What is the difference between an Incubator vs accelerator? In this presentation, we will explain the difference between an Incubator vs accelerator by using the business model canvas as a framework to assess where it fits
This document discusses the challenges of raising capital for new ideas and getting them to market successfully. There is a high failure rate of ideas not making it to the capital stage or being commercialized. Often, innovators are "unconsciously incompetent" and lack the skills, structure, and team needed to attract investors. Plugg aims to help by providing an ecosystem connecting innovators to advisors, investors, and long-term partners to help ideas succeed and create jobs by addressing problems. Their process helps build strong teams, structures ideas well, and prepares innovators to understand and communicate with investors.
DocSend studied over 200 pitch decks from startups that raised $360 million total to identify best practices for graduating from bootstrapped to seed funding or angels to a Series A. They found that decks should tell a clear story, be visual, and have 10-13 concise slides covering the company introduction, problem, solution, market opportunity, product, business model, marketing strategy, team, traction, financials, and investment ask. Startup Studio Monterrey is an innovation studio that supports Mexican entrepreneurs through an accelerator program, mentorship, and connections to transform ideas into market-ready products and services.
This document discusses how to accelerate impact ventures through programs. It shows that Impact Hub Vienna accelerated 14 ventures in 2012 and 97 ventures in 2016 through dedicated multi-month programs. It proposes developing acceleration capability, expertise, and practices rather than specific programs or brands. It outlines an acceleration process including diagnostic, milestone planning, development planning, and assessments. The goal is to deliver trackable, measurable, and tailored acceleration customized for each venture's needs.
The Business Lifecycle - from Ideation to LiquidityKarl Alomar
A 5 year journey summarized into 15 minutes: Although every business is different and faces unique challenges, The Business Lifecycle attempts to build a framework that could be adapted to all. This presentation provides a generic outline of the stages of building a business and challenges faced along the way.
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
The document discusses venture consulting and how it differs from traditional management consulting. Venture consulting focuses on innovation by developing new strategies, technologies, and business models. It uses advanced analytical tools and global expertise to help clients own the future rather than just use it. The benefits of outsourcing venture consulting include gaining access to knowledge of global changes, industry experts, and non-public information. An effective venture consulting solution helps clients grow their business through innovations and new opportunities by providing services like market monitoring, start-up analysis, development strategies, and M&A support.
This document provides an overview of Innovation for Development Forum 2016-2017, including:
- Dates and locations for workshops, gatherings, and the forum from June to November 2016
- Topics that will be covered including design thinking, entrepreneurship, results-based management, and developing innovation strategies and teams
- The goal of supporting innovators and focusing on the service sector to achieve sustainable development goals
The document discusses improving OFX's customer registration process through a design sprint. It describes holding a design sprint to better understand customers, define the problem, and decide on an opportunity to target. Key guiding principles for the sprint were to make the registration process quick, easy, and clear. Different activities in the sprint like mapping the customer value proposition and ideating and prototyping ideas are mentioned. The summary concludes that the sprint was useful for understanding the current state and goals for a improved registration journey.
1) Product managers are well-suited to be intrapreneurs due to their leadership experience, commercial competence, technical experience, ability to navigate politics, and image of being able to execute.
2) The author provides an example of starting an intrapreneurial project with no direction and limited funding, and building it into a successful business with customers and revenue in under a year.
3) A second example details taking on an impossible mission to capture a landmark customer, investing two years and company resources to redefine the company's strategy and deliver for the customer.
The document discusses what it takes to be a fundable venture. It outlines the evaluation filters PVC uses, which include evaluating the team's passion and integrity, whether there is an existing business rather than just an idea or plan, geographical proximity to Delhi-NCR, funding needs, and expected investor returns. It states that the biggest enabler of a venture's saleability and scale is having a scalable team, processes, and structure with strong growth prospects and the ability to absorb significant funding. The document notes that while entrepreneurs may be motivated by developing an idea or gaining employment, investors are motivated by returns and exiting their investment.
Dr Lee Ng - COO, Innovation Management Office leader at LumenLab | Metlife Innovation Centre.
Topic: 6 key questions when building products
Product Camp Singapore Volume 5 - Keynote Speaker 2
If you're looking to accelerate innovation, you have to hack your business, and there’s no better way to do that than with a hackathon. Hackathons are quick and effective ways for companies to tackle problems and innovate for the future.
