M1:

INTRODUCTION

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

SESSION MAP
M1-INTRODUCTION [2.5 HOURS]
1.Overview: About CIE [10 mins]
2.Activity: Networking Bingo [45 mins]
3.Overview: About this course[10 mins]
4.Test for Entrepreneurs
5.Introduction to Entrepreneurship[25 mins]
6.Entrepreneurial Myths and Traits (includes DISC assesment)[25 mins]
7.Startup Definition and Overview[15 mins]
8.India Startup Landscape[15 mins]
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M1: INTRODUCTION

SUB MODULE 1
OVERVIEW:CIE

Centre for Innovation and Entrepreneurship (CIE)

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CIE Startup Journey

December 2017
( CIE starts in a small office )
January 2018
( Student team helped in the Design of CIE! )

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Now
( New space operational since May 2018 )
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Prof. Sathya Prasad Mr. Madhukar Narasimha Prof. Usha Raghunath

Director, CIE CIE Program Manager CIE L1 instructor
(sathya.prasad@pes.edu) (cieoffice@pes.edu) (usharaghunath@gmail.com)

E-Cell
(student body)

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CIE Social Media Community

@cie.pesu

Center for Innovation and Entrepreneurship @ PES University

@CIECommunity

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M1: INTRODUCTION

SUB MODULE 2
COURSE OVERVIEW

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Course Objective

Mindset for innovation &

entrepreneurship (I&E) Business
aspects of startup
Tech I&E landscape
Role of the entrepreneur in the startup
process Creating value through I&E

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Learning Outcome

Attitudes/characteristics associated with an entrepreneurial mindset

How entrepreneurs perceive opportunity, manage risk, organize

resources Planning and modelling a businessfor a given idea/opportunity

Collaborative learning through peer interaction

‘Soft skills’–communication, teamwork, networking and more!

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What is different about this course?

Pre-Session Post-Session
Activities (1- Session Activities
1.5hrs) (~1.5hrs)

CIE course requires & encourages:

Active learning & doing
You to be Creative (”right-side” of the brain)
Experiential learning (activities, discussion, your point-of-
view) Teamwork (in/outside the session)
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Course Mechanics
•This is 2-credit Special-Topic course
•You will operate as a (startup) team–creating/maintaining the team is very important
•Evaluation: 1 ISA, Assignments, Mini-Project, In-Class-Assessment (ICA)& Final Project (in lieu of ESA)
•Final Project:1 Group/Team project across (noindividual/solo projects, 3 intermediate checkpoints)
•Class notes: will be shared electronically; highly encourage you to take notes as well
•Course grade: you need all 4: ISA, Assignment, Mini-Project, ICA & Final Project (nomake-up
ISA/Final Proj)
•If you can’t attend a session, inform CIE Program Managerin advance
•Extensive use of online collaboration platform (team work, references, assignments, quiz, etc)
Assessment:
ISA: 20%, Assignments: 30%, Final Project: 50% (includes ICA)
Grading:
S: 90 –100 A: 80 –89 B: 70.-79 C: 60 –69D: 50 –59 E: 40 –49 F: 39 & below
* ICA: In-Class-Assessment comprises of report-out, presentations, class discussions, activities, readings, videos, etc
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How to get the best out of the course?

Discipline, Perseverance & Commitment
(key ingredients of a successful entrepreneur!)

• Practice the framework/tools you learn

(develop skills to use the ‘tools’ ; not formulaic, find out what works best for you/team)

• Lots of ‘doing’ in a Team setting (if Team succeeds, you succeed)

(be prepared for several activities! Be prepared to work in and as a Team)

• Digital Collaboration:
-> MS Team (chat/discussion, filesharing etc)
-> Info/articles/relevant news/etc: LinkedIn (CIE), Twitter (@espichirp)
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How to get the best out of the course?

Discipline, Perseverance & Commitment
(key ingredients of a successful entrepreneur!)

Practice the framework/tools you learn

(develop skills to use the ‘tools’ ; not formulaic, find out what works best for you/team)

Lots of ‘doing’ in a Team setting (if Team succeeds, you succeed )

(develop skills to use the ‘tools’ ; not formulaic, find out what works best for you/team)

Digital Collaboration :
-> MS Team (chat/discussion, filesharing etc)
-> Info/articles/relevant news/etc: LinkedIn (CIE), Twitter (@espichirp)

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A Test for Entrepreneurs

The Entrepreneurial Test may assist you in your personal evaluation process.

Please remember this is only a tool; this is not a definitive indicator whether you

will be
an entrepreneur or not!
Instructions for scoring for the test:
Score 3pts for each “Agree” answer
2pts for each “Undecided” answer
0pts for each “Disagree” answer
M1: INTRODUCTION

SUB MODULE 3
INTRO TO ENTREPRENEURSHIP

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

What is Entrepreneurship?
The capacity and willingness to develop, organize and manage a business
venture along with any of its risks in order to make a profit.
“Entrepreneurs do much more than imaginable with much less than seems
possible''

“Entrepreneurship is when you act upon opportunities and

ideas and transform them into value for others. Value created
can be financial, cultural, or social”**
* Source: Stanford University
**. Source: EU Entrepreneur Competence Framework

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Entrepreneurial vs Entrepreneurship

Industry
“Employment”
(Join) Startup
Bachelor’s Higher Studies
Degree
(or similar) Self-Employed
Family-Biz

(Start) Startup

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Entrepreneurial vs
Entrepreneurship example
Alex and Sarah work at a company as Project Managers, Alex uses creativity
to look for new solutions, helps build new ideas, and takes risks to help build
the company

Sarah follows her passion for fitness, quits the job, starts a new company to
build fitness products

Alex is Entrepreneurial, whereas Sarah is an Entrepreneur

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Types of Entrepreneurship

Entrepreneurship

SME IDE
Small Medium Innovation Driven
Enterprises Enterprises
Reach/Location Local Global
Cash flow Less cash More cash flow
Risk flow Less risk More risk
Getting profitable Less time to get profitable More time to get profitable
Cluster Less Clustered More Clustered

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Credit: Bill Aulet, MIT
 CIE LEVEL 1

Paving the way into Entrepreneurship

Imagination:
envisioning things that do not exist

Entrepreneurship: Creativity:
applying innovation, applying imagination to
creating value, address a challenge
thereby inspiring others’
imagination

Innovation:
applying creativity to generatenovel solution(s)

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Source: Tina Seelig, Stanford Technology Ventures Program
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Imagination

Examples from your life where you were

most ‘Imaginative’

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Imagination
Tesla and Elon Musk:

Elon Musk's imagination has been at the forefront of Tesla's success. He envisioned a future
where electric vehicles would be both practical and desirable
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Creativity

Mexico’s Ambassador to India In the official transport!

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Creativity

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Innovation

Innovation = Invention m u lt i p li e d b y Commercialization

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Credit: Bill Aulet, MIT

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Innovation Elements

Internal External
Attributes Attributes
Attitude Culture

Imagination Habitat (Env)

Knowledge Resources

Source: Tina Seelig, Stanford University

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M1: INTRODUCTION

SUB MODULE 4
ENTREPRENEURIAL MYTHS &
TRAITS

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Myths of Entrepreneurship
● Smartest + High Achieving
● Individualists
● Born not made
● High risk takers
● Charismatic
● Not disciplined

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Common Entrepreneurial Traits

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Common Entrepreneurial Traits

Ideas and Drive People Skills WorkStyle

• Creativity • Leadership • Self-challenging
• Vision • Influence • Goal oriented
• Ability to • Network Building • Comfortable wit h
identify • Ability to excite uncertainty
• opportunities
Passion people by vision • Rarely satisfied

➔ Entrepreneurial background (family biz, worked at a startup, know friends doing startups)
➔
Finance knowledge/exposure (financial savviness)
Source: Harvard Business Review Entrepreneur’s Handbook
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M1: INTRODUCTION

SUB MODULE 5
STARTUP DEFINITION AND
OVERVIEW

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Startup Working definition

“A startup is a temporary organization designed to search

for a repeatable and scalable business model”

What we know about Startups by Kauffman Founders School”Link (1:50)

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Startup definition- India Perspective

“An entity working towards innovation, development, and commercialization of new products,
processes, or services driven by technology or intellectual property”

[For latest Startup India [DIPP definition], pls see https://startupindia.gov.in

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I&E and Technology- Game Changer

Highest Value!

