Preparing your Big Data start-up pitch
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The document provides guidelines for preparing a startup pitch, emphasizing the importance of storytelling, time management, and clarity in presenting core business elements like the product, market opportunity, and revenue model. It outlines a recommended structure for a pitch, including comprehensive elements such as business problems, market expectations, competition analysis, and financial viability. Additionally, it lists critical questions to address during the pitch related to the team, product, competition, marketing strategy, and financial projections.
Preparing your Big Data start-up pitch
- 1. Preparing your start-up “Pitch” 1 Dr. Jose María Alvarez Rodríguez Business Applications of Big data Analytics MASTER IN BIG DATA ANALYTICS Universidad Carlos III de Madrid 15th of March, 2018
- 4. 4 How to deliver a Pitch? Source: https://www.entrepreneur.com/article/251311
- 6. Some recommendations… • If you say that you’ll take “only X minutes,” then take at least one minute less. • If you are told, “You only have X minutes to pitch,” then take at least five minutes less. • If you say, “One last thing” or something similar, then make sure it’s truly the one last thing. • Move at a good pace. Don’t rush at the end. • If you’re using slides, don’t get stuck on one slide for more than three minutes. 6 https://www.entrepreneur.com/article/251311
- 7. 7 Turn your pitch into Story Engagement https://www.entrepreneur.com/article/251311
- 9. 9 Explain exactly Your product/service https://www.entrepreneur.com/article/251311
- 10. 10 Explain exactly What is unique in your product/service https://www.entrepreneur.com/article/251311
- 11. 11 Explain exactly Who is your audience https://www.entrepreneur.com/article/251311
- 12. 12 Explain exactly How you are going to get your audience https://www.entrepreneur.com/article/251311
- 13. 13 Explain exactly Your revenue model https://www.entrepreneur.com/article/251311
- 15. Others… Dress to kill Practice your pitch Anticipate questions, and answer them ahead of time 15 https://www.entrepreneur.com/article/251311
- 18. 18 Structure
- 19. Some potential sections… 1-Business problem •Which problems are being addressed? 2-Market opportunity/expectations •Stakeholders & Size •Figures 3-Similar systems/Platforms/Competitor •How others are providing solutions for similar problems? •What is missing? 4-Business plan & value proposition •See below 5-Technical proposal •High-level description •Data management plan •Integration and APIs 6-Evaluation •Technical •Business 19
- 21. Business plan: some elements… Concept Business model •How are you going to monetize your proposal? revenue model? •How are you going to gain market? •… Marketing •How much are you going to invest? •How are you going to capture customers/clients? •Campaigns? •… Financial viability, expected growth & status •Expected ROI •Funding schemes, etc. •Internal Rate of Return •Actual net value •Payback Period •… Structure and team •Roles & capabilities •Experience •Why you are the “best” team for this project? Intellectual property management •Patents Initial risk assessment and mitigating factors •What if someone leaves? •What if I can not get data? •What if I have regulatory issues? Other aspects •Exit strategy 21
- 22. 22 Business Model https://hbr.org/2011/01/how-to-design-a-winning- business-model%20
- 23. Types of business models (I) 23https://hbr.org/2015/01/what-is-a-business-model
- 24. Types of business models (II) 24https://hbr.org/2015/01/what-is-a-business-model
- 25. Types of business models (III) 25https://hbr.org/2015/01/what-is-a-business-model
- 26. Types of business models (IV) 26https://hbr.org/2015/01/what-is-a-business-model
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- 28. 28 Any technique to prepare a business model?
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- 32. An organisation serves one or several Customer Segments Customers • How do we get, keep and grow customers? • Which customer relationships have we established? • How are they integrated with the rest of our business model? • How costly are they?
- 33. It seeks to solve customer problems and satisfy customer needs with value propositions Value Proposition • What value do we deliver to the customer? • Which one of our customers’ problems are we helping to solve? • What bundles of products and services are we offering to each segment? • Which customer needs are we satisfying? • What is the minimum viable product?
- 34. Value propositions are delivered to customers through communication, distribution, and sales Channels Channels • Through which channels do our customer segments want to be reached?
- 35. Customer relationships are established and maintained with each Customer Segment Customer Relationships • How do we get, keep and grow customers? • Which customer relationships have we established? • How are they integrated with the rest of our business model? • How costly are they?
- 36. Revenue streams result from value propositions successfully offered to customers Revenue Streams • For what value are our customers really willing to pay? • For what do they currently pay? • What is the revenue model? • What are the pricing tactics?
