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How to write an Executive Summary within 24 hours




Dr	
  Bernard	
  Leong
Co-­‐Founder,	
  Chlkboard	
  &	
  SGEntrepreneurs.com
Partner,	
  Thymos	
  Capital	
  LLP
hCp://www.bernardleong.com
TwiCer/GMail:	
  bleongcw

                                                         1
The	
  Big	
  Picture




                        2

                            2
What	
  is	
  the	
  problem	
  
                                                                    you	
  are	
  trying	
  to	
  solve?


        Once	
  you	
  work	
  that	
  out,	
  
        ExecuOon	
  is	
  key.




What	
  type	
  of	
  resources
do	
  you	
  need	
  to	
  solve	
  
                                                                                                           Are	
  there	
  customers	
  or	
  
your	
  problem?	
  
                                                                                                           there	
  is	
  an	
  exisOng	
  
Mentors,	
  Partnerships	
  or
                                                                                                           market	
  for	
  your	
  
Resources?
                                                                                                           soluOon?




                                                  Who	
  are	
  the	
  exisOng	
  players	
  from	
  
                                                  partners	
  to	
  compeOOors?	
  How	
  are	
  
                                                  they	
  benchmarked	
  against	
  your	
  
                                                                                                                                     3
                                                  idea?
                                                                                                                                             3
Why	
  write	
  an	
  ExecuOve	
  Summary?
• Organizes	
  and	
  clears	
  the	
  confusion	
  
  and	
  ambiguity	
  of	
  your	
  business	
  
  idea.
• Correct	
  posiOoning	
  to	
  convince	
  
  potenOal	
  investors.
• PotenOal	
  investors,	
  partners	
  and	
  
  clients	
  have	
  no	
  Ome	
  for	
  your	
  
  grandmother	
  stories	
  about	
  the	
  idea.	
  


                                                        4

                                                            4
Criteria	
  for	
  ExecuOve	
  Summary
• Organized	
  and	
  Understandable.
• Use	
  plain	
  language	
  and	
  vocabulary.
• Present	
  the	
  Problem	
  and	
  SoluOon	
  
  on	
  the	
  same	
  page.
• The	
  Purple	
  Cow	
  effect:	
  making	
  
  your	
  summary	
  disOncOvely	
  
  different	
  even	
  if	
  it	
  confines	
  to	
  basic	
  
  rules.

                                                               5

                                                                   5
Language
Avoid	
  Phrases	
  like	
  ...                                                Use	
  Phrases	
  like	
  ...




“We	
  would	
  like	
  to	
  be	
  the	
  leading	
  provider	
  of	
  ...”   “We	
  aim	
  to	
  become	
  the	
  leading	
  provider	
  of	
  ...”




“We	
  want	
  to	
  be	
  the	
  best	
  in	
  ...”                           “Our	
  company’s	
  core	
  competency	
  is	
  ...”




                                                                               “Based	
  on	
  our	
  financial	
  projecOons,	
  we	
  esOmate	
  
“We	
  will	
  make	
  $X	
  by	
  the	
  end	
  of	
  the	
  year.”           our	
  sales	
  revenue	
  to	
  be	
  $X	
  and	
  profit	
  margins	
  to	
  
                                                                               be	
  $Y.”
                                                                                                                                                        6

                                                                                                                                                                6
Layout	
  of	
  ExecuOve	
  Summary
• IntroducOon	
  -­‐	
  Type	
  of	
  Business
• Problem	
  &	
  Opportunity
• Technology/Service/Product
• Management	
  Team
• Business	
  Strategy	
  &	
  Route	
  to	
  Market
• Financials
• Exit	
  Strategy


                                                       7

                                                           7
The	
  Mantra
• Name	
  of	
  your	
  Company/Project/Idea.
• Logo	
  and	
  Tagline.
• Mission	
  Statement




                                                8

                                                    8
Type	
  of	
  Business
• What	
  is	
  the	
  Industry?
• Product	
  or	
  Service	
  
  based?
• How	
  Product	
  or	
  
  Service	
  delivers?
• Who	
  are	
  the	
  
  customers	
  to	
  your	
  
  business?	
  B2B,	
  B2C?

                                   9

                                       9
When	
  is	
  an	
  idea	
  an	
  opportunity?
• Create	
  or	
  add	
  value	
  to	
  
  customer.
• Solve	
  a	
  significant	
  problem,	
  
  removing	
  a	
  pain	
  point	
  or	
  
  meeOng	
  demand.
• Have	
  robust	
  market,	
  profit	
  
  margin	
  and	
  money	
  markeOng.
• Good	
  fit	
  with	
  founder	
  &	
  
  management	
  team	
  at	
  the	
  
  right	
  Ome	
  &	
  place

                                                 10

                                                      10
Industry                                Sample	
  Introduc:on



                                      MaterialSoi	
  aims	
  to	
  be	
  the	
  provider	
  in	
  creaOng	
  
                                      proprietary	
  fabrics	
  that	
  can	
  withstand	
  harsh	
  
Materials	
  Engineering	
  Product   condiOons.	
  We	
  sell	
  our	
  fabrics	
  to	
  the	
  users	
  in	
  the	
  
                                      defence	
  and	
  coal/mining	
  industry.




                                      RealTime	
  is	
  a	
  Singapore	
  based	
  company	
  that	
  
                                      focuses	
  on	
  delivering	
  an	
  innovaOve	
  real	
  Ome	
  
       IT	
  based	
  Product         adverOsing	
  soluOon	
  to	
  brands.	
  Our	
  chief	
  
                                      consumers	
  are	
  brand	
  marketers	
  and	
  digital	
  
                                      markeOng	
  agencies.	
  