We focused on four key areas - Product, Process, People, and Technology - to find our lost mojo and transform our digital capabilities. For Product, we defined a mobile-first, video, data-driven, audio, and AI-focused strategy. For Process, we established an Agile product lifecycle and roadmapping process. For People, we attracted new talent and created high-performing delivery squads. For Technology, we introduced a flexible infrastructure to rapidly develop and deliver products. As a result, we released engaging digital products, established clear roadmaps, created a high-performing team, and built a scalable platform.
The document discusses how to validate business ideas through experiments and MVPs (minimal viable products) before fully developing them. It emphasizes reducing waste by testing assumptions with customers early. Some examples of experiments mentioned include manual delivery, acting as the software through "concierge" support, pre-sales with letters of intent, landing pages with calls to action, videos, and paper prototypes. It notes that an MVP is not a finished product but an iterative process of learning through customer feedback to find product-market fit. Key aspects of running experiments outlined are having a hypothesis to test, brainstorming different tests, breaking tests into small units, setting goals, reviewing results, and deciding next steps.
The document discusses how to create an "Innovation Sandbox" within a corporate environment to foster a startup mindset and culture. It proposes establishing a team with experts in various domains who act as coaches and advisors, along with a flexible support team to help projects experiment quickly using lean startup and agile methodologies. The goal is to help projects either get integrated into the main company ("spin in"), become independent startups ("spin out"), or be discontinued ("kill") based on key performance indicators and budgets set for each stage of development.
How To Conduct A Business Incubator Feasibility StudySandra Cochrane
The document summarizes the key steps and considerations for conducting a feasibility study for a business incubator program. It outlines 4 tracks for the study: fact finding and orientation; preparing a preliminary plan; determining facilities and services; and planning finances and implementation. Some key factors for success discussed include community support, professional management, leveraging resources, and measuring impact. Reasons for failure include unrealistic expectations, poor manager selection, and overreliance on demographic data alone.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Come convincere un investitore svizzero a rischiare i propri capitali su una ...pragmatic solutions gmbh
Fredi Schmidli gives a presentation on convincing Swiss investors to take risks on Italian startups. He discusses lean startup methodology, which emphasizes iterating the business model through customer feedback to find product-market fit over lengthy business planning. The lean innovation process involves testing hypotheses through minimum viable products and experiments to validate problems and solutions with customers. The goal is to build a profitable, repeatable and scalable business model or quit quickly rather than wasting resources on the wrong idea.
GHV Webinar 1 - Challenges in Raising Series AGHV Accelerator
Are you a startup gearing up for Series A funding? Or are you a startup that tried and failed? Either way, hear the experts share their views on what could go or could have gone wrong.
For insights and perspectives from Vikram Upadhyaya and Deepak Srinath – Mentors who have helped startups reach and close Series A, and beyond
1. There are typically 6 stages of a startup: pre-seed, seed, early, growth, expansion, and exit. Each stage involves validating ideas, building products, gaining customers, and growing the business.
2. Startup funding also occurs in stages: pre-seed funding is for validating ideas; seed funding is for product development; Series A/B funding is for growth and optimization; Series C/D funding supports global expansion; and mezzanine funding bridges to an IPO.
3. The ultimate exit stage is an IPO that allows the startup to go public, generating funds for further growth while also providing a way for founders to cash out their shares.
6 Stages of Startup Fu-nding India that Leads the Company - JC TeamInvestor
The every business requires startup funding to convert its innovative ideas into reality. The majority of businesses fail because of their inability to raise adequate funds.
The Ultimate Team Building Pack 2 contains tools to help teams work more effectively and improve performance. The Balanced Scorecard tool establishes key performance indicators to monitor progress against strategic goals. It provides a balanced approach to measuring organizational success financially and non-financially. Developing a scorecard creates shared understanding and links strategy to actions. The process of creating it can be as valuable as the scorecard itself.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
This document outlines 5 levers that can be used to structure a corporate entrepreneurship program: strategy, capabilities, governance, communications, and impact. Each lever is described in 1-3 sentences. For example, for strategy it states that clear strategic objectives around innovation must be made explicit at the business unit level and key themes where the business unit has an unfair advantage need to be identified. For capabilities, it states that the right approach modeled on best practices from high growth companies is needed to build skillsets and mindsets.
