Week 7
- 1. VENERA SCUDERI MANUEL RIBEIRO ADRIAN YTTERDAL 1 WEEK #7
- 2. 2 CEO Venera Scuderi CFO Adrian Ytterdal CMO Manuel Ribeiro ORGANISATIONAL CHART
- 3. CHIEF EXECUTIVE OFFICER 3 STRATEGIC TASKS • Setting strategy and directions • Planning • Creation of company culture • Human resources • Performance measurement TACTICAL TASKS • Identify main goals and share them with collaborators • identify intermediate objectives • Define key performance indicator; • Plan everyday activities • Do interviews when it is necessary to hire new people • Define budget • Develop performance measures that support the company's strategic direction
- 4. 4 STRATEGIC TASKS • Get and maintain relationship with key partners • Marketing campaigns • Communications with third parties • Customer relationship Management • Manage the co-working space TACTICAL TASKS • Participate in events • Keep updated all the socials networks • Prepare and propose marketing campaigns • Get in contact (email, phone, personally) with all possible partners • Respond to request for the co-working space • Check issues related to the co-working space • Contact with alumni CHIEF MARKETING OFFICER
- 5. 5 STRATEGIC TASKS • Accounting • Financial reports • Legal issues • Develop financial and tax strategies TACTICAL TASKS • Keep updated everyday accounting documents • Create monthly, trimestral and annual reports • Prepare presentation about economic results and financial situations • Supervise legal issues • Meetings with possible financial partners • Assist in formulating the company's future direction CHIEF FINANCIAL OFFICER
- 6. 6 Customer development: • Search • Processing Marketing: • Get customers • Challenges • Uni. presence Training • Business basic • Accounting • Legal Networking • Activities • Team building Alumni network • Stay in touch Co working space Finance and accounting Human resources Website Primary Activities Support Activities Office Network People Key Resources Companies Investors Universities Key Partners VALUE CHAIN KEY ACTIVITIES, RESOURCES AND PARTNERS
- 7. HYPOTHESIS TEST #1 7 HYPOTHESIS TEST VALIDATION • Have partnerships with universities, companies, financial companies, government and successful entrepreneurs • Send emails to all types of possible institutions that represent the different partnerships that we aim to have • Have at least one positive answer via email in each partner type COMPONENT: Key Partners
- 8. HYPOTHESIS TEST #2 8 HYPOTHESIS TEST VALIDATION • Test if people are willing to value the co-working space, the specific knowledge (e.g. marketing) that we will provide and the network that we intend to offer. • Create a survey to people in fashion and design areas • Have positive feedback from the survey COMPONENT: Key Resources
- 9. HYPOTHESIS TEST #3 9 HYPOTHESIS TEST VALIDATION COMPONENT: Key Activities • Identify if people in design and fashion area need help in the creation of a business plan, legal help, networking, marketing and accounting. • Create a survey to people in fashion and design areas • Have positive feedback from the survey
- 10. IDEA VALIDATION PROCESS 10 Customer Presentation of a Innovative Idea Validation Team Evaluate the idea Check the areas in the idea that we can develop Does the idea have potenti al to incubat e/devel op? Financial Office Evaluate the idea Is the idea profita ble? No Yes No Yes Present the proposal