1	Helping Technology Companies Develop Investor Presentations NBIA 21^st International Conference April 4, 2007 Peter Abramo, Ph.D. Executive Director, CETES Michael Edmondson, Ph.D., President, MEAPA
2	What is CETES? Business Incubator: Starting new technology companies Economic Development: Providing support services to regional companies and research support to regional governments Entrepreneurial Studies: Teaching students how to be entrepreneurs www.cetes.org
3	What is MEAPA?
4	The Creative Economy Environment
5	The Information Exchange Rate Is Now Occurring In Seconds or ‘Real-Time’
6	The Amount Of Information Continues To Grow At An Unprecedented Rate
7	The Amount Of Time And Effort Required To Complete Tasks Has Decreased What you do with technology Send and receive text messages Take still pictures Take video Play games Access the internet Instant message Send and receive email Play and/or download music Watch movies Watch television Read a newspaper Get access to sports Make phone calls Upload ring tones Create a web page or social network page Write or contribute to a blog Make travel arrangements Buy a Car
8	"Why you do the things..." Why you do the things you do with technology Find a job Find a friend Buy a car Conduct competitive intelligence Do research for homework Perform market research Research a medical opinion Locate employment opportunities Apply to a school Take a class or seminar Compare prices when shopping Stay in touch with family/friends Buy a house Make an investment Get access to news
9	The Four Dynamics of the Creative Economy Intersection: Effort, Mobility, Speed and Information
10	The Creative Economy Demands That You Ease The Decision-Making Process Of Your Customers
11	The Creative Economy Demands That You Avoid Making The Traditional Communication Mistakes
12	The Story Used for Investors Is Built On A Communication Tree
13	The Investor Presentation
14	What do Investors want to see? Good Market Opportunity
15	Contents of the Investor Presentation Title The Problem Opportunity Competition The Product Solution Value Proposition Marketing and Sales Approach
16	Market Assessment: The Problem, The Opportunity, The Competition
17	Defining Your Market: The “Problem”
18	Market Opportunities What new developments will alter the dynamics of this market? Ability of one product to create a Community of Users Reaction of existing Community of Users Patent expiration New competitor Legal/regulatory changes Alteration in sales position of products New ways to solve the problem Other
19	Identifying Market Opportunities
20	What groups do you target first?
21	Who Will Care if you Enter the Market?
22	Product Solution and Value Proposition
23	Clearly Describe Your Product Write a brief description of your product and its value proposition. It should be clear and short. Have a non-expert re-write it. Having already reviewed the market, it will be clear where your product fits in this market. Having already reviewed the competition, it will be easy to point out what’s unique about your product.
24	You Need To Show a Clear Understanding of the Value Proposition and Positioning
25	Communicate Your Value Proposition Effectively So That You Are Positioned Correctly
26	Step 1 – List Your Attributes Drug Side Effects Efficacy Mechanism of Action Ease of Use Dosing Formulation Contraindications Indications Half-Life Cost Reimbursement
27	Step 2 – List Competitor’s Attributes
28	Step 3 – Create Attribute Canvas
29	Step 3 – Create Attribute Canvas
30	Step 4 – Complete Positioning Grid
31	Step 5 – Identify Value Proposition
32	Step 6 – Implementation
33	MEAPA’s Creative Economy Pre-Business Plan Development Process
34	Designing a Marketing Strategy and Forecast
35	What must happen for this strategy to be successful?
36	Be clear on difference between strategy and tactics
37	Determine the Impact of Your Success
38	Determine the Impact of Your Success
39	Determine the Impact of Your Success
40	Forecast Assumptions A list of the assumptions here not only explains what the forecast is base on, but becomes a discussion document if the forecast needs to be revised. The forecast is based on information contained in the market evaluation tools you have created.
41	Provide Multiple Forecasts
42	Business Model and Management Team
43	Sample Business Models
44	Senior Management Staffing Plan
45	Functional Staffing Plan
46	Succession Plan for Key Management
47	Pieces Of The Creative Economy Story For Investors
48	Explain Where the Product is in Development
49	Prepare for Use of Investor’s Money
50
51	Contact Information