Entrepreneurship Workshop Yerevan -Building Value and Startup FundingGrow VC Group
TECHNOLOGY ENTREPRENEURSHIP WORKSHOP: STEP ARMENIA
Enterprise Incubator Foundation (EIF) in cooperation with CRDF Global. Technology Entrepreneurship workshop conducted by invited Top serial entrepreneurs form US and Europe.
Setup Presentation for early stages funding panel
Securing Early-Stage Funding: Equity Financing (Angel and VC investments), Crowdfunding, Non-equity Funding (self-funding, grants, bank financing, etc.)
Lead Presenter: Valto Loikkanen
Panelists: Ray Johnson, Yeva Hyusyan and Manuk Hergnyan
This document provides an overview of fundraising for startups. It discusses understanding the investor landscape, the different phases of a startup, product-market fit, scaling the business, and venture capital. It emphasizes the importance of getting early customer validation, demonstrating a repeatable and scalable growth model, and conveying a compelling vision to attract investors. The document also covers selecting the right investor strategy, preparing an effective pitch deck with financial projections and valuation, and crafting a narrative around solving an important problem.
Stanley Ng - Innovation Management - How others can innovate with youProduct Camp Singapore
This document summarizes a presentation on innovation management. The presentation was given by Stanley Ng on August 27, 2016 at Product Camp. Ng has over 25 years of experience in technology and business management. He discussed what innovation is, different types of innovation, and frameworks for facilitating innovation within an organization. He presented an innovation enablement framework focusing on people, process, platform, and purpose. Ng also introduced an innovation stage-gate funnel model for managing the ideation, development, assessment, and selection of innovation ideas.
The document discusses the stages of business development. There are typically five stages: 1) pre-venture or seed stage where opportunities are identified but concepts are unclear, 2) startup stage where the business is launched and initial customers are gained, 3) growth stage with expanding sales, customers, and staff, 4) maturity stage where the business model is established but further growth is unlikely, and 5) revitalization stage where changes are made to respond to new challenges or opportunities. Each stage involves different activities, with the pre-venture stage focusing on exploring ideas and developing a business plan.
This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
An introduction to the Quartz Open FrameworkErik Wolf
The document introduces the Quartz Open Framework, an innovation methodology consisting of 6 phases (Discover, Commit, Describe, Create, Deliver, Connect) arranged in a hexagonal structure. Each phase contains planning and execution facets to systematically move ideas from concept to launch. The framework is intended to be customized to individual organizations and integrated with existing processes like Agile. It aims to improve cross-team collaboration, learning from the market, and making innovation more repeatable.
This document provides an overview and outline for launching a new business idea or product. It discusses key aspects such as developing a value proposition, assessing the market opportunity, describing the product or service, outlining competitive advantages, establishing an intellectual property strategy, creating a business timeline and financial model, identifying funding sources, and assembling a qualified team. The document serves as a guide to help entrepreneurs and intrapreneurs systematically plan and prepare all elements needed for a successful business launch.
To build your own business you need to go through basic to get information about your product / service, market & competitors. then you need to build accurate business plan to work accordingly and use as a reference and baseline for your progress.
Product Management 101: The Search for Product-Market FitJeffrey Bussgang
This presentation discusses product-market fit and the lean startup methodology. It defines product-market fit as having a product that customers will readily pay for. The lean startup approach is presented as a way for startups to rapidly test hypotheses about their product and business model using minimum viable products and customer feedback to quickly iterate. Key aspects of the lean startup process include getting customer feedback early, focusing on validating the business model through experiments before scaling, and being willing to pivot the product or business model based on lessons learned from customers.
The document provides information on funding and financials for startups. It discusses three stages of funding - incubation, follow-up, and venture. Each stage has a target number of companies/founders, typical investment amounts, and objectives like developing an MVP or expanding distribution. Financial statements like the income statement and balance sheet are also covered, along with basic startup financial models and key elements to consider.
Cradle Investment Programme (CIP) provides funding of up to RM150,000 in 3 tranches to entrepreneurs and researchers in Malaysia to help commercialize innovative ideas and technologies. CIP offers mentoring, training, and connections to investors to help grantees progress their ideas from concept to market. The application process involves an online application that is evaluated based on established criteria, with the goal of completing the approval process within 10 weeks. Funding can be used for prototypes, business plans, market research, and other expenses to achieve defined milestones in developing a commercially viable product or service.