Tech AND Innovation AND Entrepreneurship -> HighValue

http://epicenter.stanford.edu/page/about 33
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I&E: Key to Startup AND corporate

Startup
New Tech

Rapid
Innovation Agility

Reduced
Time to New Skills
Market

Intellectual
Shared Risk Capital

Job Creation

Corporate

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M1: INTRODUCTION

SUB MODULE 6
INDIA STARTUP LANDSCAPE

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Overview of the Indian Startup Landscape

Highlights from
Indian Tech Start-up Ecosystem –Year of The Titans
(2021 NASSCOM/Zinnov Report)

• Indian Startup
• Ecosystem Key Trends
• Sectors/Market Deep-
• Tech areas
• And a lot more!
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CIE | PES University

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India: 3rd Largest Startup Ecosystem

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Indian Startup Ecosystem

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Indian Startup Landscape

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Presence of Deep-Tech in startups

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Success of Women-Led startups

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Indian DeepTech Start-up Ecosystem

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Key Trends

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Key Trends

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ACTIVITY: NETWORKING BINGO

Pick a Bingo Card

Start Networking- Finish the tasks mentioned on the bingo card by
interacting with other students
Use this opportunity to understand and find like minded folks to build a team
by the next class
This Team will be the same for the rest of the course, so get to know your
folks better :)

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M1: INTRODUCTION

POST - SESSION

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

TEAM TRADING CARD

Gather team members' information (name, job title, contact details).
Plan the layout and dimensions of the business cards
Come up with a team name and logo

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Recommended Videos

a."Creativity Rules" by Tina Seelig -BOOK SUMMARY

(https://youtu.be/e6rr6ZGkrCQ?t=65)
b.Six Myths of Entrepreneurship? by Bill Aulet, MIT
(https://www.youtube.com/watch?v=_zWgGX71Iws)
c.Why Become An Entrepreneur: Right & Wrong Reasons
(https://www.youtube.com/watch?v=EKQcDF3R8Jk)
d.What we know about Startups (https://youtu.be/FCiHWQlrlvY)
e.Attitude (https://www.youtube.com/watch?v=66GDhfaFZ7s)

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Recommended Reading

1.Sarasvathy, S.D. (2014). What Makes Entrepreneurs Entrepreneurial?

http://www.effectuation.org/learn/effectuation101
2. "Are You Suited for a Startup?”
Harvard Business Review (HBR), Nov-Dec 2017
1.Indian Tech Startup Ecosystem –Leading Tech in the 20s

References:
1.Drucker, P. (1999) Innovation and Entrepreneurship, Butterworth Heinemann,
Oxford
2.Ries, Eric (2011) The Lean Startup, Portfolio Penguin.
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M2: TEAMS

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Pre Session Session Post Session

• About Teams + Diversity +

Traits
• HHV + DISC (individual wall)
• Importance of
[10-15 mins]
Teams/Diversity in • Form a diverse Team based on
• Quiz [3-5 mins]
Startup above (create team “wall”)
• 16personalities report
• Team members - • (Team) Know your team activity
(individual wall) [50 mins]
Personal traits (team wall) [~20 mins]
• Video(s) [4:40]
• Team formation • Recommended reading from
PDF [~30mins]
• Team bonding
• DISC tutorial [2-3 mins]
• Post Session Brief
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Module 2 - Videos
Pre Session (MUST WATCH) [5min] Post Session (RECOMMENDED) [1 min]

• The power of diverse teams

• Startup CEO: Building Your
Team: Recruiting & Hiring

(https://youtu.be/DvZAewVHAZA) (https://youtu.be/mz9KLOnkT6I))
[4.40] [0:47]))

Allocated Pre Session Session Post Session

Time -> [~1 hour] [~20 minutes] [~1.5 hours]

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SESSION MAP
M2- TEAMS [2.5 HOURS]

• ABOUT TEAMS AND IMPORTANCE OF A TEAM – 15 mins

• TEAM CHARACTERISTICS AND DIVERSITY – 15 mins
• DISC ASSESSMENT – 20 mins
• IN-CLASS ACTIVITIES – 1.5 hours ( 20 prep + 6 mins per team)
• POST SESSION BRIEF

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M2: TEAMS

SUB MODULE 1
ABOUT TEAMS

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

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If you do not know your enemies nor yourself, you will be imperiled in
every single battle

If you do not know your enemies but do know yourself, you will win one
and lose one;

If you know your enemies and know yourself, you will

not be imperiled in a hundred battles

Sun Tzu- The Art of War

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Top 20 Reasons Startups Fail

#3 “Not the Right Team”

Top 5 Reasons Startups Fail
#1 – Market (Customer) need is missing
#2 – Running out of Cash
#3 – Not in the Right Team
#4 – Out competed
#5 – Pricing/Cost issues 4
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The ‘Perfect’ Founding Team

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Build diversity into the team:

‘Visionary/Hacker/Hustler’, Semester, Branch, Gender, Traits
(D, I, S, C), Hobbies/Interests, etc

Challenge yourself to build a team with diverse

skillset
and
has a mix of different temperament and 1
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Effective Team Characteristics

Trust is created Good Communication: Most decisions by

& maintained informal atmosphere consensus

Teams learn & share People listen to each other;

their learning disagreements handled well

Clarity of Clear Effort is

purpose & tasks roles/responsibilities Collaborative

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Diversity and Inclusion

Source: Journal of Business Studies, Jul 2013
Entrepreneurial Diversity (Dimensions):
Expertise, Opinion, Power

Optimal Levels of Diversity:

Expertise: High
Opinion: Moderate

Power: Low
“Diversity: the art of thinking independently together” – Malcolm Forbes
“Diversity is being invited to the party.
Inclusion is being asked to dance” - Verna Myers
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M2: TEAMS

SUB MODULE 2
DISC TUTORIAL

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

DISC Behavioral Traits and Assessment

(Activity 1)
Outgoing

D I
[Dominant] Influential

Task People
Focus Focus
C S
Conscientious Steadiness

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DISC Behavioural Traits

DISC is a behavior assessment tool based on psychologist William Marston’s work, which centers on
4 different behavioral traits. This theory was then developed into a behavioral assessment tool by
industrial psychologist Walter Vernon Clarke.

Summarizing the DISC Traits

• D stands for the DOMINANT Type which is OUTGOING and TASK-ORIENTED.
• I stands for the INFLUENTIAL Type which is OUTGOING and PEOPLE-
ORIENTED.
• S stands for the STEADINESS Type which is RESERVED and PEOPLE-
ORIENTED.
• C stands for the CONSCIENTIOUS Type which is RESERVED and TASK-
ORIENTED.
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A CAUTIONARY NOTE about this (or any other similar) test:

The main misuse of DISC or any personality model is to assume that a person
only has ONE trait. That is not the case.
Each person has all traits to varying degrees.
Any such methodology that boxes people in with ONE trait is unproductive and
inaccurate.

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DISC - How to use it

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M2: TEAMS

IN-CLASS
ACTIVITIES

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Team Introduction Slide (Activity 2)

<Team# -Team Name>
Team Tag line

Phot Phot Phot Phot Phot

o o o o o

<NAME> <NAME> <NAME> <NAME> <NAME>

<Role> <Role> <Role> <Role> <Role>
 CIE LEVEL 1

About your team (Activity

2)

Edit the Canva Template

Find 8 things that your team has in common!

Share what you found to celebrate in your other team members

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TWO BUCKET ACTIVITY

Choose a product from the product bucket based on the last digit of your SRN.

Choose a company from the company bucket based on the last digit of your birth date.

For example:

If your SRN is PES1201700495 then you would choose ‘5. Shampoo’ as your product and if your

birth date is 18th June then you would choose ‘8. HDFC Bank’ as your product.

So your problem statement stands as “You work for ‘HDFC Bank’ and they require you to develop a

“shampoo” for them.

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TWO BUCKET ACTIVITY

Take 15-20 minutes to develop the product’s:

➔Features (pictorial or description)

➔ Benefits

➔Target Audience

➔Promotional Ideas

➔Highlight how you used imagination, creativity, innovation.

Share on your individual wall.

