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Similaire à SLP Taipei 2013-2014 Class 說明會簡報 2014-v13 [說明會正式版]
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SLP Taipei 2013-2014 Class 說明會簡報 2014-v13 [說明會正式版]
- 4. VISION To groom the next generation of startup CEOs in Technology, Life Sciences, Cleantech , Education, Consumer & Social Enterprise sectors through a world-class curriculum, access to mentors and funding, and a lifelong global network. 藉由全球化課程、業師、導師及資⾦金的媒介和活躍的國際網絡，在⽣生命科學 資訊科技及清潔能源等領域培育出下個世代的創業家
- 8. Runkeeper, co-founded by Mike Sheeley with 10 million downloads, has beaten out Nike and other fitness applications to be the #1 app on the iPhone
- 9. • Solar Junction is backed by NEA and DFJ, was founded by Vijit Sabnis, a Stanford graduate, and has achieved the world record in solar cell efficiency 43.5%.
- 10. AgSquared, started by Guilia Stellari helping farmers optimize farming through integration of data. It was started by a Cornell PhD in Ag with her Computer Science degree
- 12. SLP Taipei Team Allen Lin 林群倫 NCCU MBA/CGU MSc CVA/IACVA, Taiwan Global Biofund Fiona Liu 劉芝妤 CCU BBA/Finance CVA/IACVA, Hoss Venture Travis Wu 呉俊逸 NTU BS/NTU MSEE Wispro Technology Consulting Co. HsinFu Kuo 郭信甫 NTHU PhD/NCTU MS NTHU post-doc ITRI tsmc Hoss Venture Tina Su 蘇婉婷 NTU BBA Hoss Venture HSBC Fred Tsai 蔡慶祥 NTU BS/NTU MSEE ITRI IBM Almaden Research Center Hoss Venture Phoebus Lin 林慧祺 NTU BS/NTU MSC CVA/IACVA Hoss Venture Tiffany Wu 呉欣芳 NTU BS/Biochemistry Taiwan Golobal BioFund UCSF PhD candidate David Ma ⾺馬永霖 Purdue BS / Washington university PhD Coxma investment Co. Academic Sinica 2012 - 2013
- 13. 1. Startup 募資困難 - 無法跟創投⽤用相同的 語⾔言溝通 2. ⼈人脈和資源的缺乏 - 異業合作、跨領域整合、創業夥伴等 我們看到了什麼？ 是什麼讓我們起⼼心動念想引進SLP進台灣
- 14. Why is SLP unique? 課程內容 完整多元 強⼤大創業 家網絡 全球資源 豐富 領導才能與軟 實⼒力開發 前所未⾒見、激勵⼈人⼼心的豐富課 程，包含實務模擬、真實案例 及互動學習。 聚焦20～39歲的⻘青年才俊。 成員陣容有全球700位潛⼒力無窮的創業家。 成員包含多位創新者及創投業者，透過網路資 訊、常態的互動建⽴立⻑⾧長期如家⼈人般的社群。 與全球300名 CEO、投資者、各領域專家接軌。 與主流創業相關組織如 TiE、China Entrepreneurs 緊密合作。 與 Y Combinator、Dream.IT 及 Techstars 等育 成組織串聯。 各式培養解決問題能⼒力的活動，涵蓋領導才能、 策略發展、營運管理、營收、產品發展、⼈人員管 理及募集資⾦金等領域。 成功企業主和專家現⾝身說法。
- 17. SLP Taipei 第一屆學員 Fellows 2012~2013
- 31. 物超所值 師資超強。 “ 林志豪 Citydomo 創辦⼈人 從今天開始，讓你 成為別⼈人的導遊 Citydomo讓你 分享你的經驗 周欽華 有物報告 創辦⼈人 ⾔言之有物，互通有無 有物報告讓你成為 意⾒見的領導者 My days at SLPTaipei have been memorable, meaningful and intellectually stimulating. ” “ } }
- 33. 固定課程
- 34. ⼯工具知識
- 35. ⼯工具知識
- 36. 豐富故事
- 37. 超越友誼
- 38. SLP Taipei Team 2nd Round 2013~2014 張⿍鼎聲 Dien Chang 勤業眾信聯合會計師事務所 協理 美國伊⽴立諾⼤大學會計碩⼠士 國⽴立台灣⼤大學會計碩⼠士 張毓純 Amber Chang 戲⼦子科技股份有限公司 營運總監 魏鈴芳 Kiki Wei 國⽴立臺北科技⼤大學 ⼟土⽉⽊木⼯工程博⼠士候選⼈人 蔡尚燐 Shawn Tsai Ardise Group 創辦⼈人 中研院基因體研究育成中⼼心 慈濟⼤大學⽣生化碩⼠士 洪國勳 Kuo-Hsun Hung 學騰教育有限公司 創辦⼈人 Columbia 科技教育博⼠士 Harvard 碩⼠士 周欽華 Michael Chou 有物報吿 創辦⼈人 UC Irvine ⽣生科碩⼠士 GWU 法律博⼠士 葛如鈞 Ju Chun Ko Linkwish, Inc. 共同創辦⼈人 臺⼤大數位影像識別實驗室 資⼯工博⼠士 劉芝妤 Fiona Liu CCU BBA/Finance 國際企業評價師 CVA/IACVA
- 39. 劉芝妤 Fiona Liu CCU BBA/Finance 國際企業評價師 CVA/IACVA SLP Taipei Advisors &Mentors
- 40. 盈科泛利 - 羅子文 時間軸科技 - 葉建漢 萊鎂醫療器材 - 陳仲竹 格林文化 - 楊致偉 先勁科技 - 黃學正 亞昇環球 - 林家儁 創業家投資人 中華開發-吳奕慶 華威創投-蔡慶祥 普訊創投-高誌廷 上騰生技-林群倫 益鼎創投-朱軒逸 智冠科技-徐德航 華碩電腦-洪韶彥 如海投資-黃凱祥 智原科技-洪明楓 資鼎創投-李育祥 SLP Taipei Advisors &Mentors
