Difference Between Skeletal Smooth and Cardiac Muscles
Entrep Presentation Ic Final
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2. Inner Compass LLC New Directions for Men Jeffrey M. Nerone CEO & President . A unique media company focused on helping men foster a healthy lifestyle and emotional well being
3. “ Recognizing and preventing men's health problems is not just a man's issue. Because of its impact on wives, mothers, daughters, and sisters, men's health is truly a family issue .” - Congressman Bill Richardson (Congressional Record, H3905-H3906, May 24, 1994)
4. “ It reflects an advertising industry blind to the actual male evolution toward caring fathers, better domestic partners and stay-at-home dads… More men are thinking about what's important in life and defining themselves through relationships, family, what they contribute to their community, rather than their jobs .” - Mark Kaufman (Co-founder of the White Ribbon Campaign, which seeks to end violence against women)
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8. The Solution comprehensive services and products for today’s enlightened men Inner Compass – New Directions for Men Mission Statement “ To help men heal emotional wounds and embrace a positive masculine ethic.” Three-fold Approach to Services - Internet radio talk show - Online magazine and website content - Greeting cards for men
9. Internet Radio Talk Show a program that challenges masculine stereotypes and offers healthier alternatives
10. Internet Radio Talk Show a program that challenges masculine stereotypes and offers healthier alternatives
11. Online Magazine / Website Content explores the roles of men as leaders, visionaries, fathers, sons and husbands
12. Online Magazine / Website Content based on a foundation of integrity and accountability; avoids superficiality of other men’s magazines
13. Greeting Cards for Men engineered to help men share their emotional truth
25. Exit Strategy Our exit strategy is to grow at 30% each year, and to take Inner compass public in 5 years
26. Inner Compass A New Direction to a Meaningful Journey Jeffrey Nerone, CEO & President [email_address] 414-588-8932 www.innercompass.net
Notes de l'éditeur
Who is the new venture’s customer? Define this tightly. (As an example: University biology labs in predominantly undergrad only schools that do not have the broad and deep lab capabilities of large research institutions.)
How does the customer make decisions about buying this product or service? This is a tough, tricky question. If it is “a new idea” product then the real answer is “I don’t know.” And the correct follow-on is “here’s how we will find out,” which is going to involve a lot of testing and hypothesizing. The cost and timing of this is a must for factoring into the Business Plan. To what degree is the product or service a compelling purchase for the customer? Simpler, easier, cheaper, not now available, etc. How will you price this and why? What’s the value logic? How will the venture reach all of the identified customers? Where is the list? Is this a large consumer market or a market that can be easily identified (all NFL head coaches; undergrad biology dept’s in the US, etc.) How will we experiment with contact methods to determine what works? Who is the head of sales? A hint here - if it isn’t the CEO that’s a bad sign. Often entrepreneurs want money to hire sales people and do not understand the iterative process that proceeds from sales info, and miss huge opportunities because they don’t get to know their target market. How much is it going to cost to acquire a customer? What will cause customer attrition?
How does the customer make decisions about buying this product or service? This is a tough, tricky question. If it is “a new idea” product then the real answer is “I don’t know.” And the correct follow-on is “here’s how we will find out,” which is going to involve a lot of testing and hypothesizing. The cost and timing of this is a must for factoring into the Business Plan. To what degree is the product or service a compelling purchase for the customer? Simpler, easier, cheaper, not now available, etc. How will you price this and why? What’s the value logic? How will the venture reach all of the identified customers? Where is the list? Is this a large consumer market or a market that can be easily identified (all NFL head coaches; undergrad biology dept’s in the US, etc.) How will we experiment with contact methods to determine what works? Who is the head of sales? A hint here - if it isn’t the CEO that’s a bad sign. Often entrepreneurs want money to hire sales people and do not understand the iterative process that proceeds from sales info, and miss huge opportunities because they don’t get to know their target market. How much is it going to cost to acquire a customer? What will cause customer attrition?
This is opportunity analysis at its core. When you ask what the compelling idea is and why customers will want it, by implication you ask the competition question. If the investors can find competition with a Google search that the company does not “know” - that’s a total turnoff.
This is opportunity analysis at its core. When you ask what the compelling idea is and why customers will want it, by implication you ask the competition question. If the investors can find competition with a Google search that the company does not “know” - that’s a total turnoff.
This is opportunity analysis at its core. When you ask what the compelling idea is and why customers will want it, by implication you ask the competition question. If the investors can find competition with a Google search that the company does not “know” - that’s a total turnoff.
Where are the founders from? Previous history? Schools? Who have they worked for? What have they accomplished in the past? What is their reputation? What direct experience do they have here? What skills, abilities, knowledge do they have? Who else needs to be on this team to fill-in the gaps How will they respond to adversity? What are their motivations, to be a king or rich?
How to determine and explain when your company will “turn the corner” to cash flow breakeven: What is the expected profit from each customer over what period of time? (What does the product cost, the support cost, etc. ) By implication, how long to breakeven on a customer basis? Then what is the contribution margin from each customer that will contribute to fixed costs, and voila - a detailed assumption of cash flow breakeven with underlying facts -> a very good thing to give potential investors.
Most typical exits are IPO, strategic acquisition by a larger firm, or financial acquisition by a fund. Many investors like to have an explanation of why the exit given is realistic. For example, if it is a strategic acquisition, what specific actions will make the company most attractive to an acquirer, aside from market dynamics? Whatever exit method is used, previous slides/information in the presentation should support the reason why that exit is most likely.
