Mey Network introduction of rwa projects

Company Name 1
Business Case
PowerPoint Template
A complete business case storyline with ready-to-use slides,
frameworks, tools, and real-life examples

Company Name 2
Objectives of this template

Template overview
The Business Case template includes a fully structured storyline complete with ready-to-use slides, as well as frameworks, tools,
real-life examples, and best practices to help you:
Create and present a full business case for a new product line, business unit, innovation area or completely stand-alone business
Analyze and describe all necessary areas with associated hypotheses for what this new product/business/innovation should look like
including value proposition, customer segments, business model and price point, IT setup, brand, team structure etc.
Discuss all necessary areas with associated hypotheses related to how this new product/business/innovation should interface and
integrate with the Group or main business(es) including positioning, data system integrations, governance etc.
Analyze potential risks and possible mitigation tactics related to building and launching this new product/business/innovation including
cannibalization, brand value etc.
Present timelines and roadmaps for the new product/business/innovation
Analyze financials and create a detailed Excel business case with strategic KPIs and other important metrics

Company Name 3
The template follows the classic 3 phase approach to creating a
business case as used by McKinsey, BCG, and Bain

Template overview
Why should we do this? What does it look like? How will we get there?
Phase 1 Phase 2 Phase 3
Outline point of departure and
rationale
• Overview of macro environment
and dynamics
• Key trends driving change
• Potential threats or opportunities
• Competitive landscape
Discuss high-level vision and
ambition
• High-level contours of new
business/product/innovation
• Strategic fit and benefits
• Creation of sustained competitive
advantage
Align on design framework and hypotheses for new business
• Customer segments and pain points
• Value proposition
• Product offering and features
• Geographic footprint
• Brand
• Governance
• Operations and processes
• Pricing and competitive position
• Distribution and marketing
• IT
• Team composition
Outline business model and detailed business case
• Business model and strategy
• Revenue and cost structure
• Business case
• Investment/capital allocation (sometimes covered in point 7)
Discuss financial projections
and scenarios
• Financial metrics
• Growth scenarios
Outline high-level timeline and
roadmap
• High-level roadmap for build,
implementation, scale
• Detailed roadmap for next phase
Discuss key risks and
approaches for mitigation
• Risk matrix
• Assessment framework
• Risk deep-dive and mitigation
strategies
Outline next steps
1
2
3
4
5
6
7
8

Company Name 4
Content of this
template

Template overview
1. Business Case PowerPoint template
2. Case: Real-life sanitized example #1
5. Appendix A: Common frameworks and tools used in mgmt consulting
6. Appendix B: Checklist and best practices for presentations
i
ii
iii
iv
v
vi

Company Name 5
How we recommend using the template (I/III)

Template overview
This template
consist of three
main parts:
The template slides themselves
that are ready to be filled in
Real-life examples showing
different ways companies have
created their business cases for
new ventures and projects
Slides providing tips and tricks
5. Appendix A: Common frameworks and tools used in mgmt consulting
i
ii
iii
iv
v
vi

Company Name 6
Use if needed
Pick-and-choose
Start here
How we recommend using the template (II/III)

Template overview
Case: Real-life sanitized example #2
4. Appendix A: Common frameworks and tools
i
ii
iii
iv
v
vi
We recommend starting by flipping
through the examples to get inspired. The
examples show different levels of detail and
different approaches to using the same
framework.
Then you can pick-and-choose the
template slides that fit your needs.
Finally, you can run through the
frameworks and tips, if you want to
double-check your presentation or need
some ideas.
Note: Examples have been sanitized and some numbers have been altered.
There may therefore be slight discrepancies between slides

Company Name 7
How we recommend using the template (III/III)

Template overview
i
The template slides themselves have been
arranged into sections.
We recommend using the section headers
to get an overview and choose the sections
for e.g. initiative deep-dives that make
sense for your needs.
Note: You can view a PowerPoint’s sections
by clicking the ”slide sorter” icon at the
bottom of the screen:

Company Name 8
Template
‘Business Case’
PowerPoint template

[Company logo]
[Business case name/title]
[Insert type of report e.g. summary, business case, pre-read etc.]
[Insert date]
Change picture to match
company pictures/
industry/project

Company Name 10
Executive summary

Executive summary
[Insert own text description key takeaway.]
[Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad
minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in
voluptate velit esse cillum dolore eu fugiat nulla pariatur.]
Version 1

Company Name 11
Executive summary

Executive summary
[Key takeaway/conclusion in bold text]
• [Supporting arguments for key takeaway/conclusion in bullet points]
[Final conclusion/recommendation in bold text]
Version 2

Company Name 12
Summary of this document

Executive summary
Summary of main findings Contents of this document
[Insert finding 1]
[Insert finding 2]
[Insert finding 3]
Main finding Description
• [Insert description in bullet form]
• [Insert content bullet]
Version 3

Company Name 13
Content • Outline point of departure and rationale for [project/business x]
• Discuss vision and ambition
• Align on overarching design framework and hypotheses
• Outline business model and detailed business case
• Discuss financial projections and scenarios
• Outline high-level timeline and investment need
• Discuss key risks and approaches for mitigation
• Outline next steps
• Appendix
1
2
3
4
5
6
7
8
9
Version 1

Company Name 14
This report will go over all aspects of [business/project x]
Version 2
Why should we do this? What does it look like? How will we get there?
Phase 1 Phase 2 Phase 3
Outline point of departure and
rationale
• Overview of macro environment
and dynamics
• Key trends driving change
• Potential threats or opportunities
• Competitive landscape
Discuss high-level vision and
ambition
• High-level contours of new
business/product/innovation
• Strategic fit and benefits
• Creation of sustained competitive
advantage
Align on design framework and hypotheses for new business
• Customer segments and pain points
• Value proposition
• Product offering and features
• Geographic footprint
• Brand
• Governance
• Operations and processes
• Pricing and competitive position
• Distribution and marketing
• IT
• Team composition
Outline business model and detailed business case
• Business model and strategy
• Revenue and cost structure
• Business case
• Investment/capital allocation
Discuss financial projections
and scenarios
• Financial metrics
• Growth scenarios
Outline high-level timeline and
roadmap
• High-level roadmap for build,
implementation, scale
• Detailed roadmap for next phase
Discuss key risks and
approaches for mitigation
• Risk matrix
• Assessment framework
• Risk deep-dive and mitigation
strategies
Outline next steps
1
2
3
4
5
6
7
8

Company Name 15
Point of
departure
and
rationale
01

Company Name 16
The digital transformation of [insert industry] is taking place and
the next wave is now taking form in [insert segment]

Point of departure and rationale
Emerging digital players for [insert industry] Illustrative
[Insert segment] [Insert segment]
202x 202x Future
[Insert main takeaway or trend in this period] [Insert main takeaway or trend in this period]
[Insert logos]
[Insert logos]
[Insert logos]
[Insert logos]
Source: xx

Company Name 17
[Insert new solution or project] can address a new segment with
[insert differentiation]

Overview of customer segments by [insert parameters]
[Parameter]
Illustrative
Existing [insert e.g. solution or brands] New [insert e.g. project, brand etc.]
• [Insert description of how these customer segments are handled today] • [Insert description of how these segments can
be handled by project X]
0
20
40
60
80
100
Customer segments
Defend the core Accelerate growth Tap into new growth segments
[Insert strategy] [Insert strategy] [Insert strategy]
Source: xx

Company Name 18
Market is large ([xx USD]) and projected to grow [xx]% CAGR in
next five years

Source: xx
Market is approx. xx [currency] in total and expected to grow [xx]% from 202x-202x
xx
xx xx xx xx
xx
xx xx xx xx xx
+x%
-x% +x%
Forecasted growth
2015 2020
2019
2018
2016 2017 2021 2022 2023 2024 2025
[Parameter 1], [unit]
[Key takeaways on market growth]
• [qualitative: short description and most
important takeaways, e.g. reason for
decrease]
important takeaways]
important takeaways]
• …

Company Name 19
In past five years, market dominance has shifted from [xx] to [xx]

Source: xx
[x] has caused [parameter 2] to grow aggressively but this
is expected to decline going forward
Due to [x] [Group 1] have been gaining market share from
[Group 2] over the past [x] years
• [Key takeaways on market development, ideally 2-3 points] • [Key takeaways on market development, ideally 2-3 points]
xx xx
xx xx
xx
xx
xx xx
xx
xx xx
2015 2020
2019
2018
2016 2017 2021 2022 2023 2024 2025
Forecasted growth
+x%
-x%
[Parameter 2], [unit]
xx
xx
xx xx
202x 202x
xx
xx
-x% % of market
~xx%
~xx%
~xx%
~xx%
% of market
[Parameter 3, e.g. sales], [unit]

Company Name 20
Industry is fragmented with many [players 1], [players 2], and [players
3] dominating different parts of the customer landscape

Source: xx
Extent
of
product
range
Typical customer [parameter] profile1
Broad
Narrow
Low High
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
[logo]
Group 1 [players 1]
Group 2 [players 2]
Group 3 [players 3]
Footnote: 1. Defined as [xx]

Company Name 21
Three key trends are driving [insert changes that create
opportunity for project X]
[Trend 1] [Trend 2] [Trend 3]
[Insert main takeaway]
Source: xx


Company Name 22
[Insert trend x]
[Insert more in-depth description of trend x]
[Segment 1] [Segment 2]
14 18
43
49
38
27
5 6
[Segment 1] [Segment 2]
14 15
64 62
17
13
4 9
Share of [insert description]
[Answer 4]
[Answer 3]
[Answer 2]
[Answer 1]
Share of [insert description]
Source: xx


Company Name 23
[Insert trend x]
xx
[insert description]
[Parameter or
segment 1]
[Parameter or
segment 2]
[Parameter or
segment 3]
[Parameter or
segment 4]
[Parameter or
segment 5]
0 1 2 3 4
[Series 1] [Series 2]
[Insert description/graph headline]
[Insert screenshot or
similar, if relevant]
Source: xx


Company Name 24
[Insert trend x]
[Insert customer quote, if relevant]
[Insert customer bio]
xx
xx
[Insert customer bio]
[Insert customer quote, if relevant]
[Category 1] [Category 2] [Category 3] [Category 4] [Category 5]
0
2
4
6
8
10
12
14
12.5
10.7
8.3
4.5
3.4
[Insert description/graph headline]
Source: xx


Company Name 25
Vision and
ambition
02

Company Name 26
Vision

Vision and ambition

[Insert vision of project/new business]
Version 1

Company Name 27
Vision
[Insert description of vision]
Version 2
Vision and ambition

Company Name 28
Our vision and ambition with [project/business x]
2
Vision
[Insert vision with creating a new business/project]
Ambition
[Insert quantitative ambition, if possible]
Version 3
Vision and ambition

Company Name 29
The overall vision and strategy for the project
What are we
trying to
accomplish?
Who should
we target?
What is our
distinctive
proposition?
How will we
deliver it?
[Insert description of vision and ambition]
[Insert description of which customer segments you are going after and, if relevant, which part of the
value chain]
Customer
segmentation and
value chain
prioritization
Value
proposition
Go-to-market
model
[Insert description of value propositions and key product features, if relevant]
[Insert description of channels, distribution strategy, team etc.]

Vision and ambition
Version 4
Source: xx

Company Name 30
[Insert current state] [Insert future vision]
[Insert keyword e.g. Products first]
[Insert keyword e.g. Static and standard]
[Insert keyword e.g. Optimized for certainty]
[Insert keyword]
[Insert keyword]
[Insert keyword]
[Insert keyword]
[Insert keyword e.g. Users first]
[Insert keyword e.g. Dynamic and bespoke]
[Insert keyword e.g. Optimized for change]
[Insert keyword]
[Insert keyword]
[Insert keyword]
[Insert keyword]
30
Version 5
Vision and ambition

Company Name 31
Ambition is threefold with an overall goal of [insert]

Vision and ambition
[Priority/goal #1]
[Insert description]
[Priority/goal #2]
[Priority/goal #3]
Achieve [insert overall goal or competitive advantage achieved]
Source: xx

Company Name 32
We see a strong fit to our overall [insert strategy]
• [Insert how project/business x complements current strategy]
• [Insert description]
[Insert how project/business x complements current strategy]
• [Insert how project/business x complements current strategy]

Vision and ambition
Source: xx

Company Name 33
[Project/business x] will allow [insert company] to be [insert how
this will give you a competitive advantage]
[Insert strategic benefit]
[Insert description of benefit]

Vision and ambition
Source: xx

Company Name 35
Our target customers are [insert segment] who are looking for
[insert main value propositions] solution
[Segment name] [Segment name]
[Segment name]
Our target segment
• [Insert description of customers in segment
e.g. age, work, relation to area you are
looking at etc.]
looking at etc.]
looking at etc.]
Source: xx
Version 1
Solution: Customer segments and pain points

Company Name 36
There are three main customer segments that are interesting to
target with [insert solution]

[Segment
Name]
[Segment
Name]
[Segment
Name]
[Insert quote or description] [Insert quote or description] [Insert quote or description]
Source: xx
Version 2

Company Name 37
Details: Customer segments
[Segment
Name]
[Segment
Name]
[Segment
Name]
Motivation to use solution:
[Insert motivation]
Decisive factors in choice of [insert e.g.
brand]:
[Insert decisive factors e.g. price]
Loyalty triggers:
[Insert loyalty triggers]
Switching triggers:
[Insert switching triggers]
Expectations:
[Insert expectations of new solution]
[Insert motivation]
brand]:
Loyalty triggers:
Switching triggers:
Expectations:
[Insert motivation]
brand]:
Loyalty triggers:
Switching triggers:
Expectations:
Source: xx


Company Name 38
[Insert first reason]
[Insert in-depth description]
We will focus on [insert segment] as our primary target segment
due to three reasons

1 2 3
Source: xx

Company Name 39
These customer segments generally have [insert number] main
problem areas in regards to [insert]

[Insert brief
description of
problem area or
simply problem
statement]
01
[Insert brief
description of
problem area or
simply problem
statement]
02
[Insert brief
description of
problem area or
simply problem
statement]
03
[Insert brief
description of
problem area or
simply problem
statement]
04
[Insert brief
description of
problem area or
simply problem
statement]
05
[Insert brief
description of
problem area or
simply problem
statement]
06
Source: xx
Version 1

Company Name 40
There are a multitude of pain points along the current customer
journey

[Step 1] [Step 2] [Step 3] [Step 4] [Step 5]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
[Insert pain point]
Source: xx
Version 2

Company Name 41
01 [Insert main area of pain points]

[Insert customer quote]
[Insert customer quote]
[Insert pain point]
[Insert pain point]
[Insert pain point
[Insert customer quote] [Insert customer quote]
[Insert customer quote] [Insert customer quote]
Source: xx

Company Name 42
[Project X] will be built on three main value propositions:

Solution: Value proposition
A.
[Insert value
proposition]
B.
[Insert value
proposition]
C.
[Insert value
proposition]
Source: xx

Company Name 43

A.
[Insert value
proposition]
[Keyword 1] / [Keyword 2] / [Keyword 3]
Source: xx

Company Name 44

B.
[Insert value
proposition]
Source: xx

Company Name 45

C.
[Insert value
proposition]
Source: xx

Company Name 46
Solution
Five core solution components will allow us to attract customers and win in the market

Solution: Product offering (or features)
[Insert product
component]
[Insert product
component]
[Insert product
component]
[Insert product
component]
[Insert product
component]
1
2
3
4
5
Source: xx
Version 1

Company Name 47
Our solution will be tailored to this new [insert] segment with
several distinctive core components

[Insert product component]
• [Insert description/keyword]
Core solution
components
Source: xx
Version 2

Company Name 48
The new customer journey will be built around [insert description]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature] [Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature]
[Insert feature] [Insert feature]
[Insert feature]
[Insert feature]
Source: xx


Company Name 49
This translates to a customer experience that feels [insert
description]
Illustrative
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
Source: xx


Company Name 50
Six core components will allow us to win in the market

[Insert product component] [Insert product component]
1
2
3 4
5
6
[Project X]
Source: xx
Version 3

Company Name 51
1. [Insert product component]
[Insert description of product component or core feature]
[Insert app screen
or other visual]

Source: xx
Slide option 1 to explain product component

Company Name 52
[Insert app
screen or other
visual]

[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
[Insert app
screen or other
visual]
Source: xx

Company Name 53
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]

[Segment]
[Segment]
Source: xx

Company Name 54
[Insert app screen
or other visual]
[Insert app screen or other
visual]


Company Name 55
We will start with simple [features/products] and add more
complex [features/products] in waves based on customer needs

[Insert target segment/needs]:
[Insert description of segment
e.g. Our earliest customers that
we can build a simple product
for.]
[Insert more more in-depth
description of which
products/features will be added
in this wave]
Wave 1
[Insert headline e.g. Get the
fundamentals right]
Wave 2
[Insert headline]
Wave 3
[Insert headline]
Wave 4
[Insert headline]
…
[Insert description of segment]
in this wave]
in this wave]
in this wave]
[Insert timeframe] [Insert timeframe] [Insert timeframe] [Insert timeframe]
Source: xx

Company Name 56
MVP launch market has been determined by attractiveness across
[insert parameters]

Solution: Geographical footprint
[Insert area 1,
e.g. financial
attractiveness]
Assessment parameter Unit [Insert geo] [Insert geo] [Insert geo]
[Insert area 2]
[Insert area 3]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert parameter]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert data point]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
[Insert unit]
Very attractive Attractive Neutral Unattractive
Source: xx