- 41. 品展設計 - 蘇祐立 王艾莉設計 - 王艾莉 立可人事 - 鄧耀中 雀巢 - 洪晴 戲子科技 - 張毓純 微星科技 - 江榮展 設計/行銷/人力 SLP Taipei Advisors &Mentors 財務/法律/BD 資誠PWC-曾惠瑾 波士頓顧問公司BCG-徐瑞廷 資誠PWC - 陳欣怡 世博科技- 吳俊逸 Wilson Sosini - 梁昌昕 翼勝專利商標-呂芳嘉 HSBC – 蘇婉婷 ADVISOR 基亞生技 – 馬永霖 ADVISOR 勤業眾信Deloitte-吳怡君 ADVISOR
- 42. 跨領域的火花
- 43. 真實個案 × 動手作
- 44. 1.Entrepreneurial Journeys: How we got here ! 2.Product Day (Product Feedback) 3.Lean Startup Exercise 4.Deep Dives (Business Model Canvas) 5.Customer Development (Market, Competitive positioning, Pricing,Adoption) 6.Business Plan/Business Pitch Workshop (8hr) 7.Mentor - Fellow (Speed dating) 8.Leadership & Co-founder Conflict 9.Corporate Structure 10.Financial Model 11.Temsheet & Termsheet Competition (8hr) 12.HOLIDAY PARTY (Optional) 13.Exits &Valuation 14.VC Competition (8hr) 15.Startup Showcase / Investor Day / Reflections 16.GRADUATION PARTY SLP Taipei 2013-14 Curriculum *Operation *Networking *Fund-Raising(Legal,Finance,VC)
- 45. What is needed at this meeting: 1. Pitch deck or demo product – two startups provide materials in advance 2. Business model canvas 3. SLP venture pitch evaluation tool 4. List of questions from the startup 5. Action of items Deep Dives ( Business Model Canvas)
- 46. * 有經驗的創業家⽰示範 如何對投資⼈人簡報 * ⾓角⾊色扮演:由學員擔任投 資⼈人，對創業家提問 * 創業家給與真實的反饋 1.SLP venture 2.Panel *Pitch your biz *投資⼈人分享看過最好和 最糟的BP *剖析BP&Pitch的架構 3.Financial Plan 投資⼈人想看什麼？什麼是影響 投資決策的重要因素？如何寫 財務計劃書? 4.BP Exercise 經過⼀一連串的教學，分成四組 ， 學員重新調整簡報，之後給予反 饋和討論 Business Pitch Workshop
- 47. Term Sheet & Term Sheet Competition 投資協議書＆募資競賽
- 48. 1. 瞭解財務報表：損益表,資產負債表,現⾦金流量表 2. 簡介財務模型 & 解釋主要變數 3. 給你四個情境：發想並試著解決問題 4. 動⼿手作：⼀一步步寫出⾃自⼰己的財務模型， 導師會給與指導和意⾒見 1. 瞭解 valuation 的基本概念 2. 在不同狀況下，該選何種評價⽅方式 3. 該如何選取影響評價的關鍵因⼦子 1. 成功銷售過公司的經驗分享 2. 座談會：參與 M&A 過程的律師、會 計師、銀⾏行家、創業家等 Financial Model , Corporate Structure
- 49. 1.由學員分組扮演 VC ，對⼀一 家創業公司進⾏行 due diligence 2. 由 VC 扮演創投審查會。學員對審查會簡 報：為何這個案⼦子值得投資？ VC Competition (workshop)
- 50. Date:Date: Company Name: SLP VENTURESSLP VENTURESDescription:Description:Description: SLP VENTURESSLP VENTURES Criteria Relevant Questions To Keep in Mind When Scoring (1 = don’t know / unclear 5 = Excellent / strong point) Relevant Questions To Keep in Mind When Scoring (1 = don’t know / unclear 5 = Excellent / strong point) Relevant Questions To Keep in Mind When Scoring (1 = don’t know / unclear 5 = Excellent / strong point) Rating (1-‐5) Addressable Market Size & Growth •Is this a real problem? Is this a big problem? •How large is the total market ? Is this market real ? How much of it actually exists today? •Is this a new segment or the company using a substitute to address the market? •What segments are really most addressable? What is the size of those segments? •How fast is the market growing or likely to grow? •Is this a real problem? Is this a big problem? •How large is the total market ? Is this market real ? How much of it actually exists today? •Is this a new segment or the company using a substitute to address the market? •What segments are really most addressable? What is the size of those segments? •How fast is the market growing or likely to grow? •Is this a real problem? Is this a big problem? •How large is the total market ? Is this market real ? How much of it actually exists today? •Is this a new segment or the company using a substitute to address the market? •What segments are really most addressable? What is the size of those segments? •How fast