Managing Incubators, Business accelerators and emerging companies training ma...MohamedGalal665657
This document provides an overview of Prof. Dr.-Ing. Mohamed Galal and the Professional Program of Certified Incubator Manager for 2022.
Prof. Galal has a Ph.D. in engineering from a top German university. He is the Dean of the Faculty of Engineering at Al-Azhar University in Egypt and advises on innovation, entrepreneurship, and incubators. The program he is running provides training on topics like entrepreneurial mindset, business incubator models, incubation principles, managing an incubator, and financing.
The goal of the program is to provide knowledge, skills development, and hands-on experience to help participants enhance their abilities to establish and manage business incubators
[Assignment 10.1][Brand Innovation] Hung VanHung Van
This document discusses brand innovation and the innovation process. It begins by outlining desired outcomes of brand innovation such as expanding into new categories and territories. It then defines innovation, creativity, and the three levers used to transform brand ideas into reality: strategy, innovation, and process. The rest of the document details the innovation process, including developing an innovation strategy and funnel. Concepts move through stages of ideation, evaluation, feasibility, capability, and launch. The goal is to continuously innovate and strengthen the brand through refresh, compete, and breakthrough innovations.
Milestones That Get Investor Interest = TractionKelly Schwedland
This document outlines the key milestones and traction points for startup founders seeking funding, including developing an idea, creating a product, perfecting the business model, and expanding. It provides examples of what traction might look like at each stage, such as 100-1000 emails or potential customers when developing an idea, 10,000 downloads or 100 paying customers when creating a product, and metrics like customer acquisition costs less than 3 times lifetime value when perfecting the business model. The goal at each stage is described, such as validating assumptions when developing an idea or having a replicable and scalable business model when perfecting it. Sources of funding are also suggested for each phase, like friends and family early on or angels and venture capital later
Similar to Incubator vs accelerator - what is the difference? (20)
Top 10 startup ecosystem pillars (updated)Franki Chamaki
This is an updated version of what I called the top "10 Startup Ecosystem Pillars" or drivers that are important for a startup system to survive and thrive. It's a good framework to use to assess if a country, region or cities' ability to support a startup community.
Data empathy - A Design Thinking approach to AI application development Franki Chamaki
The document discusses an AI company's approach to building empathy with customer data. It explains that the company uses a "Data Empathy Mapping" framework involving goals, data, and rules to understand how customer data is used and what systems support it. The framework involves defining problems and goals, evaluating available data, and incorporating business rules and constraints. The company applies this approach through experimentation and prototyping to develop minimum viable products, and aids deployment by helping customers operationalize new AI systems. Examples discussed include optimizing vending machines and predicting product demand.
Red Garage operates as a venture builder/
start-up studio partnering with The Coca-Cola
Company. Ourindependence is key to moving
with speed, keeping lean and building value.
Red Garage conducts the early stage problem
exploration, concept development, and business
model validation.
In this presentation, I will discuss:
1. Why innovation inside of an existing
corporation is so difficult and how companies
can employ the tools and processes
successful start-ups use to drive innovation
2. How corporates can innovate leveraging
their assets and startup thinking to exploit new
growth areas
3. Outlining the Red Garage Ventures concept
and what to consider when setting up a
corporate venture fund
4. Ensuring successful commercialization and
acceleration of a startup by leveraging the
“mother ship” assets, relationships and being a
key R&D customer
I created this what I called the top "10 Startup Ecosystem Pillars" or drivers that are important for a startup system to survive and thrive. It's a good framework to use to assess if a country, region or cities' ability to support a startup community.
Machine Learning Explained and how apply lean startup to develop a MVP toolFranki Chamaki
At HIVERY, we combine Design Thinking, Learn Start-Up thinking with Machine Learning techniques to develop and release "new to the world" solutions that are intuitive yet power by applying deep science to help solve complex business problems.
HIVERY applies artificial intelligence to complex business problems. We do this through our methodology of DISCOVERY, EXPERIMENT and DEPLOYMENT.
How to think like a startup in a corporate environment Franki Chamaki
Tools, methods and examples of how to apply "Startup Thinking" within a corporate environment. This will cover: • Understand what innovation really means, the different types of innovation and more importantly, why companies innovate?