Company Name 57
Given previous assessment, [insert geo] is most likely [insert e.g. to
launch MVP in]

Assessment parameter Key rationale for [insert]
[Insert area 1, e.g.
financial
attractiveness]
[Insert area 2]
[Insert area 3]
• [Insert arguments for choosing geo x]
Source: xx

Company Name 58
There are several international growth scenarios depending on
ambition level and desired speed

Strategic
approach
Geographic
footprint
[Insert growth scenario 1] [Insert growth scenario 2] [Insert growth scenario 3]
A B C
• [Insert description of strategy] • [Insert description of strategy] • [Insert description of strategy]
Source: xx

Company Name 59
A systematic approach is used to identify brand of [project x]

Solution: Brand
[Insert first filter]
• [Insert description of filter]
[Insert second filter]
[Insert third filter]
Brand recommendation
[Insert key question] [Insert key question] [Insert key question]
Funnel for evaluation of brand for [project x] Recommendation
[Insert key takeaway, if relevant]
Source: xx

Company Name 60
[Insert visuals or other key assets to explain
brand e.g. graphic elements, fonts, color
scheme, mockups, imagery etc.]
Multiple brand directions have been explored during [insert
timeframe]

Solution: Brand
[Insert brand direction 1] [Insert brand direction 2] [Insert brand direction 3]
[Insert app
screen or
other
visual]
[Insert visuals or
other
key assets to
explain brand]
[Insert visuals or
other
key assets to
explain brand]
[Insert visuals or
other
key assets to
explain brand]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
[Insert app
screen or
other
visual]
Source: xx

Company Name 61
The [insert name] brand will leverage [insert how project x will be
positioned compared to rest of company]

Solution: Brand
[Insert tag line or headline]
[Insert in-depth description of new brand position vis-
à-vis rest of company, if relevant]
[Insert
parameter, e.g.
Classic]
[Insert
parameter, e.g.
Modern]
[Insert
parameter]
[Insert
parameter]
[Insert
parameter]
[Insert
parameter]
[Company] [New brand]®
[Insert
parameter]
[Insert
parameter]
Source: xx

Company Name 62
There are several factors we need to take into consideration when
deciding on governance and setup of [project x]

Solution: Governance
[Insert factor]
[Insert factor]
[Insert factor]
[Insert factor]
[Insert factor]
[Insert factor]
[Insert description of factor]
What does stand-alone entail? Proposed positioning of [project x]
Connection to
[company]
Stand-alone
entity
Digital
product
line
within
[company]
Source: xx

Company Name 63
The optimal [project x] setup is built up around [insert description]

[Insert project x team]
[Insert which activities/operations they will be in charge of]
[Insert stakeholder group or relevant team/function/BU]
[Insert how this group will relate to project x]
[Insert stakeholder
group or relevant
team/function/BU]
[Insert how this group will
relate to project x]
+
[Insert how this group will relate to project x]
[Insert how this group will relate to project x/what they control in project x, if relevant]
Version 1
Source: xx

Company Name 64
Governance structure ensures strategic alignment with
[Group/parent organization]

Executive Team
Steering Committee
[Project] Working Team Stakeholder groups
• [Name 1, title, BU/division/role] (chair)
• [Name 2, title, BU/division/role]
• [Group 1]
• [Group 2]
• [Group 3]
[Project] Leadership
• [Name 1, title, BU/division/role] (lead)
Source: xx
Version 2

Company Name 65
[Project x] can selectively leverage capabilities of [company] to

Solution: Operations and processes
[Insert description of
process handled in
project x]
process handled in
project x]
process handled in
project x]
process handled in
company]
[Project x]
process handled in
project x]
process handled in
company]
[Insert dimension]
Customer
support
Product
development
[Insert dimension]
Marketing
& sales
Central
functions
process handled in
project x]
process handled in
project x]
process handled in
company]
process handled in
project x]
process handled in
project x]
process handled in
company]
process handled in
project x]
process handled in
project x]
process handled in
company]
process handled in
project x]
process handled in
project x]
process handled in
company]
[Company]
Suggested process split between [project x] and [company] :
Source: xx

Company Name 66
Details: Process split between [project x] and [company]

Solution: Operations and processes
[Insert activity]
[Insert activity]
[Insert activity]
[Insert activity]
[Insert activity]
[Insert activity]
[Insert activity]
Activity Description Owner
Collaboration between [company]
and [project x]
[Insert owner] • [Insert description]
[Insert activity]
[Insert activity]
Rationale for split of activities
• [Insert key arguments for setting
it up like this]
• [Insert key arguments]
• [Insert key arguments]
• [Insert description] • [Insert description]
[Insert owner]
[Insert owner]
[Insert owner]
[Insert owner]
[Insert owner]
[Insert owner]
[Insert owner]
[Insert owner]
Source: xx

Company Name 67
We recommend a [insert description] pricing based on [insert
pricing strategy]
[Insert main price point, if relevant]
xx
[Insert secondary price point, if relevant]
xx
[currency]/[time]
[currency]/[time]
[Insert additional fee, if relevant]
xx [curr.]
xx [curr.]
xx [curr.]
xx [curr.]
xx [curr.]
xx [curr.]

Solution: Pricing and competitive position
Source: xx

Company Name 68
[Project x] will take a unique position in the competitive landscape
Current players [insert description]:
[Insert dimension]
[Insert
dimension]
[Insert
dimension]
[Insert
project x]
[Insert
competitor logo]
[Insert
competitor logo]
[Insert
competitor logo]
[Insert
competitor logo]

Solution: Pricing and competitive position
[Insert dimension]
Source: xx

Company Name 69
Our [distribution/marketing/growth] strategy follows three key
steps

Solution: Distribution and marketing
[Insert step 2]
[Insert step 3]
[Insert step 1]
1 2 3
[Insert visuals or examples
or a more in-depth
description, if relevant]
or a more in-depth
or a more in-depth
Source: xx

Company Name 70
[Marketing/sales category or approach]: [Description of strategy]

[Marketing
initiative]
[Marketing
initiative]
[Marketing
initiative]
[Marketing
initiative]
[Insert description of marketing
initiative]
initiative]
initiative]
initiative]
initiative]
[Marketing
initiative]
…
Source: xx

Company Name 71
The [growth/distribution/marketing] process requires cross-
functional skills

Product Marketing
Data
Engineering
GROWTH
Five roles in the growth team
[Insert role] [Insert description]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
Source: xx

Company Name 72
[Insert IT setup] is identified as the preferred option for [project x]

Solution: IT
Option for IT
system
Pros
Cons
Risk profile
Implementation
speed
Investment
Competitors
[Option 1] [Option 5]
• [Insert pros]
• [Insert pros]
• [Insert pros]
• [Insert cons]
• [Insert cons]
• [Insert cons]
• [Insert pros]
• [Insert pros]
• [Insert pros]
• [Insert cons]
• [Insert cons]
• [Insert cons]
• [Insert pros]
• [Insert pros]
• [Insert pros]
• [Insert cons]
• [Insert cons]
• [Insert cons]
• [Insert pros]
• [Insert pros]
• [Insert pros]
• [Insert cons]
• [Insert cons]
• [Insert cons]
• [Insert pros]
• [Insert pros]
• [Insert pros]
• [Insert cons]
• [Insert cons]
• [Insert cons]
[Insert description] [Insert description] [Insert description]
[Insert description] [Insert description]
[Option 3] [Option 4]
[Option 2]
Source: xx

Company Name 73
We have three basic options for [project x]’s IT infrastructure

Solution: IT
Build on top
of [company]’s core
A
Buy core from vendor
3rd
party
core
B
Build own core
in [project x]
[Project]
core
C
[Insert
logo]
Source: xx

Company Name 74
[Insert option] is not a viable option due to lack of [insert]

Solution: IT
[Insert reason e.g. less agile infrastructure]
[Insert description of why this will not work]
[Insert reason]
[Insert reason]
Build on top
A
[Insert
logo]
Source: xx

Company Name 75
We have outlined some key questions to answer to be able to decide
between the two remaining options

Solution: IT
[Insert option e.g. Buy core from vendor] [Insert option]
Key questions:
[Insert topic]
[Insert questions e.g. What is the 3rd
party
direction for [company]?]
[Insert topic]
[Insert questions]
[Insert topic]
[Insert questions]
[Insert topic]
[Insert questions]
[Insert topic]
[Insert questions]
Key questions:
[Insert topic e.g. Right vendor]
[Insert questions e.g. What is the 3rd
party
direction for [company]?]
[Insert topic e.g. Speed]
[Insert questions]
[Insert topic e.g. Complexity]
[Insert questions]
[Insert topic e.g. Flexibility]
[Insert questions]
[Insert topic e.g. Price]
[Insert questions]
B C
Source: xx

Company Name 76
[Insert topic]
[Insert topic]
[Insert topic]
[Insert topic]
[Insert topic]
• [Insert answers to key questions from previous slide]
[Insert option]

Solution: IT
B
Source: xx

Company Name 77
[Insert topic]
[Insert topic]
[Insert topic]
[Insert topic]
[Insert topic]
[Insert option]

Solution: IT
C
Source: xx

Company Name 78
Options [insert] and [insert] both have significant pros and cons

Solution: IT
[Insert option e.g. Buy core from vendor] [Insert option]
B C
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
Pros
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
Cons
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
➕ [Insert pro]
Pros
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
➖ [Insert con]
Cons
Source: xx

Company Name 79
We recommend option [insert]: [Insert name]

Solution: IT
Build on top
A
3rd
party
core
B
Build own core
in [project x]
[Project]
core
C
[Insert
logo]
Source: xx

Company Name 80
Details: Criteria evaluation for each option

Solution: IT
Build on top
A
B
Build own core
in [project x]
C
[Insert evaluation of criteria]
[Criteria e.g.
time-to-market]
[Criteria]
[Criteria]
[Criteria]
[Criteria]
[Criteria]
[Insert evaluation of criteria] [Insert evaluation of criteria]
[Insert evaluation of criteria] [Insert evaluation of criteria]
?
worse better
Source: xx

Company Name 81
There are [insert number] basic components in [project x]’s
infrastructure

Solution: IT
[Insert component e.g. frontend]
[Insert component]
[Insert component]
[Insert
component]
[Insert sub-component] [Insert sub-component]
[Insert sub-component]
1
2
4
3
component e.g. Everything
the user sees and the
underlying UX logic]
component]
component]
component]
Source: xx

Company Name 82
Details: [Project x]’s infrastructure

Solution: IT
[Insert element/sub-component] [Insert element/sub-component]
[Insert element]
[Insert element]
[Insert element]
[Insert element]
[Insert element]
[Insert element]
[Insert element e.g. Web/app interface (what the user sees)]
[Insert brief description e.g. Reactive interface with text, image, flow changing based on UX logic]
[Insert element]
[Insert description, if relevant]
[Insert element]
[Insert element]
[Insert element]
[Insert element]
[Insert element] [Insert element]
[Insert element]
[Insert element]
[Insert element] [Insert element]
[Insert component e.g. frontend]
[Insert component]
[Insert component] [Insert component]
1
2
4
3
[Insert element]
Source: xx

Company Name 83
Vendor evaluation: Top [insert] contenders for [insert]

Solution: IT
[Insert evaluation parameter
e.g. Fit for purpose]
[insert score, e.g from
1-10]
[Insert score] [Insert score] [Insert score]
e.g. Ease of customization]
[Insert score] [Insert score] [Insert score] [Insert score]
e.g. Support]
e.g. Talent availability]
e.g. Strategic value]
Total score [Insert score] [Insert score] [Insert score] [Insert score]
[Insert vendor logo] [Insert vendor logo]
[Insert vendor logo]
[Insert vendor logo]
Source: xx

Company Name 84
We are considering a range of Build vs. Buy options

Solution: IT
[Insert area e.g. CRM]
• [Insert considerations]
Build Buy
Options:
[Insert vendor logos]
Options:
Options:
Options:
Build Buy Build Buy Build Buy
Source: xx

Company Name 85
[Project x] team will [insert description]

Solution: Team
[Project]
Team
[Insert function e.g.
leadership]
[Insert function] [Insert function] [Insert function] [Insert function] [Insert function]
[Insert description] [Insert description] [Insert description] [Insert description] [Insert description] [Insert description]
[Insert role]
[Insert role]
[Insert role] [Insert role]
[Insert role]
Role to potentially be filled by
internal candidate
Role likely be filled by new
external hire
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
Version 1
Source: xx

Company Name 86
[Project x] team will cover all key roles needed to build and scale
the [solution] – supported by [company] functions as needed
[Insert function
e.g. UX/UI design]
[Insert function] [Insert function] [Insert function] [Insert function]
[Insert support
function]
[Insert support
function]
[Insert support function
e.g. bookkeeping]
[INSERT SUPPORT AREA] [INSERT SUPPORT AREA]
[Insert support
function]
[Insert support
function]
[Insert support
function]

Solution: Team
Version 2
Source: xx

Company Name 87
[Project x]team will gradually be expanded in line with the overall
roadmap
[Phase 1]
[Insert timeframe]
[Phase 3]
[Phase 2]
[Insert timeframe]
[Project x]
team
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert role]
[Insert timeframe]
[Insert role]
[Insert role]

Solution: Team
Source: xx

Company Name 88
Business
model
04

Company Name 89
We recommend a business model centered around [insert
description of business model]
[Insert high-level description of business model]

Business model
Revenue streams Cost structure
[Insert revenue streams (including price
point, if relevant)]
[Insert cost bucket
e.g. operations]
[Insert revenue
stream, if relevant]
[Insert revenue
stream, if relevant]
[Insert cost bucket]
[Insert cost bucket] [Insert cost bucket] [Insert cost bucket]
[Insert main
company]
Source: xx
[Insert project
x logo or
name]
Version 1

Company Name 90
Business Model Canvas
Key Partners Value Propositions
Key Activities Customer Relationships
Cost Structure Revenue Streams
Customer Segments
Key Resources Channels
[Insert target segment]
• [Insert description
incl. main pain points]
[Insert revenue
stream]
[Insert
channel]
[Insert
value prop]
[Insert value prop or
features]
[Insert value prop or
features]
[Insert
value prop
or features] [Insert
channel]
[Insert key
partner]
[Insert key
partner]
[Insert key
partner]
[Insert cost
bucket]
[Insert cost
bucket]
[Insert cost
bucket]
[Insert key
partner]
[Insert
relationship]
[Insert
relationship]
[Insert key
activity]
[Insert key
activity]
[Insert key
activity]
[Insert key
resource]
[Insert key
resource]

Business model
Source: xx
Version 2

Company Name 91

Business model
Key Partners
[Insert key partners]
Value Propositions
[Insert main value propositions
and key features of product]
Key Activities
[Insert key activities]
Customer Relationships
[Insert relationship with
customers e.g. self-service]
Cost Structure
[Insert cost buckets]
Revenue Streams
[Insert main revenue streams and price points/types]
Customer Segments
[Insert target segment]
• [Insert description incl. main
pain points]
Key Resources
[Insert key resources]
Channels
[Insert channels]
Source: xx
Version 3

Company Name 92
Revenue: A [insert revenue model/pricing strategy] will enable
shorter time to break-even compared to [insert alternative]
Year 1 Year 2 Year 3 Year 4 Year 5
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
Revenue from [insert pricing strategy
e.g. subscription model]
[Project x] costs
Cash flow over time
[currency]
Break even
[Insert alternative pricing strategy]

Business model
Version 1
Source: xx

Company Name 93
Revenue streams

Business model
[Project x] will depend on three different revenue streams that [insert description]
[Revenue stream 1]
0
10
20
30
40
50
60
70
5 7
12
16 19
1
6
15
22
27
2
4
7
12
16
Revenue over time
[currency]
8
17
34
50
62
Revenue streams
[Revenue stream 2]
[Revenue stream 3]
Version 2
Source: xx

Company Name 94
Costs: Our [project x] solution will be [insert description], with
majority of costs going to [insert cost bucket] as we grow
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
616,000.0 886,400.0 1,156,800.0 1,312,000.0 1,427,200.0
2,041,500.0
3,643,163.0
4,644,221.0
7,018,257.0
11,969,454.0
Costs over time
[currency]
Footnote: xx

Business model
Version 1
Source: xx

Company Name 95
Cost structure

Business model
Expected cost split in Phase 1
% of total costs
Expected cost split in Phase 3 and beyond
% of total costs
40%
44%
10%
5%
1%
[Insert cost bucket] [Insert cost bucket] [Insert cost bucket] [Insert cost bucket] [Insert cost bucket]
20%
10%
52%
18%
Version 2
Source: xx

Company Name 96
The overall [insert TAM, SAM, or SOM] is large and attractive at
[insert market size]
[Insert defining characteristic
of segment or description]
[Insert number or
percentage, if relevant]
[Insert defining
characteristic of
segment or
description]
[Insert number or
percentage, if
relevant]
[Insert as
others]
Total Addressable Market:
[Insert number]
Serviceable Addressable Market:
[Insert number]
Serviceable Obtainable Market:
[Insert number]
[Insert deeper description, if relevant] [Insert deeper description, if relevant] [Insert deeper description, if relevant]

Business model
Source: xx

Company Name 97
Business case
Based on [insert description] market growth assumptions
Note: [Insert note, if relevant]
See full Excel attached.