is the market growing or likely to grow? Technology / Intellectual Property •How innovative and/or disruptive is the technology? •How many US patents held? •How many US patents are pending? •What is the basic/core patent. Has an opinion been obtained on the patents? •Who Biled the IP ? •How innovative and/or disruptive is the technology? •How many US patents held? •How many US patents are pending? •What is the basic/core patent. Has an opinion been obtained on the patents? •Who Biled the IP ? •How innovative and/or disruptive is the technology? •How many US patents held? •How many US patents are pending? •What is the basic/core patent. Has an opinion been obtained on the patents? •Who Biled the IP ? Competition & Competitive Advantage •Who are the most direct competitors (with similar technologies or substitutes)? •Who is backing your competitors? •Has the pitch identiBied and compared the competitors? •Does the CEO know the revenues, USP and strengths/weaknesses? •What are substitute products/modalities? •Are there competing technologies that could wipe you out? •Who are the most direct competitors (with similar technologies or substitutes)? •Who is backing your competitors? •Has the pitch identiBied and compared the competitors? •Does the CEO know the revenues, USP and strengths/weaknesses? •What are substitute products/modalities? •Are there competing technologies that could wipe you out? •Who are the most direct competitors (with similar technologies or substitutes)? •Who is backing your competitors? •Has the pitch identiBied and compared the competitors? •Does the CEO know the revenues, USP and strengths/weaknesses? •What are substitute products/modalities? •Are there competing technologies that could wipe you out? Marketing Plan / Expected growth •Where do you need to be price-‐wise in the next 3 years (up/down etc)? Will this product commoditize quickly? •Who is target customer (proBile, name a few current customers)? •What is the feedback from customers / pilots on the current product? •How will you sell (direct, partner, domestic/international)? •Has the company Bigured out how to sell / grow? •How long is the sales cycle (initial contact to Binal sale)? •Where do you need to be price-‐wise in the next 3 years (up/down etc)? Will this product commoditize quickly? •Who is target customer (proBile, name a few current customers)? •What is the feedback from customers / pilots on the current product? •How will you sell (direct, partner, domestic/international)? •Has the company Bigured out how to sell / grow? •How long is the sales cycle (initial contact to Binal sale)? •Where do you need to be price-‐wise in the next 3 years (up/down etc)? Will this product commoditize quickly? •Who is target customer (proBile, name a few current customers)? •What is the feedback from customers / pilots on the current product? •How will you sell (direct, partner, domestic/international)? •Has the company Bigured out how to sell / grow? •How long is the sales cycle (initial contact to Binal sale)? Product development •Does the company have strong product development capabilities (in-‐house or external)? •Is the product done ? Are there risks to completing the product ? •Has the company clearly laid out the product development