8. Final Reminders
(this is NOT a slide for your pitch)
-The TOTAL number of slides for your pitch is 7 (including title
page).
-24 point minimum font throughout.
-Do not turn the suggested prompts within this template into
bullet points. Instead, use unique single words or short phrases,
combined with impactful images, to keep your pitch on track.
-When finished pitching, please stay on stage for a clarification
from the judging panel before leaving.
-Please feel free to bring some team members with you on stage
-Please speak clearly – PRACTICE!
-We will warn you when you have 3 and 1 minute remaining.
-We WILL then stop you at exactly 7 minutes.
Editor's Notes
Presenter: “We sell [X product/service] to [X customers/users] who want [X benefit/value]. Unlike [X specific household name competitors], we do [X secret sauce] differently/better.” This is “the grab,” which should be a concise statement summarizing the key components of your business model. I am Jennifer Zielinski and I am apart of Team Link… We sell AER an intermittent catheter to wheelchair users that need to void their bladder. Unlike our competitors that provide This bulk ugly difficult system to use, {VISUAL .. Long catheter tube}.. We will be providing this a much more discreet, mobile, and more user-friendly { BRING COMPACT CATHETER)
Problem: You need to make it clear that there is a big, important problem (current or emerging) that you are going to solve. In this context you are establishing your value proposition—there is enormous pain out there, and you are going to reduce costs, increase speed, expand reach, eliminate inefficiency, increase effectiveness, whatever. Solution: What specifically are you offering to whom? Software, hardware, service, combination? Use commonly used terms to state concretely what you have, or what you do, that solves the problem you ’ve identified. Consider telling the real-life story about how your team identified the problem and came up with the solution. As a team we took on the challenge of re-imagining mobility for paralized individuals. In doing research and conversing Intermittent catheter is when someone self cathes for a one time use through urethra and than disposes of it after the usage. A foley catheter gets implemented into the bladder and stays in the bladder for 30 days. According to 2011 NSCISC the number one cause of re-hospitalization, post injury, is the diseases of the genito-urinary system at 47.9%.. This infection normally develops from the mishandling of catheters. AER is a fully enclosed intermittent catheter system designed with discreteness and universal usage to properly promote and protect wheelchair users from reducing future UTIs and empower the independence (ease of use) of urethral catheterization.
Discuss the basic market segmentation, size, growth and dynamics. How many total dollars are spent within this market segment? How fast is the segment growing? What are the key factors driving the segment? How many people, companies, NGO ’s, etc., are out there who might buy from you? How will you reach these potential customers to sell to them? You will be better off targeting a meaningful percentage of a well-defined, growing market, than claiming a microscopic percentage of a huge, mature market According to the National Association for Continence, “an estimated 33 million people in the United States suffer from an overactive bladder and an estimated 12.2 million of these adults have urgency incontinence caused by involuntary bladder contractions that occur as your bladder fills with urine continually flowing from the kidneys via tiny tubes, or ureters.” There are many of our users that have spinal cord obstacles that interfere with the signals running from the brain to the bladder, The intermittent catheter market is currently valued at $230 million dollars and is set to double in 2014-acoording to the millennium research group (MRG) –the global authority on medical technology and global intelligence.
No matter what you might think, you have competition. At a minimum, you compete with the current way of doing business. Most likely, there is a near competitor, or a direct competitor that is about to emerge. So, understand what your real, sustainable competitive advantage is, and state it clearly. Do not try to convince the judges that your only competitive asset is your “first mover advantage.” Here is where you can articulate your unique benefits and advantages. Believe it or not, in most cases, you should be able to make this point in one or two sentences. Simply put, you must address how your team plans to sustainably beat the competition It’s a completely enclosed system. AER offers all of the essential components that any other competitor has failed to provide in one signal product. All other catheters lack one to two features that our catheter system provides. With all catheter systems the user can vod straight into the toilet or straight into a bag, there is no option to choose
How specifically are you going to generate revenues, and from whom? If you are a non-profit, who will support your efforts beyond the Edson seed funding? Is your model scalable? In other words, can it be efficiently replicated and expanded to national and global markets? What are the critical metrics on which you will be evaluated (e.g., customers, licenses, units, revenues, margin, etc.)?
Why is your team uniquely qualified to win? Why is each founder totally committed and passionate about brining this product or service to market? Don ’t just regurgitate a shortened form of each founder’s resume; explain why the background of each team member fits with the mission of the startup. Explain why the team is prepared to give up their social lives for the next year (and beyond) to bring this product or service to market. Tell us about the mentors you already have and why they are vital to your advancement. Tell us about the mentors you may still need too. We are a small team because it gives of the advantage of being agile that we can make decisions quickly and being able to output products in a more sufficient manner. Each team member, has been committed to the product AER and it’s launch for their own respective reasons. The reason each one of us is able to help the company launch, grow, and create value is in the way we all work together and fit different functions. Edouard U-cades, the Industrial Designer, is mainly focused on the product appearance, aesthetics, and form in addition to the user experience with the product. Alban Shem-sedini, the Engineer, is mainly focused on the product functions, architecture and the prototype development. Kimberly Salem, Visual Communications Designer, is mainly focused on the branding and identity of both the product and the company. Jennifer Zielinski, the Business Catalyst, is mainly focused on the business aspects of the venture which include but are not limited to: the business model, business model canvas, SWOT analysis with respect to the market, and the ventures financials. Throughout the process, each of the team members’ work together to correlate and integrate everything together which help the company launch, grow, and create value. Prasad Boradkar - “Prasad Boradkar is an associate professor in Industrial Design at Arizona State University in Tempe. He holds degrees in industrial design and mechanical engineering, and has worked at Bajaj Auto in India, the Delft University of Technology in the Netherlands as well as ITT Technical Institute in California. Peter Quinn - Peter Quinn is the Executive Director at Arizona Chapter Paralyzed Veterans of America. He has been one of our guiding sponsors throughout the seven phases of our product designing process. He has been able to help because he is an end user of catheters and wheelchairs himself in addition to having many connections with people that can help us. Gary I. Hershey- Gary Hershey is the Vice President of Urological Sales with Symbius Medical. As an end user himself and living with a Spinal Cord Injury for over 37 years, Gary has been great connection in-terms of really understanding what the customer wants through his extensive product knowledge. Gary has also spent many years as the President of the Arizona Spinal Cord Injury Association, and this has allowed him to be a peer mentor with others who live with a Spinal Cord Injury
The ask: Clearly state how much you are seeking from the Edson Initiative (between $5K and $20K) and provide a quick overview about what big-ticket items you will purchase with the funds and why they are essential to your venture ’s advancement within the award year. ROI: What do you plan to produce in return for this seed money? Will your venture create a financial/economic impact by creating revenues/jobs, etc.? Or, will you create a social impact by changing people ’s lives or improving the environment, etc.? Sustainability: Convince the judges that your venture will be a good bet and that you won ’t fall off the map after a few weeks when it starts to get tough. Reiterate how you plan to keep the venture moving forward after the Edson award year via sales, other accelerator programs, outside funding, etc The AsK: Seeking $20,000 for: -Prototyping -Software (Engineer Solid works for design and build product.. $5490 license + $1495 annual fee -Testing- -Patent (mentors will sill be helping us) ROI: -Social Impact The value Link is creating for our customers is creating a product that can get past the “ick” factor of catheters and the stigma of a medical product and translate that into a device that is user friendly and safe. Catheters are in many cases the only way a paralyzed person in a wheelchair can urinate. As we have been told multiple times by interviewees, any tiny positive change we implement into a catheter can significantly improve their daily living. Sustainability