Business model
[Insert screenshot of Excel or
Excel table directly, if relevant]
Source: xx

Company Name 98
Developing the business case and ROI for [project x] is based on six
building blocks

Business model
Key considerations for the business case outcomes:
• [Insert key considerations]
Business case building blocks:
Source: xx
[Insert third parameter e.g.
revenue per customer]
[Insert third parameter e.g.
ongoing opex]
Net return
Investment
[Insert first parameter e.g.
customer acquisition cost]
[Insert second parameter e.g.
conversion]
[Insert first parameter e.g. traffic
or number of customers reached]
[Insert second parameter e.g.
funding]
X
+
X
+

Company Name 99
Financial
projections
and scenarios
05

Company Name 100
Investment plan: Total funding need is [insert] - structured as three
tranches prior to the [insert] phases

Financial projections and scenarios
[Phase 0]
xx USD
x months
[Phase 1]
x months
[Phase 3]
[Phase 2]
x months
[Project]
start
GO/
NO-GO
GO/
NO-GO
GO/
NO-GO
xx USD xx USD
x months
Version 1
Source: xx

Company Name 101
Total estimated investment costs are xx [currency] over xx years
Pre-analysis
xx [currency]
3 months
Phase 1
xx months
Phase 3
Phase 2
xx months
GO/
NO-GO
GO/
NO-GO
GO/
NO-GO
• [Insert resource need]
Estimated
resource need
• [Insert resource need] • [Insert resource need]
• [Insert KPI] • [Insert KPI] • [Insert KPI]
Guiding KPIs
for decision
Decision to start [Project]
xx years

xx [currency] xx [currency]
Version 2
Source: xx

Company Name 102
Long-term potential for [project x] depends on growth appetite
Source: xx
Footnote: xx
Option A:
[Insert strategy e.g. grow
aggressively]
Option B:
[Insert strategy e.g. get to break-
even as fast as possible]
First xx-xx years
Profit, year xx:
[insert number]
Profit, year xx:
[insert number]
Time
[Insert
parameter
e.g. # of
customers]
Year xx

Version 1

Company Name 103
z
Different ambition scenarios exist for [project x]
First xx-xx months
Time
Scenario 1: [Insert strategy]
Year 0 Year xx
Year xx
1
2
3
2
1
3
[Insert
parameter,
e.g. revenue]
Illustrative
Source: xx

Version 2

Company Name 104
[Project x] case is expected to be proven within xx years for [insert
funding] after which further investment depends on strategy
Strategic decision
Est. outcome in year xx: [insert number e.g. revenue]
Est. outcome in year xx: [insert number]
Est. funding need: [insert number]
1
2
3
Outcome in year xx:
• [Insert key outcomes e.g. target sales]
• [Insert key outcomes]
Funding need: [insert number]
Year xx onwards: Growth scenarios
Year xx-xx: Prove the case
Tranche 1
Guiding KPIs for decision:
• [Insert KPIs]
• [Insert KPIs]
• [Insert KPIs]
Go/no-go on
second funding tranche
Tranche 2
• [Insert KPIs]
• [Insert KPIs]
• [Insert KPIs]
Indicative numbers
Source: xx


Company Name 105
Timeline and
roadmap
06

Company Name 106
[Project x] will evolve in three major phases

Timeline and roadmap
1 Expore opportunity 2 Detail design and MVP
[Insert key deliverables]
3 Build MVP and launch in market
[Insert key deliverables e.g. Build clickable
dummy for product demonstration]
[Insert key people involved]
Deliverables People
[Insert key people involved] [Insert key people involved]
[Insert timeframe] [Insert timeframe] [Insert timeframe]
Version 1
Source: xx

Company Name 107
[Project] will evolve through four main phases

[Phase 1] [Phase 3] [Phase 4]
Key meetings
Responsible leads
and participants
Delive-
rables
Build
business
Build
product
[Insert timeline] [Insert timeline] [Insert timeline]
• [Insert key activities e.g build
go-to-market framework]
• [Insert key activities]
• [Insert key activities e.g. Detail
business plan]
• [Insert name and role OR
team/function e.g. Mgmt team]
team/function]
team/function]
team/function]
team/function]
team/function]
team/function]
team/function]
team/function]
SteerCo SteerCo SteerCo SteerCo
Go/no-go Go/no-go
[Phase 2]
[Insert timeline]
team/function]
team/function]
team/function]
SteerCo
Go/no-go
Version 2
Source: xx

Company Name 108
[Product] will be built and scaled in four major phases with KPI-
based stage gates prior to each phase

[High-level description of
main purpose of phase]
Phase 4
xx+ YEARS
Phase 2 Phase 3
xx MONTHS xx-xx YEARS
Phase 1
xx MONTHS
Key activities
• [Description of key activities]
Outcomes
• [Description of key metrics or
other outcomes]
Key activities
Outcomes
other outcomes]
Key activities
Outcomes
other outcomes]
Key activities
Outcomes
other outcomes]
Version 3
Source: xx

Company Name 109
High-level timeline for next [insert timeframe]

109
Week 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51
01 [Insert work stream]
Kick-off [Insert
stage-gate]
[Insert
stage-gate]
[Insert stage-gate or
SteerCo or similar]
[Insert stage-gate or
SteerCo or similar]
Source: xx
Version 4

Company Name 110
Plan
[Project x] will be built and scaled in three major phases

[Insert description of phase] [Insert description of phase]
Phase 2:
[Name of phase]
Phase 3:
[Name of phase]
[INSERT TIMEFRAME] [INSERT TIMEFRAME]
[Insert description of phase]
Phase 1:
[Name of phase]
[INSERT TIMEFRAME]
Key activities
Outcomes
Key activities
Outcomes
Key activities
Outcomes
Version 5
Source: xx

Company Name 111
We plan to launch a first MVP in Qx 202x
Preliminary roadmap for [insert] phase:

Product
[month 202x] [month 202x]
[month 202x] [month 202x]
IT
Marketing
[Insert track]
[Insert track]
[Activity 1]
[Activity 2]
[Activity 3]
[Activity 1]
[Activity 2]
[Activity 3]
[Activity 2]
Qx 202x
Soft launch
[Activity 1]
[Activity 2]
[Activity 4]
[Activity 5]
[Activity 5]
[Activity 4]
[Activity 1]
[Activity 4]
[Activity 3]
[Activity 1] [Activity 2]
Source: xx

Company Name 112
We will build [Project] in four major phases with stage gates prior
to each phase

[Insert high-level summary of
key outcomes or activities in
phase 4]
Phase 4
[INSERT TIMESPAN]
phase 2]
phase 3]
Phase 2 Phase 3
[INSERT TIMESPAN] [INSERT TIMESPAN]
phase 1 e.g. Build and
launch MVP in the market.
Acquire early customers and
validate growth channels.]
Phase 1
[INSERT TIMESPAN]
Source: xx

Company Name 113
Phase 1
• [Insert most important
outcomes e.g. Validated
product-market fit]
outcomes]
outcomes]
• [Insert key activity e.g. Identify and
test assumptions in the market]
• [Insert key activity]
• [Insert capital needed] • [Insert key roles]
• [Insert key roles]
Key activities Investment Team Outcomes
• [Insert KPIs e.g. Functional
product]
• [Insert KPI]
• [Insert KPI]
Guiding KPIs

Source: xx

Company Name 114
Phase 2
outcomes]
outcomes]
outcomes]
• [Insert KPI]
• [Insert KPI]
• [Insert KPI]
Guiding KPIs

Source: xx

Company Name 115
Phase 3
outcomes]
outcomes]
outcomes]
• [Insert KPI]
• [Insert KPI]
• [Insert KPI]
Guiding KPIs

Source: xx

Company Name 116
Phase 4
outcomes]
outcomes]
outcomes]
• [Insert KPI]
• [Insert KPI]
• [Insert KPI]
Guiding KPIs

Source: xx

Company Name 117
Implementation
roadmap: Framework
for approach

Activities
I

Capabilities


Organization


Budget &
Resource

[Insert
description]

Timelines


II

III
IV

V
Source: xx

Company Name 118
I. Key activities will be undertaken in xx phases

[Insert phase name]
[Insert timeframe]
[Insert phase name]
[Insert timeframe]
[Insert phase name]
[Insert timeframe]

[Insert description/activity]















Product
development










[Third
dimension, if
relevant]
















Distribution
and
marketing
Source: xx

Company Name 119
II. Prioritization of [features/components/segments]


Impact

Low
Mid
High

Low

Mid

High

Feasibility

Prioritized [features/components etc]

Backlog


[Insert
feature/component/
segment or other
relevant element]
[Insert
feature/component/
segment or other
relevant element]
[Insert
feature/component/
segment or other
relevant element]
Source: xx

Company Name 120
II. Key considerations on planning and sequencing

[Insert key consideration]
Key considerations [or other
relevant info e.g. general
considerations]:
• [Description]
• [Description]
• [Description]
Source: xx

Company Name 121
[Key details/criteria/areas to keep an
eye on]
II. [Insert timeline description]


2023
2024
2025

Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May

[Step 3]

[Step 2]

[Activity]

[Step 2]

[Step 1]

[Step 2]

[Step 2]

[Step 2]

[Step 2]

[Key activity]

[Key activity]

Activity

[Key activity]
….

[Key activity]

[Key activity]
[Milestone/stage gate]

[Key activity]
….

[Key activity]

[Step 1]

[Step 1]

[Step 1]

[Step 1]

[Step 1]

[IArea 1]

[Area 3]
[Ongoing key activity, if applicable]
[Ongoing key activity, if applicable]

1

2

3
Preliminary timeline:

[Area 2]
Source: xx

Company Name 122
II. Preliminary [timeline/sequence/roadmap]


202x
202x
202x

Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
[Milestone/stage-gate]

[Function/team]

[Function/team]

[Function/team]

[Function/team]

Activity

[Function/team]

[Function/team]

[Function/team]

[Step/phase/activity]

[Step]

[Step]






[Step]



[Area 1]
[Area 3]
[Step/phase] [Step/phase]
[Step/phase] [Step/phase]



Preliminary roadmap:
[Area 2]
Source: xx

Company Name 123
III. Capabilities of the core roles within [project/business x] team

x x x
x
x
Head of [insert]
[Insert role]
• [Description of role/capabilities needed]
Further support
roles (next page)
X # of FTEs

[Team]

~xx FTEs
x
Source: xx

Company Name 124
III. Responsibilities of the support and optional roles


Shared resource pool
~xx FTEs

Required
[Insert role]
x
[Insert role]
x
[Insert role]
x
[Insert role]
x
[Insert role]
x

Optional
x [Insert role]
[Insert role]
x • [Insert description]
[Insert role]
x
[Insert role]
x

Responsibilities
Responsibilities


~xx FTEs
X # of FTEs

Company Name 125
IV. Possible organizational structure across [project/business x]

X # of FTEs
Head of [insert]
[Insert role]

[xx] team
~xx FTE

[xx] team

~xx FTEs


~xx FTEs
x
x x x
x
x

Optional

Required
xx [Insert role]
xx [Insert role]
xx [Insert role]
xx [Insert role]
xx [Insert role]
xx [Insert role]
xx [Insert role]
[Insert role]
xx
xx [Insert role]
Source: xx

Company Name 126
V. Implementation of [project/business x] is expected to roll out
over the next xx [years/ months]

4
2
44

6

3

9

3

4

22

6

9

8
# FTEs
202x
FTE needs:
[team]
[team]
[team]
[team]
Stage gates:
[Insert key activities and decision
criteria]

[Insert key activities and decision criteria]
[Initiative]

[Insert key activities and decision
criteria]
202x

[Initiative]
Decision stage gate

[Phase 1]
[Phase 2]
[Phase 3]
[Phase x]
202x
Source: xx

Company Name 127
Risks and
mitigations
07

Company Name 128
Market timing risk [Description of risk]
Business model risk [Description of risk]
Market adoption risk [Description of risk]
Market size risk [Description of risk]
Execution risk [Description of risk]
Technology risk [Description of risk]
Management risk [Description of risk]
Financial risk [Description of risk]
Legal risk [Description of risk]
Strategic risk [Description of risk]
Risks mainly in [risk area 1] and [risk area 2]
Overview of risks

Risks and mitigations
Version 1
Source: xx

Company Name 129
Risks mainly in [risk area 1] and [risk area 2]

Insert risk [Description of risk]
Description Assessment of identified risks
Risks
Likelihoo
d of risk
Impact of risk
Low High
Low
High
Insert risk
Insert risk
Insert risk
Risk beyond
control
Risk that can be managed
or mitigated
Risk that can be controlled
directly / avoided
A
B
C
C
B
A
G
F
E
[Description of risk]
Insert risk
Insert risk
Insert risk
D
E
F
G
D
Version 2
Source: xx

Company Name 130
For each of the identified risks, mitigating actions have been
proposed to limit likelihood and impact

• [Description of mitigation actions]
Description
Risks
Risk beyond
control
or mitigated
directly / avoided
Insert risk
Insert risk
Insert risk
Insert risk
A
B
C
Insert risk
Insert risk
Insert risk
D
E
F
G
Source: xx

Company Name 131
Next steps
08

Company Name 132
Immediate next steps

Next steps
[Insert step]
[Insert step]
[Insert step]
[Insert step]
[Insert step]
Version 1
Source: xx

Company Name 133
Focus for next [time period] will be [focus area]

Next steps
[Insert dates] [Insert dates] [Insert dates] [Insert dates] [Sanitized dates]
[Insert date]
[Insert milestone /
stage-gate]
[Insert date]
[Insert milestone /
stage-gate]
[Insert date]
[Insert milestone /
stage-gate]
[Insert workstream]
[Insert description of key activities or workstream]
[Insert workstream]
key activities or
workstream]
[Insert workstream]
[Insert workstream]
[Insert workstream]
[Insert workstream]
key activities or
workstream]
Version 2
Source: xx

Company Name 134
Case
Real-life sanitized example #1
Pre-read document for Digital Venture in the consumer goods space

Sanitized
Group logo
Winning in e-commerce:
Blueprint for a Digital Venture
Pre-read
September 20xx

Company Name 136
Summary of this document

Summary of main findings Contents of this document
Digital e-
commerce is
certain to grow
Time is right to
launch our own
Digital Venture
Initiation of project
is pending a GO
from Board
Main finding Description
• Macro-trends show steadily increasing use of digital shopping for our
core customer groups
• Our competitors are already launching initiatives of their own
• New players are also carving out our most profitable segments
• Opportunity to create our own Digital Venture
• Design parameters for a Digital Venture have been laid out and initial
hypotheses have been established
• Business case looks attractive and risks are relatively easy to
mitigate
• Building the right team and onboarding these as early as possible is
a key enabler for success
• Recruitment efforts cannot be initiated until main design parameters
have been aligned and a high-level outline of Digital Venture has
been agreed to by Board
• Point of departure and rationale to double down
on a Digital Venture in the [sanitized] segment
• Ambition and vision for the Digital Venture
• Design framework incl. underlying option spaces
and selected hypotheses
• Suggested business model and associated
detailed business case
• Financial projections and scenarios
• High-level timeline and outline of organizational
involvement and collaboration model going
forward
• Investment need and suggested KPIs
• Key risks and suggested approaches for
mitigation
• Immediate next steps
Source: [Sanitized]

Company Name 137
The recommendations in this document are established with broad
organizational involvement of 40+ people across the Group

Research,
analysis and
design
• Xx
• xx
• Steer direction of work, decide
on key elements and monitor
implementation
Governance
and
sponsorship
Role
Stakeholder group Involvement
Participants
Digital Venture
Steering
Committee
Executive
Board
sponsorship
Core team
Subject matter
experts
• Drive Digital Venture project and
analyses
• Stakeholder management
• Steer overall direction of work
• Ensure strategic alignment with
rest of Group
• Provide input on specific topics
for definition and design of
Digital Venture across
parameters and enabler such as
data, tools, and systems
• Drive analyses where relevant
in collaboration with Core team
• [Names sanitized due to confidentiality]
Bi-weekly working
session
Daily
Monthly touchpoints
Ad-hoc, depending
on topic
Source: [Sanitized]

Company Name 138
Content • Outline point of departure and rationale for a Digital Venture
• Discuss ambition and vision
• Outline high-level timeline and roadmap
• Appendix (not included in this template)
1
2
3
4
5
6
7
8
9


Company Name 139
The digital transformation of retail is taking place segment-by-
segment and the next wave is now taking form in [sanitized]

1
Emerging digital players for e-commerce in the [sanitized] and [sanitized] segments Illustrative
[Sanitized segment] [Sanitized segment]
2012 2018 Future
Over last few years there has been the [sanitized
segment] has transitioned at scale to a digital model
The next wave is now taking form in [sanitized segment]
with new players emerging more rapidly
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
[Sanitized
logo]
Source: [Sanitized]

Company Name 140
A digital-first brand can address a new segment with a tailored
value proposition and different brand and experience

Overview of customer segments by price point and current positioning
Price point (indexed)
Illustrative
Existing model and brands New digital-first brand
• Serve existing customers of [brand 1], [brand 2], and [brand3] with existing full service and
product portfolio business model and price point
• Win new business in segment through store openings and special products
• Win price-sensitive customers in segment through selected discount programs
• Tap into niche customer segments with
preference for self-service with new brand and
tailored value proposition
0
20
40
60
80
100
Customer segments
Defend the core Accelerate growth Tap into new growth segments
Defend the core Accelerate growth with core offering Tap into new growth segments
1
Source: [Sanitized]

Company Name 141
[Sanitized] markets display high levels of digital readiness for an e-
commerce solution with significant preferences for self-service