                                                                                                                     11

                                                                                                                          11
Problem	
  &	
  Opportunity
• You	
  are	
  selling	
  the	
  
  soluOon	
  to	
  a	
  problem.
• What	
  is	
  the	
  “blue	
  ocean”	
  
  you	
  are	
  exploiOng?
• Is	
  there	
  any	
  interest	
  in	
  
  your	
  business	
  lately?
• Lies,	
  Damn	
  Lies	
  &	
  
  StaOsOcs

                                             12

                                                  12
Opportunity                     Example	
  Descrip:on


                      Recently,	
  the	
  Singapore	
  government	
  has	
  allocated	
  
                      S$13.5B	
  into	
  high	
  technology	
  research	
  and	
  
                      development	
  and	
  placed	
  their	
  efforts	
  in	
  three	
  
                      industries:	
  biomedical	
  sciences,	
  renewable	
  
Facts/StaOsOcs/News   energies	
  and	
  digital	
  media.	
  The	
  soluOon	
  we	
  
                      proposed	
  is	
  in	
  the	
  life	
  sciences	
  market,	
  where	
  we	
  
                      can	
  reduce	
  drug	
  development	
  process	
  by	
  a	
  half	
  
                      with	
  our	
  technology.




                      Based	
  on	
  the	
  assumpOon	
  that	
  Singtel	
  has	
  sold	
  a	
  
                      100K	
  iPhones,	
  we	
  esOmate	
  each	
  smart	
  phone	
  will	
  
     	
  EsOmate      purchase	
  about	
  5-­‐10	
  applicaOons	
  and	
  spent	
  on	
  
                      average	
  S$10	
  on	
  them	
  each	
  month.	
  

                                                                                           13

                                                                                                   13
Technology	
  or	
  Idea
• You	
  must	
  make	
  your	
  
  technology	
  or	
  idea	
  
  understandable	
  to	
  your	
  
  audience.
• For	
  an	
  execuOve	
  summary,	
  
  never	
  put	
  too	
  much	
  jargon	
  
  into	
  your	
  descripOon.
• Make	
  comparisons	
  on	
  how	
  
  your	
  soluOon	
  can	
  increase	
  
  producOvity	
  and	
  efficiency.

                                              14

                                                   14
Technology                    Example	
  Descrip:on


                   MaterialSoi	
  uses	
  an	
  improved	
  composite	
  
                   ceramic	
  material	
  to	
  build	
  fibres	
  which	
  can	
  
                   efficiently	
  hold	
  vehicles	
  on	
  muddy	
  grounds.	
  
  Materials        Our	
  soluOon	
  supercedes	
  the	
  present	
  ones	
  with	
  
                   half	
  the	
  cost	
  but	
  twice	
  the	
  material	
  strength	
  to	
  
                   hold	
  vehicles	
  above	
  muddy	
  grounds.




                   Our	
  soluOon	
  uses	
  a	
  proprietary	
  based	
  
                   algorithm	
  developed	
  to	
  resolve	
  blurred	
  objects	
  
Digital	
  Media   of	
  movies	
  in	
  a	
  format	
  1000	
  Omes	
  beCer	
  than	
  
                   the	
  formats	
  which	
  are	
  adopted	
  by	
  the	
  industry.	
  


                                                                                           15

                                                                                                  15
Team
• Diversified	
  and	
  
  Complementary	
  Skill	
  Sets.
• Get	
  Grey	
  Hairs	
  and	
  put	
  
  them	
  in	
  your	
  advisory	
  
  board.	
  
• Don’t	
  give	
  too	
  much	
  Otles	
  
  to	
  your	
  team.	
  
• Be	
  mature	
  about	
  your	
  
  experience.

                                              16

                                                   16
People                    Example	
  Descrip:on


                  John	
  Ho	
  is	
  the	
  CEO	
  of	
  MaterialSoi.	
  Prior	
  to	
  
                  joining	
  this	
  company,	
  he	
  was	
  the	
  Vice	
  
                  President,	
  Sales	
  in	
  Nippon	
  Fabrics,	
  a	
  MNC	
  
Experienced       specializing	
  in	
  fabrics.	
  His	
  experience	
  with	
  the	
  
                  market	
  will	
  help	
  to	
  generate	
  sales	
  lead	
  for	
  the	
  
                  company.	
  



                  Larry	
  Pang	
  is	
  the	
  founder	
  of	
  Project	
  AceFire.	
  
                  Currently	
  a	
  second	
  year	
  undergraduate,	
  he	
  has	
  
                  spent	
  a	
  year	
  working	
  in	
  Prof	
  Johnston’s	
  
Young	
  Rookie   mulOmedia	
  laboratory.	
  He	
  will	
  act	
  as	
  the	
  CTO	
  
                  of	
  AceFire	
  and	
  will	
  seek	
  to	
  find	
  a	
  CEO	
  who	
  can	
  
                  mentor	
  and	
  guide	
  the	
  team.	
  

                                                                                             17

                                                                                                    17
Route	
  to	
  Market	
  
• How	
  do	
  you	
  sell	
  your	
  service	
  or	
  
  product?
• Who	
  are	
  the	
  customers	
  or	
  clients?	
  
  How	
  do	
  you	
  reach	
  them	
  quickly?
• What	
  are	
  the	
  markeOng	
  channels	
  
  on	
  your	
  product?