• Learn how to think more like an entrepreneur and view failure as a learning process
• Learn how to identify and validate key assumptions
• Understand how to turn a simple thought into something actionable by validated learning
• To challenge the way they “do things” at work currently
This document discusses how companies can take on an innovative, startup mindset. It emphasizes that innovation is an iterative process of reducing risk through validated learning. Companies are encouraged to identify their top assumptions and systematically test them by creating minimum viable products and getting customer feedback. Examples are provided of how a company tested assumptions about a fitness coaching app by building low-cost websites and apps and getting customer feedback, helping them learn and improve their idea over multiple iterations.
Pitch like a rockstar idea pitching frameworkFranki Chamaki
This document provides guidance on how to effectively pitch ideas in 3 sentences or less. It recommends framing the pitch around a "Huh? A-ha!" structure and limiting it to 3 main points. Templates are given for a pitch planning worksheet and scoring sheet to help structure the pitch and provide feedback.
The document discusses the lean startup methodology. It explains that a startup is an organization formed to search for a repeatable and scalable business model. The lean startup approach is an iterative process that helps reduce risks in this search through validated learning. There are three key principles: 1) document the initial plan, 2) identify the riskiest assumptions, and 3) systematically test those assumptions. This is done through developing minimum viable products or experiments and getting customer feedback to falsify assumptions and guide pivots, with the goal of accelerating learning to find a sustainable business model.
Presence - The key to achieving wellbeing, is knowing (start up concept idea)Franki Chamaki
1. The document proposes a solution called "Presence" that uses a wearable sensor and digital canvas to track and display family nutrition information seamlessly.
2. It would capture health data passively from the wearable device and display progress and alerts centrally for the family.
3. The solution aims to transform how people think about and manage their nutrition by making tracking effortless and motivating through gamification, peer support and constant visibility of data.
Intelligent energy. Imagine life in 20 or 30 years from now. Franki Chamaki
Sarah's solar roof will adjust its position throughout the day to maximize sun exposure and generate surplus energy. It will determine how much excess power is available based on Sarah's energy usage and that of her neighborhood, storing extra in batteries in her basement. Any energy beyond that will be automatically sold on the smart grid, where prices are currently high. Sarah's appliances and electric car will access her Facebook calendar to optimize her home and transportation energy needs for her friends' upcoming visit.
This presentation was part of a video a submission to 'The Living Climate Change Video Challenge - presented by IDEO and hosted by DESIGN 21 and had to be maximum 2 minutes.
In this video we paint the picture of how energy would be optimised not just by humans but machines as they become intelligent and integrated into our daily lives.
While the world's power demands are expected to rise 60% by 2030, it is supposed by the same time, majority of our energy generation will be decentralised. Our local neighborhoods will become energy farms, allowing local communities to exchange energy between themselves via the Smart Grid it would be similar to todays local farmers market - but for energy.
As we become more involve and aware in our energy production, our behavior will ultimately change. We will move from being a conscious customer to cautious ones thus further optimizing our overall energy consumption.
Combined with the semantic web, our home appliances and car will access the internet to discover our daily routines, activities and usage patterns to optimize our overall energy use.
Our future is bright and delightful.
This presentation focuses on a Mental Models created on the NSW City Rail system. Using a Mental Model, I was able to discover core issues and opportunities to improve.
A Mental Model is essentially a visual representation of how users view a flow (i.e. consumer journey). It allows us to easily get behind the business problem and gain insight. It also allows us to easily conduct a gap analysis between the consumer action (i.e. does, think and feel) vs. how we as a business can support that task.
I am a BIG fan of Indi Young, a Founding Partner of Adaptive Path, who developed the concept of a Mental Model.
Enjoy and feel free to ask any questions or email me for a copy. Happy to share
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
Franki Chamaki. Design Thinking. Human Thinking.Franki Chamaki
The following presentation is put together to give you a sample of some recent self-projects that I have been involve to practice my Design Thinking skills. This presentation forms part of my submission for IDEO. Both case studies are good examples of how I think — how I can observe a situation/environment, imaginatively frame problems and questions and consider multiple perspectives in coming up with ideas that desirable, feasibility and viable. I believe "critical thinking" is an ability to understand your problem and respond to intuitively.