1
Consumers have already shown willingness to use digital services across main markets
Current digital
funnel
Adoption / conversion rate across [sanitized] markets
Digitally mature consumers have a
set of distinct characteristics
• On the younger side, typically 25-45
years old
• Affluent (average income of [sanitized])
• Live in larger cities
• Tend to be white collar workers
• Are open-minded towards a broad
offering of digital solutions
• Typically employ [sanitized] services or
similar digital alternatives
• Have tried at least one of [sanitized]
solutions in the past
• [Sanitized characteristic]
• [Sanitized characteristic]
Explore options
online
Compare prices
across sites
Purchase
Return or
repurchase
[Sanitized geo] [Sanitized geo]
Re t
ur
n or
r
e pu r
c h as e
Pu r
c h as e
Co mp ar
e pr
i
c es
Ex pl
o r
eo pt
i
o ns on l
i
ne
0% 20% 40% 60% 80%
45%
35%
15%
60%
Ret
u r
n or
r
e p ur
c ha s e
Pur
c h a s e
Comp ar
e pr
i
c es
Ex pl
o r
e op t
i
ons on l
i
ne
0% 20% 40% 60% 80%
55%
63%
21%
76%
Re t
ur
n or
r
e pur
c h as e
Pu r
c h as e
Co mpa r
epr
i
c es
Ex pl
or
e opt
i
o ns on l
i
ne
0% 20% 40% 60%
32%
44%
34%
55%
Source: [Sanitized]

Company Name 142
Digital competition in the [sanitized] market is limited and early-
mover advantages can likely still be reaped

1
Pure-play
digital
ventures
Type of player
Omni-channel
traditional
players
Emerging
digital
adopters
Digital
laggards
High
Low
Degree
of
direct
competition
to
Digital
Venture
Description Current players in [market] Potential future competitive forces
• Purely digital companies with
digital offering only – either as
independent startup or corporate
venture
• Traditional retail players with omni-
channel offering including digital
• Strong digital capabilities within
e.g. UX, customer communication,
supply chain and inventory
• Traditional retail players with no
digital offering for [segment]
• Strong digital capabilities within
e.g. UX, customer communication,
supply chain and inventory
• Traditional players with no digital
offering and limited digital
capabilities (e.g. low degree of
automation)
[Sanitized logo]
[Sanitized logo]
[Sanitized logo] [Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]
[Sanitized] rumored to be
launching corporate venture
[Sanitized] VC firm just
opened new fund for
[sanitized]
[Sanitized group] players have invested heavily in
digital capabilities recently
Source: [Sanitized]

Company Name 143
1
2
3
4
5
6
7
8
9


Company Name 144
Ambition is threefold with an overall goal of achieving a strong,
long-term digital foothold in the market
Increase
market share
via strong digital offering while
maintaining future optionality
to expand or sell
Create long-term
competitive advantage
with data-driven business
model, increase cross-selling
opportunity, and smart pricing
Build pioneering
capabilities
within digital sales and online
marketing and build an agile,
customer-centric culture
Achieve strong, long-term digital foothold
2
Source: [Sanitized]


Company Name 145
Standard store Personal universe
Products first
Static and standard
Optimized for efficiency
One-size-fits-all
Feels like a chore
Fixed time, fixed location
More products are better
Users first
Dynamic and bespoke
Optimized for effectiveness
Personalized
Feels like fun
On your own time, anywhere
Right products are better
145
2
Source: [Sanitized]


Company Name 146
1
2
3
4
5
6
7
8
9


Company Name 147
The Digital Venture blueprint addresses all design parameters with
prioritization of selected critical areas
Design parameter Priority Key deliverables for Blueprint phase
Customer segments
• User-tested, fit-to-market product offering (MVP + roadmap for product offering expansion)
• Detailed outline of target customer segments
• Customer-tailored value proposition
• User-tested customer journey, UX, and visual design incl. clickable dummy
Value proposition
Product offering
Geographic footprint • Initial view on market expansion past [sanitized] core market
Brand • Detailed options and recommendation on branding model and positioning
Governance • Detailed assessment of governance vis-à-vis Group
Operations
• Initial view on how central functions should optimally be set up incl. relation to Group functions
• Initial view on pricing strategy incl. price point and positioning (not included due to confidentiality concerns)
Pricing
Distribution and marketing
• Assessment of optimal sales approach to drive customer onboarding as well as marketing strategy
• Initial assessment of optimal IT architecture incl. all relevant integrations
IT
Team composition • Outline optimal team composition for both build phase and ramp-up
Partnerships • Not in scope – will be addressed after Blueprint phase
Finance and accounting • Not in scope – will be addressed after Blueprint phase
Business case
• Detailed business case incl. outline of initial build costs in both [sanitized] scenario and [sanitized] scenario (see
section 4 for business case)
A
B
C
D
E
F
G
H
I
J
K
L
M
N
Business
case
Operating
model
Go-to-
market
3
Source: [Sanitized]


Company Name 148
Target customers should be based on prioritization of categories
and segments to arrive at commercially attractive MVP
Exhaustive map
Segments and product
categories that could be
potential candidates for
a digital-first MVP
Stand-alone
attractiveness
Assessment of financial
attractiveness across:
• Market size of
segment
• Growth
Digital readiness
Evaluation of segment
attractiveness in terms
of:
• [Sanitized]
• [Sanitized]
Fit to existing brand
proposition
Assessment of brand
value in each segment
and in relation to
product map
Prioritized list of
segments and products
Short-list of potential
target segment for which
to tailor initial product
Which segments
are financially
attractive?
Which industries
and products are
ready for digital?
Where can we
leverage existing
brands?
Long-list of segments
and products Prioritization funnel
Prioritized target
segments and products
3 A
Source: [Sanitized]


Company Name 149
There are three main customer segments that are interesting to
target with digital solutions
3 A
Low-price
Larry
Seamless
Steve
Data-driven
Diana
“I always look for the best bargains. If
[sanitized] has a deal on stuff like
[sanitized], I’ll happily drive an hour
there and back.
I make it a game to shop as cheaply
as possible."
“Quality and price are of course
important to me, but most important
is easy of shopping.
A couple of hundred dollars more or
less isn’t a big deal. As long as it’s a
fair price and I can get it done without
a lot of work or hassle from my side."
“It means a lot to me that everything I
buy is both high-quality and
environmentally friendly.
I often spend a long time researching
products, even at the store. It takes
me many hours but the information is
worth it."
Source: [Sanitized]


Company Name 150
Details: Customer segments
3 A
Low-price
Larry
Seamless
Steve
Data-driven
Diana
Motivation to use digital solution:
Wants to get the best deals, regardless if he can
physically inspect goods.
Decisive factors in choice of company:
Values low price above all, incl. quality. Appreciates
a broad product selection.
Loyalty triggers:
Hard to trigger loyalty as price will always be the
decisive factor. A loyalty lever could be loyalty
programs that save him money.
Switching triggers:
Price increases or bad experience with e.g. returns.
Expectations:
Expects fair and normal terms and conditions but
other than that he has few expectations and wants
to keep costs and by such prices down.
Wants to buy the ‘right’ things that she is sure aligns
with her values.
Having extensive information about the entire
supply chain, tailored recommendations, and
recognized stamps of approval.
Loyalty triggers:
Has quite high brand loyalty due to ‘sunk cost’ of
already finding information.
Switching triggers:
May switch if a friend or other close network relation
starts using new offering.
Expectations:
Expects transparent and data-heavy solution, and a
high service level to meet ongoing demands and
answer questions.
Wants to get it done as swiftly and efficiently as
possible.
Products that are tailored to his needs and a
seamless onboarding process.
Loyalty triggers:
A user journey without friction points and easy
integration with other services/software will likely
trigger high brand loyalty and stickiness.
Switching triggers:
Cumbersome processes with high burden put on
him and/or price increases of +10-20%.
Expectations:
Expects products tailored to his situation and a
friction-less customer journey with digital
touchpoints.
Source: [Sanitized]


Company Name 151
These customer segments generally had six main problem areas in
regards to the current shopping experience
[Sanitized]
01
Difficult to find
what you are
looking for
among 8000+
SKUs
02
Experience/
interface
lackluster
and old-
fashioned
03
High burden
put on
customers to
verify product
04
Lack of trust
that goods
will match
online
version
05
Lack of
personalization in
offerings and
touchpoints
06
3 A
Source: [Sanitized]


Company Name 152
A Digital Venture should be built on three main value propositions:
A.
Personal
B.
Easy
C.
Fun
3 B
Source: [Sanitized]


Company Name 153
A.
Personal
3 B
Customized / Helpful / Empowering
People before products. Tailored to
your exact needs. Empowered self-
service on your own time. No complex
choices. Recommendations when you
need it. Customer stories from others
like you.
Source: [Sanitized]


Company Name 154
B.
Easy
3 B
Seamless / Easy / Understandable
Best-practice UI design. Putting data to
work instead of customers. Intuitive
interaction patterns. No unnecessary
complexity. Clear structure when
needed.
Source: [Sanitized]


Company Name 155
C.
Fun
3 B
Seasonal / Engaging / Thematic
Relevant products for each season.
Inspiring themes, images, product
groupings. Bringing stories into
shopping experience. Immersive
design. Feeling of being in a “real”
store in each season.
Source: [Sanitized]


Company Name 156
Six core components will allow us to win in the market
3 C
Digital
self-service
Data-driven
as an enabler
Proactive
engagement
Customers before
products
Micro-segmented
end-to-end
In-bound,
targeted marketing
1
2
3 4
5
6
Digital
Venture
Source: [Sanitized]


Company Name 157
1. Customers before products
3 C
Uncovering your needs before pushing our products.
Data-driven recommendations that are tailored to your
specific situation and timing.
Empower you with insights to make sound choices that
fit your needs.
Only showing relevant products and choices so you are
not overwhelmed by irrelevant options.
Providing [sanitized].
[Sanitized app
screenshot]
Source: [Sanitized]


Company Name 158
1. Customers before products
3 C
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
Source: [Sanitized]


Company Name 159
[Sanitized app
screenshot]
2. Micro-segmented E2E
3 C
An end-to-end micro-segmented user journey from first
ad to ongoing engagement.
Landing pages that speak directly to you with relevant
examples and stories.
Onboarding flow that is tailored to you and only asks
relevant questions in ways that relate to your situation.
Product recommendations that make sense for you and
your situation and are based on what others like you do
or like.
Source: [Sanitized]


Company Name 160
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
[Sanitized
app
screenshot
showing
specific
feature]
2. Micro-segmented E2E
3 C
The Father-Of-Three
The Single Student
Source: [Sanitized]


Company Name 161
[Sanitized app
screenshot]
3. Digital self-service
3 C
Fully digital onboarding and one-flow purchase. With
recommendations and support at hand whenever you
need it.
On your own time – no closing hours or mid-day calls
that interrupt your workflow.
No negotiations or coupons needed. What you see is
what you get.
Full transparency on terms and conditions so you don’t
have to worry about fine print or loop holes.
Express delivery, of course.
Source: [Sanitized]


Company Name 162
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
3. Digital self-service
3 C
Source: [Sanitized]


Company Name 163
[Sanitized app
screenshot]
4. Proactive engagement
3 C
We’ve got you covered. No more reminding yourself to
check whether you need to stock up or refresh
[sanitized].
Data-triggered and relevant touchpoints to ensure your
[sanitized products] are up-to-date…
…but you choose the frequency and nature of the
proactive notifications. Our promise to you: You will
never risk an unsolicited sales call.
Service integrations to automatically [sanitized].
Easy paths and call to actions for you to secure the right
product and choice in the moments when [sanitized] is
top of mind for you.
Source: [Sanitized]


Company Name 164
[Sanitized app
screenshot]
[Sanitized app screenshot]
4. Proactive engagement
3 C

Company Name 165
5. In-bound, targeted marketing
3 C
Ads tailored to each micro-segment to only show
relevant examples and real stories with people and
problems that are relatable to you.
At-the-right-time ads in moments at which [product] is
top of mind – with clear calls to action to buy or engage
(and not “Get a call”).
Partnerships that are a natural extension of your exiting
portfolio of services.
Adjusted messaging to segments to fit the mindset
whether you are oriented towards growth or stability.
[Sanitized app
screenshot]
Source: [Sanitized]


Company Name 166
6. Data-driven as enabler
3 C
Simplify products and cross-links to be able to use data
more efficiently in all functions.
Use customer data from [Group] to customize
onboarding flow and recommended products to reduce
complexity and focus on key choices.
Integrations to pre-populate input fields and minimize
burden on you.
Automate as much as possible to bring costs down.
[Sanitized app
screenshot]
Source: [Sanitized]


Company Name 167
6. Data-driven as enabler
3 C
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
[Sanitized app
screenshot
showing
specific feature
– not shown
due to
confidentiality
concerns]
Source: [Sanitized]


Company Name 168
MVP launch market has been determined by attractiveness across
value potential, digital feasibility, and our competitive advantage
3 D
Financial
attractiveness
Assessment parameter Unit UK [Sanitized country] [Sanitized country]
Digital
attractiveness
Ability to
execute
Market size
Market growth
[Sanitized]
Digital readiness
Digital competition
Customer propensity to switch
Strength of existing brand
Possibility to leverage [Group]
capabilities
Risk of cannibalization
Distortion of pricing structure
Ability to execute given existing
pipeline
37.5
1.5%
[sanitized]
Around 53% of consumers
prefer digital
Many small and large
players already
Most consumers shop at
least 2-3 places a week
[sanitized]
IT center located in
[sanitized]
Strong market presence
already
Would be able to
differentiate new offering
Ties in well with existing
digital efforts
23.4
3.2%
[sanitized]
~50% of 25-35 yo prefer
digital
Handful of smaller niche
players
Local shops are still the
norm
[sanitized]
Strong team in place, open
to supporting innovations
Would target completely
new segment
Some risk, but can be
mitigated
Some space in roadmap
28.4
4.7%
[sanitized]
Mobile-first is common
Almost no competition
Local shops are still the
norm
[sanitized]
Almost no infrastructure,
basic team
Little overlap in value props
Not a high risk
Would be driven
from [sanitized]
M EUR
’15-’20 CAGR
[sanitized]
Low-high
score
High-low
score
Low-high
score
NPS
Low-high
score
High-low
score
High-low
score
Low-high
score
Very attractive Attractive Neutral Unattractive
Source: [Sanitized]


Company Name 169
Given previous assessment, UK is most likely MVP-launch country
and can act as a strong ‘incubator’ for Digital Venture
3 D
Assessment parameter Key rationale for launch in UK
Financial
attractiveness
Digital
attractiveness
Ability to
execute
• Large market size of ~37.5 M EUR and [sanitized] number of consumers in three key segments
• Stable market growth rate of 1.5% CAGR over past five years with similar positive outlook going forward
• [sanitized argument]
• Sound digital maturity with ~53% of consumers preferring digital, with higher ratio among key segments
• Relatively little brand loyalty among consumers and highly fragmented market
• Urgency to act now given increasingly competitive landscape and especially entrance of [sanitized] by
[sanitized] in market
• Outstanding brand awareness and recognition of [Group] brands to drive customer onboarding and
significantly reduce brand-building costs
• Significant opportunity to leverage strong IT backbone and local market expertise
• Solid traction in core business while maintaining possibility to differentiate with Digital Venture offering
• Local pipeline already positioned to introduce Digital Venture-type play
Source: [Sanitized]


Company Name 170
There are several international growth scenarios depending on
ambition level and desired speed
3 D
Strategic
approach
Geographic
footprint
Focus on core market until
case is proven
Launch in core market
with regional expansion
Pan-European ambition
with rapid expansion
A B C
• Build and launch digital-first brand in
UK only with focus on strengthening
current market position
• Once case is proven revisit
international expansion
• Incubate digital-first brand in UK
with focus on strengthening current
market position
• Expand to Ireland once solid
blueprint established in UK
• Incubate digital-first brand in UK and
establish solid blueprint
• Expand to several major European
markets within a year as soon as
blueprint is in place
Source: [Sanitized]


Company Name 171
Identifying optimal branding model of Digital Venture is not
straightforward – a systematic approach has been used
3 E
Branding model archetypes
• Assessment of overall
approaches for branding model
ranging from fully independent to
continuation of existing [Group]
brand
• Ruling out infeasible archetypes
Specific brand directions
• Evaluation of specific brand
directions within archetypes –
both for launch as well as later
potential transition of Digital
Venture brand to different model
• Ruling out infeasible directions
Launch and transition paths
• Assessment of pros and cons of
launching Digital Venture in
identified branding models
• Evaluation of different transition
paths for Digital Venture brand
Brand recommendation
Short-list of viable brands
and positioning vis-à-vis
[Group], and
recommendation on model
for launch incl. potential
transition paths
What are relevant
branding models to
explore further?
Which brand
directions are most
appropriate?
What are viable paths
for the brand to
evolve after launch?
Funnel for evaluation of branding models for Digital Venture Recommendation
In three steps we have found a brand model to use for initial launch of Digital Venture, as well as how we see this
transition over time given strategic ambition for [sanitized] segment
Source: [Sanitized]


Company Name 172
Multiple brand directions and models have been explored during
past months
The aim has been to find a direction which clearly differentiates the brand in the market while building on our
core values and promise to customers
3 E
Painless + Playful Crisp + Colorful Transparent + Trusted
[Sanitized
app
screenshot]
[Sanitized
app
screenshot]
[Sanitized
app
screenshot]
[Sanitized
app
screenshot]
Slideworks note: These brand images are sanitized
and any reference to client company removed
Source: [Sanitized]


