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Poly u socent idea -> scale
- 1. IDEA -> SCALE 28 July 2012
- 2. April 2012
- 3. Key Messages April 2012
- 4. Key Messages Team April 2012
- 5. Key Messages Team Impact drives everything April 2012
- 6. Key Messages Team Impact drives everything What should we call this? April 2012
- 7. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship April 2012
- 8. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship • Environmental Entrepreneurship April 2012
- 9. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship • Environmental Entrepreneurship Measure, Monitor, and Evaluate April 2012
- 10. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship • Environmental Entrepreneurship Measure, Monitor, and Evaluate Unknown unknowns April 2012
- 11. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship • Environmental Entrepreneurship Measure, Monitor, and Evaluate Unknown unknowns “No” April 2012
- 12. Key Messages Team Impact drives everything What should we call this? • Social Entrepreneurship • Environmental Entrepreneurship Measure, Monitor, and Evaluate Unknown unknowns “No” Ship April 2012
- 13. April 2012
- 14. Idea April 2012
- 15. Idea Understand your customers April 2012
- 16. Idea Understand your customers Fail fast April 2012
- 17. Idea Understand your customers Fail fast Demonstrate minimum viable product and April 2012
- 18. Idea Understand your customers Fail fast Demonstrate minimum viable product and Sell April 2012
- 19. April 2012
- 20. Star Sheet Mission April 2012
- 21. Star Sheet Mission • 100W: OED works to... April 2012
- 22. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... April 2012
- 23. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... April 2012
- 24. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision April 2012
- 25. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... April 2012
- 26. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market April 2012
- 27. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market Need April 2012
- 28. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market Need Solution April 2012
- 29. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market Need Solution Sales April 2012
- 30. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market Need Solution Sales Partners / Board / Advisors / Team April 2012
- 31. Star Sheet Mission • 100W: OED works to... • 50W: OED is committed to... • 8W: Stop indoor air pollution... Vision • We believe that communities hold the key... Market Need Solution Sales Partners / Board / Advisors / Team Other resources April 2012
- 32. Tool: Mind Map April 2012
- 33. Tool: Gantt Chart April 2012
- 34. Tool: Dropbox & Google Apps April 2012
- 35. Tool: SWOT Strengths Weaknesses Opportunities Threats April 2012
- 36. Tool: Elevator Pitch April 2012
- 37. Tool: Storytelling April 2012
- 38. Tool: Your network April 2012
- 39. Resources Friends, family PolyU prof, dept., library, competitions... GovHK Incubation Programs GovHK Grant Programs April 2012
- 40. April 2012
- 41. Reading List April 2012
- 42. Reading List High Tech Start Up by John L. Nesheim April 2012
- 43. Reading List High Tech Start Up by John L. Nesheim Four Steps to the Epiphany by Steven Blank April 2012
- 44. Reading List High Tech Start Up by John L. Nesheim Four Steps to the Epiphany by Steven Blank Financial Intelligence for Entrepreneurs by Karen Berman, Joe Knight April 2012
- 45. Reading List High Tech Start Up by John L. Nesheim Four Steps to the Epiphany by Steven Blank Financial Intelligence for Entrepreneurs by Karen Berman, Joe Knight Let My People Go Surfing by Yvon Chouinard April 2012
- 46. Reading List High Tech Start Up by John L. Nesheim Four Steps to the Epiphany by Steven Blank Financial Intelligence for Entrepreneurs by Karen Berman, Joe Knight Let My People Go Surfing by Yvon Chouinard Periodicals: • New York Times • BBC • The Economist • Harvard Business Review April 2012
- 47. April 2012
- 48. April 2012
- 49. April 2012
- 50. Summary April 2012
- 51. Dance. April 2012
Notes de l'éditeur
- Hi! My name is Scot Frank and I’m the co-founder & CEO of One Earth Designs.\nRichard asked me to talk about building the structure & operations to go from idea to startup to scale, how to build external support, and where can “branding” take you.\nBackground - 3 start-ups: 2 failed, 1 success; participated in YC. Studied engineering but loved to be outdoors, which developed a strong concern for the environment.\nFirst came to China 7 years ago; Lived in China 4 years; Hong Kong 2 years.\n\nI want to know:\nHow many people have started a company?\nWorked in a startup of 5 people or fewer?\nHow many people have exited?\nHow Many people have started a non-profit charity org?\nWorked in a non-profit charity?\n\n---\nScot – I’d really like you to focus on how to build external support (i.e win awards / develop boards), but also the operational side of scaling out.  How far can a “brand” take you, and the difficulties in transitioning from business plan, to start up, to “scale”.\n20min total\n\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- Key Messages for this presentation\n\nYou need an amazing team. That’s what will make you successful. I suggest having two founders, three at the most. I’ve lost best friends. Two friends of mine hate each other so much they haven’t talked to each other for 2 months!\n\nImpact drives everything: funding, publicity, building a team, sales, the bottom line...success\n\nWhat should we call this?\nSocial Entrepreneurship. Environmental Entrepreneurship? If you don’t focus on the latter part, you wont have the former. \nThis industry is too self-congratulatory. At the end of the day, you need to run a business. \n\nMeasure KPIs, people helped, time saves, money earned, etc. Then, you need to monitor these metrics to see how you perform. Evaluate are you successful, is what you are doing truly having impact? In five years I don’t want to hear “we impacted 1 million people”. HOW?\n\nUnknown unknowns / "Don't know what you don't know"\n - Don’t know if someone dreamt up your idea last night; don't know an existing competitor, copycat stealing your IP, cheaper manufacturer around the corner; investor will say "yes"? Don’t know that you should be working on your sales strategy, not your product!\n\nNo. You need to say no to the wrong people, wrong opportunities, distractions, etc. Focus.\n
