Slin'Gooz Workshop #1 - How to Create AR Business Cards
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Learn how to create AR business cards in REAL-TIME. You can either read the slide deck or watch video from Youtube : http://bit.ly/wWkMKN Contact us for questions, comments, or suggestions - info@zenitum.com - kim@zenitum.com
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Slin'Gooz Workshop #1 - How to Create AR Business Cards
- 1. Geozet Workshops #1 Creating & Sharing AR Business Cards Geozet Geosocial Visual Tagging Jan. 2012 Zenitum, Inc.
- 2. Before you start, REMEMBER!! Capture the Target this way! make your smartphone parallel to the target and closer as much as you can WRONG WAY!! Smartphone PARALLEL to the Target (& Fill the camera view) CLOSER to the Target! Fill the view! 2
- 3. Preparation You need to prepare Two Things Your Business Card Plain “all-text” cards without complex logos are not suitable (Try it rst. Who knows?) My Business Card (front & back) Geozet App Download one from AppStore (Android version will be available from March) The Geosocial Universe 2.0, © JESS3 3
- 4. Preparation Complex Cards are better! It doesn’t have to be amboyant design if the whole composition is complex enough 4
- 5. Preparation It might work with Simpler Cards Try yours. If it is not suitable for 3D models or Photos, it MIGHT work with Videos 5
- 6. Creation Let’s use my business card I included some what complex paern on my business card front back The front is regular text based but it might work with Videos contents The back is filled with complex patterns suitable for any AR contents 6
- 7. Creation 1) Build a New from Geozet Click “+ New” buon at the boom 7
- 8. Creation 2) Snapshot a Target Your business card becomes an AR Target good way beer way Let’s use the back first Get closer to the Target & Fill the camera view as much as possible Make the margin as small as possible top gauge shows how complex is the target Red is not enough / Green is good 8
- 9. Creation 3) Select an AR Content Type There are THREE types of content to be augmented on your business card Choose ONE Available AR Content Types are 3D Models : Zenitum prepared 3D models Photos : Take New or Choose Existing VIdeos : Take New or Choose Existing 9
- 10. Creation 4) Add an AR Content i. a 3D model on the business card Select ONE Model Let’s preview to see if the AR content is OK (Try different angles, too) Snapshot AR contents with target 10
- 11. Creation 4) Add an AR Content ii. a photo on the business card Take New or Choose Existing Let’s preview to see if the AR content is OK (Try different angles, too) Snapshot AR contents with target 11
- 12. Creation 4) Add an AR Content iii. a video on the business card Take New or Choose Existing Let’s preview to see if the AR content is OK As soon as it detects the target, it instantly play video 12
- 13. Search 1) Give your business cards and tell people they can watch AR contents through Geozet!!! 13
- 14. Search 2) Let the Search Begins! Simply click “Search” buon at the boom For search, you don’t really have to ll the camera view 14
- 15. Search 3) Searching is ON Search will answer you with the list of AR contents augmented on the card After short SEARCH, it will give you the list of AR content(s) augmented to the target 15
- 16. Contact US Have any suggestions, recommendations, or even complaints? Let us know for beer service! info@zenitum.com kim@zenitum.com 16
Notes de l'éditeur
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- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
- 2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n