NOTE -Make sure your product fits the brand’s values, style and ideals

(The product should convincingly come from the given brand)

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TWO BUCKET ACTIVITY

M2: TEAMS

POST-SESSION
BRIEF
FORMING YOUR STARTUP
TEAM

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Build diversity into the team:

‘Visionary/Hacker/Hustler’, Semester, Branch, Gender, Traits
(D, I, S, C), Hobbies/Interests, etc

Challenge yourself to build a team with diverse

skillset
and
has a mix of different temperament and 1
THANK YOU

Centre for Innovation and Entrepreneurship

(CIE)
M3:
OPPORTUNITY
IDENTIFICATION
Centre for Innovation and Entrepreneurship
(CIE)
 CIE LEVEL 1

Pre Session Session Post Session

1.Recommended reading
1.Intro (Idea vs Oppty, from the pdf (includes
1.Quiz [3-5 mins] Recommended material
Oppty Defn etc)
2.All the videos from the for tech and market
1.Looking for
PDF [7 mins] trends (share the pdf as
Opportunities
3.Problems/ Needs is?))
1. TIPSC
activity 2.Napkin Pitch
1.Process Flow
Summary 3.Brainstorming +
TIPSC 4.Opportunity
Statement
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SESSION MAP
M3-OPPORTUNITY IDENTIFICATION [2 HOURS]

1. WHAT IS AN OPPORTUNITY - 10m

2. LOOKING FOR OPPORTUNITIES - 30m
3. TIPSC METHOD - 15m
4.OPPORTUNITY-PUTTING IT ALL TOGETHER - 10m
5. MARKET TRENDS
6. EXAMPLES - 10m
M3: OPPORTUNITY IDENTIFICATION

SUB MODULE 1
WHAT IS AN OPPORTUNITY?

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Startup Opportunity Elements

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Opportunity in Startup Lifecycle

1
1

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Idea vs. Opportunity

•What is an Idea?

•What is an Opportunity?

•Which is more important (to an entrepreneur)? Why?

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Entrepreneurship
opportunity

Opportunity => Idea + Value

Opportunity => Real/Big problem +

Realizable solution +
Paying customer(s) +
Good timing (!)
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Opportunity

Entrepreneurship

Passion Capabilities
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M3: OPPORTUNITY IDENTIFICATION

SUB MODULE 2
LOOKING FOR OPPORTUNITIES

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

“Every problem is an
opportunity.”
Vinod Khosla
(Khosla Ventures & Founder Sun
Microsystems)

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Fundamentals of Opportunity
● Great opportunities are often disguised as difficult
problems!

● Customer’s pain -> source for entrepreneur’s value

creation

● New technology (may or may not be a biz opportunity!)

● Non-Tech: shift/changes in regulatory policy can be an

opportunity
Anything that has the potential to create significant value for the customer!

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Looking for opportunities

● Customers’ needs (or changing needs) Market driven

● Technological changes - Study/Analyze Trends

● Personal (experience of) need or problem

● Discontinuities (social, technological, market)

● Role of Chance/Luck (“right place, right time”)

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What is a Trend?

Trend: “A general direction or something popular”

Market / Business
Technology
Social
Cultural
Many more…

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POP Quiz: IDE Startup

High (scalable)

C B
Growth

Low (non- D A
scalable)

Mkt
Unvalidated Business Model Validated
*
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Categories of Opportunity

Increase the value of a product or service

New applications of existing means or technologies

Creating mass markets

Customization for individuals

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Categories of Opportunity

Increasing reach (allowing access to more customers)

Managing the supply chain (efficiently)

Convergence of industries

Process innovation

Increasing the scale of the firm

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POP Quiz: Opportunity and Action

Actual Quality of Opportunity

Poor Very Good

Act
Decision

Do Not
Act

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M3: OPPORTUNITY IDENTIFICATION

SUB MODULE 3
TIPSC METHOD

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

What makes an Opportunity

attractive?

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 CIE LEVEL 1

Attractive Opportunity ('TIPSC')

Timely – Current/Real Need or Problem

Important – Problem/Need is important to Customer

Profitable: customers willingness to pay & Profitable (Value)

Solvable – in the near future with resources (present/acquired)

Context: Industry, Market, Regulatory barriers are understood

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Equation to use with valuable problems to solve

B: C: D:
Number of Frequency that the Willingness to Pay for
Target X Solution is used X Current Solution
A: Customers
Value of the
Potential
Opportunity
= E:
Level of Satisfaction with
Current Available
Customers

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M3: OPPORTUNITY IDENTIFICATION

SUB MODULE 4
OPPORTUNITY-PUTTING IT TOGETHER

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Putting it all together

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Process flow

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Tech Trends

● One source of opportunities/ideas: Technology

● How do you peek into the future?

Study the Trend(s)

Not perfect ….but ‘trend can be your friend’

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1
Process Flow

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1

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1
Filter using TIPSC

Timely - Current Need or Problem

Important - Problem/need is important to
customer Profitable - Customer will pay,
profitable for Startup Solvable - In the near
future with accessible resources Context -
Industry, Market, Regulatory
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CIE LEVEL
1
Process
Flow

Design Thinking principles –

Empathy for the user, etc
Apply effectuation principles
a.who you are, what you
know,
whom you know, etc

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M3:
OPPORTUNITY
IDENTIFICATION
EXAMPLES

Centre for Innovation and Entrepreneurship

(CIE)
CIE LEVEL 1

airbnb

The founders of Airbnb, Brian Chesky and Joe

Gebbia, identified a significant opportunity in the
accommodation industry by recognizing the
underutilized or excess capacity of people's
homes. They realized that many homeowners
have spare rooms or vacant properties that could
be rented out to travelers, providing an
alternative to traditional hotels.

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lenskart

Lenskart identified an opportunity in the

eyewear industry by recognizing the vast
untapped potential in the Indian market. They
realized that despite the high prevalence of
vision-related issues in India, the penetration of
eyewear products and services was relatively low.
This presented an opportunity to cater to the
large population in need of eyewear solutions.

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POST SESSION BRIEF

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Activity 1- Napkin Pitch (Team)

1. Capture 1-2 top Problem Needs/Benefits

Stmt (Offered by your
ideas (The Big Idea) solution)

2. Prepare ‘Napkin
Pitch(s)’ Execution Biz Rationale
(Make it real!) (Makes biz
sense?)

3. Present your top

opportunity

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Activity 2- TIPSC Brainstorm (Team)

Generate ideas for your team’s

business opportunities.

Steps:
1.Brainstorm (any/all ideas)
2.Filter using ‘TIPSC’
TIPSC: T – Timely I – Important P – Profitable S – Solvable C -
Context

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1
Activity 3- Framing Opportunity Statement

Briefly state the problem/opportunity statement

1.What is the problem (not the solution)?
a.Why is this a problem? Impact of this problem?

2.Who is affected by this?

a.How many are using these other solutions?

3.What are the existing solutions (current options)?

a.How many are using these other solutions?
b.Who (all) offer these solutions?
c.Are there issues/gaps/shortcomings with these options?

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THANK YOU

Centre for Innovation and Entrepreneurship

(CIE)
M3:
PRESENTATION
SKILLS
Centre for Innovation and Entrepreneurship (CIE)
 CIE LEVEL 1

Module 3 - Videos
Pre Session (MUST WATCH) Post Session (RECOMMENDED) [1
[5min] min]

1.“The 10 • 20 • 30 Rule of
PowerPoint”
Guy Kawasaki's 60 Second
Start Up Series
(https://youtu.be/mdohST8ph • Guy Kawasaki – Make a
f4)[1:24 mins] Great Pitch (2:37 min):
(https://youtu.be/uGU5Nb0QvB
2.“The Importance of a Good Y)[2:37 min]
Presentation”
Guy Kawasaki :
(https://www.youtube.com/w
atch?v=BHhO5VuZejI)[1 min]
 CIE LEVEL 1

SESSION MAP
M3- PRESENTATION SKILLS

• INTRODUCTION
• EXAMPLE OF A BAD
PRESENTATION
• TIPS FOR A GOOD PRESENTATION
M3: PRESENTATION SKILLS

SUB MODULE 1
INTRODUCTION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Why presentation skills matter?

• First impression of your business

• Persuading / Selling your idea

• Engaging the audience (investor,

customer, recruitment)

• Building Trust

1
CIE LEVEL 1

2
 CIE LEVEL 1

Building your WOW

statement
• A short statement (in 3 sentences)
in simple language (that can be spoken and understood by a normal human)
that creates interest in you and your company

• No more than 3 sentences

• No more than 30 seconds

• Use Visual Language

3
M3: PRESENTATION SKILLS

SUB MODULE 2
EXAMPLE OF A BAD
PRESENTATION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

How to make use of this section?