Company Name 173
The ”[sanitized]” brand direction tested well among our target
segment and provides a clear link to our core values
It is imperative that we continue to test the brand direction with target users and make necessary alterations
to the conceptual and visual design.
3 E
A.
Personal
B.
Easy
C.
Fun
[Sanitized
app
screenshot]
[Sanitized
app
screenshot]
[Sanitized
app
screenshot]
Source: [Sanitized]


Company Name 174
The ”[sanitized]” brand will leverage [Group]’s reputation while
differentiating itself from [Group]’s brand position
3 E
We are alone yet united.
[Group] owns a remarkable market position - and we
will use that as leverage in the same manner as
[sanitized example] has managed to:
Visibly, honestly, and proudly telling and showing the
relation. While foremost having our own story at
heart.
We will define our own, unique and attractive
position with [sanitized brand] and then infuse much
needed credibility into the brand with [Group].
Classic Modern
Stable Dynamic
Authoritative Approachable
[Group] [brand]®
[Group] [brand]®
Simple
Complex
[Group] [brand]®
[Group] [brand]®
Source: [Sanitized]


Company Name 175
There are several factors we need to take into consideration when
deciding on governance and setup of the Digital Venture
3 F
Build fit-to-purpose
platform
Tailor and adapt UX
and customer
journey
Calibrate pricing and
run campaigns
Launch new
products and
features
Establish brand
identity
Team and
governance
Free choice of IT architecture and
application of 3rd
party providers. No
constraints re legacy systems.
Unconstrained design and calibration
of UX, colors, themes, fonts etc.
Frequent adjustment of price point and
model with no caps or floors set by
Group pricing
Release cycles, sprints, and backlogs
fully managed within new digital-first
brand and team
Utilize same CRM system
and customer data profiles
to ensure consistency
Use accents or details of
Group colors to add
trustworthiness
Set price floor per product
to ensure overall Group
competitiveness
None
What does stand-alone entail? Proposed positioning of Digital Venture Connection to Group
Full control over brand styling,
channels, competitive positioning, and
all external communications
Completely self-contained team with
full autonomy and own control over all
decisions incl. strategic
Leverage strong trust in
Group brand through subtle
visual cues
Steering Committee
consisting of Group
representatives
Stand-alone
entity
Digital
product
line
within
core
[Group]
Source: [Sanitized]


Company Name 176
The optimal Digital Venture setup is built up around a focused core
team, with support from experts and best-of-breed partners
Digital Venture team can act as nearly autonomous, stand-alone unit while strategic alignment is ensured
through [Group] ‘Board of directors’ that sets overall direction
3 F
Digital Venture team
Fully focused, dedicated and incentivized core leadership team as the anchor and driving force. A local world
class team is recruited around the leadership, building on top of the strong foundation developed until go-live.
Covers all critical functions necessary for launch and scale, and grows in size as the Digital Venture matures.
Innovation experts
Local day-to-day execution and scaling support from [Group] innovation function. Acts as sparring partner, and
steps in to any ad-hoc functions, if needed.
Best-of-breed partners
Partner with best-of-breed
providers for specific areas
where it does not make sense
to build those competencies
on the core team or where
extra fire power is needed to
speed up the Digital Venture,
e.g. software stack, branding
etc.
An obvious potential partner
could be [sanitized] regarding
[sanitized] component.
+
Subject matter experts
Close collaboration with, and support from, existing [Group] business employees in areas such as data
accessibility, system integrations, customer acquisition, [sanitized], etc. and general industry expertise.
Board of directors
Governing board consisting of selected [Group] and external industry and corporate venture experts advising and challenging the Digital Venture leadership.
Source: [Sanitized]


Company Name 177
Digital Venture can selectively leverage capabilities of [Group] to
maintain autonomy while ensuring strong operations
3 G
Digital Venture
manages all marketing
and owns the full
customer interface
Customer files return
and sees status in
Digital Venture
interface
Digital Venture owns
and maintains data
collection
-
[brand]®
Digital Venture
reviews return and
handles all simple
cases
[Group] handles all
complex returns in
Digital Venture system
Returns
handling
Customer
support
Product
development
Pricing &
COGS
Marketing
& sales
Central
functions
Digital Venture owns
full customer facing
digital interface
Digital Venture
maintains and
manages all interface
changes
[Group] can access
Digital Venture
roadmap at any time
Customer can access
support through Digital
Venture email, chat,
and phone
Digital Venture
manages
frontline support
[Group] handles
complex questions by
phone via Digital
Venture system
[sanitized]
[sanitized]
[sanitized]
-
Digital Venture is
responsible for all
ongoing operational
functions, incl.
accounting and HR
[Group] will support
Digital Venture with ad
hoc requests
[Group]
Suggested process split between Digital Venture and [Group] following ‘go-live’:
Source: [Sanitized]


Company Name 178
Details: Process split between Digital Venture and Group during
first years after go-live
3 G
Sales &
distribution
Marketing
Customer admin
& billing
Customer support
COGS
Returns handling
Central
functions
Activity Description Owner
Collaboration between [Group] and
Digital Venture
• Build and execute campaigns
• [sanitized]
• Support customers where relevant
• Provide central support across
HR, Legal, Finance,
Accounting, etc.
[brand]® • Fully owned by Digital Venture
• Ongoing operations handled by Digital
Venture, ad hoc support on specialty
functions handled by [Group]
• Administer customer database
• Handle billing
• Develop, test, bundle and launch
new products and services
[brand]®
[brand]®
• Fully owned by Digital Venture
• Frontline owned by Digital Venture but
complex questions re-directed to
[Group] via Digital Venture system
Market pricing
Product
development
• Receive and process returns
• Calculate market based on
[sanitized] [brand]®
[brand]®
[brand]®
Rationale for split of activities
• Digital Venture should be built
with maximum autonomy while
meeting potential constraints
from [Group]
• Digital Venture should own all
customer-facing activities
including customer service
function
• Traction should be enabled via
strong focus on commercial
capabilities while outsourcing
heavy operational tasks
• Agility of Digital Venture with
respect to product and feature
releases should be enabled via
independent product
development
• Back-office support should be
present, but leverage [Group]
backbone
• Simpler returns handled by Digital
Venture, complex redirected to [Group]
• [Sanitized]
• Package and sell products
• Own customer interface and
associated data collection
[brand]® • Fully owned by Digital Venture
[Group]
[Group]
[Group]
[Group]
Source: [Sanitized]


Company Name 179
Digital Venture target segments and sales strategy dictate the
proper high-level growth and distribution tactics
3 I
[Sanitized
segment]
[Sanitized
segment]
[Sanitized
segment]
No/Low-Touch
(Self-service)
Medium-Touch
(Digital-physical)
High-Touch
([sanitized])
Target
segment
Sales
strategy
PRIMARY FOCUS
Our goal:
Acquire a high volume of customers who
purchase through a self-service platform for a
medium/low-price and with medium/low-cost
acquisition.
Key growth and distribution tactics:
• Highly effective, yet efficient onboarding
processes with a scalable customer success
solution
• Broad value proposition that speaks across
customer (sub-)segments
• Paid inbound marketing
• Partnerships and partner programs
• Automate everything to drive down CAC
Source: [Sanitized]


Company Name 180
The growth process requires cross-functional skills
3 I
Product Marketing
Data
Engineering
GROWTH
Five roles in the growth team
(Not equivalent to 5 FTEs until 3-4 years into Digital Venture journey)
Product
manager
A product manager who is responsible for the
growth experiment roadmap
A developer who focuses on technical decisions as
well as implementing experiments and tracking
A versatile marketer with expertise in a channel –
from paid marketing to SEO to email to others
An analyst focused on creating insights – both macro on
the user lifecycle, and micro, on specific experiments
A designer leading the UX, but with an emphasis on speed
Design
Data and
analytics
Marketer
Engineer
Source: [Sanitized]


Company Name 181
Paid
marketing
SEO Partners Referrals PR
Paid marketing expected to be main growth driver in early years
3 I
Key to a low acquisition cost (CAC) through paid
marketing (regardless if the channel is Google, Facebook
or LinkedIn) will be to reach microsegments of our target
customers with a highly targeted real-time marketing at
exactly the right defining moments.
Micro
segmentation
Power Law of Distribution
Most high growth companies get 70%
or more of their acquisition from one
channel during their early life.
Moment
Event-triggered
data signal
Targeted real-
time marketing
Expected distribution channel split
Share of total distribution (%)
+
Source: [Sanitized]


Company Name 182
Example: Targeted ad using
data informed moment
Segment: Data-driven Diana
Trigger moment: Searches for [sanitized]
Data signal: [sanitized]
Marketing channel: Facebook, Linkedin
[Sanitized screenshot of Facebook ad example]
3 I
Source: [Sanitized]


Company Name 183
Building a new core system on top of standard software is preferred
due to risk profile and investment need
3 J
Option for IT
system
Pros
Cons
Risk profile
Implementation
speed
Investment
Competitors
Reuse existing system Build new software on top of standard software Custom-build system
• Easy to bring back
learnings to [Group]
• Easy to integrate if
needed
• Non-agile, old
architecture
• Legacy systems
Use existing [sanitized]
platform
• Tested in [sanitized]
unit with good results
• Agile, modern
infrastructure
• Potentially limited for
more complex need
[Sanitized provider]
• Agile, modern
infrastructure
• Used in best-in-class
startups
• Security has been
breached before
• Not yet proven in
[Group] setting
[Sanitized provider]
• Agile, modern
infrastructure
• Untested
Other standard software
• Fit-for-purpose with
high level of tailoring
• Agile, modern
infrastructure
• Costly
• Difficult to implement
Build new system from
ground up
Almost no digital
ventures have done this Most digital ventures have gone this way
A few have tried and
failed
Source: [Sanitized]


Company Name 184
During the design and build phases, Digital Venture team will
include ‘critical core’ with required competences for launch…
Digital
Venture
Team
Leadership
Digital customer
experience
Data, advanced analytics
& backend
Digital marketing Product development
Operations and
back-office support
Strong and passionate
leaders with
entrepreneurial
background and strong
digital capabilities
Digital UI/UX designers to
drive front-end
development and shape
user experience in digital
customer journeys
Experts in digital and
IT/POS to lead digital
transformation, build core
analytics capabilities and
build up tech as a core
differentiator
Strong go-to-market
experts with deep
knowledge of retail and
key channels
Experts in pricing, strong
analytical capabilities and
extensive knowledge of
consumer products
Experienced customer
support and central
function expertise across
e.g. accounting, legal and
HR/Talent
Executive
Director
Head of Tech
Head of Ops API
developer
Back-end
developers
internal Group candidate
external hire
Pricing expert
Accounting specialist
(c.0.5 FTE allocation)
Head of Sales
Digital marketing
capabilities beyond
leadership not required
due to limited marketing
campaigns pre-launch
3 K
Head of Product UI designer
Data scientist
Data architect /
analysts
HR / Head of Talent
CX/UX
designer
Front-end
developers
Product developer /
Product specialist
Source: [Sanitized]


Company Name 185
…after which Digital Venture team will be fully ramped up and
comprise all required roles across business and IT
Digital
Venture
Team
Leadership
Digital customer
experience
Data, advanced analytics
& backend
Digital marketing Product development
Operations and
back-office support
Strong and passionate
leaders with
entrepreneurial
background and strong
digital capabilities
Digital UI/UX designers to
drive front-end
development and shape
user experience in digital
customer journeys
Experts in digital and
IT/POS to lead digital
transformation, build core
analytics capabilities and
build up tech as a core
differentiator
Strong go-to-market
experts with deep
knowledge of retail and
key channels
Experts in pricing, strong
analytical capabilities and
extensive knowledge of
consumer products
Experienced customer
support and central
function expertise across
e.g. accounting, legal and
HR/Talent
Executive
Director
Head of Product
Head of Tech
Head of Ops
CX/UX
designer
UI designer
Front-end
developers
API
developer
Data scientist
Data architect /
analysts
Back-end
developers
internal Group candidate
external hire
Pricing expert
Accounting specialist
(c.0.5 FTE allocation)
HR / Head of Talent
Head of Sales
3 K
Product developer /
Product specialist
Legal
Digital marketing
lead
Marketing
assistants
Customer
support
Source: [Sanitized]


Company Name 186
1
2
3
4
5
6
7
8
9


Company Name 187
Digital Venture business model will build on a positive loop of
attractive prices and services combined with membership
Membership fee gives customers
access…
…to low prices for curated
selection…
…which can be kept even lower by
increased bargaining power (and
leveraging [Group])…
…as well as supplemented by
revenue-split with Digital Venture
partner services
4
…leading to even more attractive value proposition and higher stickiness
1 2
3
4
5
Preliminary business model:
Source: [Sanitized]


Company Name 188
Details: Business case
4
Revenue uncertainty driven by:
• Market dynamics and segment's
reaction to a new player
• Possible emerging competitors in
same segments
• Actual average revenue and
distribution for these segments
Cost uncertainty driven by:
• Customer acquisition cost for a
new digital player
• Strategic choice on growth
scenario (especially driving more
marketing and bigger team size)
• Amount of customers needing
manual support
Slideworks comment:
These numbers have
been randomized due to
confidentiality concerns
Note: See full business case in attached Excel
Source: [Sanitized]


Company Name 189
1
2
3
4
5
6
7
8
9


Company Name 190
z
Different ambition scenarios exist for the Digital Venture
First 12-18 months
Build and grow digital-first
brand and prove the case
Time
Scenario 1: Expand to regional markets
Expand to Ireland and grow in UK. Main cost drivers
are added support + marketing.
Scenario 3: Fastest way to break-even
Focus on sustainable growth with limited product
portfolio.
Year 0 Year 5
Year 3
Scenario 2: Grow aggressively in Europe
Expand product portfolio and segments. Main cost
drivers are new country teams + marketing.
1
2
3
2
1
3
Customers
Illustrative
5
Source: [Sanitized]


Company Name 191
Digital Venture case is expected to be proven within two years for
[sanitized #], after which further investment depends on strategy
Strategic decision
Scenario 1: Expand to regional markets
Expand to Ireland and grow in UK.
Est. outcome in year 5: [sanitized]
Est. funding need: [sanitized]
Scenario 3: Fastest way to break-even
Focus on sustainable growth with limited product portfolio.
Scenario 2: Grow aggressively in Europe
Expand product portfolio and segments.
1
2
3
Outcome in year 2:
• ~[sanitized #] in sales
• Scalable customer acquisition cost
• Proof that we can build a business that drives new customers and
topline growth for [company]
• Evaluation of growth options going forward
• Suggestion of how Digital Venture should partner with [company] going
forward
Funding need: [sanitized #]
Year 3 onwards: Growth scenarios
Year 0-2: Prove the case
Tranche 1
• Attractive investment case with a
realistic ROI
Funding need: [sanitized]
Go/no-go on
second funding tranche
Tranche 2
• Functional product with good indications
of product-market fit (e.g. measured by
retention rate)
• Acquisition cost significantly below
customer lifetime value
Funding need: [sanitized]
Indicative numbers
5
Source: [Sanitized]


Company Name 192
Digital Venture ROI and total costs highly dependent on chosen
growth strategy and ambition
4
See more details on funding need and financial scenarios in attached Excel
Slideworks comment:
These numbers have
Source: [Sanitized]


Company Name 193
1
2
3
4
5
6
7
8
9


Company Name 194
The Digital Venture will evolve through four main phases
Explore Digital Venture
opportunity in depth
Build MVP for Digital
Venture
Scale Digital Venture
Key meetings
Responsible leads
and participants
Delive-
rables
Build
business
Build
product
Jun-Aug 20xx Q1 – Q3 20xx End-20xx and onward
• Build design framework (go-
to-market and operating model)
• Map, analyze, and evaluate
options for each parameter
• Detail Digital Venture team
• Outline high-level hypothesis
on governance and legal
• Establish high-level
investment case and costs
• [Name sanitized]
• Digital Venture Steering
Committee
• Core team
• Build MVP
• Detail product roadmap with
expansion path across
products, customers, markets
• Launch hype campaign
• Ramp up full team
• Start integration with [Group]
functions and processes
where needed
• Digital Venture team
• Executive Board
• SteerCo
• Core team
• Subject matter experts
• Continuously test and optimize
product and features
• Expand scope of offering and
reach across markets etc.
• Refine roadmap ongoing
• Optimize processes
• Calibrate resource
composition of team ongoing
• Test, develop, and codify
ways-of-working
• Digital Venture team
• Executive Board
• SteerCo
SteerCo SteerCo SteerCo SteerCo
Go/no-go ‘Go live’
Covered in this report
Detail design and MVP
for Digital Venture
Q3/Q4 20xx
• Detail design for Digital
Venture across go-to-market
and operating model
• Build clickable dummy for
product demonstration
• Detail investment case
• Detail cross-collaboration
with [Group] functions
• Initiate recruitment of team
• Executive Board
• SteerCo
• Core team
SteerCo
Go/no-go
6
Source: [Sanitized]


Company Name 195
1
2
3
4
5
6
7
8
9


Company Name 196
Majority of risks can be actively managed or avoided based on
design choices
Cannibalization
Cannibalization of existing Group brands due to migration
of [sanitized] customers to digital offering and associated
[sanitized]
Description Assessment of identified risks
Risks
Likelihoo
d of risk
Impact of risk
Low High
Low
High
Reputational
damage
Erosion of margin
New digital
entrants
Risk beyond
control
or mitigated
directly / avoided
A
B
C
C
B
A
G
F
E
Negative impact on existing brands and especially Group
Executive Team if launch of digital-first is unsuccessful
Price pressure stemming from direct comparison to e-
products and more simple product offering and limited
offline support
Market not ready
for digital
Brand damage to
existing brands
Increased fraud
Existing Group brands are damaged (e.g. viewed as less
trustworthy or more cumbersome) due to new simple,
personalized entrant
Increased level of fraud due to digital self-service with no
“human” monitoring and intervention
Customers are not as ready for a fully digital product as
anticipated and sales need to be more handheld
‘Hot’ space with increasing competition and attention from
VC and startup environments
D
E
F
G
D
7
Source: [Sanitized]