                                                          18

                                                               18
Market	
  Research:	
  Customers
• Who	
  are	
  the	
  customers	
  for	
  the	
  
  products	
  or	
  services?	
  Iden>fy	
  
  common	
  characteris>cs	
  &	
  behavior.
• Who	
  and	
  where	
  the	
  major	
  
  purchasers	
  for	
  the	
  products	
  are	
  in	
  
  each	
  market	
  segment?
• Indicate	
  the	
  rela>ve	
  reach	
  for	
  
  customers	
  and	
  how	
  they	
  purchase	
  
  the	
  product	
  or	
  service,	
  and	
  what	
  
  influences	
  their	
  buying	
  decision.


                                                          19

                                                               19
Market	
  Size	
  &	
  Trends
• The	
  size	
  of	
  the	
  market	
  based	
  on	
  
  market	
  segment,	
  demographic	
  
  by	
  sex,	
  region	
  or	
  country	
  and	
  
  poten>al	
  profitability.
• The	
  poten>al	
  annual	
  growth	
  for	
  
  at	
  least	
  3	
  years	
  or	
  the	
  compound	
  
  annual	
  growth	
  rate	
  (CAGR)	
  of	
  the	
  
  business	
  based	
  on	
  industry.
• Major	
  factors	
  affec>ng	
  market	
  
  growth,	
  for	
  e.g.	
  industry	
  trends,	
  
  socio-­‐economic	
  trends,	
  
  popula>on	
  changes,	
  government	
  
  regula>on.	
  	
  

                                                           20

                                                                20
How	
  to	
  EsOmate	
  Market	
  Size
• Start	
  with	
  simple,	
  reasonable	
  
  and	
  valid	
  assumpOons.
• Approximate	
  to	
  the	
  closest	
  
  figure	
  (10K,	
  1M)?
• PracOce	
  makes	
  perfect	
  by	
  
  making	
  esOmates	
  to	
  
  problems.


                                               21

                                                    21
PracOce	
  Problems
• What	
  is	
  the	
  average	
  number	
  of	
  internet	
  users	
  are	
  
  there	
  per	
  household	
  in	
  Singapore?	
  (Hint:	
  Think	
  about	
  
  how	
  many	
  people	
  per	
  household.)
• How	
  many	
  hospitals	
  are	
  there	
  in	
  the	
  first	
  Oer	
  ciOes	
  in	
  
  China?	
  (Hint:	
  define	
  the	
  first	
  Oer	
  ciOes	
  -­‐	
  how	
  many	
  of	
  
  them,	
  then	
  work	
  out	
  how	
  many	
  hospitals	
  per	
  city	
  on	
  
  average	
  based	
  on	
  a	
  certain	
  radius?
• How	
  many	
  seats	
  are	
  there	
  on	
  a	
  A380?	
  (Think	
  from	
  
  the	
  numbering	
  of	
  seats)


                                                                                             22

                                                                                                  22
• How	
  many	
  seats	
  are	
  there	
  on	
  a	
  A380?	
  (Think	
  
  from	
  the	
  numbering	
  of	
  seats):
   –Start	
  from	
  seat	
  number	
  30-­‐65	
  in	
  economy	
  
    class,	
  take	
  an	
  average	
  of	
  10	
  seats	
  =	
  350	
  seats.
   –First	
  Class:	
  4	
  seats	
  per	
  land	
  and	
  only	
  4	
  rows	
  =	
  
    16	
  seats
   –Business	
  Class:	
  6	
  seats	
  per	
  row,	
  and	
  15	
  rows	
  =	
  
    90	
  seats
   –Economy	
  class	
  on	
  2nd	
  floor	
  =	
  11	
  x	
  8	
  =	
  88	
  seats	
  
• Total	
  number	
  of	
  seats	
  =	
  544	
  seats
• Actual	
  number:	
  450-­‐654	
  (depending	
  on	
  which	
  
  airline).	
  
                                                                                         23

                                                                                              23
4	
  Ps	
  of	
  MarkeOng




                            24

                                 24
Business	
  Strategies
• How	
  do	
  you	
  generate	
  revenues	
  
  and	
  subsequently	
  profits	
  for	
  your	
  
  business?
• What	
  is	
  your	
  business	
  model?
• How	
  are	
  the	
  revenue	
  sources	
  
  available	
  for	
  your	
  startup?
• What	
  business	
  strategies	
  do	
  you	
  
  use	
  to	
  generate	
  revenues?

                                                     25

                                                          25
Route	
  to	
  Market/
                                       Example	
  Descrip:on
 Business	
  Strategy


                          MaterialSoi	
  engages	
  directly	
  with	
  known	
  
                          industry	
  partners	
  in	
  the	
  fabric	
  industry.	
  The	
  
                          company	
  does	
  not	
  deal	
  directly	
  with	
  customer	
  
Partnerships/Licencing    base	
  but	
  sells	
  via	
  resellers	
  or	
  fabric	
  distributors.	
  
                          One	
  alternaOve	
  strategy	
  to	
  generate	
  revenues	
  is	
  
                          done	
  via	
  licensing	
  of	
  the	
  proprietary	
  technology	
  
                          to	
  other	
  fabric	
  producing	
  companies.