•Watch the slide show.

•Gaze at the horrible examples of bad slide

design and presentation.

•Read the hints and tips slides that follow

the examples to avoid making similar
mistakes!
4
 Quite Possibly The
World’s Worst PowerPoint
Presentation Ever
A Demonstration of What
NOT to do When Creating
and Using PowerPoint
Slide Shows
 Chilean Exports
Fresh fruit
• leads Chile's export mix - Chile emerges as major supplier of fresh fruit to
world market due to ample natural resources, consumer demand for fresh fruit
during winter season in U.S. and Europe, and incentives in agricultural policies of
Chilean government,
• encouraging trend toward diversification of exports and
development of nontraditional crops - U.S. Dept. of Agriculture, Economic Research
Service Report
Chile is among the developing economies taking advantage of these trends, pursuing
a free market
• economy. This has allowed for diversification through the expansion of
fruit production for export, especially to the U.S. and Western Europe. Chile has
successfully diversified its agricultural sector to the extent that it is now a major fruit
•
exporting nation. Many countries view Chile's diversification of agriculture as a
model
to be followed.
Meanwhile, the U.S. remains the largest single market for Chile's fruit exports.
However, increasing demand from the EC and Central and East European countries
combined may eventually surpass exports to the U.S., spurring further growth in
 CIE LEVEL 1

Tips to make it better

• Don’t put large blocks of text in your presentation.

• Emphasize the main points.
• The “Six-by-Six” Rule.
• Use pictures- PowerPoint is multimedia!
• Use a large font...at least 30-point or more.

7
Beginner Motorcycles
•My personal favorite:
the Suzuki Savage
•Light weight (~380lbs)
•Adequate power
(650cc engine)
•Low seat height fits
most riders
 CIE LEVEL 1

Tips to make it better

• Avoid loud, garish colors...dark text on light background is best.

• Avoid text colors that fade into background, i.e. blue and black

• Avoid color-blind combinations:

– Red and green
– Blue and yellow

9
 CIE LEVEL 1

Tips to make it better

• Use pictures, but don’t let them use you.

• Keep slides SIMPLE! Too much diverts

audience away from content.

• Too many pictures also make saving a

presentation difficult.

• 1 or 2 pictures per slide is probably

10
enough.
 CIE LEVEL 1

Tips to make it better

• Apply one Slide Transition style and one

Animation Scheme to ALL slides.

• Don’t change between styles- a single

style makes a presentation look unified.

• “Busy” presentations divert audience

attention from content.

11
 FILE NOT FOUND
•Microsoft PowerPoint is unable to open
the requested file. This could be because
your file is corrupted and/or this is an
unsupported file type. Do you wish to retry
or cancel?
•Disk is unformatted. Click “yes” to format
your disk now.

•Boot startup failure, press any key to

reboot.
 CIE LEVEL 1

Tips to make it better

• Something WILL go wrong- test your

presentation before you show it.

• Always have a backup of your presentation

on hand.

• Be prepared to do the presentation without

the PowerPoint...professionals ALWAYS
print handouts for the audience.
12
M3: PRESENTATION SKILLS

SUB MODULE 3
TIPS FOR A GOOD PRESENTATION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Tips for a good presentation

1.Talk to your audience, not the slides- face them!

2. Don’t just read what’s on the board...we can read that.

Use a visual presentation as a starting point.

3. Avoid apologizing for a presentation shortcomings...press on.

4. Leave time for Q & A.

13
 CIE LEVEL 1

Tips for a good presentation

5.Check grammar! A presentation is the worst time to see misspellings.

6.Don’t make too many slides...avoid the “slide rush”

(trying to rush through the last 20 slides because you ran out of time).

7.Cite your sources on each slide or at the end of your presentation.

8.Remember: KEEP IT SIMPLE! It’s just a tool!

14
M3: PRESENTATION SKILLS

SUB MODULE 4
8 Elements of a Pitch Deck

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

8 Elements of a Pitch Deck

1. Motivation - why are you doing it ?

2. Problem Statement - what are you solving?

3. Solution - how are you solving the problem? Visual representation

4. Traction - how the startup is doing? Statistical analysis of the product usage

13
 CIE LEVEL 1

8 Elements of a Pitch Deck

5.Market - statistical representation of your market, position in the

market

6.Revenue Model/BMC - statistics of the startup's financials

7.Teams - representation of the qualification of the team members to

build this startup

8.Objective Goals - Future actions

14
THANK YOU

Centre for Innovation and Entrepreneurship

(CIE)
M4:
EFFECTUATION
Centre for Innovation and Entrepreneurship
(CIE)
 CIE LEVEL 1

Session Map

1. Effectuation - 15 mins

2. Effectuation in Action - 10 mins

3. Principles of Effectuation - 15 mins

4. ICQ - 10 mins

5. Presentation team wise - 5mins+2mins per team

5
M4: EFFECTUATION

PRE-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Questions based on Dr. SarasSarasvathy’s paper: “What makes entrepreneurs

entrepreneurial?”
1.Problems/challenges with 'managerial' &/or 'strategic' approach?
How is effectual approach different (compared to managerial/strategic approach)
2.What is the process of effectual reasoning?
3.What are the principles of effectuation?
Can you think of examples from your own life (or other business) that support the principles
of
effectuation? Are there any counter examples?
4.What is the logic behind effectuation?
5.Can the same person be (or use) causal and effectual (methods)? Mutually exclusive?
6.In the example given (U-Haul company -www.uhaul.com), what are your thoughts on how
the principles of effectuation played out? What are some examples?
1
M4: EFFECTUATION

SUB MODULE 1
EFFECTUATION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

What is Effectuation?

Effectuation
Another Approach to Starting a
Startup Originator: Dr. SarasSarasvathy,
(Darden School of Business, University of Virginia)

2
 CIE LEVEL 1

Causal vs Effectual

Causal: Effectual:
expressing or producing or able to
produce a desired
indicating cause
effect
suggests the accomplishment of
relating to or showing the
cause of something a desired result especially as
viewed after the fact.
3
From Merriam Webster
 CIE LEVEL 1

Causal Logic

How Entrepreneurs Build Ventures:Causal logic (conventional wisdom)

•Come up with a brilliant idea

•Show there is a large market for it

•Write a winning business plan

•Raise money
•Build and grow the venture

•Go public or sell

•Go off to the Bahamas

4
 CIE LEVEL 1

Causal vs Effectual

Is there another way to think

about getting started?

5
 CIE LEVEL 1

Effectuation

Let’s use an Analogy…..

Preparing dinner
When you go to cook dinner how do you cook?
1. Have a specific menu, shop
for the ingredients, follow
the recipe
Have a look in the fridge, see
2.
what’s in there and make
dinner accordingly
6
 CIE LEVEL 1

Effectual Logic

Effectual dining
Effectual reasoning often requires…

Risk-taking
Imagination

Salesmanship
Spontaneity

7
 CIE LEVEL 1

A Managerial approach
Causal reasoning to achieve a given goal:
following pre-existing pathways

M1
M2
M3 GOA
L

M4
M5 8
 CIE LEVEL 1

A Strategic approach

Creative causal reasoning to achieve a given goal:

involving the creation of new path ways

M1
M2
M3 GOA
L

M4
M5 9
 CIE LEVEL 1

An Entrepreneurial approach

Effectual reasoning:
Using a given set of means, start imagining new possibilities

GOAL1
GOAL
M1
GOAL2

M5 M2 GOAL3
GOAL
M4 M3 4
GOAL
5 10
 CIE LEVEL 1

An Effectual Approach

• Effectuation considers entrepreneurship as a series of

decisions
• Decision-making can be applied in ambiguous or uncertain settings

•Entrepreneurs imagine outcome sand use means to move into

action without elaborate planning*

11
 CIE LEVEL 1

Definition of Effectuation

Work with what’s already within your control

to co-create the future

12
 CIE LEVEL 1

The Key Finding

To the extent we can predict the future, we can control it

Causal Logic

Effectual
Logic
To the extent we can control the future, we don’t need to predict it
13
M4: EFFECTUATION

SUB MODULE 2
EFFECTUATION IN ACTION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

A Brief guide to Effectuation-Discussion

1. Process -> linear or iterative?

2.What do you think are 2 things that get shaped

along the way?