Company Name 197
For each of the identified risks, mitigating actions have been
proposed to limit likelihood and impact
Cannibalization
• Differentiation of Digital Venture product offering and experience to avoid direct competition (e.g. [sanitized example])
• Targeting marketing towards new customers via sophisticated marketing tools and high-quality data from 3rd
parties
Description
Risks
Reputational
damage
Erosion of margin
New digital
entrants
Risk beyond
control
or mitigated
directly / avoided
A
B
C
• Prepare communication plan framing Digital Venture as new, innovative experiment from [Group]
• Monitor both press coverage and consumer sentiment and allocate PR FTE to act as ‘task force’
• Differentiation of Digital Venture product offering to minimize options for direct price comparisons
• Utilize bundling, offers, and product ‘drops’ to eliminate price comparison on a product-by-product level
Market not ready
for digital
Brand damage to
existing brands
Increased fraud
• Conduct detailed assessment of brand overlap and perception
• Create mitigation plan with each brand head to manage potential risk areas or leverage opportunities for co-branding (e.g. [sanitized brand] x NewCo for
[sanitized])
• Create or buy fraud detection models (especially for high-risk goods) and set up analytics dashboard to monitor fraud cases
• Allocate FTE for fraud handling
• Invest in marketing campaigns targeted specific segments and handling fears of digital shopping for [sanitized product group]
• Address customer pains as part of offering and communication approach in general
• Provide relevant phone support to ‘educate’ customers in self-service
• Leverage [Group] brand to increase trust
• Set the right team with proven, best-in-class startup or entrepreneurial experience to continue being up-to-date with market and building an appealing offering
tailored to [sanitized] segment’s preferences
D
E
F
G
7
Source: [Sanitized]


Company Name 198
• Discuss detailed business case and business model
• Outline high-level timeline and investment need
1
2
3
4
5
6
7
8
9


Company Name 199
Focus for next few weeks will be recruiting and onboarding Digital
Venture leadership team and key roles
8
[Sanitized dates] [Sanitized dates] [Sanitized dates] [Sanitized dates] [Sanitized dates]
End-November
Board decision
on GO
January 1
First round of
funding allocated
February 1
Digital Venture team
start date
[Sanitized]
[Sanitized]
Digital Venture team recruitment
Recruitment of leadership team started asap.
Review and detailing of investment case
Review of rudimentary investment case and assumptions, verify key question marks,
initial ROI calculations to be done in parallel.
[Group] preparation
Communicate Digital Venture plan to rest of [Group] and begin resource allocation and
working relationships across key functions and teams.
Detail design and
MVP
Smooth transition
from onboarding to
design and build.
Digital Venture
team and core
[Group] team
working in tandem.
Onboarding
Team onboarded.
Final decision
Board reviews high-
level outline and
main design
parameters of
Digital Venture
Source: [Sanitized]


Company Name 200
Case
Executive level business case presentation for a PropTech solution
Note: This presentation was originally accompanied by an app demonstration that is not included here due to
confidentiality concerns.
Please note that this example
follows a slightly different
storyline, but covers the same
topics and the overall structure of
“Why-what-how”

Creating the next generation
home buying platform
Business Case presentation for Steering Group
[Sanitized date]
Sanitized
Group logo

Company Name 202
Executive summary

There is an opportunity to create a new home buying experience for a growing segment of Millennials and Gen Z
• The home buying experience in [sanitized market] is built for an older, pre-digital customer
• Digital and home ownership trends are changing the way people approach home buying
• Especially Millennials and Generation Z are a growing segment where the current options fall short
We can create a digital home buying platform that is tailored to this growing segment
• Our solution is a digital home buying platform that is tailored to this segment by being D2C, holistic, [sanitized], born digital, and trusted
• [Sanitized solution description around integration between Project Lighthouse and Group]
• This corporate-venture setup will allow Lighthouse to tap into [Group] scale and brand and create a competitive advantage
Total capital need to reach break-even is estimated to be [sanitized] M USD
• We propose Lighthouse is set up as an independent project team, overseen by a [Group] Steering Group acting as ‘board’
• Total capital need until break-even is estimated to be [sanitized] M USD, structured as three tranches
In summary, we believe that…
• We can address the target segments problems and needs significantly better than they are being addressed today
• We can make an effective marketing setup that speaks directly to that segment
• We can leverage [Group]’s brand and assets to give Lighthouse a competitive advantage
• We can achieve a first mover advantage in the D2C market if we move fast
• We can build and soft launch a “minimum wow-able product” in the market in approx 6-12 months
The Project Lighthouse team recommend a clear GO on this opportunity.

Company Name 203
Strategic fit
We see a strong fit to our [sanitized] strategy

Our core belief
• We have a clearly defined target segment
• Market is dynamic and growing
• It is blue ocean…for now
Directly supports our customer experience and strategic corridors
• Better distribution power
• Longer-lasting customer relations
• Future technology
Key part of our market strategies
• Go-to-market strategy focus on [sanitized customer group]
• Market focus on [sanitized focus areas]
• Increased capability and presence in D2C digital sales
Source: [Sanitized]

Company Name 204
Strategic benefits
Lighthouse will allow [company] to be a market leader within a new and growing segment, as well as act as
an experimental playground for digitalization of key processes

Stand-alone business
Lighthouse has the potential to become a new profitable business.
First-mover in a new market
Lighthouse allows [Group] to tailor a novel proposition directly to a new fast-growing segment of customers.
Experimental playground
Lighthouse will act as an experimental playground for new processes and marketing techniques, and inspire employees internally.
Technology innovation transfer
Lighthouse will build and rethink a number of key processes and flows. These innovations can be transferred to main [Group].
Lead-generator
Customers that outgrow Lighthouse or have more advanced needs can be transferred to [Group].
Innovation frontrunner
Lighthouse positions [Group] as an innovation frontrunner among [sanitized] players, and generates external excitement and
attention around [Group].
Source: [Sanitized]

Company Name 205
Methodology
We have spent the past three months identifying and validating a growing and attractive white space
opportunity in the [sanitized] market

Does the business model
have proven traction?
Extensive research into trends and
winning models.
Understanding market size and
dynamics, and how the segment is
targeted in other markets Is there an underserved
customer segment?
135+ customer interviews and 20+
solution prototypes.
Understanding problems and unmet
needs, and validating key solution
components and desirability.
Has the technology been
validated?
25+ expert interviews.
Validating technical feasibility, as well as
identifying any major roadblocks.
Validated
technology
Successful
business model
Underserved
customer group
Source: [Sanitized]

Company Name 206
Problem
Four key trends are driving a new approach to home ownership, especially among Millennials and Generation
Z, that is fundamentally changing the way this segment approaches home buying and mortgages

Digitally native
shopping
39% of Millennials would be
comfortable buying a home online.
In our customer research more
>[sanitized]% viewed 3d tours and
digital floor plans as a must.
[Sanitized trend #2]
[Sanitized facts]
[Sanitized trend #3]
[Sanitized facts]
Later and bigger
starter homes
Millennials are waiting longer and
buying bigger starter homes.
In our customer research sample of
25-45 yo, the average age for first
home purchases was 32.5 yo.
Source: [Sanitized]

Company Name 207
Problem
The traditional [sanitized] players are failing to meet these changing needs, leaving this segment with a
multitude of pain points from purchase and onboarding through to ongoing engagement

Awareness Research Evaluation Purchase Retention
[Sanitized
pain point]
Difficult to understand
mortgages
[Sanitized
pain point]
[Sanitized
pain point]
No direct
marketing
Lots of paperwork
[Sanitized
pain point]
[Sanitized
pain point]
Lack of
transparency
Little or no
engagement
[Sanitized
pain point]
Difficult to
understand process
[Sanitized
pain point]
[Sanitized
pain point]
[Sanitized
pain point]
Difficult to see
status of anything
Little knowledge
where to start
[Sanitized
pain point]
Product differences
very subtle
Lack of trust
Source: [Sanitized]

Company Name 208
Market size
The [sanitized geo] market is large and attractive

Number of people in each potential target group
M customers
Source: [Sanitized]

Company Name 209
Solution
Five core solution components will allow us to attract customers and win in the market

D2C
Holistic
[Sanitized]
Born digital
Trusted
We will speak directly to our core segment, with personal stories and products tailored to their situation.
There are no middle-men or 3rd
party services. We are a direct-to-consumer offering similar to [sanitized
example], [sanitized example], or [sanitized example].
We offer a complete suite of products covering the complete home buying journey. Buying a home is not
just about the mortgage, it is also about finding the right home, feeling secure in your choice,
understanding how and if you can redecorate, findings professionals etc.
[Sanitized description]
Lighthouse will be born as a digital company. Everything we build is made for the digital world. We can
build on top of newest best-in-class technologies without having to consider legacy IT, migration of
customers, or [sanitized].
We will ride on the coat tails of [Group]’s brand name and long-rooted trust in the market. Customers will
get the unique Lighthouse experience but with the backing and experience of [sanitized brand].
1
2
3
4
5
Source: [Sanitized]

Company Name 210
Solution
Lighthouse will act independently of [Group] while tapping into underlying scale advantages

Onboarding of
customer
Ongoing engagement
with customer
Mortgage product provider
+ underlying administration
[Sanitized operations]
Sanitized
Group logo
[More detailed description of
activities, sanitized due to
confidentiality concerns]
Source: [Sanitized]

Company Name 211
Business model
Lighthouse will operate with a simple flat fee structure and majority of variable costs going to marketing

Revenue streams Cost structure
Mix of flat rates and bundled prices of
[sanitized]-[sanitized] USD for
[sanitized services]
Operating costs
(team, hardware
/software, etc.)
[Sanitized revenue
stream]
[Sanitized revenue
stream]
Marketing costs
(depending on
growth appetite)
Admin costs for ad
hoc use of
advisors in edge
cases (cost price)
Costs associated
with [sanitized]
Ad hoc use of
advisors
(cost covered
by Lighthouse)
Initial capital to
build Lighthouse
Sanitized
Group logo
Source: [Sanitized]

Company Name 212
Governance
Lighthouse will have an independent team but with a [sanitized Group] Steering Committee acting as board to
ensure strategic alignment

Executive Team
Steering Committee
Lighthouse Working Team Stakeholder groups
• [Sanitized names and titles]
Lighthouse Leadership
Source: [Sanitized]

Company Name 213
Key assumptions

Assumption Status
Integration to [Group IT platform] is possible Flow charts and overall setup already confirmed with no major roadblocks.
Workshop on April 17 to further discuss integration.
Regulatory approvals will be obtained without significant delay of launch [Sanitized]
[Group IT] will be able to deliver external APIs Flow charts and overall setup already confirmed with no major roadblocks
– but prioritization is necessary. Workshop on April 17 to further discuss
integration.
[Sanitized] Requires a clear operating model with management commitment.
Cost structure for Lighthouse’s utilization of [sanitized] can be established Some of the business logic (regarding identification of customers) already
exists in [sanitized]
[Sanitized] [Sanitized]
Customer onboarding and service will follow code of conduct from
[sanitized] Authorities, such as [sanitized] etc.
Will be part of the [sanitized] workstream
Source: [Sanitized]

Company Name 214
Plan
Lighthouse will be built and scaled in three major phases

Launch and rapidly iterate towards a
repeatable scalable business model -
or stop.
Grow fast. Constantly adapting to
market input, build a thriving business.
Phase 2:
Scalable go-to-market
Phase 3:
Sustained growth
12-18 MONTHS 1-3 YEARS
Build and launch first version of product
in the market. Acquire early customers
and validate growth channels.
Phase 1:
Product-market fit
6-8 MONTHS
Key activities
• Identify and test assumptions
in the market
• Build iterative MVPs with potential end-
customers
• Acquire early customers
Outcomes
• Validated product-market fit
• Compelling investment case or stop
• Approx [sanitized #] customers
Key activities
• Develop full robust product and/or
services set
• Validate growth engine
Outcomes
• Validated business model with proven
scalable go-to-market
• Scalable customer acquisition engine
Key activities
• Rapidly scale the business: employees,
customers and revenues
• Drive market expansion
Outcomes
• Thriving high-growth business with
impressive financial performance
Source: [Sanitized]

Company Name 215
Plan
Preliminary roadmap for Phase 1

Product
August 20xx December 20xx
December 20xx August 20xx
IT
Partnerships
Legal
Marketing
Hire agency
Prepare soft launch
Execute launch
Plan out integrations for MVP and later
Begin necessary integrations
Test MVP
Map out services/partners
Q2 20xx
Soft launch
Detail out MVP and continuously align with [Group BU]
Initiate building of MVP
Lay out roadmap for next versions
Continue iterating and improving MVP
Execute chosen marketing activities
Plan broader, ongoing marketing strategy based on learnings from launch
Begin soft onboarding of partners
[sanitized]
Initiate ongoing integrations etc. needed in roadmap
[sanitized] [sanitized]
Launch services features and iterate
Source: [Sanitized]

Company Name 216
Capital allocation
Total estimated investment costs are [sanitized] M USD over five years

Pre-analysis [sanitized]
M USD
3 months
Phase 1
6-8 months
Phase 3
Phase 2
12-18 months
GO/
NO-GO
GO/
NO-GO
GO/
NO-GO
• 2-3 FTEs for MVP IT integration
• 50% FTE for 3 months for legal setup
• 25% FTE to be designated [Group]
anchor-person for Lighthouse team
Estimated [Group]
resource need
• 1.5-2 FTEs for further IT integration • Minor IT adjustments, if needed
• Attractive business case
• No major legal roadblocks
• Compelling investment case
or stop
• [sanitized #] customers
• Validated business model
with proven go-to-market
• Scalable customer
acquisition engine
• [sanitized #] customers
Guiding KPIs
for decision
Decision to start Lighthouse
1-3 years
[sanitized]
M USD
[sanitized]
M USD
Source: [Sanitized]

Company Name 217
Appendix:
Lighthouse financials and risks


Company Name 218
Revenue streams

Lighthouse will depend on three different revenue streams that complement and build on each other
Services around moving
Flat fees for services related to moving
that are non-core [sanitized], e.g.
packing, staging current home, painting
etc.
0
10
20
30
40
50
60
70
5 7
12
16 19
1
6
15
22
27
2
4
7
12
16
Revenue over time
M USD
8
17
34
50
62
Revenue streams
[Sanitized revenue stream]
[Sanitized revenue stream]
Source: [Sanitized]

Company Name 219
Cost structure

Expected cost split in Phase 1
% of total costs
Lighthouse’s digital-first solution will be highly scalable
Expected cost split in Phase 3 and beyond
% of total costs
40%
44%
10%
5%
1%
Salaries Technical build Other operating costs (legal, licenses etc.) Marketing Referrals and partnerships
20%
10%
52%
18%
Source: [Sanitized]

Company Name 220
Business case

Note: See full business case in attached Excel
Slideworks comment: This
Excel example is taken from
our template and not related
to the specific case due to
confidentiality concerns.
Source: [Sanitized]

Company Name 221
Risks

Risks mainly in assumptions of market timing, business model, and execution risk
Market timing risk
Home buying market in [sanitized] continues to be volatile – difficult to predict if Lighthouse is launched
at next dip or not due to lag in build.
Business model risk
Business model is new to [Group] and needs to be properly proven in market, especially additional
service element.
Market adoption risk
Consumer surveys indicate high level of readiness for digital solution like this. Many fragmented
players targeting each part of proposed value proposition.
Market size risk Market is large and continues to grow at a low but stable rate.
Execution risk
This model is new for [Group] - need to ensure resources are properly allocated and time is carved out
in existing roadmap for [sanitized].
Technology risk
Technical feasibility has been discussed and no major risks identified. Simple technologies on back
end.
Management risk
Lighthouse setup is new to [Group] - need a specific track to define right KPIs to manage this startup-
like project and avoid being shut down prematurely or allowed to completely run wild.
Financial risk Finance is cleared.
Legal risk Some legal grey areas but compliance and legal already in loop and solution is plausible.
Strategic risk None. This will open new segment for [Group] and add additional revenue streams.
Source: [Sanitized]

Company Name 222
Case
Full report on business case for new robo-investment venture
Please note that this example
follows a slightly different
storyline, but covers the same
topics and the overall structure of
“Why-what-how”

[Sanitized place and date]
Detailed business case
Digital investor 2.0
[Sanitized company logo]


Company Name 224
Executive summary

Problem
Most investment solutions are still tailored to an older, more established,
and more traditional customer segment with predictable working lives,
fixed retirement ages, and systematic savings. But there is a growing
group of customers that where these current solutions cause friction and
dissatisfaction.
Solution
The solution is a digital-first robo-advisor investment solution that is
tailored to this new segment by being direct-to-consumer, customer-
centric, and independent of how you work. A solution that is simple,
personal, and honest.
Competition
NewCo will beat the competition by focusing on the segment of the
market that is looking for an easy, no-hassle solution, and by building the
solution as a startup with [Group]. This corporate-startup partnership will
allow NewCo to act as fully-fledged investment bank while building and
iterating at a startup pace, as well as focusing exclusively on the target
segment.
Financials
The business case for NewCo is attractive with an expected ROI of
[sanitized] within first 5 years.
NewCo will have a likely faster time to break-even by using a monthly flat fee
subscription model compared to a traditional AuM-based model. This also
tests well with the target segment.
Investment and timeline
Total funding need until breakeven is estimated to be [sanitized]. The
investment will be structured as three tranches.
Once approved, expectation is to have an MVP in market with paying
customers within 8-12 months.
Next steps
• Get approval by Board for NewCo and first Build investment
• Establish NewCo as stand-alone unit
• Identify and allocate key team members to join NewCo
• Prepare detailed roadmap and estimate internal resource use in other
teams/functions to be included in Q3 planning
• Start building MVP

Company Name 225
Methodology summary

External research into
trends and winning models
160+ qualitative
customer interviews
Expert interviews with
[Group] employees
25+ solution prototypes
and tests
• IT
• Business development
• [Sanitized]
• Legal
• Compliance
• Procurement
• [Sanitized]
Understanding market size and
dynamics, and how the segment is
targeted in other markets
Understanding problems and
unmet needs, and testing new
solutions
Validating technical and legal
feasibility, as well as identifying any
major roadblocks
Validating key solution components
and desireability
Source: [Sanitized]

Company Name 226
Content


1. Vision p. x

2. Problem p. x

3. Solution p. x

4. Competition p. x

5. Growth p. x

6. Financials p. x

7. Delivery p. x

8. Investment p. x

9. Next steps p. x

Appendix A: Customer research quotes (not included) p. x

Appendix B: Solution flow charts (not included) p. x

Appendix C: App prototype screens (not included) p. x

Appendix D: NewCo setup (not included) p. x

Company Name 227
Vision
01


Company Name 228
Vision
For the Gen Zers and Millennials who believe in
a different way of working, saving, and investing
we will build a digital-first investment product
that is tailored to the new way of saving and
investing by being direct-to-consumer, customer-
centric, and independent of how you work.
Our core values are simple, personal, honest.