                          RealOme	
  offers	
  the	
  customers	
  a	
  free	
  beta	
  version	
  
                          of	
  the	
  soiware	
  with	
  limited	
  features	
  so	
  that	
  they	
  
                          can	
  enOce	
  them	
  to	
  buy	
  the	
  premium	
  version	
  
  Freemium	
  Model       (with	
  addiOonal	
  features)	
  of	
  the	
  soiware.	
  The	
  
                          company	
  is	
  currently	
  in	
  negoOaOons	
  on	
  strategic	
  
                          relaOons	
  with	
  different	
  gaming	
  companies.
                                                                                                  26

                                                                                                          26
Revenue	
  Sources
• How	
  many	
  different	
  revenue	
  
  streams	
  will	
  the	
  business	
  model	
  
  generate?	
  
• What	
  is	
  the	
  source	
  of	
  each	
  
  revenue	
  stream	
  (sales,	
  service	
  
  fees,	
  adver>sing,	
  subscrip>on)?
• What	
  is	
  the	
  rela>ve	
  size	
  &	
  
  importance	
  of	
  each	
  revenue	
  
  stream?
• How	
  quickly	
  is	
  each	
  revenue	
  
  stream	
  likely	
  to	
  grow?
                                                    27

                                                         27
Revenue	
  Streams
• Single	
  Stream:	
  Company	
  relies	
  on	
  one	
  
  predominant	
  revenue	
  stream	
  
  stemming	
  from	
  one	
  product	
  to	
  service.
• Mul/ple	
  Streams:	
  Company	
  collects	
  
  mul>ple	
  revenue	
  streams	
  from	
  
  different	
  products	
  or	
  services.
• Inter-­‐dependent:	
  Company	
  sells	
  1	
  or	
  
  several	
  products	
  or	
  services	
  in	
  order	
  to	
  
  s>mulate	
  revenues	
  from	
  another	
  set	
  of	
  
  products	
  and	
  services.
• Loss	
  Leader:	
  Company	
  collects	
  mul>ple	
  
  revenue	
  streams	
  but	
  not	
  every	
  revenue	
  
  stream	
  is	
  independently	
  profitable.	
  
                                                                   28

                                                                        28
Revenue	
  Models
• Subscrip>on/Membership:	
  Customers	
  
  pay	
  a	
  fixed	
  amount	
  at	
  regular	
  intervals.
• Volume	
  or	
  Unit-­‐Based:	
  Customers	
  pay	
  a	
  
  fixed	
  price	
  per	
  unit	
  and	
  receive	
  a	
  
  product/service	
  in	
  exchange.
• Adver>sing	
  Based:	
  End-­‐user	
  is	
  
  exempted	
  but	
  adver>sers	
  pay.
• Licensing	
  and	
  Syndica>on:	
  Customer	
  
  pay	
  a	
  one	
  >me	
  licensing	
  or	
  syndica>on	
  
  fee	
  to	
  be	
  able	
  to	
  use	
  or	
  resell	
  the	
  
  product
• Transac>on	
  Fee:	
  Customer	
  pays	
  the	
  
  company	
  that	
  facilitates	
  the	
  
  transac>on.
                                                                    29

                                                                         29
Risks	
  &	
  Barriers	
  to	
  Entry
 • Who	
  are	
  your	
  compeOtors?
 • How	
  do	
  you	
  prevent	
  your	
  
   compeOtors	
  trumping	
  you?
 • What	
  are	
  the	
  problems	
  you	
  
   face	
  against	
  them?
 • Don’t	
  assume	
  that	
  you	
  are	
  
   the	
  only	
  one	
  or	
  have	
  
   indefensible	
  patents.

                                               30

                                                    30
Barriers	
  to	
  Entry/
                                              Example	
  Descrip:on
      Compe:tors

                                    MaterialSoi	
  faces	
  the	
  risk	
  of	
  a	
  saturated	
  and	
  
                                    tradiOonal	
  ceramics	
  industry	
  mindset	
  not	
  to	
  
                                    adopt	
  new	
  technologies.	
  To	
  miOgate	
  the	
  risk,	
  
TradiOonal	
  Industry	
  Mindset   the	
  company	
  will	
  launch	
  markeOng	
  campaigns	
  
                                    and	
  present	
  the	
  product	
  in	
  various	
  
                                    conferences	
  to	
  provide	
  industry	
  players	
  an	
  
                                    awareness	
  of	
  the	
  product.



                                    The	
  compression	
  format	
  of	
  RealTime	
  soiware	
  
                                    cannot	
  be	
  replicated	
  based	
  on	
  the	
  proprietary	
  
    Unique	
  Selling	
  Point      algorithm	
  used	
  in	
  performing	
  the	
  compression.	
  
                                    We	
  are	
  in	
  the	
  process	
  of	
  patenOng	
  the	
  product	
  
                                    to	
  act	
  as	
  a	
  deterrence	
  against	
  our	
  compeOtors.



                                                                                                       31

                                                                                                                31
SWOT	
  Analysis




                   32

                        32
33

     33
Financials
• How	
  much	
  do	
  you	
  need?
• How	
  much	
  equity	
  you	
  
  want	
  to	
  give?
• How	
  do	
  you	
  raise	
  that	
  
  amount	
  of	
  money?
• Can	
  you	
  bootstrap	
  without	
  
  raising	
  funds?


                                           34

                                                34
Financials                               Example	
  Descrip:on



                MaterialSoi	
  seeks	
  US$300K	
  as	
  an	
  iniOal	
  investment	
  to	
  build	
  a	
  
                proof	
  of	
  concept	
  and	
  will	
  raise	
  US$2M	
  to	
  bring	
  the	
  prototype	
  to	
  
 Fundraising    market.	
  The	
  company	
  generates	
  revenues	
  via	
  sales	
  in	
  producing	
  
                fabric	
  for	
  the	
  defence	
  and	
  coal/mining	
  industries.	
  




