitativi
(Usata dei Reference Data se disponibili)
23. Esempio di elevator pitch per una seed company (a 60
seconds/120 words example):
I am Ciccio Paduccio, co-founder and CTO of QQ7.
QQ7 is developing a software for meeting the need to discover in real-
time web page updates and correlate them with the information coming
from the financial market
By correlating virtually any web update with the information flowing on
the main financial networks, we can reduce the investment risk for
individual brokers and institutions up to 75%.
The market we are addressing is worth more than €37B and is growing
at CAGR exceeding 22%
We have a demo environment of our technology and are seeking
100k€ to implement a ten months plan to develop the alpha version,
strengthen our team and get ready for the series A
24. PowerPoint Slides
• Master slide con uno stile piacevole
• Poche e coerenti animazioni, colori, stili di scrittura
• 5 + 2 (slide) = 7 (minuti)
• Font 24+
• Verifica di stampa in bianco e nero
• Aspetti grafici vincono sui testi
• Titolo e take away line
• Uso bilanciato dello spazio
25. La presentazione
• Esempio di Presentation Outline
• Slide # 1 e #7: Titolo, speaker, come rintracciarvi
• Slide #2: The Problem We Solve
• Slide #3: Market Analysis (Size, CAGR, Business Model)
• Slide #4: Competitive Landscape
• Slide #5: Financial Plan
• Slide #6: Our Team
• Scrivete il testo del discorso e portatelo con voi
• Guardate l’audience, NON leggete le slide!
• Voce e mani sono strumenti. Usateli
• Presentate con passione
• Provate, provate, provate
• Anticipate le domande e preparatevi le risposte
26. logo
tag line
titolo
speaker
ruolo
contatto
Buongiorno, io sono Augusto Coppola, co-founder and CEO di ERIS4, una
azienda software che indirizza un mercato da $30B, che ha già diversi clienti in
Europa e che è diretta da un team che ha già gestito una startup di successo.
La nostra tag line è it’s all about timing perché noi riteniamo che i service
providers, che sono i nostri clienti target, possono incrementare in modo
considerevole i loro profitti laddove siano in grado di gestire quelli che noi
chiamiamo real-time customer profiles. Cos’è un real-time customer profile e
cos’è una transazione dinamica multi-valore? Permettetemi di spiegarlo con
alcuni esempi…