3.How important is ‘knowing yourself’? Why?

4.Why are stakeholder commitments important?

14
 CIE LEVEL 1

Effectuation Example

15
 CIE LEVEL 1

Effectuation Example

16
M4: EFFECTUATION

SUB MODULE 3
PRINCIPLES OF EFFECTUATION

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Bird-in-hand principle

Bird-in-hand principle: Start with your means

Start with Who you are, What you know, & Whom you know
When expert entrepreneurs set out to build a new venture,
they start with their means:

who I am, what I know, and whom I know.

Then, the entrepreneurs imagine possibilities that originate

from their means.
17
 CIE LEVEL 1

Affordable loss principle

Affordable loss principle: Focus on Downside Risk

Invest what you can afford to lose – extreme case $0

Expert entrepreneurs limit risk by understanding

what they can afford to loseat each step, instead of
seeking large all-or-nothing opportunities.

They choose goals and actions where there is upside

even if the downside ends up happening.
18
 CIE LEVEL 1

Lemonade principle

Lemonade principle: Leverage contingencies

Embrace and Leverage surprises

Expert entrepreneurs invite the surprise factor.

Instead of making “what-if” scenarios to deal with worst-

case scenarios, experts interpret “bad” news and surprises
as potential clues to create new markets.

19
 CIE LEVEL 1

Crazy Quilt principle

Crazy Quilt principle: Form partnerships

Build a network of self-selected stakeholders

Expert entrepreneurs build partnerships with self-selecting

stakeholders.

By obtaining pre-commitments from these key partners

early on in the venture, experts reduce uncertainty and co-
create the new market with its interested participants. 20
 CIE LEVEL 1

Pilot-in-the-plane principle

Pilot-in-the-plane principle:
Co-create the future

By focusing on activities within their control, expert

entrepreneurs know their actions will result in the desired
outcomes.

An effectual worldview is rooted in the belief that the

future is neither found nor predicted, but rather made
21
 CIE LEVEL 1

Summary
•Bird-in-hand principle:
Start with Who you are, What you know, & Whom you (Not pre-set goals/opps)
know

•Affordable loss principle: (Not expected return)

Invest what you can afford to lose –extreme case $0

•Crazy Quilt principle: (Not competitive analysis)

Build a network of self-selected stakeholders

•Lemonade principle: (Not avoid them)

Embrace and Leverage surprises

•Pilot-in-the-plane principle: (Not find inevitable trends)

Co-create the future
22
 CIE LEVEL 1

When to use
Effectuation

You need them to start your business but

eventually you shift away from effectual logic

23
M4: EFFECTUATION

POST-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship

(CIE)
 CIE LEVEL 1

Activity on Effectuation

As a startup team

–Discuss the 5 principles of effectuation –

Come up with examples of these 5 principles
from your personal experience / life
–Post report on team wall

24
M5: DESIGN
THINKING

Centre for Innovation and Entrepreneurship

(CIE)
Pre Session [++mins] Session [++ min] Post Session [++mins]

• Quiz [3-5 mins] • The bag project??

• IDEO • Design Thinking • Brainstorming
• IDEO Case Study video • IDEO Case Study • Recommended reading
• D.school from the pdf
 Module 5 -
Pre Session (MUST WATCH) [5min] Videos
Post Session (RECOMMENDED) [min]

• Brainstorming Techniques:
How to Innovate in Groups
(https://www.youtube.com/watch?v=YX
• IDEO Shopping Cart Project ZamW4-Ysk&feature=youtu.be)
(https://youtu.be/W6EgoiPxNDs)
• Six Creative Ways To Brainstorm Ideas
(https://www.youtube.com/watch?v=yA
idvTKX6xM)

Allocated Pre Session Session Post Session

Time -> [~1 hour] [~20 minutes] [~1.5 hours]
 SESSION MAP
M5- DESIGN THINKING [2.5
HOURS]
• ABOUT DESIGN THINKING AND ITS PROCESS
• IDEO CASE STUDY
• IN CLASS ACTIVITIES
M5: DESIGN THINKING

SUB MODULE 1
DESIGN THINKING

Centre for Innovation and Entrepreneurship

(CIE)
M5: DESIGN THINKING

PRE-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship

(CIE)
 Design Thinking: Overview
• Design thinking is a process for creative problem solving

• IDEO Founder David Kelley, coined the term Design Thinking

• IDEO founder (David Kelley) founded d.school (@ Stanford Univ)

• Helped develop Apple’s 1ˢᵗ mouse, Palm V PDA, etc.

• Not just Tech, but for Space, Medical, etc (see here more details)
Design Thinking

(User) Desirability
and
(Tech) Feasibility
and
(Business) Viability
 Why Design Thinking is Important?

• Help you/team surface unmet needs of the people you are creating for
• Reduces the risk associated with launching new ideas
• Generates solutions that are revolutionary, not just incremental
3 Key Principles:
• Empathy
• Ideation
• Experimentation
 Design Thinking and Startups

• Design Thinking: mindset to create products/services that make a difference to

customers
• Have your customer’s love your product offering
• Better business outcomes

Can also be applied in wide-variety of other areas:

• Business design, Leadership, Organizational change, etc
Design Thinking Mindset
Design Thinking Framework
Design Thinking Process

⚬I have a challenge
1. Discovery ⚬How do I approach it?

⚬I learned something
2. Interpretation ⚬How do I interpret it?

⚬I see an opportunity
⚬What do I create?
3. Ideation
⚬I have an idea
4. Experimentation ⚬How do I build it?

⚬I tried something new

5. Evolution ⚬How do I evolve it?
Source: IDEO
https://youtu.be/Gg5M3J_FHXY
M5: DESIGN THINKING

SUB MODULE 2
IDEO CASE STUDY

Centre for Innovation and Entrepreneurship

(CIE)
 IDEO Case Study
• IDEO did this for ABC News to illustrate their process for coming up
with innovative new products : IDEO shopping cart project (video, 15 mins)

Carefully watch to see

•the process (and steps) IDEO employs for new/innovative products
•how they brainstorm effectively and jot down your observations
M5: DESIGN THINKING

POST-SESSION
BRIEF

Centre for Innovation and Entrepreneurship

(CIE)
 Activity (Team)

Brainstorming Warmup!
[getting used to Quantity over Quality]

Brainstorm 50 uses of a Paperclip

and post them on your team wall!
 DESIGN THINKING ACTIVITY

(see instructions for Activity details)

THANK YOU

Centre for Innovation and Entrepreneurship

(CIE)
 M8: BMC

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Pre Session [++45mins] Session [++ min] Post Session [++mins]

1.Quiz [3-5 mins] 1.Create Draft BMC (Team

1.Intro wall)
2. Videos
2.BMC - Desirability -
2.Recommended Videos +
Customer Development Reading
3.BMC -Viability - Sanity Check
4.BMC - Feasibility - Build,
Borrow, Buy?
5.BMC Example
 CIE LEVEL 1

Module 8 - Videos
Pre Session (MUST WATCH) [5min] Post Session (RECOMMENDED) [min]

1 Business Model Canvas Explained

1.From Idea to Business
. (https://youtu.be/QoAOzMTLP5s )
Ep1: Getting from Business Idea to
Business Model
Ep2: Visualizing Your Business Model
Ep3: Prototyping
Ep4: Navigating your Environment
Ep5: Proving it
Ep6: Telling your story
1 Tools for Business Model Generation
. (https://www.youtube.com/watch?
v=8GIbCg8NpBw)

Allocated Pre Session Session Post Session

Time -> [~1 hour] [~20 minutes] [~1.5 hours]
 CIE LEVEL 1

SESSION MAP
M8- BUSINESS MODEL CANVAS
1. Intro - 15 mins
2. BMC - Desirability : Customer Development - 20 + 15
3. BMC -Viability : Sanity Check - 10 + 15
4. Break - 20 mins
5. BMC - Feasibility - Build, Borrow, Buy? - 15 + 15
6. BMC Example - 15 mins
7. Quiz - 10 mins
8. VRIO tool explanation - 10 mins
 M6: BMC

SUB MODULE 1
INTRODUCTION TO BMC

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

3
CIE LEVEL 1

4
 CIE LEVEL 1

Based on Business Model Generation (Alexander Osterwalder & Yves

Pigneur
5
 CIE LEVEL 1

Business Model Canvas vs Business Plan

• BMC – 10,000 ft level view, dynamic, visual, easier to

iterate
Business Plan (BP) – Strategic, Financials, etc – more
•
detailed
BMC and BP can be
• complementary
Use-case is ‘situational’ (i.e. determine which one to use
• based on what you are trying to accomplish and the target
audience) 6
 CIE LEVEL 1

