Nordic House Female Entrepreneur of the Year

1. P I T C H I N G
F O R VA L U E
F E M A L E E N T R E P R E N E U R O F T H E Y E A R
J E N VA N D E R M E E R
R E A S O N S T R E E T

2. VALUE + VALUATION TENSION
Now
Next
North
Star

3. W H Y I S P I T C H I N G F O R
I N V E S T M E N T H A R D ?
Hard to know when
to listen to
investors vs. follow
our vision
Others are getting
funding, fast
They have all the
cards
Distracting from
our business
Tiring. Where do I
start? When do I
stop?
Fear rejection

4. T H E S T O RY L I N E

5. W H Y I N V E S T O R S W O N ’ T B E A I ’ D S O O N

6. I N V E S T O R S O R T I N G Q U E S T I O N S
H O W D O E S T H I S F I T
O T H E R PAT T E R N S I ’ V E
S E E N ?
PA S S : A L R E A D Y H U N D R E D S L I K E
T H I S A N D W I L L B E M O R E
PA S S : T H I S I S A N E W I D E A B U T
I T ’ S T O O S O O N /
N O T A F I T F O R T H E M A R K E T /
T H I S T E A M C A N ’ T E X E C U T E
G O : N E W C O M B I N AT I O N O F
I D E A S , N O V E L A P P R O A C H ,
W O R L D C L A S S T E A M

7. N A R R AT I V E
A R C
P I T C H E L E M E N T S
• Growth story quickly understood
• Clear value proposition
• Well defined problem opened up by ,
new emergent forces
• Novel combination of business model
ideas
• Traction (evidence of customer
demand)
• World class team
{

8. WHERE IS THE STORY GOING?
Now
Next
North
Star

9. H O W D O E S T H E B U S I N E S S W O R K ?
Customer
Segments
Value
Proposition
Customer
Relationships
Customer
Channels
RevenueCosts
Partners Activities
Resources
Osterwalder, Pigneur

10. S O M A N Y O P T I O N S
Customer
Segments
Value
Proposition
Customer
Relationships
Customer
Channels
RevenueCosts
Partners Activities
Resources
Joslin
Integrated Design
and Dev AI ML DL
Data stores
AWS
Data scientist
Developer
Industrial Designer
CMO
$50 MM VC money
Patients: care
and control over
your diabetes
Payers
B:C
Subscription
BOM for
device: $12
$1 for strips
Digital
Osterwalder, Pigneur
Patients
Care Managers
CNIOs
CFO
Endos
GPs
Diabetes Edu.
Caregivers
Payer-funded
Data for sale
Pharma
Studies
Social
Outreach
Mail order
Direct Sales
Customer Success
Digital app
Payers: reduce
A1c and cost
Endos: reduce
A1c
GPs: reduce A1c
Care Managers:
Enable
communication
ADA
Food Apps
Outsource
BGM
Software 1
year: 2.3
MM
Cost to
send:
$3./
Google
Novo
Nordisk
Dexcom
License JV
mmables
Marketing
Partnerships
Spouses
Kids
School RNs
Friends

11. B U S I N E S S M O D E L I N G : H O L D I N G
O P T I O N S O N T H E F U T U R E
Generate business model scenarios + test the best outcome

12. Business Model
Growth Map
TIME
FIRM
VALUE
FOR: Your Co
Future
Now
Options
North Star
The work by Jen van der Meer was inspired by the Business Model Generation Canvas by Alex Osterwalder
(www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution Share Alike 4.0
International License.

13. Business Model
Growth Map
TIME
FIRM
VALUE
FOR: Your Co
Future
Now
Options
North Star
The work by Jen van der Meer was inspired by the Business Model Generation Canvas by Alex Osterwalder
(www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution Share Alike 4.0
International License.

14. Profitable innovators
change their business
models twice as frequently
as their peers1
1 IBM Business Model Innovation Survey 2013
2 BCG Most Innovative Companies Survey 2015
3 St. Gallen Business Model Navigator Survey. Gassman, Frankenberger, Karolin 2014
> 90% of all business model
innovations recombine
existing ideas and concepts
from other industries2
Ice cream + waffle
= ice cream cone
= portable, and crunchy3
2x
BUSINESS MODEL INNOVATORS

15. W H AT B U S I N E S S M O D E L ( S ) ?
TOPOLOGY TOPOGRAPHYBusiness Model Topology* Business Model Topography
Business Model Pattern Matching: What are the common business
drivers across connected business models archetypes and companies?
Business model pattern matching:
deconstruct and reassemble the puzzle pieces across digital archetypes and companies