                RealOme	
  generates	
  revenues	
  via	
  the	
  number	
  of	
  purchases	
  made	
  
                on	
  the	
  premium	
  version	
  and	
  online	
  adverOsing	
  with	
  the	
  huge	
  
Bootstrapping   traffic	
  generated	
  by	
  visits	
  from	
  the	
  site.	
  The	
  company	
  seeks	
  to	
  
                bootstrap	
  via	
  hisng	
  1M	
  sales	
  target	
  within	
  two	
  years.	
  


                                                                                                                35

                                                                                                                       35
36

     36
Who	
  do	
  you	
  raise	
  funds	
  from?
• Friends,	
  Family	
  and	
  Fools.
• Business	
  Angels.
• Venture	
  Capitalists.
• Government	
  InsOtuOons.
• FoundaOons	
  and	
  Agencies.
• Private	
  Equity	
  Firms
• Banks


                                              37

                                                   37
38

     38
39

     39
Source:	
  Meng	
  Weng	
  Wong	
  and	
  published	
  on	
  SGEntrepreneurs.com
hCp://sgentrepreneurs.com/dummys-­‐guide/2009/03/05/a-­‐map-­‐on-­‐venture-­‐capital-­‐in-­‐singapore/
                                                                                                    40

                                                                                                         40
Exit	
  Strategy
• What	
  happens	
  to	
  the	
  
  company	
  in	
  3	
  to	
  5	
  years	
  Ome?
• 	
  Possible	
  Exits:
   –IniOal	
  Public	
  Offerings	
  (IPO)
   –Trade	
  sale/Merger/Management	
  
    Buyout
   –Family/Company	
  Succession
   –Wind	
  it	
  Down!


                                                   41

                                                        41
Exit	
  Strategy                   Example	
  Descrip:on



                       MaterialSoi	
  hopes	
  to	
  exit	
  in	
  3	
  years	
  with	
  a	
  profit	
  
                       margin	
  of	
  20M	
  via	
  a	
  trade	
  sale	
  to	
  a	
  larger	
  player	
  
Trade	
  Sale/Buyout   within	
  the	
  industry,	
  for	
  example,	
  Cepheus	
  
                       Ceramics.	
  




                       RealTime	
  seeks	
  to	
  IPO	
  in	
  3	
  years	
  as	
  an	
  exit	
  
        IPO            strategy.	
  




                                                                                                    42

                                                                                                             42
Appendices




             43

                  43
Top	
  10	
  Lies	
  by	
  Entrepreneurs
1. Our projection is conservative.

2. (Pick your favourite market research company) predicts our market to be US$50B.

3. (A big MNC) is signing our contract next week.

4. Key employees will join us as soon as we get funded.

5. Several investors are already doing due diligence on us.

6. This big company is too old, big, stupid and slow to be a threat.

7. Patents makes our business defensible.

8. All we have to do is to get 1% of the market.

9. We have 1st mover advantage.

10. We have a world-class proven team.



                                                                                     44

                                                                                          44
Top	
  9	
  Lies	
  by	
  Investors
1. I liked your company but my partners don’t.
2. If we get a lead, we will follow.
3. Show us some traction and we will invest.
4. We love to co-invest with other venture capitalists.
5. We are investing in your team.
6. I have lots of bandwidth dedicated to your company.
7. This is a vanilla term sheet.
8. We open doors for you at our client companies.
9. We like early stage investing.


                                                          45

                                                               45
References
• StarOng	
  Up,	
  New	
  Venture,	
  McKinsey	
  &	
  Co.
• The	
  Art	
  of	
  the	
  Start	
  by	
  Guy	
  Kawasaki
• Singapore	
  Entrepreneurs	
  blog	
  (Dummy’s	
  Guide)	
  	
  	
  	
  	
  
  hCp://www.sgentrepreneurs.com
• Gladstone,	
  Venture	
  Capital	
  InvesOng
• CompeOOve	
  Strategy,	
  Michael	
  Porter
• Crossing	
  the	
  Chasm,	
  Moore
• ACRA	
  -­‐	
  hCp://www.acra.gov.sg
                                                                                 46

                                                                                      46
Resources:	
  Intellectual	
  Property




             hCp://www.ipos.gov.sg

                                         47

                                              47
Resources:	
  Business	
  Info




        hCp://www.business.gov.sg

                                    48

                                         48
Resources:	
  InnovaOon	
  &	
  Tech




                                        hCp://www.exploit-­‐tech.com
                                                                                                                         49
      Go	
  to	
  this	
  page	
  only	
  if	
  you	
  are	
  looking	
  for	
  a	
  technology	
  to	
  commercialize
                                                                                                                              49
Resources:	
  Business	
  RegistraOon




                  hCp://www.acra.gov.sg   50

                                               50
Resources:	
  CommuniOes




            hCp://www.sgentrepreneurs.com   51

                                                 51
Resources:	
  Other	
  CommuniOes




      hCp://www.e27.sg


                         hCp://www.youngupstarts.com


                                                       52

                                                            52
“Study	
  the	
  past	
  if	
  you	
  would	
  define	
  the	
  future.”	
  -­‐	
  Confucius   53

                                                                                                   53

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Executive Summary StartUp@Singapore