path and tied it to Binancing rounds? •What issues does the company need to solve and what are the milestones for those issues? •Does the company have strong product development capabilities (in-‐house or external)? •Is the product done ? Are there risks to completing the product ? •Has the company clearly laid out the product development path and tied it to Binancing rounds? •What issues does the company need to solve and what are the milestones for those issues? •Does the company have strong product development capabilities (in-‐house or external)? •Is the product done ? Are there risks to completing the product ? •Has the company clearly laid out the product development path and tied it to Binancing rounds? •What issues does the company need to solve and what are the milestones for those issues? Financials •Does the company have a good handle on the Binancials ?•Does the company have a good handle on the Binancials ?•Does the company have a good handle on the Binancials ? Use of proceeds & cash Vlow •Does the company have a sense of the breakdown of use of proceeds •Where is the money going? Product Development / Sales / Marketing / Regulatory & IP / Working Capital? •How much cash is needed for the company to break even? •How many Series of funding are likely to be needed? •What are the breakeven revenues, units and month/year? •Does the company have a sense of the breakdown of use of proceeds •Where is the money going? Product Development / Sales / Marketing / Regulatory & IP / Working Capital? •How much cash is needed for the company to break even? •How many Series of funding are likely to be needed? •What are the breakeven revenues, units and month/year? •Does the company have a sense of the breakdown of use of proceeds •Where is the money going? Product Development / Sales / Marketing / Regulatory & IP / Working Capital? •How much cash is needed for the company to break even? •How many Series of funding are likely to be needed? •What are the breakeven revenues, units and month/year? 課程教材: ⼀一⽇日 VC 模擬評分表
- 51. Fellows Pitch (1) How to create awareness for your product without burning a hole in your bank? (2) Horses for Courses – Sales for different customers Panel – the art of selling Role play (1) A list of strategies on how people have sold (2) How to hire great sales people and compensate them Fellow Presentations Sales & Marketing Strategy Feedback Customer Day 顧客⽇日
- 52. Leadership & Co-founder Conflict 領導⼒力與創辦⼈人衝突 案例分享 Fellow 透過閱讀、分享，以及由學員和邀請來的創業家、專家如⼤大學教授或律師、導師分 享創辦⼈人衝突的案例，以及領導⼒力的內涵。 Lawyers Entrepreneur, University Teachers
- 53. Startup Bootcamp Basics 創業戰⾾鬥營基礎 募資 營運發展 公司治理 模擬競賽 ＊獲利模式與營運模式 ＊對投資者及重要合作夥伴簡報 ＊基本法律知識：智財、公司法、投資條款 ＊認識投資者 * 領導模式及相關問題 * 聘⽤用、解職、授薪及激勵員⼯工 * 與合夥⼈人及董事會溝通 * 策略及競爭⼒力定位 * 產品發展 * 顧客經營 * 如何獲得投資者親睞 * 如何談盼合約 * 與合夥⼈人溝通談判 * 當⼀一天的 VC
- 54. 五個加⼊入 SLP Taipei 的理由
- 55. 1.你不是⼀一個⼈人 You go through the program as a small but high-quality class. You make friends for life with people with the same passion.
- 59. 5.被看⾒見！
- 60. Onemorething…
- 63. 2013年九月 – 2014年三月課程 開放申請 SLP Taipei 我們等你 http://www.f6s.com/slp-taipei2014
- 64. 重要時程 8/1 申請表填寫截⽌止⽇日 預計 8/11 ⾯面試 ⾯面試地點會以Email通知 2013年九月 – 2014年⼀一月課程 開放申請 SLP Taipei http://www.f6s.com/slp-taipei2014
- 66. 謝謝各位! SLP Taipei 第二屆 說明會
- 67. SLP Taipei 第二屆 說明會 QA時間