Beginner's Guide to Bypassing Falco Container Runtime Security in Kubernetes ...anjaliinfosec
This presentation, crafted for the Kubernetes Village at BSides Bangalore 2024, delves into the essentials of bypassing Falco, a leading container runtime security solution in Kubernetes. Tailored for beginners, it covers fundamental concepts, practical techniques, and real-world examples to help you understand and navigate Falco's security mechanisms effectively. Ideal for developers, security professionals, and tech enthusiasts eager to enhance their expertise in Kubernetes security and container runtime defenses.
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
Front Desk Management in the Odoo 17 ERPCeline George
Front desk officers are responsible for taking care of guests and customers. Their work mainly involves interacting with customers and business partners, either in person or through phone calls.
Views in Odoo - Advanced Views - Pivot View in Odoo 17Celine George
In Odoo, the pivot view is a graphical representation of data that allows users to analyze and summarize large datasets quickly. It's a powerful tool for generating insights from your business data.
The pivot view in Odoo is a valuable tool for analyzing and summarizing large datasets, helping you gain insights into your business operations.
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
AI Risk Management: ISO/IEC 42001, the EU AI Act, and ISO/IEC 23894PECB
As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
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Find out more about ISO training and certification services
Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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(T.L.E.) Agriculture: Essentials of GardeningMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏.𝟎)-𝐅𝐢𝐧𝐚𝐥𝐬
Lesson Outcome:
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4. ● Lean startup principles
○ Business model validation
● Working infrastructure
○ Internal Job forum allowing
staff to join the startup for
short assignments, good for
fostering corporate innovation
cultural
○ External on-demand
employees like upwork vs.
freelancer vs. fiverr vs. guru
site sub site
● Mentor network
● Business model validation
● Funding & reporting governance
○ Quarterly reporting and
funding request (i.e. list
assumptions to test, and how
and when)
● Customer traction. Focus is
Product/Market fit
● Articulate the problem,
value proposition, plan to
scale, why to “back” this
team/idea.
● Define the team and
founders
● Key milestone, return and
fund/ resources required
● SAFE Note - no-loan funding
with % rights at raising time on
based on funds injected and
valuation
● Convertible Note - funding loan
with equity rights/terms
● Collaboration Deed - fully
funded, wages etc. own IP but
specific options to commercialize
● Business loan/Private
investors/bootstrapping
INCUBATION TO ACCELERATION
Pitch AccelerateIncubate
Moving an idea into a new business model
5. Incubator key focus:
“product/market fit”.
Its aim is to validate,
through experimentation,
that the unique value
proposition addresses a
customer segment(s) and
their problem
An Incubator’s focus is about ensuring Value Proposition and Customer Segment are validated
(e.g. find product/market fit)
This means giving it the right resources (i.e. funds, freedom) and mentor/network support to explore
the problem area within a set time frame to find the product/market fit
Incubator
Incubating an idea is like
Incubating an egg – you need to
ensure you have the right
temperature (i.e. sufficient
money), humidity (i.e. spend
cadence) , turning the egg (i.e.
validating the ideas) and
environment (i.e. mentor network,
office space/ resources)
INCUBATION TO ACCELERATION
Incubator focuses on 2 key areas of the business model
6. Hatching key focus:
“Reach more people”.
Its aim is find resources (ie
money/team or both) to
continue growing the
customer base and
proving “traction”
Once product/market fit (i.e traction) has been established, its time to “nurture” its growth by focusing on Channel.
One way to do this is access funds, team and a structured program through VCs, Accelerator or Private
A pitch is your reason to “scale up”. Its how you going to Channel or distribute your solution to reach
more customers. A pitch therefore is a plan on how you going to exploit the Customer Segment with
your validated Value Proposition. Learn more about Pitching here
Hatching out
This is the stage where you
have validated product/market fit
and need funds/ team to scale
your idea by “pitching” your it for
funds at a VC, angel investor, an
internal or external accelerator,
corporate growth board etc.
INCUBATION TO ACCELERATION
Moving between Incubator and Accelerator, this where Channel is the focus
7. This assumes your business model’s most critical assumptions have, to large extend, being proven. You have
demonstrated a clear product/market fit and have shown (repeatability) customer traction
This is about validating other aspect of your business model – including pricing model, formalizing
partnerships, building repeatable process
Accelerator
A structured approach to
accelerate the “testing” of the
other aspects of your business
model assumptions
Accelerating key focus:
“Validating other area”.