  • 1. How to write an Executive Summary within 24 hours Dr  Bernard  Leong Co-­‐Founder,  Chlkboard  &  SGEntrepreneurs.com Partner,  Thymos  Capital  LLP hCp://www.bernardleong.com TwiCer/GMail:  bleongcw 1
  • 3. What  is  the  problem   you  are  trying  to  solve? Once  you  work  that  out,   ExecuOon  is  key. What  type  of  resources do  you  need  to  solve   Are  there  customers  or   your  problem?   there  is  an  exisOng   Mentors,  Partnerships  or market  for  your   Resources? soluOon? Who  are  the  exisOng  players  from   partners  to  compeOOors?  How  are   they  benchmarked  against  your   3 idea? 3
  • 4. Why  write  an  ExecuOve  Summary? • Organizes  and  clears  the  confusion   and  ambiguity  of  your  business   idea. • Correct  posiOoning  to  convince   potenOal  investors. • PotenOal  investors,  partners  and   clients  have  no  Ome  for  your   grandmother  stories  about  the  idea.   4 4
  • 5. Criteria  for  ExecuOve  Summary • Organized  and  Understandable. • Use  plain  language  and  vocabulary. • Present  the  Problem  and  SoluOon   on  the  same  page. • The  Purple  Cow  effect:  making   your  summary  disOncOvely   different  even  if  it  confines  to  basic   rules. 5 5
  • 6. Language Avoid  Phrases  like  ... Use  Phrases  like  ... “We  would  like  to  be  the  leading  provider  of  ...” “We  aim  to  become  the  leading  provider  of  ...” “We  want  to  be  the  best  in  ...” “Our  company’s  core  competency  is  ...” “Based  on  our  financial  projecOons,  we  esOmate   “We  will  make  $X  by  the  end  of  the  year.” our  sales  revenue  to  be  $X  and  profit  margins  to   be  $Y.” 6 6
  • 7. Layout  of  ExecuOve  Summary • IntroducOon  -­‐  Type  of  Business • Problem  &  Opportunity • Technology/Service/Product • Management  Team • Business  Strategy  &  Route  to  Market • Financials • Exit  Strategy 7 7
  • 8. The  Mantra • Name  of  your  Company/Project/Idea. • Logo  and  Tagline. • Mission  Statement 8 8
  • 9. Type  of  Business • What  is  the  Industry? • Product  or  Service   based? • How  Product  or   Service  delivers? • Who  are  the   customers  to  your   business?  B2B,  B2C? 9 9
  • 10. When  is  an  idea  an  opportunity? • Create  or  add  value  to   customer. • Solve  a  significant  problem,   removing  a  pain  point  or   meeOng  demand. • Have  robust  market,  profit   margin  and  money  markeOng. • Good  fit  with  founder  &   management  team  at  the   right  Ome  &  place 10 10
  • 11. Industry Sample  Introduc:on MaterialSoi  aims  to  be  the  provider  in  creaOng   proprietary  fabrics  that  can  withstand  harsh   Materials  Engineering  Product condiOons.  We  sell  our  fabrics  to  the  users  in  the   defence  and  coal/mining  industry. RealTime  is  a  Singapore  based  company  that   focuses  on  delivering  an  innovaOve  real  Ome   IT  based  Product adverOsing  soluOon  to  brands.  Our  chief   consumers  are  brand  marketers  and  digital   markeOng  agencies.   11 11
  • 12. Problem  &  Opportunity • You  are  selling  the   soluOon  to  a  problem. • What  is  the  “blue  ocean”   you  are  exploiOng? • Is  there  any  interest  in   your  business  lately? • Lies,  Damn  Lies  &   StaOsOcs 12 12
  • 13. Opportunity Example  Descrip:on Recently,  the  Singapore  government  has  allocated   S$13.5B  into  high  technology  research  and   development  and  placed  their  efforts  in  three   industries:  biomedical  sciences,  renewable   Facts/StaOsOcs/News energies  and  digital  media.  The  soluOon  we   proposed  is  in  the  life  sciences  market,  where  we   can  reduce  drug  development  process  by  a  half   with  our  technology. Based  on  the  assumpOon  that  Singtel  has  sold  a   100K  iPhones,  we  esOmate  each  smart  phone  will    EsOmate purchase  about  5-­‐10  applicaOons  and  spent  on   average  S$10  on  them  each  month.   13 13
  • 14. Technology  or  Idea • You  must  make  your   technology  or  idea   understandable  to  your   audience. • For  an  execuOve  summary,   never  put  too  much  jargon   into  your  descripOon. • Make  comparisons  on  how   your  soluOon  can  increase   producOvity  and  efficiency. 14 14
  • 15. Technology Example  Descrip:on MaterialSoi  uses  an  improved  composite   ceramic  material  to  build  fibres  which  can   efficiently  hold  vehicles  on  muddy  grounds.   Materials Our  soluOon  supercedes  the  present  ones  with   half  the  cost  but  twice  the  material  strength  to   hold  vehicles  above  muddy  grounds. Our  soluOon  uses  a  proprietary  based   algorithm  developed  to  resolve  blurred  objects   Digital  Media of  movies  in  a  format  1000  Omes  beCer  than   the  formats  which  are  adopted  by  the  industry.   15 15
  • 16. Team • Diversified  and   Complementary  Skill  Sets. • Get  Grey  Hairs  and  put   them  in  your  advisory   board.   • Don’t  give  too  much  Otles   to  your  team.   • Be  mature  about  your   experience. 16 16