- 37. Key Resources are the assets required to offer and deliver the previously described elements Key Resources • What key resources do our value propositions require? • Our distribution channels? • Customer relationships? • Revenue streams
- 38. Some activities are outsourced and some resources are acquired outside the enterprise Key Partners • Who are our key partners? • Who are our key suppliers? • Which key resources are we acquiring from our partners? • Which key activities do partners perform?
- 39. The business model elements result in the cost structure. Cost Structure • What are the most important costs inherent to our business model? • Which key resources are most expensive? • Which key activities are most expensive?
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- 44. Dunkin Donuts Take a loot at: https://canvanizer.com/canvas/mbY-1fsuBco# 44
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- 46. My own business model… 46
- 47. 47 Technology
- 49. Technology stack 49 Analysis Demography Data acquisition ScalabilityOrchestrator DataLake Presentation Semantic NLP Social metrics Ego-networks NetworkX ArangoDB Functional blocks
- 50. Data management plan • NIST Big Data Interoperability Framework: Volume 3, Use Cases and General Requirements • https://aulaglobal.uc3m.es/mod/resourc e/view.php?id=1710869 50
- 52. Pechakucha: 20 slides x 20 seconds = 6 mins & 40 sec. (10 mins max) 1-Business problem (2) 2-Market opportunity/expectations (2) 3-Similar systems/Platforms/Competitors (2) 4-Business plan & value proposition (8) •Business Model Canvas •Marketing strategy •Financial proposal •Team management •Others… 5-Technical proposal (4) •High-level description •Data management plan 6-Evaluation (2) 52https://www.pechakucha.org/
- 53. 53 Evaluation
- 55. Some questions (I)… Overview • What does the company do? • What is unique about the company? • What big problem does it solve? • How big is the market opportunity? • Where are you headquartered? • How big can the company get? Market • What is the actual addressable market? • What percentage of the market do you plan to get over what period of time? • How did you arrive at the sales of your industry and its growth rate? • Why does your company have high growth potential? 55https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 56. Some questions(II)… Founders & Team • Who are the founders and key team members? • What relevant domain experience does the team have? • What key additions to the team are needed in the short term? • Why is the team uniquely capable to execute the company’s business plan? • How many employees do you have? • What motivates the founders? • How do you plan to scale the team in the next 12 months? Product & service • Why do users care about your product or service? • What are the major product milestones? • What are the key differentiated features of your product or service? • What have you learned from early versions of the product or service? • Provide a demonstration of the product or service. • What are the two or three key features you plan to add? 56https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 57. Some questions (III)… Competition • Who are the company’s competitors? • What gives your company a competitive advantage? • What advantages does your competition have over you? • Compared to your competition, how do you compete with respect to price, features, and performance? • What are the barriers to entry? Marketing • How does the company market or plan to market its products or services? • What is the company’s PR strategy? • What is the company’s social media strategy? • What is the cost of a customer acquisition? • What is the projected lifetime value of a customer? • What advertising will you be doing? • What is the typical sales cycle between initial customer contact and closing of a sale? 57https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 58. Some questions (IV)… Traction • What early traction has the company gotten (sales, traffic to the company’s website, app downloads, etc., as relevant). • How can the early traction be accelerated? • What has been the principal reasons for the early traction? Risks • What do you see are the principal risks to the business? • What legal risks do you have? • Do you have any regulatory risks? • Are there any product liability risks? 58https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 59. Some questions (V)… End Game • What is the likely exit - IPO or M&A? • When do you see the exit happening? • Who will be the likely acquirers? • How will valuation of an exit be determined given market comparables? IPR • What key intellectual property does the company have (patents, patents pending, copyrights, trade secrets, trademarks, domain names)? • What comfort do you have that the company’s intellectual property does not violate the rights of a third party? • How was the company’s intellectual property developed? • Would any prior employers of a team member have a potential claim to the company’s intellectual property? 59https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 60. Some questions (VI)… Financials • What are the company’s three-year projections? • What are the key assumptions underlying your projections? • How much equity and debt has the company raised; what is the capitalization structure? • What future equity or debt financing will be necessary? • How much of a stock option pool is being set aside for employees? • When will the company get to profitability? • How much burn will occur until the company gets to profitability? • What are your unit economics? • What are the factors that limit faster growth? • What are the key metrics that the management team focuses on? Financial Rounds • How much is being raised in this round? • What is the company’s desired pre-money valuation? • Will existing investors participate in the round? • What is the planned use of proceeds from this round? • What milestones will the financing get you to? 60https://www.forbes.com/sites/allbusiness/2013/06/10/65-questions-venture-capitalists-will-ask- startups/#5653c9a77c0d
- 61. 61 Do not panic! Try to do your best!
- 62. 62 Task: Let’s create a business model canvas for an existing data-driven service e.g. Netflix, Spotify, etc.