16. TIME
FIRM
VALUE
Business Model
Growth Map
The work by Jen van der Meer was inspired by the Business Model Generation Canvas by Alex Osterwalder
(www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution Share Alike 4.0
International License.
Rent VHS then
DVDs by Mail
(no late fees)
Subscription
DVDs by Mail
Streaming
Tiered Subscription
Content Production
Largest Global
Media
Company

17. TIME
FIRM
VALUE
NYC 2 Sided Fit
Airbnb SXSW
For Events
+ Everycity
+ Experiences
Business Model
Growth Map
The work by Jen van der Meer was inspired by the Business Model Generation Canvas by Alex Osterwalder
(www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution Share Alike 4.0
International License.

18. TIME
FIRM
VALUE
Business Model
Growth Map
The work by Jen van der Meer was inspired by the Business Model Generation Canvas by Alex Osterwalder
(www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution Share Alike 4.0
International License.
Pharma
Partnerships
23andMe
DNA kit B:C
23andMe
Low price:
marketing
health info
“Ancestry”
FDA: shut
down

19. WHERE IS THE STORY GOING?
START
HERE

20. Next:
Starting Value Proposition
Initial Business
Model Hypothesis

21. T H E B U S I N E S S M O D E L C A N VA S
H O W W I L L Y O U P O W E R Y O U R VA L U E P R O P O S I T I O N ?
Customer
Segments
Customer
Relationships
Value
Proposition
Key ActivitiesPartners
Key
Resources
Customer
Channels
RevenuesCosts
V E R S I O N :
Source: Strategyzer Osterwalder, Pigneur

22. T H E B U S I N E S S M O D E L C A N VA S
H O W W I L L Y O U P O W E R Y O U R VA L U E P R O P O S I T I O N ?
Customer
Segments
Customer
Relationships
Value
Proposition
Key ActivitiesPartners
Key
Resources
Customer
Channels
RevenuesCosts
V E R S I O N :
Source: Strategyzer Osterwalder, Pigneur

23. T H E B U S I N E S S M O D E L C A N VA S
H O W W I L L Y O U P O W E R Y O U R VA L U E P R O P O S I T I O N ?
V E R S I O N :
Customer
Segments
Customer
Relationships
Value
Proposition
Key ActivitiesPartners
Key
Resources
Customer
Channels
RevenuesCosts
Source: Strategyzer Osterwalder, Pigneur
Whom do
you help?
What pains
do you
solve?
What do
you
uniquely
offer?
Distinct
segmentsWhere do
we reach
them?
How do we
get keep
and grow?
How will
you
charge?
What will
it cost?
What do
you need
to have?
How do
you do it?
Who will
help you?

24. W H O M D O Y O U S TA R T W I T H ?
Source: Strategyzer Osterwalder, Pigneur
Customer
Segments
Customer
Relationships
Value
Proposition
Key Activities
Partners
Key
Resources
Customer
Channels
RevenuesCosts

25. H O W W I L L Y O U E X PA N D :
W H O M E L S E W I L L Y O U S E R V E ?
Source: Strategyzer Osterwalder, Pigneur
Customer
Segments
Customer
Relationships
Value
Proposition
Key Activities
Partners
Key
Resources
Customer
Channels
RevenuesCosts
WHO PAYS?
WHO INFLUENCES?
WHO DOESN’T PAY?

26. H O W W I L L Y O U C R E AT E VA L U E ?
Source: Strategyzer Osterwalder, Pigneur
Customer
Segments
Customer
Relationships
Value
Proposition
Key Activities
Partners
Key
Resources
Customer
Channels
RevenuesCosts

28. M A R K E T F O R C E S
I N N O VAT I O N N O R WAY

30. cost of components
cost of hosting
# of humans with
smartphones
possibilities
enabled by
blockchain

31. cost of components
cost of hosting
# of humans with
smartphones
drones

32. cost of components
cost of hosting
# of humans with
smartphones
3-d
printing

33. # of hospitals
# of people > 70
people
who want to
talk to robots

34. # full time jobs
# gig economy jobs
interest in
living in
hammocks

35. # full time jobs
# gig economy jobs
people who
are afraid of
robots taking their
jobs

37. T R A C T I O N
I N N O VAT I O N N O R WAY

38. T R A C T I O N =
Quantiative evidence of customer demand.
-Naval Ravikant, AngelList.

39. T H E B U S I N E S S M O D E L C A N VA S
A C C E L E R AT E G R O W T H :
V E R S I O N :
Customer
Segments
Customer
Relationships
Value
Proposition
Key ActivitiesPartners
Key
Resources
Customer
Channels
RevenuesCosts

40. acquisition activation conversion upsell referral
sticky engine
viral engine
referral engine
TRACTION:
WHAT IS YOUR EVIDENCE OF CUSTOMER DEMAND?