Business Model Canvas

is a tool to

create and analyze business models

7
CIE LEVEL 1

8
 M6: BMC

SUB MODULE 2
BMC - DESIRABILITY -
CUSTOMER DEVELOPMENT

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

Mass market
Niche market
Segmented
Diversified Multi-
sided
platform/mkt

1
CIE LEVEL 1

2
 CIE LEVEL 1

Personal Assistance

Dedicated Personal
Customer Acquisition
Asst Self-Service
(Get)
Customer Retention Automated Services

(Keep) Communities Co-

Boost sales Creation
(upsell)

3
 CIE LEVEL 1

Channels for:

Awareness

Examples: web, own store,

Evaluation
retail/distribution channel,
etc

Purchase
- Direct vs. Indirect
- Own vs. Partner
Delivery

After Sales
4
 M6: BMC

SUB MODULE 3
BMC - VIABILITY - SANITY CHECK

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

Product Sale

Usage fee

Subscription fee

Lending /Renting

Licensing

Types: Transaction, Recurring

1
CIE LEVEL 1

Cost-driven Value-driven

Fixed-costs Variable-

costs Economies of scale

Economies of scope

2
 M6: BMC

SUB MODULE 4
BMC - FEASIBILITY - BUILD,
BORROW, BUY?

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

Physical

Intellectual

Human Financial

1
CIE LEVEL 1

Production

Services

Platform/Network

2
 CIE LEVEL 1

Strategic Co- Economy of scale

operation Specific resources/ capabilities

Joint Reduction of risk & uncertainty

Venture

Buyer-

Supplier
3
 M6: BMC

SUB MODULE 5
BMC - EXAMPLE

Centre for Innovation and Entrepreneurship (CIE)

CIE LEVEL 1

1
CIE LEVEL 1

2
CIE LEVEL 1

3
 M6: BMC

SUB MODULE 6
VRIO Tool

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Does your Idea have

Sustained Competitive Advantage ??

VRIO
1
CIE LEVEL 1
 M6: BMC

POST- SESSION
BRIEF
Centre for Innovation and Entrepreneurship (CIE)
 CIE LEVEL 1

● Create the first version of your BMC for your business idea.

● Share the same on your team wall.

1
 THANK YOU

Centre for Innovation and Entrepreneurship (CIE)

 M7: FINANCE

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Session Plan

Finance – Part I [45-60 mins]

• Pre-Session: Ask students to watch 1st 2 videos on next slide (marked “Pre-viewing”)
• Sub Module_1 (including the 2 videos followed by debrief/discussion)
• Post-Session: Ask each team to work on the inputs for the financial model and the
underlying assumptions: e.g. # of users (1st 3 yrs), price of the product/service, cost of
building the product/service, etc)

Finance – Part II [60 mins]

• Sub Module_2: Funding for startups [15 mins] – TAs: Pls update slides with examples
• Sub Module_3: Equity [15 mins] - TAs: Pls update slides with examples (where possible)
• Post Session Activities (Revenue/Cost model): Do this in class/session itself!
Ask students to get started in the class (Instructor/TAs to help during session)
 CIE LEVEL 1

Pre Session (MUST WATCH) [min] Post Session (RECOMMENDED) [min]

Pre-Reading/Viewing • Long-Term Forecast
• Lean Approach: Customer Dev Data (2:12) (https://youtu.be/npGXPUCOx3M)
(Why surveys don’t help much & “Insights vs. Data”)
(https://youtu.be/An0Iv40Jv9k)
• Balance Sheet
• Art of Startup Finance: Introduction,
(https://youtu.be/LTJUoy3kQ5c)
Kauffman, (0.44-1.37)(0:53)
(https://youtu.be/2PU9F4CeKqI) • Income Statement
• Startup Finance Pyramid (3:03) : (https://youtu.be/Uw5zGAIP1MI)
(https://youtu.be/eqDQlAf3-Qo)
• Business Model Formula (5:24): • Cash Flow
(https://youtu.be/V5QNp57xaeI) (https://youtu.be/h_tx6NF_nD8)
 CIE LEVEL 1

SESSION MAP
M7- FINANCE [2.5 HOURS]

• FINANCE FOR A STARTUP

• FUNDING FOR STARTUPS
• EQUITY
 M7: FINANCE

SUB MODULE 1
FINANCE FOR STARTUP

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

"Price is what you pay;

Value is what you get."
-Warren Buffett (via Benjamin Graham)

3
 CIE LEVEL 1

Cost, Price and Value

• Cost: Money value of resources required to produce something

• Price: Money to be paid, in order to get product / service

• Value: is the utility of a product or service

4
 CIE LEVEL 1

Cost, Price and Value

Net Value
of the Product

Profit
• What is the total value of the product?
Total Value
of the Product
• What is the ‘net value’?
Cost

Source: Technology Ventures, Byers

5
 CIE LEVEL 1

More on Value

• Price: Buyer Seller

• Cost: Seller Suppliers

• Value: Buyer alone!

Quote: Warren Buffett (via Benjamin Graham)

6
 CIE LEVEL 1

Startup Finance - Looking Beyond Numbers

Critical knowledge that will help you go beyond numbers &

use finance as a tool to help you manage your company

8
 CIE LEVEL 1

Startup Finance- A Lean Approach

A Different way of looking at numbers (video)

(Art of Startup Finance: Introduction)
Key questions
• What are you looking for in the numbers?
• Can an Accountant do this (instead of the entrepreneur)?
• What’s an ‘insight’?

7
 CIE LEVEL 1

5 Elements of Startup Finance

Video: Link

What do numbers mean for my business?

Do I understand how numbers are

associated with my business model?

Does my financial knowledge

extend beyond the basics?

9
 CIE LEVEL 1

Revenue

• Money realized from sale of product/service after deducting all

returns, rebates and discounts

• Revenue Model: how the firm generates revenue

• Examples of Revenue Model:

⚬ Product sales, Subscription, Advertising, Transaction fee, etc

• Also known as: Gross Sales, Topline, Turnover, etc

11
 CIE LEVEL 1

Cost
• COGS: ‘Cost of Goods Sold’
⚬ Cost of making the product (only)

• ‘Other Costs’
⚬ Sales & Marketing
⚬ General & Administration
⚬ R&D
• Total Cost = COGS + ‘Other Costs’

12
 M7: FINANCE

SUB MODULE 2
FUNDING FOR STARTUPS

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

How do startups get funding?

• Personal Savings: Many entrepreneurs use their personal savings or personal

assets to fund their startup initially. This self-funding approach allows them to
maintain control and ownership over the business

• Crowdfunding: Crowdfunding platforms allow startups to raise funds from many

individuals, usually through online campaigns. Crowdfunding enables
entrepreneurs to access capital while creating awareness & attracting potential
customers.

13
 CIE LEVEL 1

How do startups get funding?

• Angel Investors: Angel investors are high-net-worth individuals who provide
capital to startups in exchange for equity or convertible debt. They often invest in
the early stages of a startup and provide not only financial support but also
mentorship and industry connections.

• Venture Capital (VC) Firms: Venture capitalists are professional investment

firms that provide funding to startups with high growth potential. They typically
invest larger amounts of money in exchange for equity and often take an active
role in the company's strategic decisions.
.
14
 CIE LEVEL 1

How do startups get funding?

• Accelerators and Incubators: Startup accelerators and incubators offer a

combination of funding, mentorship, and resources to early-stage companies.
In addition to financial support, they provide guidance and networking
opportunities to help startups grow and succeed.

• Government Grants and Programs: Many governments provide grants,

loans, or subsidies to support startup innovation and entrepreneurship. These
programs can vary by country and may be specifically targeted to certain
industries or underrepresented groups.
15
 M7: FINANCE

SUB MODULE 3
EQUITY

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Equity

Equity in a startup refers to ownership or shares

of the company held by its founders, investors,
employees, or other stakeholders.

16
 CIE LEVEL 1

Types of Equity

• Founders' Equity: Founders initially hold the majority of equity in a startup.

They receive equity in exchange for their contribution of intellectual
property, ideas, expertise, or other valuable assets.