Its aim is continue to
validate other important
assumptions of your
business model
INCUBATION TO ACCELERATION
From incubating to accelerating
Editor's Notes
Hello everyone. It’s a pleasure to come here today and to present to you the journey of our ventures. This is actually rare thing we talk about our model as it keeps change.
As you can see there are 2 businesses on the slide: Red Garage Ventures and HIVERY. My talk will explain how these ventures comet to being and how Coke helped us along the way.
So where do I start?
Will, Coke wondered if they could go all the way back to the beginning—before the startup, before the business plan, before the product, even before the idea.
They didn’t want to create an accelerator or incubator. They wanted to find a way to truly partner and co-create with proven “rock star” founders.
Coke would bring huge assets and global reach – and huge opportunities.”
Coke wanted to invent in the PERSON rather than the IDEA. None of us joined with an idea.
They wanted to recruit DO’ers!
Lets explore the idea of “Coke’s Formula for co-creating with startups.”
Hello everyone. It’s a pleasure to come here today and to present to you the journey of our ventures. This is actually rare thing we talk about our model as it keeps change.
As you can see there are 2 businesses on the slide: Red Garage Ventures and HIVERY. My talk will explain how these ventures comet to being and how Coke helped us along the way.
So where do I start?
Will, Coke wondered if they could go all the way back to the beginning—before the startup, before the business plan, before the product, even before the idea.
They didn’t want to create an accelerator or incubator. They wanted to find a way to truly partner and co-create with proven “rock star” founders.
Coke would bring huge assets and global reach – and huge opportunities.”
Coke wanted to invent in the PERSON rather than the IDEA. None of us joined with an idea.
They wanted to recruit DO’ers!
Lets explore the idea of “Coke’s Formula for co-creating with startups.”
Hello everyone. It’s a pleasure to come here today and to present to you the journey of our ventures. This is actually rare thing we talk about our model as it keeps change.
As you can see there are 2 businesses on the slide: Red Garage Ventures and HIVERY. My talk will explain how these ventures comet to being and how Coke helped us along the way.
So where do I start?
Will, Coke wondered if they could go all the way back to the beginning—before the startup, before the business plan, before the product, even before the idea.
They didn’t want to create an accelerator or incubator. They wanted to find a way to truly partner and co-create with proven “rock star” founders.
Coke would bring huge assets and global reach – and huge opportunities.”
Coke wanted to invent in the PERSON rather than the IDEA. None of us joined with an idea.
They wanted to recruit DO’ers!
Lets explore the idea of “Coke’s Formula for co-creating with startups.”
Hello everyone. It’s a pleasure to come here today and to present to you the journey of our ventures. This is actually rare thing we talk about our model as it keeps change.
As you can see there are 2 businesses on the slide: Red Garage Ventures and HIVERY. My talk will explain how these ventures comet to being and how Coke helped us along the way.
So where do I start?
Will, Coke wondered if they could go all the way back to the beginning—before the startup, before the business plan, before the product, even before the idea.
They didn’t want to create an accelerator or incubator. They wanted to find a way to truly partner and co-create with proven “rock star” founders.
Coke would bring huge assets and global reach – and huge opportunities.”
Coke wanted to invent in the PERSON rather than the IDEA. None of us joined with an idea.
They wanted to recruit DO’ers!
Lets explore the idea of “Coke’s Formula for co-creating with startups.”
Hello everyone. It’s a pleasure to come here today and to present to you the journey of our ventures. This is actually rare thing we talk about our model as it keeps change.
As you can see there are 2 businesses on the slide: Red Garage Ventures and HIVERY. My talk will explain how these ventures comet to being and how Coke helped us along the way.
So where do I start?
Will, Coke wondered if they could go all the way back to the beginning—before the startup, before the business plan, before the product, even before the idea.
They didn’t want to create an accelerator or incubator. They wanted to find a way to truly partner and co-create with proven “rock star” founders.
Coke would bring huge assets and global reach – and huge opportunities.”
Coke wanted to invent in the PERSON rather than the IDEA. None of us joined with an idea.
They wanted to recruit DO’ers!
Lets explore the idea of “Coke’s Formula for co-creating with startups.”