  • 17. People Example  Descrip:on John  Ho  is  the  CEO  of  MaterialSoi.  Prior  to   joining  this  company,  he  was  the  Vice   President,  Sales  in  Nippon  Fabrics,  a  MNC   Experienced specializing  in  fabrics.  His  experience  with  the   market  will  help  to  generate  sales  lead  for  the   company.   Larry  Pang  is  the  founder  of  Project  AceFire.   Currently  a  second  year  undergraduate,  he  has   spent  a  year  working  in  Prof  Johnston’s   Young  Rookie mulOmedia  laboratory.  He  will  act  as  the  CTO   of  AceFire  and  will  seek  to  find  a  CEO  who  can   mentor  and  guide  the  team.   17 17
  • 18. Route  to  Market   • How  do  you  sell  your  service  or   product? • Who  are  the  customers  or  clients?   How  do  you  reach  them  quickly? • What  are  the  markeOng  channels   on  your  product? 18 18
  • 19. Market  Research:  Customers • Who  are  the  customers  for  the   products  or  services?  Iden>fy   common  characteris>cs  &  behavior. • Who  and  where  the  major   purchasers  for  the  products  are  in   each  market  segment? • Indicate  the  rela>ve  reach  for   customers  and  how  they  purchase   the  product  or  service,  and  what   influences  their  buying  decision. 19 19
  • 20. Market  Size  &  Trends • The  size  of  the  market  based  on   market  segment,  demographic   by  sex,  region  or  country  and   poten>al  profitability. • The  poten>al  annual  growth  for   at  least  3  years  or  the  compound   annual  growth  rate  (CAGR)  of  the   business  based  on  industry. • Major  factors  affec>ng  market   growth,  for  e.g.  industry  trends,   socio-­‐economic  trends,   popula>on  changes,  government   regula>on.     20 20
  • 21. How  to  EsOmate  Market  Size • Start  with  simple,  reasonable   and  valid  assumpOons. • Approximate  to  the  closest   figure  (10K,  1M)? • PracOce  makes  perfect  by   making  esOmates  to   problems. 21 21
  • 22. PracOce  Problems • What  is  the  average  number  of  internet  users  are   there  per  household  in  Singapore?  (Hint:  Think  about   how  many  people  per  household.) • How  many  hospitals  are  there  in  the  first  Oer  ciOes  in   China?  (Hint:  define  the  first  Oer  ciOes  -­‐  how  many  of   them,  then  work  out  how  many  hospitals  per  city  on   average  based  on  a  certain  radius? • How  many  seats  are  there  on  a  A380?  (Think  from   the  numbering  of  seats) 22 22
  • 23. • How  many  seats  are  there  on  a  A380?  (Think   from  the  numbering  of  seats): –Start  from  seat  number  30-­‐65  in  economy   class,  take  an  average  of  10  seats  =  350  seats. –First  Class:  4  seats  per  land  and  only  4  rows  =   16  seats –Business  Class:  6  seats  per  row,  and  15  rows  =   90  seats –Economy  class  on  2nd  floor  =  11  x  8  =  88  seats   • Total  number  of  seats  =  544  seats • Actual  number:  450-­‐654  (depending  on  which   airline).   23 23
  • 24. 4  Ps  of  MarkeOng 24 24
  • 25. Business  Strategies • How  do  you  generate  revenues   and  subsequently  profits  for  your   business? • What  is  your  business  model? • How  are  the  revenue  sources   available  for  your  startup? • What  business  strategies  do  you   use  to  generate  revenues? 25 25
  • 26. Route  to  Market/ Example  Descrip:on Business  Strategy MaterialSoi  engages  directly  with  known   industry  partners  in  the  fabric  industry.  The   company  does  not  deal  directly  with  customer   Partnerships/Licencing base  but  sells  via  resellers  or  fabric  distributors.   One  alternaOve  strategy  to  generate  revenues  is   done  via  licensing  of  the  proprietary  technology   to  other  fabric  producing  companies. RealOme  offers  the  customers  a  free  beta  version   of  the  soiware  with  limited  features  so  that  they   can  enOce  them  to  buy  the  premium  version   Freemium  Model (with  addiOonal  features)  of  the  soiware.  The   company  is  currently  in  negoOaOons  on  strategic   relaOons  with  different  gaming  companies. 26 26
  • 27. Revenue  Sources • How  many  different  revenue   streams  will  the  business  model   generate?   • What  is  the  source  of  each   revenue  stream  (sales,  service   fees,  adver>sing,  subscrip>on)? • What  is  the  rela>ve  size  &   importance  of  each  revenue   stream? • How  quickly  is  each  revenue   stream  likely  to  grow? 27 27
  • 28. Revenue  Streams • Single  Stream:  Company  relies  on  one   predominant  revenue  stream   stemming  from  one  product  to  service. • Mul/ple  Streams:  Company  collects   mul>ple  revenue  streams  from   different  products  or  services. • Inter-­‐dependent:  Company  sells  1  or   several  products  or  services  in  order  to   s>mulate  revenues  from  another  set  of   products  and  services. • Loss  Leader:  Company  collects  mul>ple   revenue  streams  but  not  every  revenue   stream  is  independently  profitable.   28 28