Source: [Sanitized]

Company Name 229
Problem
02


Company Name 230
Three key trends are driving the way people work, save, and invest
More flexible
working lives
More frequent
job changes
More trust in digital
advisors
New approach to saving and investing
Less planning for retirement, more planning for life detours

Source: [Sanitized]

Company Name 231
More flexible working lives
A large proportion of Gen Zers and Millennials are open to joining the gig economy
Millennials Gen Z
14 18
43
49
38
27
5 6
Millennials Gen Z
14 15
64 62
17
13
4 9
Percent who would consider joining the gig
economy instead of full-time employment
Don’t know
No, would not consider
Yes, would consider
Already done so
Percent who would consider joining the gig
economy to supplement full-time employment

Source: [Sanitized]

Company Name 232
More frequent job changes
The younger a person is, the more likely they are to switch jobs
33%
of all employed people
in [sanitized] change
jobs every year
1986-1990 Grad
1991-1995 Grad
1996-2000 Grad
2001-2005 Grad
2006-2010 Grad
0 1 2 3 4
First 5 years post graduation Next 5 years
Average number of companies each age group
have worked for:
[Sanitized screenshot of
newspaper headline]

Source: [Sanitized]

Company Name 233
More trust in digital advisors
People increasingly trust and prefer digital-first investment advisors
[Sanitized customer quote]
Female, 32 yo
30-45%
say they do not trust traditional
investment banks or their own
bank advisors
42%
of 25- to 45-year-olds say they
would prefer a digital advisor
over human support
Male, 41 yo
[Sanitized customer quote]
[Company A] [Company B] [Company C] [Company D] [Company E]
0
2
4
6
8
10
12
14
12.5
10.7
8.3
4.5
3.4
Number of mobile bank users in 2019 (M)

Source: [Sanitized]

Company Name 234
There are a growing number of people who represent this new way
of working and investing…
[Sanitized
segment]
xx
[Sanitized
segment]
xx
[Sanitized
segment]
xx
[Sanitized
segment]
[Sanitized
segment]
[Sanitized
segment]
Now
[sanitized number]
out of approx [sanitized] M working population
Future

Source: [Sanitized]

Company Name 235
…and a large number of these people are both eligible and likely to
engage with a digital-first investment solution
[Sanitized segment 1] +
[Sanitized segment 2] +
[Sanitized segment 3]
between 25 and 45 years old
35%
Prefers digital-first
(or only) solution
42%
Our early
evangelists
20%
Total Addressable Market:
[sanitized #] people
Serviceable Addressable Market:
Initial Target Market:
Total amount of people within target segment that
are potential investment clients
Our long-term growth market of potential
clients that are open to digital solutions
Our initial target market that we will focus on
short-term as we build and grow the product

Source: [Sanitized]

Company Name 236
Our target customers are the ”No-hassle Noras” who are looking for
an easy, simple, no-hassle investment solution
Asset-Andy Don’t-care David
No-hassle Nora
Our target segment
• 25-45 years old, m/f
• Fully onboard with the importance of having
an investment portfolio
• Good understanding of how investments work
• Wants to choose own investments as much
as possible
• Not chosen because a) segment is small and
b) there are already several alternatives e.g.
[sanitized] and [sanitized]
• Understands that you ”should” have an
investment plan
• Wants easy, no-hassle solution that can
follow her in different life moments
• Is not interested in detailed investments or
portfolios
• Chosen because a) segment is largest, b)
she/he wants an investment portfolio, and c)
there are no good solutions today
• 20-40 years old, skews young, m/f
• Does not believe investing is super important
• Would rather have the extra cash in hand
every month
• Has not really thought about long-term life
planning
• Not chosen because a) segment is small and
b) creating motivation/educating enough to
start investing is too hard

Source: [Sanitized]

Company Name 237
However, most current consumer investment solutions do not
motivate users and are very hard to set up and maintain
Marketing and sales
triggers succeed here
Marketing and sales
triggers fail here
Hard to do Easy to do
Low
High
Ability
How hard is it for you to get started with investing?
Motivation
How much do you
want to start an
investment portfolio?
Most current
consumer investment
solutions are here

Source: [Sanitized]

Company Name 238
From our customer research we know that our Nora segment has
peaks of motivation at certain life moments
Moving away
from home
Having kids
Parents retire
Student job
1st full-time job
Buying
a home
Job
switch
Getting
married
Low
High
= important life moment
Motivation

Source: [Sanitized]

Company Name 239
When he/she does try to start an investment portfolio he/she is met
with a multitude of pain points along the way
Awareness Research Purchase Delivery Retention
See deep-dives on following pages
Complicated bunding
of products
Lack of relevant
advice
Limited access online
[Sanitized]
No direct marketing
Lots of paperwork and
manual processes
Confusing talks with
advisors
Lack of flexibiity
Lack of transparency
Little or no
engagement
Difficult and confusing
interfaces
Based on 160+ customer interviews. See Appendix A for select customer quotes (not included in this template].
Difficult to get impartial
advice
Have to call in at
inconvenient times to
get offers
[Sanitized]
Hard with all the tax
stuff, little help
Difficult to see status of
anything
Little knowledge of
any brands
[Sanitized]
Difficult to understand
banking lingo used
Lack of trust

Source: [Sanitized]

Company Name 240
Deep-dive: Research is time-consuming and manual, and products
are in-transparent and difficult to understand
Current
process
(example)
Pain
points
No direct marketing
• No one is speaking to me and
my needs
Difficult to get impartial advice
• Who should I contact without them wanting to sell me
something?
Difficult to figure out what I have already
• Different small savings
• No go-to place to get an overview
Very time-consuming to do research of the different
companies and their offerings
• I need to call them!
• Difficult to compare products and prices
Difficult to get an overview of my finances
• What is best to do, e.g. pay off a loan (student, bank,
house) or start investing?
Difficult to figure out which investment product is the
right one for me
• Hard to understand og differentiate between different
options e.g. [sanitized]
• Hard to understand the language used
Difficult to understand [sanitized]
• [Sanitized pain point]
• Difficult to know what others like me have prioritized
• [Sanitized pain point]
Talk with bank
advisor
Family & friends
[Sanitized]
[Sanitized]
Visit company
websites
Ask around
Google
Look up
company ”I know”
Go through [sanitized]
Awareness Research
Fill in contact
form
Call number on
webpage
Wait for call from
advisor /sales

Source: [Sanitized]

Company Name 241
Deep-dive: Purchase is difficult with lots of documents to collect
and send, often with long delays before purchase is complete
Current
process
(example)
Pain
points
Difficult to figure out what I should be investing
• Difficult to relate to my future self’s needs
• Hard to know what others are saving/investing
• Hard to figure what how little is enough for now – and how I can turn up my
investments later
Difficult to figure all the tax stuff
• Difficult to figure out what makes sense financially in relation to taxes
Annoying and time-consuming to have to make or wait for calls
• Banks and advisors call or have their phones open during my working hours
when I don’t have time to answer/make the calls
• They call when I’m in the middle of something/I’m not prepared/it’s
inconvenient
Difficult to understand [sanitized]
Time-consuming and annoying long process in relation to [sanitized product]
• I’m unsure if I have filled out the forms correctly and am covered correctly
• I have to collect documents from many different places myself
• It takes a long time to fill out the documents
• [sanitized]
Time-consuming and annoying that I have to print out papers and send them in
Difficult to figure out what I’m paying for my different products
Purchase
Talk to advisor /
sales
[sanitized]
[sanitized]
Upload or send
documents
Receive offer
verbally
[sanitized]
Print out offer
and sign
[sanitized]

Source: [Sanitized]

Company Name 242
Deep-dive: Delivery and retention are often black box with few
touchpoints and little or no engagement
Current
process
(example)
Pain
points
Annoying that I can’t see what my portfolio is invested in
• Lack of transparency regarding specific things I ”support” with my investments
Annoying that I can’t choose what my portfolio is invested in (regarding
sustainable products)
Time-consuming and annoying that I have to make sure to send information
to [sanitized] on my own
• Unsure if I have done everything correctly
Annoying that I can’t easily see any status on my portfolio
Difficult to adjust my deposits
• I don’t know how to do it
• If I want to adjust or add a deposit I have to call in
Difficult to figure out all the tax stuff
• Hard to be sure if I’ve done everything correctly
• Difficult to figure out (and remember to check) if I can adjust my losses or earnings
to get tax benefits during the year
Difficult to figure out what I have
• I barely know the name of my bank
• I don’t know where to log in
Delivery Retention
Wait for portfolio
to be finalized
[sanitized] [sanitized] [sanitized]
Check online
dashboard
Call in to make
changes
Receive email message
every six months with
overview

Source: [Sanitized]

Company Name 243
Solution
03


Company Name 244
Our solution will be tailored to this new investing segment with
several distinctive core components
Simple and flexible
• Highway flow
• Simple and easy-to-use design
• Understandable language and bite-size
technicalities
• Reduce complexity and focus on key
choices
• Recommendations
Targeted marketing
• Continuous experimentation
• Targeted online marketing
• Real stories/people
• Life moments
• Data-driven
Transparent pricing
• Unbundled
• Clear and transparent
• Monthly flat rate
• No hidden or ad hoc fees
• Competitive price point
100% digital
• Fully digital onboarding
• One-flow purchase
• On your own time/always open
• Self-service when you need it
• Data-driven
Unbundled [sanitized] products
• Two flows, separate checkmarks
• Unbundled pricing and conditions
• Bespoke to your situation
• Understandable
• Manageable
Engaging and proactive
• Positive heartbeats
• Boost feeling of being proud
• Help when needed
• Nudge if necessary
• Be an active life partner
Core solution
components

Source: [Sanitized]

Company Name 245
The new customer journey will be built around the user’s needs
from making acquisition easier to retention more engaging
Data-driven
recommendations
Easy-to-understand
language
(no banking lingo)
Transparent prices
and conditions
Self-service
exploration
Data on life moments
– trigger marketing
prompts
[Sanitized]
Instant delivery and
access in app/web
Scenario planning
See detailed flow charts in Appendix B (not included in this template)
Direct marketing on
e.g. social media
platforms
Guiding UX and
simple visuals
[Sanitized] are opt-in
(after primary flow)
Easy and smooth
interaction with
[Sanitized]
[Sanitized]
[Sanitized]
Notifications
regarding taxes
Adjustments directly
in web/app
One-flow-purchase

Source: [Sanitized]

Company Name 246
This translates to a customer experience that feels integrated,
personal, and seamless
Illustrative
[Sanitized
screenshot of
prototype app]
[Sanitized
screenshot of
prototype app]
[Sanitized
screenshot of
prototype app]
[Sanitized
screenshot of
prototype app]
[Sanitized
screenshot of
prototype app]

Source: [Sanitized]

Company Name 247
NewCo will partner with [Group] in an agent setup
Onboarding of
customer
Ongoing engagement
with customer
Investment product provider + [sanitized]
Asset management/fund administrator
NewCo
[Sanitized Group
logo]
See detailed setup and flow charts in
Appendix B and C (not included in this template)

Source: [Sanitized]

Company Name 248
Deep-dive: NewCo handles all customer interaction while [Group]
maintains underlying products
See detailed setup and flow charts in
Appendix B and C (not included in this template)
[Group] provides underlying [sanitized] products,
receives deposits directly, and handles everything
around ongoing investment and pay-out, as well as
creation of certain regulatory heavy documents for
NewCo to send out.
NewCo interfaces with customer directly for all
onboarding and ongoing engagement, as
perceived by the customer.
Expectation that >90% of customers can self-
service onboard immediately.
[Group] provides underlying [sanitized] products
and [sanitized operations].
NewCo interfaces with customer directly for all
onboarding and ongoing engagement, as
perceived by the customer.
Expectation that between 70-75% of customers
can self-service onboard immediately.
Edge cases (e.g. [sanitized], [sanitized]) for
routed to [sanitized Group function] for manual
process.
[Sanitized product group] [Sanitized product group] Edge cases

Source: [Sanitized]

Company Name 249
We recommend a simple and transparent pricing based on a flat
monthly subscription fee and no ad hoc fees
Monthly subscription fee
7
Investment fees*
0.25
$/month
% of AuMs
Minimum contribution
Sign-up fee
Fee for changing monthly
contributions
0 $
Fee for changing risk profile
Exit fee
*Directly to [Group]
Fee for changing portfolio
composition (e.g. sustainable)
0 $
0 $
0 $
0 $
0 $

Source: [Sanitized]

Company Name 250
Key Partners Value Propositions
Key Activities Customer Relationships
Cost Structure Revenue Streams
Customer Segments
Key Resources Channels
No-hassle Noras
• Wants easy, no-
hassle solution
• Not interested in too
many details
• Important that it is
easy to start
Fixed monthly
admin fee
Influencers
Simple,
personal,
honest
”Regular” investment
products
[Sanitized]
Fully
digital
Customer-
centric Partnerships
with e.g.
[sanitized]
[Group]
[Sanitized]
…
D2C
Team Marketing
Misc e.g. legal
costs, call
center etc.
[Sanitized]
Digital-first
Self-service
Build and
maintain
interface
Integrate
with [Group]
Develop
algorithms
[Sanitized]
Digital
infrastructure

Source: [Sanitized]

Company Name 251
Competition
04


Company Name 252
NewCo will take a unique position in the competitive landscape
Current players from a typical Nora customer’s perspective:
Institutional
Individual
Complex Simple
NewCo
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]
[Sanitized
competitor logo]

Source: [Sanitized]

Company Name 253
[Group]-NewCo partnership means NewCo has unfair advantage of
a full-fledged investment bank but can move as a startup
+
CORPORATE ASSETS
Market Knowledge
Customer Access
Brand & Reputation
Regulatory Support
Cash Reserves
STARTUP DNA
Attacker Mindset
New Business Model
Latest Technology
Multidisciplinary teams
Trial & Error

Source: [Sanitized]

Company Name 254
Growth
05


Company Name 255
Our growth strategy follows three key steps
The market is limited and there is only
one chance to wow the user.
Truly understand our
customers
Experiment rapidly – double down on
winners.
Who are my users? Where are they?
Where and how to “meet” them?
Invest in several
channels
Make sure the product is
ready for growth
1 2 3
Ability
Motivation
Partnerships:
Paid Marketing:
PR & Growth Hacks
[Sanitized screenshot]
[Sanitized
logo]
[Sanitized
logo]

Source: [Sanitized]

Company Name 256
We will use a continuous experimenting and data-driven growth
process to find the optimal growth strategy
Analyze Test
Repeat Generate Ideas
Prioritize
Optimize
Once the test is completed go
back to the plan
Use these learnings to improve execution
and systemize the idea
Compare results to your
hypothesis and ask ‘why’
Campaigns, stragies, tactics that align
with reaching goals
Rate and compare their potential impact,
confidence, and resources required
Execute selected ideas
Paid
Marketing
Partners
Referrals
Offline
PR
Data
6 1
4 3
5 2

Source: [Sanitized]

Company Name 257
Foundational to the marketing strategy is a precise targeting of
potential customers in key life moments
Key moments with high motivation for looking at investing
Based on customer interviews
Targeting of life
moments is critical
1. Short buying window
The buying window around
life events are short – often
only a few weeks long.
2. High cost without
targeting
Marketing spend outside of
buying windows will erode
conversion rates and spike
costs.
3. Tailored messaging
Targeting specific moments
allows us to tailor the
message.
Having kids
Parents
retire
Student job
1st full-time
job
Buying
a home
Job
switch
Getting
married
Move away
from home

Source: [Sanitized]

Company Name 258
PR: A new way to think ‘investing’ for the ever-changing needs of
the modern consumer
The future
of work
Simple, personal
and honest
[Group] as a
corporate
innovator
Fintech
startup
We explain how we are at the
beginning of a fourth industrial
revolution, one that promises to
alter the world of work permanently
– but also how we think savings
and investments.
We will position NewCo as a
markedly different investing option
using marketing that exemplifies
and reflects our core DNA.
Business/finance media outlets will
find interest in [Group]’s
involvement in a new robo-advisor
venture.
Stories about [sanitized] fintechs
and startup get a lot of publicity –
this is no exception and a good
way to find early adopters.
We will use positive stories about
real-life users to engage potential
customers and make it easy for
them to relate to.
More young
people are
investing
…

Source: [Sanitized]

Company Name 259
Distribution partnerships: Three likely groups to tap into
Each group will require tailored value propositions to partner beyond simple ‘pay-to-play’ model
[Sanitized group of
partners]
[Sanitized example]
[Sanitized example]
[Sanitized example]
[Sanitized example]
Online/offline
communities
Reddit/facebook/Quora
Investment influencers
[Sanitized group]:
• [Sanitized example]
Adjacent tools and
services
Consumer banks
Payment services e.g. Venmo
Retirement services
[Sanitized example]
[Sanitized example]
[Sanitized logo]
[Sanitized logo]
[Sanitized logo]

Source: [Sanitized]

Company Name 260
[Sanitized screenshot]
Brand: NewCo should be a standalone brand with a clear link to
[Group] to ensure trust and credibility
We recommend a co-branding
similar to
[sanitized]/[sanitized]:
”Powered by [Group]”
A standalone brand allows us
to communicate ”this is
different” - the link to [Group]
is key to ensure trust and
stability.
[Sanitized logo]

Source: [Sanitized]

Company Name 261
Financials
06


Company Name 262
Revenue: A subscription fee will enable shorter time to break-even
compared to a traditional advisor business model
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
Revenue from monthly
subscription fee
NewCo costs
Cash flow over time
M USD
Break even
Traditional %-based model*
*based on [sanitized]% of AoMs

Source: [Sanitized]

Company Name 263
Costs: Our digital-first solution will be highly scalable, with
majority of costs going to marketing as we grow
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
616,000.0 886,400.0 1,156,800.0 1,312,000.0 1,427,200.0
2,041,500.0
3,643,163.0
4,644,221.0
7,018,257.0
11,969,454.0
Costs over time
M USD
Marketing
Other costs*
Personnel expenses
Footnote: *Other costs include IT licenses, ad hoc advisor support, legal support etc.