41. Which Channels? What’s the
action?
Which customer
types convert?
Can you upsell?
When does
repurchase
happen?
Is there built in
referral?
# Per Channel # Leads % and # of Leads % upsell,
repurchase
% referrals, %
conversions from
referrals
acquisition activation % convert
upsell,
repurchase
refer
CURRENT TRACTION EVIDENCE

42. G R O W T H M A P
I N N O VAT I O N N O R WAY

44. Assume: we will get the
money and customers and
resources and people we
need to build this business.

45. What happened?
How did the world change?

46. What happened?
How did the world change?
Assume: we will get the
money and customers and
resources and people we
need to build this business.

47. What is your North Star
Value Proposition?

48. Let’s Focus Back on Now
Now
Has anything changed?

49. Let’s Consider Options
What other business
model concepts could
propel you to your
North Star?

50. Next:
Starting Value Proposition
Initial Business
Model Hypothesis
North
Star
Value
Prop 2
Value
Prop 3
Value
Prop 4
Value
Prop 5
Value
Prop 6

51. Take a Moment to Size Your Markets
TIME
FIRM
VALUE
Starting Value Proposition
Initial Business
Model Hypothesis
North
Star
Value
Prop 2
Value
Prop 3
Value
Prop 4
Value
Prop 5
Value
Prop 6

53. W O R L D C L A S S
T E A M
I N N O VAT I O N N O R WAY

54. S A I D I N V E S T O R S ,
E V E RY W H E R E .
I invest
in TEAM
It’s all
about the
founders
It’s
motivation,
baby

55. Y O U ’ R E E N R O L L I N G A L L K I N D S O F
B A C K E R S
Is going to
recommend your
CTO co founder
Knows an
investor you
should meet
Wants to buy,
now and
feature on her
6 MM #insta
Wants to
feature you on
Fast Co

56. W H O D O Y O U T H I N K Y O U A R E

57. H O W T O B E G I N
Short strong stories about
yourself that push us out of
pattern matching analytical
mode into narrative mode.

58. N A R R AT I V E
I N N O VAT I O N N O R WAY

59. © 2017 Jen van der Meer. All rights reserved unless otherwise indicated as CC
STORYTELLING
Which story are you telling?
www.openculture.com/2014/02/kurt-vonnegut-masters-thesis-rejected-by-u-chicago.html

60. N A R R AT I V E

61. N A R R AT I V E
A R C
P I T C H E L E M E N T S
• Growth story quickly understood
• Clear value proposition
• Well defined problem opened up by ,
new emergent forces
• Novel combination of business model
ideas
• Traction (evidence of customer
demand)
• World class team
{

62. P I T C H I N G
F O R VA L U E
F E M A L E E N T R E P R E N E U R O F T H E Y E A R
J E N VA N D E R M E E R
R E A S O N S T R E E T

63. T H A N K Y O U
R E A S O N S T R E E T. C O
J E N @ R E A S O N S T R E E T. C O

64. A P P E N D I X
T E M P L AT E S
I N N O VAT I O N N O R WAY

65. Which Channels? What’s the action? Which customer types
convert?
Can you upsell?When
does repurchase
happen?
Is there built in referral?
# Per Channel # Leads % and # of Leads % upsell, repurchase % referrals, %
conversions from
referrals
acquisition activation % convert upsell,
repurchase
refer
C U S T O M E R G R O W T H C A N V A S

66. VALUE PROP ADLIB
My organization is developing
company name defined offering
to help
Why we’re better:
to solve
target customer segment defined problem or pain
our differentiation
Why we’re believable:
our proof point, secret sauce
The work by Jen van der Meer was inspired by the Madlibs for Pitching by Adeo Ressi (https://fi.co/madlibs) and is licensed under
the Creative Commons Attribution Share Alike 4.0 International License For more info on how to use this Value Prop Adlib go to
www.reasonstreet.co/value-proposition-adlib