• Investor Equity: To raise funds for growth and development, startups often
seek external investment. Investors, such as angel investors or venture
capital firms, provide capital in exchange for equity in the company.

• Employee Equity: Startups frequently offer equity as part of their

compensation packages to attract and retain talented employees.

17
 CIE LEVEL 1

General Terms

• Vesting: Vesting is a mechanism that ensures that founders, investors, and

employees earn their equity over time or upon achieving specific milestones.
It encourages long-term commitment and aligns the interests of stakeholders
with the success of the startup.

• Dilution: As a startup raises additional funding, it may issue new shares,

resulting in the dilution of existing shareholders' ownership. Dilution occurs
when the percentage of equity held by existing shareholders decreases.

18
 CIE LEVEL 1

General Terms

Exit: Equity ownership in a startup can generate returns when the company is
acquired or goes public through an initial public offering (IPO). These events
provide opportunities for shareholders to sell their equity and realize financial
gains.

19
M7: FINANCE

POST-SESSION
ACTIVITIES
(Start working on this during the Session itself)

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Activity-Revenue Streams
(Team)

• Pick the right revenue stream for your startup:

⚬ Subscription, Usage, One-time (transaction cost), etc

• Estimate yearly revenue stream(s) for your startup for first 3 years

20
 CIE LEVEL 1

Activity - Revenue Streams

• To start with, list the underlying assumptions. Estimate/calculate

below (use MS Excel if needed):
• A: Number of units / users (per unit time - hr/day/wk/quarter/year)
• B: Price per unit / user
• C: At the simplest level, Revenue is A*B per unit time!
• D: From C, you can calculate revenue per month
• From D, you can calculate revenue per year (for Year1)
(If any assumptions change (# of users, units, price, etc) you can calculate rev similarly for Year2, Year3, etc)

21
 CIE LEVEL 1

Activity (Team) - Cost

• Estimate yearly cost for your startup for first 3 years
• To start with, list the underlying assumptions
• Estimate/calculate below (use MS Excel if needed):
A. Operational costs
• Physical infrastructure (Office rentals, lab, factory, etc),
• Human resources (salary for people involved in ‘Key Activities’)
• Expenses related to Information Technology (laptop, Cloud, etc.)

22
 CIE LEVEL 1

Activity (Team)- Cost

B. Product/Service cost
• Cost incurred in building the product (unit cost * # of units) or
delivering the service
• Cost incurred in delivering the product (channel, distribution, etc)
• Marketing costs associated with above

C. Total Cost = A + B

23
 To Be Used After BMC Module
CIE LEVEL 1

Activity-Update BMC
• Update the BMC with approx. figures for Revenue and Cost
• By now, you should have a good handle on
⚬ Value Proposition, Customer Segments
⚬ Customer Relationship & Channel
⚬ Revenue and Cost

• Note: Above are assumptions for now

⚬ They need to be validated (explore interviewing potential users/customers)

Optional: Use the available Financial Template to capture Revenue and Cost
24
M8: VALUE
PROPOSITION

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Pre Session [++45mins] Session [++ min] Post Session [++mins]

1. Value Proposition Canvas

1. Value Proposition 2. Positioning Statement
1. Quiz [3-5 mins] 2. VP Canvas 3. Product Positioning - 2
2. Videos 3. Positioning statement + axes and why
positioning map 4. Initial Problem Hypothesis
5. Update BMC

1
 CIE LEVEL 1

Module 8 - Videos
Pre Session (MUST WATCH) [min] Post Session (RECOMMENDED) [min]

Value Addition: Sand to Silicon

(https://youtu.be/Q5paWn7bFg4)
Value Prop Canvas Strategyzer
Value Proposition Canvas Example: Tesla
https://youtu.be/ReM1uqmVfP0 (https://youtu.be/zlf2iRRufGE)

Value Proposition Canvas Example: Uber

(https://youtu.be/kiWkRiynPAo?t=73)

Allocated Time - Pre Session Session Post Session

> [~1 hour] [~20 minutes] [~1.5 hours]

2
M8: VALUE PROPOSITION

SUB MODULE 1

Centre for Innovation and Entrepreneurship (CIE)

M8: VALUE PROPOSITION

PRE-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Course Map - You are here

3
 CIE LEVEL 1

What is Value?

Applicable in a very broad sense:

Economic, Social , Political, Art, Entertainment, Human, Business, etc

4
 CIE LEVEL 1

What is Value?

Our interest is in the business context:

Startup, Enterprise, Small-Medium-Business (SMB), etc.

5
 CIE LEVEL 1

What is Customer Value?

[Desired] Value:
The value customers desire in a product/service.

[Perceived] Value:
The value that a customer believes (s)he received
after purchase of a product/service.

6
 CIE LEVEL 1

Value is the usefulness of a product/service

Value cannot be defined in terms of money (only)

Varies from customer to customer (same product/service can

have different value)

Market fluctuations may change cost &/or price but value can
remain unaffected
7
 CIE LEVEL 1

Value Proposition

Bundle of products and/or services that

create value for a specific customer segment.

8
 CIE LEVEL 1

Value Proposition - Example 1 (Art/Craft)

Raw Wood + Processing + Craftsmanship 🡪 Curio/toy

What do you think is the value added to starting material (wood)?

Why do you think the value of the finished product is higher?
9
 CIE LEVEL 1

Value Proposition - Example 2 (Music)

What do you think is the (relative) Price of below products?

What do you think is the (relative) Value of below products?

E-Tanpura
(Saraang Micro V6*) E-Tanpura + E-Tabla
Tanpura App
(Milan +*)

10
 CIE LEVEL 1

Value Proposition - Example 3

Apple: "Think different."

Emphasizes innovation, simplicity, and user

experience.
They position themselves as a company that
challenges the status quo and provides products
that are user-friendly, aesthetically pleasing, and
seamlessly integrated into people's lives.

11
 CIE LEVEL 1

Value Proposition - Example 4

What do you think is the (relative) Price of above product?

What do you think is the (relative) Value of above product?
12
 CIE LEVEL 1

Value Proposition - Example 5

(Sand to Silicon)

This drives the ~$350 Billion Semiconductor Industry!

Link (Courtesy Intel)

13
 CIE LEVEL 1

Value Proposition
(Types)
Newness
Price
Performance
Cost reduction
Customization
Risk reduction
“Getting the job done”
Accessibility
Design
Convenience/Usability
Brand/Status
14
M8: VALUE PROPOSITION

SUB MODULE 2
VALUE PROPOSITION CANVAS

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Value Proposition Builder

What value do we deliver to the customer?

Which customer needs are we satisfying?
Which one of our customer’s problems are we helping to solve?
Why should the customer choose your solution?
What products/services are we offering to each Customer
Segment?
15
 CIE LEVEL 1

Value Proposition Canvas (VPC)

Customer
Value Map Profile

16
 CIE LEVEL 1

Building Customer Profile (Right Side of VPC)

Gains describes the outcomes

customers want to achieve or
the benefits they are seeking
Describe what customers are
trying to get done (in their work
and in their lives, if possible,
expressed in
their own words)

Include: functional, social, personal,

Pains describe problems, bad emotional jobs
outcomes, risks and obstacles
related to customer jobs
Tip: make it as specific as possible
17
 CIE LEVEL 1

Building Value Map (Left Side of VPC)

Gain Creators:
how your products/services create
Products/Service customer gains (outcome, benefits,
you offer based on your desires, functional utility, social gains,
value proposition. positive emotions, cost savings)

Helps customers do Pain relievers:

either functional, social or how exactly your products and
emotional jobs services eliminate or minimize
customer pains.
Tip: Focus on the key pain points
(need not be every pain point)
18
M8: VALUE PROPOSITION

SUB MODULE 3
POSITIONING STATEMENT

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Positioning Statement - Template

For target customer Differenciation

Unlike (Primary
Who (statement of need or
competitive
opportunity)
alternative)
(Product name) is a (product Our Product
category) (statement of
primary
That (Statement of benefits) differenciation )
19
 CIE LEVEL 1

Positioning Statement - Example: Tesla

For wealthy individuals & Differenciation

car lovers
Unlike Ferraris
Who want an environmentally
and Porches,
friendly & high-end sports car

The Tesla Roadster is a an Our Product

electric automobile product has fantastic
mileage, unparalleled
That delivers unprecedented
performance and no
performance without damaging direct carbon emissions.
the environment
20
 CIE LEVEL 1

Product Positioning

21
 CIE LEVEL 1

Product Positioning

22
 CIE LEVEL 1

Product Positioning

23
 CIE LEVEL 1

What is your Product Positioning?