Source: [Sanitized]

Company Name 264
Business case
Based on conservative market growth assumptions
Note: Investment revenue and costs as %
of AuMs not included as these are passed
on directly to [Group].
Slideworks comment:
These numbers have

Source: [Sanitized]

Company Name 265
Assets under management
Based on conservative market growth assumptions
Note: Investment revenue and costs as %
of AuMs not included as these are passed
on directly to [Group].
Slideworks comment:
These numbers have

Source: [Sanitized]

Company Name 266
Long-term potential for NewCo depends on growth appetite
Footnote: xx
Option A:
Grow aggressively
Option B:
Maintain position
First 2-5 years
NewCo is built, grown,
and scaled
Profit, year 10:
45 M USD
Profit, year 10:
80+ M USD
Time
Customers
Growth in business over time can follow several curves depending on ambition and strategy:
Year 10

Source: [Sanitized]

Company Name 267
Market timing risk Trends indicate growing need and niche players are starting to appear.
Business model risk Customer acquisition cost is based on previous experience but it is always a risk in a new market.
Market adoption risk
Some niche players have already gained traction in parts of the market. However, NewCo has
significant competitive advantages so risk is not on highest level.
Market size risk Market sizing has been conservative and market is projected in all reports to grow.
Execution risk [Sanitized]
Technology risk
Technical integration with [Group] and development of external APIs has not been fully laid out. There
might therefore be unforseen roadblocks, although none have been identified so far.
Project management risk [Sanitized]
Financial risk
Funding based on assumptions of business model that have been qualitatively tested during validation
phase. If e.g. pricing structure is way off, more funding may be needed.
Legal risk No major red flags identified by [Group] legal.
Strategic risk
<10% of [Group]’s current customers are within the core age demographic of 30-39 years old, so risk of
cannibalization is limited.
Risks mainly in assumptions of technical integration and pricing

Source: [Sanitized]

Company Name 268
Delivery
07


Company Name 269
We will build NewCo in four major phases with stage gates prior to
each phase
Integrate and leverage the
full scale strengths of the
parent organization.
Integrate
5+ YEARS
Launch and rapidly iterate
towards a repeatable
scalable business model -
or stop.
Grow fast. Constantly
adapting to market input,
build a thriving business.
Grow Scale
12 MONTHS 2-5 YEARS
Build and launch MVP in
the market. Acquire early
customers and validate
growth channels.
Build
12 MONTHS

Source: [Sanitized]

Company Name 270
1. Build
• Compelling investment case or
stop
• Identify and test assumptions in
the market
• Build iterative MVPs with potential
end-customers
• Acquire early customers
• [Sanitized] Venture team:
• CEO, CTO, CPO
• Front-end developer
• UX/UI designer
• Growth/marketing
• Additional resources as
required
• Functional product
• First paying customers
Guiding KPIs

Source: [Sanitized]

Company Name 271
2. Grow
• Validated business model with
proven scalable go-to-market
• Scalable customer acquisition
engine
• Develop full robust product
and/or services set
• Validate growth engine
• [Sanitized] • Core venture team from Build
phase
• Additional customer support
and developer resources as
required
• Acquisition cost significantly
below customer lifetime value
Guiding KPIs

Source: [Sanitized]

Company Name 272
3. Scale
• Thriving high-growth business
with impressive financial
performance
• Compelling business case for
integration (or leave alone)
• Rapidly scale the business:
employees, customers and
revenues
• Drive market expansion
• [Sanitized] • Core venture team from Grow
phase
• Additional developer,
marketing, and support
resources as required
• Rapid growth
• Acquisition cost significantly
below customer lifetime value
Guiding KPIs

Source: [Sanitized]

Company Name 273
4. Integrate
• Successful integration of a
high-growth future-proof
business
• Prepare and plan for core
processes post-merger
• Create 100 day PMI plan
• Establish project management
office
• [Sanitized] • Team leads shepherd
integration via project
management office
• Key employees are accessed
and onboarded or made
redundant
• Key functions in [Group]
allocated to project

Source: [Sanitized]

Company Name 274
The NewCo team should cover all key roles needed to build and
scale the venture – supported by [Group] functions as needed
Business
development
Engineering UX/UI
design
Growth hacking
& marketing
Product mgmt
& support
Market knowledge
and data
Talent acquisition
and retention
Finance & bookkeeping
support
[SANITIZED] SUPPORT [SANITIZED] SUPPORT
Access to specialists,
advisors, and data
Legal & regulatory
support
Underlying investment
products

Source: [Sanitized]

Company Name 275
The NewCo team will gradually be expanded in line with the overall
roadmap
Build and launch
12 months
Scale
Growth
12 months
NewCo
team
CEO
CTO
COO (or Head of Product)
Front-end developer #1
UI/UX
Head of Marketing & Growth
Front-end developer #2
Customer Support #1
12+ months
Marketing manager (PPC)
Customer Support #2

Source: [Sanitized]

Company Name 276
Investment
08


Company Name 277
Investment plan: Total funding need is [sanitized] - structured as
three tranches prior to the build, growth and scale phase
Validate
[Sanitized]
3 months
Build
12 months
Scale
[Sanitized]
Grow
12 months
NewCo
established
[Sanitized]
GO/
NO-GO
GO/
NO-GO
GO/
NO-GO
Prior to each tranche [sanitized] can decide whether to proceed with the investment plan or not. The minimum
investment is [sanitized] – covering the Build phase.
In addition, there will be some IT investments to create APIs etc. where size and impact remains to be estimated.


Company Name 278
Next steps
09


Company Name 279
Immediate next steps
Get approval by Board for NewCo including allocation of first Build investment
Establish NewCo as stand-alone unit with governance etc. as discussed
Identify and allocate key team members to join NewCo
Prepare detailed roadmap and estimate internal resource use in other teams/functions to be
included in Q3 planning
Start building MVP

Source: [Sanitized]

Company Name 280
Appendix A
Common frameworks and tools used in
management consulting

Company Name 281
Profitability framework

Appendix A: Frameworks
Profits
Revenues
Costs
Volume
Price per unit
Variable costs
Fixed costs
Volume
Cost per unit
Useful revenue
segmentation:
• By product type
• By distribution channel
• By geography
• By customer type
Variable cost examples:
• Raw materials
• Delivery
• Commission
• Direct labor
• Marketing
Fixed cost examples:
• Rent
• Staff overhead
• Loan interests

Company Name 282
McKinsey 7S Model

Structure
Shared
values
Strategy
Staff
Skills
Systems
Style
HARD ELEMENTS
SOFT ELEMENTS

Company Name 283
BCG Growth-Share Matrix

Market share
Growth
rate
Low High
Low
High
Cash cow
Stable earnings and solid cash flow, low
growth business
Strategy: Milk for remaining value
Dog
Small market share in low growth market,
requires much capital to continue
Strategy: Divest or close
Question mark
High growth but neutral or negative cash
flow (expensive growth)
Strategy: See if ROI can be improved
Star
Growing earnings, positive or neutral cash
flow
Strategy: Invest in growth

Company Name 284
GE (General Electric) McKinsey Matrix

Competitive strength of business unit
Industry
attractiveness
Low High
Low
High
Medium
Medium
DIVEST HARVEST PROTECT
HARVEST
PROTECT INVEST INVEST
PROTECT INVEST

Company Name 285
McKinsey Horizon Model: The Three Horizons of Growth

Value
Time
Horizon 1
Horizon 2
Horizon 3
Focus on core businesses that generate
cash and profits. Improve performance
to maximize remaining value.
Typical timeframe: 1-3 years
Explore emerging opportunities that
are likely to generate substantial
profits but require investments.
Typical timeframe: 2-5 years
Explore wholly new opportunities
that may in time reinvent your
business.
Typical timeframe: 5-10+ years

Company Name 286
McKinsey’s Seven Degrees of Freedom for Growth

Selling existing products to existing customers
Acquiring new customers in existing markets
Creating new products and services
Developing new value-delivery approaches
Geographical expansion
Creating a new industry structure
Opening new competitive arenas
1
2
3
4
5
6
7

Company Name 287
BCG Growth/Transformation framework: Three levers for growth

Core and
adjacent growth
Improve
execution
Enhance
offering
Acquire/
partner
Reposition
business
Maximize the core Expand into adjacencies Explore new frontiers (disruption)
1 2 3
Organizational growth enablers
Business model innovation
M&A search and screen
Innovation
Commercial quick wins
Emerging
markets

Company Name 288

Key Partners
Who are our Key Partners?
Who are our key suppliers? Which Key
Resources are we acquiring from
partners?
Which Key Activities do partners
perform?
MOTIVATIONS FOR PARTNERSHIPS:
Optimization and economy, Reduction of
risk and uncertainty, Acquisition of
particular resources and activities
Value Propositions
What value do we deliver to the
customer?
Which one of our customer’s problems
are we helping to solve?
What bundles of products and services
are we offering to each Customer
Segment?
Which customer needs are we
satisfying?
CHARACTERISTICS:
Newness, Performance, Customization,
“Getting the Job Done”, Design,
Brand/Status, Price, Cost Reduction,
Risk Reduction, Accessibility,
Convenience/Usability
Key Activities
What Key Activities do our Value
Propositions require?
Our Distribution Channels? Customer
Relationships? Revenue streams?
CATEGORIES:
Production, Problem Solving,
Platform/Network
Customer Relationships
What type of relationship does each of
our Customer Segments expect us to
establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of
our business model?
How costly are they?
Cost Structure
What are the most important costs inherent in our business model? Which Key Resources are most expensive?
Which Key Activities are most expensive?
Revenue Streams
For what value are our customers really willing to pay? For what do they currently pay? How are they currently
paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
Customer Segments
For whom are we creating value? Who
are our most important customers?
Is our customer base a Mass Market,
Niche Market, Segmented, Diversified,
Multi-sided Platform?
Key Resources
What Key Resources do our Value
Propositions require?
Our Distribution Channels? Customer
Relationships Revenue Streams?
TYPES OF RESOURCES: Physical,
Intellectual, Human, Financial
Channels
Through which Channels do our
Customer Segments want to be
reached?
How are we reaching them now? Which
ones work best?
Which ones are most cost-efficient?
How are we integrating them with
customer routines?

Company Name 289
Issue tree

[Main issue]
[Main drivers
of issue]
[Main drivers
of issue]
[Secondary drivers of issue]
[Underlying drivers]

Company Name 290
Strategy is the combination of objective, scope, and advantage

Objective
Scope
What is our goal/what does winning look like to us?
Specific, measurable, time bound
Where do we want to play?
Customer segments/offerings, geographies, vertical integration
Advantage
How do we want to win?
Our unique selling point/value proposition, internal activities to deliver value proposition

Company Name 291
Does your strategy pass these five criteria?

Five tests of a good strategy according to Michael Porter:
A unique value proposition compared to other organizations
A different, tailored value chain
Clear tradeoffs, and choosing what not to do
Activities that fit together and reinforce each other
Strategic continuity with continual improvement in realizing the strategy
1
2
3
4
5

Company Name 292
Appendix B
Checklist and best practices for
presentations

Company Name 293
Presentation checklist

Appendix B: Checklist
❏ Is the objective of this presentation clear and does the presentation achieve that objective?
❏ Is there a short and structured executive summary that accurately summarizes that objective?
❏ Does the structure of the presentation follow a clear and logical storyline?
❏ Is each slide title an action title?
❏ Can a reader read through only the titles of the slides and understand the full story?
❏ Does the content on each slide support the title of that slide? (rule of thumb: no content on a slide that
does not relate to the title)
❏ Is each slide it’s own message and follows the “one message per slide rule”? (tip: if you cannot explain
the full slide in a two-line title you should split it into two)
Content

Company Name 294
Presentation checklist

❏ Are all small section headers (the top left corner) correct and aligned to each section?
❏ Are there consistent page numbers on each page?
❏ Is the font type the same all the way through?
❏ Is the font size consistent on each slide and all the way through? (Rule of thumb: only two font sizes in
the content area of each slide and best if the sizes are two points apart, e.g. section headers font size 16
and text font size 14)
❏ Are the colors consistent all the way through?
❏ Does every graph/data point have a source?
❏ Does every graph have axes titles?
❏ Is there an “end” slide in the presentation (e.g. colored slide with e.g. company logo or names or
slogan)?
❏ Are all text boxes, graphs, subtitles etc. aligned and centered?
❏ Are there any spelling mistakes or grammatical errors?
❏ Is there anywhere where there are two or more spaces or the text looks strange?
❏ Does it look correct as pdf?
Formatting

Company Name 295
Best practice tip: Keep it to one message per slide

Look at your slide title and content – what is the one message you want the reader to take away from this slide? Delete all
the content (even if it looks nice) that doesn’t support this message. Alternatively, split it into several slides.
Several messages in one slide make it difficult to read One message in each slide gets the points across clearly

Company Name 296
Best practice tip: Use action titles

Think about the most important thing you want the reader to know when reading the slide. How would you say that if you
had to do a voice-over? Write that voice-over down as the action title.
A descriptive title leaves the reader to interpret the message on
their own
An action title guides the reader and helps them focus on what’s
most important

Company Name 297
Best practice tip: Use visuals and color to highlight your message

Look at the message you want to say with your slide and the content that supports this. Is there anything you can put a
box around, make a different color, or add a visual to to make that content stand out and support the message?
Without colors or call-outs it is more time-consuming for the
reader to understand why the graph is there
With simple highlights you can call attention to the point you
want the graphs to make
8%

Company Name 298
Best practice tip: Read only titles and see if overall story is coherent

Zoom out on your slides and only read the titles. Does the story make sense and create a compelling case?
Titles that don’t tell a story are difficult to navigate and retell: Coherent titles easily deliver the main points:
• Why we believe in the mission
• Solutions along the healthcare customer journey
• Project based on a proven methodology
• Run over a 3 month period
• To get a prioritized list of actions
• Engagement channel building
• Innovation project
• Pilot and MVP
• Questions
• [Company] is building the national virtual care platform,
transforming healthcare in [region] from 202x
• [Company] faces one urgent challenge: How to populate
the platform with high quality solutions
• To solve this big challenge, [Company] needs to answer
two key questions
• The solution is to run a 3 month strategy and execution
roadmap phase – followed by execution programs
• An initial $500k investment will save millions later, reduce
mistakes and radically speed up execution

Company Name 299
Best practice tip: Use the Pyramid Principle

Look at how you have structured your slides and storyline. Can the reader or audience understand what the main answer/
conclusion/recommendation is within the first slide(s) or title, or do they need to read many slides before getting there?
Starting with the detailed arguments or facts drowns out the main
conclusion
Starting with the main conclusion focuses your audience and
makes it easier to understand how this conclusion is supported
by the facts
We should get a
dog
Daily walks will be
good for us
We both love dogs
We have the time
and money now
We don’t get
enough exercise
right now
We love taking
walks but just forget
We should get a
dog
Daily walks will be
good for us
We love taking
walks but just forget
If we had a dog we
would remember to
take walks
Supporting fact Supporting fact
Argument
Main conclusion
Main conclusion
Arguments
Supporting facts

Mey Network introduction of rwa projects

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