Zen presentations (Διάλεξη)

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Zen Presentations Ιωσήφ Αλβέρτης, Υποψήφιος Διδάκτωρ Ιωάννης Ψαρράς, Καθηγητής Παίγνια Αποφάσεων 2016-2017 ΕΘΝΙΚΟ ΜΕΤΣΟΒΙΟ ΠΟΛΥΤΕΧΝΕΙΟ ΣΧΟΛΗ ΗΛΕΚΤΡΟΛΟΓΩΝ ΜΗΧΑΝΙΚΩΝ ΚΑΙ ΜΗΧΑΝΙΚΩΝ ΥΠΟΛΟΓΙΣΤΩΝ ΕΡΓΑΣΤΗΡΙΟ ΣΥΣΤΗΜΑΤΩΝ ΑΠΟΦΑΣΕΩΝ ΚΑΙ ΔΙΟΙΚΗΣΗΣ
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Zen Presentations , ,

2016-2017

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Top 8 Brand Judgments30

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Terms of use

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Sir Ken RobinsonSteve JobsGuy KawasakiAl Gore

PitchingPainSolution

Market SizeCompetitionTeamFinancials20

Pain: Be very clear about the problem you are solving. For consumer concepts, talk about user needs; for enterprise ideas, show a detailed understanding of your customers pain. If you cannot convince an investor theres something broke, they will not be interested in a solution.Solution: Its not possible every time (e.g. for infrastructure software), but whenever you can, a demo is worth a thousand words. Failing that, screenshots and the workflow to bring the solution alive.Market size: If its a new market, the best way to tackle this is to explain how many users or customers there are for the product/service, how this number grows over time, and how much each of these users/customers is worth (this last part is a chance to cover pricing/revenue model). If its a replacement market, for example where software is automating an existing service, then explain how big the existing market is today and how much you expect your solution to shrink it, through lower prices. One thing not to do is to put up huge numbers from some market study without any details behind them.Competition: Better to identify all the competitors than have the investors discover them afterwards. That way, you can proactively explain how you are different.Team: By this point, if the investor is interested, they will want to know about the team, so its worth spending a couple of minutes on the founders backgrounds, highlighting any special talents or experiences that make them well-suited to building the business.Financials: Its easy to lose yourself in the numbers. We suggest keeping it simple and just showing on a timeline how you would spend the money (e.g., headcount) to achieve specific milestones (e.g., launching the service).

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