Dimension1
(“High”)

Dimension2 Dimension2
(“Low”) (“High”)

Dimension1
(“Low”)
24
M8: VALUE PROPOSITION

CASE STUDY

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Case Study: HealthyBite Meal Kit Delivery Service

Situation: HealthyBite is a startup that offers a meal kit delivery service with a
focus on providing nutritious, chef-prepared meals made from locally sourced,
organic ingredients. The company operates in a bustling urban area with a high
percentage of health-conscious individuals who have busy lifestyles and limited
time for meal preparation. HealthyBite's founders, Sarah and Mark, are
passionate about promoting healthy eating habits and reducing the barriers to
access fresh, wholesome meals for their customers.

25
 CIE LEVEL 1

Customer Segment:
Who are the target customers for HealthyBite?
What are their specific needs and pain points when it comes to
meal options and meal preparation?

Value Proposition:
What unique value does HealthyBite offer to customers?
How does their service address the specific needs and pain points
of their target customers?
26
 CIE LEVEL 1

Products/Services:
What are the key features and attributes of HealthyBite's meal kit
delivery service?

How do these features align with the identified needs and

preferences of their target customers?

27
 CIE LEVEL 1

Fit Assessment:
How well does HealthyBite's value proposition align with the
identified needs of their target customers?

Are there any gaps or areas for improvement in their value

proposition or product/service offering?

28
M8: VALUE PROPOSITION

POST-SESSION
BRIEF
ACTIVITY (TEAM)

Sathya Prasad
Centre for Innovation and Entrepreneurship (CIE)
 CIE LEVEL 1

To do : For each Customer Segment identified

1. Brainstorm Customer Jobs, Pains & Gains
2. Brainstorm Pain Relievers & Gain Creators & Product/Services
that can address ‘pain relievers’ and ‘gain creators’
Result : A VPC (for each customer segment) showing
1. Gain/Gain Creators & Pain / Pain Relievers
2. Potential product/service that will create value for customer
3. Make a 1-minute video explaining your team’s canvas
and post on team wall.
1
 CIE LEVEL 1

Create your Positioning Statement and share on Team Wall.

Positioning Statement Template

For (target customer)
Who (statement of need or opportunity)
(Product name) is a (product category)
That (statement of benefits)

Differentiation
Unlike (primary competitive alternative)
Our product (statement of primary differentiation)

2
 CIE LEVEL 1

Identify the 2 axes/ dimensions you would want to

position your product in and why you chose them.

Share on Team Wall.

3
 CIE LEVEL 1

Identify the 2 axes/ dimensions you would want to

position your product in and why you chose them.

Share on Team Wall.

4
 CIE LEVEL 1

Update your BMC and post on Team Wall

5
 CIE LEVEL 1

Initial Problem Hypotheses

When [CORE TASK],

we believe that [TARGET CUSTOMER SEGMENT(S), DEFINED BY

DEMOGRAPHIC AND/OR BEHAVIORAL ATTRIBUTES]

who want [KEY FUNCTIONAL PERFORMANCE AND/OR PSYCHOLOGICAL

NEEDS]

are dissatisfied by [EXISTING SOLUTIONS]

because of [SHORTCOMINGS OF EXISTING SOLUTION(S)]

and/or because of [CONSTRAINTS CONFRONTING CUSTOMERS].

6
THANK YOU

Centre for Innovation and Entrepreneurship (CIE)

M9: MARKETING

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

SESSION MAP
M9- MARKETING [2.5 HOURS]

1.MARKETING FOR STARTUPS

2.TAM, SAM AND TM
3. EXAMPLE
M2: TEAMS

PRE-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship (CIE)

M9: MARKETING

SUB MODULE 1
MARKETING FOR STARTUPS

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Market Type

WHAT IS THE MARKET TYPE OF YOUR

STARTUP OPPORTUNITY?

1
 CIE LEVEL 1

Types of Market

•Type of Market changes EVERYTHING differs

•Sales, Marketing and Business development
radically by market type
Market Sales Customers Finance
•Market Size •Sales Model •Needs •Ongoing Capital
•Cost of Entry • Margins • Adoption •Time to Profitability
•Launch Type •Sales Cycle
•Competitive Barriers
• Positioning
2
 CIE LEVEL 1

Types of Markets

Resegmented
Existing Market Market New Market Clone Market

3
 CIE LEVEL 1

4 types of markets
•Existing Market
–Maybe existing product (new features) or a new product
–E.g. New sedan car, say Toyota Etios
•Resegmented Market
–Redraw market segments to better address customer needs
–E.g. Sports Utility Vehicle (SUV), when it was 1stintroduced
•New Market
–Cheaper/good enough; can create a new class of customer/product
–Innovative/never existed before (e.g. Electric/Autonomous cars,
etc)
•Clone Market
–Modify/adopt existing market for a different country/geography (e.g. Ola)
4
 CIE LEVEL 1

Market

•Logical/Physical place where Buyers/Sellers interact

•Buyers/Sellers -> Consumer/Producer
There are at least two roles in a market:

Seller

Buyer

5
 CIE LEVEL 1

Simple Value Chain

6
 CIE LEVEL 1

Market Segments

•Consumer v. Business
–Car driver v. Taxi Operator
• Geographic
–India v. Global
•Type of Industries
–Food, Retail, Manufacturing,
etc
• Demographics
–Teenagers v. Adults
7
 CIE LEVEL 1

Market Segments

8
 CIE LEVEL 1

Market Size

•For all the effort and risk taken by a startup, makes sense to
chase a big ‘market’ opportunity
•Big(Large) Size AND(High) Growth
•Market sizing: not all science but some art as well☺
•Market size (& type) crucial for startups

9
 CIE LEVEL 1

Market Size
• Quantifies the financial potential of your business.
• Helps refine Business Model Canvas hypotheses:
– Very small market size may not be worth pursuing.
– May be difficult to gain traction in a very big market.
• Two measurements:
– Money(Rs/$/etc)
– Units
• People or Consumption (e.g., room-nights, kilowatt hours, etc.) 10
M9: MARKETING

SUB MODULE 2
TAM, SAM AND TM

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

TAM, SAM, Target market

12
 CIE LEVEL 1

Total Addressable Market-TAM

● Quantifies entire chain of buyer/seller relationships in your

market ●Usually very broad
●Easiest to estimate

● Examples:
○Mobile healthcare apps
○Renewable Energy
○Health & fitness
13
 CIE LEVEL 1

Served Addressable Market

●A value proposition rarely applies to an entire TAM.

●Opportunity to sharpen your focus on a particular part of
the market

● Examples:
○Mobile healthcare apps for seniors
○Renewable energy storage
○Health & fitness at work
14
 CIE LEVEL 1

Target Market

●One more level of refinement

●Often a demographic target
● Examples:
○Mobile healthcare apps for elders/seniors, targeting
retirement homes
○Renewable energy storage targeting Mfg& Auto
industries
○Health/fitness at work, employees aged 25-40,
in $500M+ rev companies
15
 CIE LEVEL 1

Practical Tips

●Find an industry/market study that fits your biz model

●If not: build a market model
●Important to differentiate:
○Facts, Assumptions, Extrapolation

●Run multiple scenarios

●Time frames: Now or 3-5 years

16
 CIE LEVEL 1

Example-GroupRes

The internet revolution changed the travel industry forever. But it didn’t
change the whole travel industry.

Travel industry’s meetings & events segment is hampered by inefficient

business processes and ineffective pricing models that do not leverage
modern technology, especially for hotel accommodations.

GroupRes is Software as a Service (SaaS) that makes it easy for event

guests to reserve a hotel room, while increasing profit for event planners
and hotels.

17
 CIE LEVEL 1

Example-GroupRes

$29.7

18
 CIE LEVEL 1

Example-GroupRes

19
M9: MARKETING

POST-SESSION
ACTIVITIES

Centre for Innovation and Entrepreneurship (CIE)

 CIE LEVEL 1

Identify the TAM, SAM and TM of your

startup opportunity

20
 CIE LEVEL 1

Update your BMC and post on Team Wall.

21
THANK YOU

Centre for Innovation and Entrepreneurship (CIE)