- In coming up with your idea, here’s what you need to do\n\nYou need to understand your customers and develop empathy. In my case, I spent 3 years in W. China.\n\nFail quickly and cheaply. Test a product cheaply and easily. Then iterate that product until you come up with one that works. On average, a successful startup will pivot 2.5 times (Startup Genome Project).\n\nDemonstrate a minimum viable product.\n\nYou need to sell.\n
- In coming up with your idea, here’s what you need to do\n\nYou need to understand your customers and develop empathy. In my case, I spent 3 years in W. China.\n\nFail quickly and cheaply. Test a product cheaply and easily. Then iterate that product until you come up with one that works. On average, a successful startup will pivot 2.5 times (Startup Genome Project).\n\nDemonstrate a minimum viable product.\n\nYou need to sell.\n
- In coming up with your idea, here’s what you need to do\n\nYou need to understand your customers and develop empathy. In my case, I spent 3 years in W. China.\n\nFail quickly and cheaply. Test a product cheaply and easily. Then iterate that product until you come up with one that works. On average, a successful startup will pivot 2.5 times (Startup Genome Project).\n\nDemonstrate a minimum viable product.\n\nYou need to sell.\n
- In coming up with your idea, here’s what you need to do\n\nYou need to understand your customers and develop empathy. In my case, I spent 3 years in W. China.\n\nFail quickly and cheaply. Test a product cheaply and easily. Then iterate that product until you come up with one that works. On average, a successful startup will pivot 2.5 times (Startup Genome Project).\n\nDemonstrate a minimum viable product.\n\nYou need to sell.\n
- In coming up with your idea, here’s what you need to do\n\nYou need to understand your customers and develop empathy. In my case, I spent 3 years in W. China.\n\nFail quickly and cheaply. Test a product cheaply and easily. Then iterate that product until you come up with one that works. On average, a successful startup will pivot 2.5 times (Startup Genome Project).\n\nDemonstrate a minimum viable product.\n\nYou need to sell.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- First, once you have an idea how to do start?\nUses this as documentation of where you are and where you want to be. 2-5 pages.\nMission - 100w; 50w; 8w “Stop indoor air pollution in the emerging markets”\nVision - If you are building a company to last, this is what you want the world to be like \nMarket - Statistics, facts and figures, references, competition\nNeed - Describe the pain point; useful photos\nSolution - Unfair competitive advantage;\nSales - How you are going to sell; Where; For how much;\nPartners - Formal and informal; who you will work with in all steps of the value chain.\nBoard - Who will ensure governance, fundraising, decision making.\nAdvisors - Sanity check; review aspects of strategy; make connections; fill-in team.\nTeam - Who are you? Who do you need? Roles and responsibilities.\nOther resources - my dad has a garage...etc.\n
- Tool: Mind Map\nConceptual stage to organize your thoughts; brainstorm; understand resources, value, and relationships.\n
- Tool: Gantt Chart for planning tasks, milestones, and dependencies.\n
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- Tool: SWOT for understanding the strengths, weaknesses, opportunities, and threats of your (1) team; (2) business model; (3) competition; etc..\n
- Tool: Elevator Pitch\n\nAt the drop of a pin you need to be able to pitch your idea and sell it to funders, investors, prospective team members, partners, family, the bank, the government, enemies...\n
- Tool: Storytelling\n\nBy having a story and learning how to tell it you will build a team, gain support, change minds, inspire, and ultimately have impact.\n
- Tool: Your network\n\nWho not what you know. You need to go out and meet people, of all types from allies to enemies. Lawyers to accountants. Entrepreneurs to the government. \nWhen “networking” think about value: what can you offer them? What are their interests? \n\nBe genuine and be intentional with who you meet and expectations you set. Don’t say “I’ll write to you” if you don’t intend and never do so. \n
- Resources\nLook into the Hong Kong Government’s Incubation Programs, like Science Park. The Grant Programs like SERAP. \n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Reading List\nI average 1 book every 3 days. \n\nHigh Tech Start Up by John L. Nesheim\nFour Steps to the Epiphany by Steven Blank\nLet My People Go Surfing by Yvon Chouinard - this is the only “social entrepreneurship” type book. Most others are just fluff.\nFinancial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers by Karen Berman, Joe Knight\n\nPeriodicals: New York Times; BBC; The Economist; Harvard Business Review; Inc; Fast Company\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- Awards - We’ve received a lot of awards and publicity, but in the end it’s not about that. \nParticipate in business plan or other competitions only if it furthers the progress of your business. \nPublicity will come (remember impact drives everything).\n
- In summary, there are a lot of difficulties in going from idea to business plan to start up to scale but I think you can avoid most of them by following my recommendations and learning from the mistakes I’ve made.\n\n----\n\nScot – I’d really like you to focus on how to build external support (i.e win awards / develop boards), but also the operational side of scaling out.  How far can a “brand” take you, and the difficulties in transitioning from business plan, to start up, to “scale”.\n\nRichard asked me to talk about building the structure & operations to go from idea to startup to scale, how to build external support, and where can “branding” take you.\n
- Dance.\nEnjoy life and treat yourself and your family well. Find ways to get sleep, lower your stress, keep your hobbies.\n\n
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