  • 29. Revenue  Models • Subscrip>on/Membership:  Customers   pay  a  fixed  amount  at  regular  intervals. • Volume  or  Unit-­‐Based:  Customers  pay  a   fixed  price  per  unit  and  receive  a   product/service  in  exchange. • Adver>sing  Based:  End-­‐user  is   exempted  but  adver>sers  pay. • Licensing  and  Syndica>on:  Customer   pay  a  one  >me  licensing  or  syndica>on   fee  to  be  able  to  use  or  resell  the   product • Transac>on  Fee:  Customer  pays  the   company  that  facilitates  the   transac>on. 29 29
  • 30. Risks  &  Barriers  to  Entry • Who  are  your  compeOtors? • How  do  you  prevent  your   compeOtors  trumping  you? • What  are  the  problems  you   face  against  them? • Don’t  assume  that  you  are   the  only  one  or  have   indefensible  patents. 30 30
  • 31. Barriers  to  Entry/ Example  Descrip:on Compe:tors MaterialSoi  faces  the  risk  of  a  saturated  and   tradiOonal  ceramics  industry  mindset  not  to   adopt  new  technologies.  To  miOgate  the  risk,   TradiOonal  Industry  Mindset the  company  will  launch  markeOng  campaigns   and  present  the  product  in  various   conferences  to  provide  industry  players  an   awareness  of  the  product. The  compression  format  of  RealTime  soiware   cannot  be  replicated  based  on  the  proprietary   Unique  Selling  Point algorithm  used  in  performing  the  compression.   We  are  in  the  process  of  patenOng  the  product   to  act  as  a  deterrence  against  our  compeOtors. 31 31
  • 33. 33 33
  • 34. Financials • How  much  do  you  need? • How  much  equity  you   want  to  give? • How  do  you  raise  that   amount  of  money? • Can  you  bootstrap  without   raising  funds? 34 34
  • 35. Financials Example  Descrip:on MaterialSoi  seeks  US$300K  as  an  iniOal  investment  to  build  a   proof  of  concept  and  will  raise  US$2M  to  bring  the  prototype  to   Fundraising market.  The  company  generates  revenues  via  sales  in  producing   fabric  for  the  defence  and  coal/mining  industries.   RealOme  generates  revenues  via  the  number  of  purchases  made   on  the  premium  version  and  online  adverOsing  with  the  huge   Bootstrapping traffic  generated  by  visits  from  the  site.  The  company  seeks  to   bootstrap  via  hisng  1M  sales  target  within  two  years.   35 35
  • 36. 36 36
  • 37. Who  do  you  raise  funds  from? • Friends,  Family  and  Fools. • Business  Angels. • Venture  Capitalists. • Government  InsOtuOons. • FoundaOons  and  Agencies. • Private  Equity  Firms • Banks 37 37
  • 38. 38 38
  • 39. 39 39
  • 40. Source:  Meng  Weng  Wong  and  published  on  SGEntrepreneurs.com hCp://sgentrepreneurs.com/dummys-­‐guide/2009/03/05/a-­‐map-­‐on-­‐venture-­‐capital-­‐in-­‐singapore/ 40 40
  • 41. Exit  Strategy • What  happens  to  the   company  in  3  to  5  years  Ome? •  Possible  Exits: –IniOal  Public  Offerings  (IPO) –Trade  sale/Merger/Management   Buyout –Family/Company  Succession –Wind  it  Down! 41 41
  • 42. Exit  Strategy Example  Descrip:on MaterialSoi  hopes  to  exit  in  3  years  with  a  profit   margin  of  20M  via  a  trade  sale  to  a  larger  player   Trade  Sale/Buyout within  the  industry,  for  example,  Cepheus   Ceramics.   RealTime  seeks  to  IPO  in  3  years  as  an  exit   IPO strategy.   42 42
  • 43. Appendices 43 43
  • 44. Top  10  Lies  by  Entrepreneurs 1. Our projection is conservative. 2. (Pick your favourite market research company) predicts our market to be US$50B. 3. (A big MNC) is signing our contract next week. 4. Key employees will join us as soon as we get funded. 5. Several investors are already doing due diligence on us. 6. This big company is too old, big, stupid and slow to be a threat. 7. Patents makes our business defensible. 8. All we have to do is to get 1% of the market. 9. We have 1st mover advantage. 10. We have a world-class proven team. 44 44
  • 45. Top  9  Lies  by  Investors 1. I liked your company but my partners don’t. 2. If we get a lead, we will follow. 3. Show us some traction and we will invest. 4. We love to co-invest with other venture capitalists. 5. We are investing in your team. 6. I have lots of bandwidth dedicated to your company. 7. This is a vanilla term sheet. 8. We open doors for you at our client companies. 9. We like early stage investing. 45 45
  • 46. References • StarOng  Up,  New  Venture,  McKinsey  &  Co. • The  Art  of  the  Start  by  Guy  Kawasaki • Singapore  Entrepreneurs  blog  (Dummy’s  Guide)           hCp://www.sgentrepreneurs.com • Gladstone,  Venture  Capital  InvesOng • CompeOOve  Strategy,  Michael  Porter • Crossing  the  Chasm,  Moore • ACRA  -­‐  hCp://www.acra.gov.sg 46 46
  • 47. Resources:  Intellectual  Property hCp://www.ipos.gov.sg 47 47
  • 48. Resources:  Business  Info hCp://www.business.gov.sg 48 48
  • 49. Resources:  InnovaOon  &  Tech hCp://www.exploit-­‐tech.com 49 Go  to  this  page  only  if  you  are  looking  for  a  technology  to  commercialize 49
  • 50. Resources:  Business  RegistraOon hCp://www.acra.gov.sg 50 50
  • 51. Resources:  CommuniOes hCp://www.sgentrepreneurs.com 51 51
  • 52. Resources:  Other  CommuniOes hCp://www.e27.sg hCp://www.youngupstarts.com 52 52
  • 53. “Study  the  past  if  you  would  define  the  future.”  -­‐  Confucius 53 53