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Startup Accelerator

Organizer:
11 Mar - 13 Mar 2016

Timings:

08 AM - 06 PM

Location:

IIT Delhi, New Delhi, Delhi
Details

The Indus Entrepreneurs (TiE Delhi-NCR) in association with Foundation of Innovation & Technology Transfer (FITT), IIT Delhi has put together a unique program, ‘Start-up Accelerator’, spread over 48 hours, 6 days and across 2 weekends. The program aims to equip entrepreneurs with the necessary skills and insights to accelerate their entrepreneurial journey and build & scale for success. The program will deliver tangible insights, specific subjects of daily interest to entrepreneurs, something they cannot obtain elsewhere, and provide detailed information and practical tips from practitioners – experienced entrepreneurs, VCs, angel investors and domain experts.

Participant Profile: The program is designed for entrepreneurs who have started their journey and are in operations from 0-5 years.

Day 1

Session 1: Key elements of a business model – Macro view on successful and different business models for both B2B and B2C

Objective: Help participants understand the nuances and critical elements in crafting successful business models with a specific focus on the revenue and profit model.

Session Overview: Explain what a business model means. Key elements including investment, cost, revenue and return. Coverage of key business models such as subscriptions, transactional, advertising, marketplaces, etc, (to the extent possible, use examples from within the audience) which key metrics and perspectives in analyzing the business and planning for it. Introduce concepts of network effects, scale leverage etc. Using both a macro and micro lens, including strategies to analyze similar businesses, competitors & overall industry. Understanding target customer alternatives & their wallet share and innovating on potential new revenue & profit models.

Recommendation to talk about 2-3 universally understood business models and do a walk through on the key elements. Suggestion is to use different business models pan industries to give the right flavor.

Session 2: Identifying gaps and refining business models 

Objective: Help participants understand the gaps in their business models and equip them with the tools and framework to refine their business models. This may be done in a workshop mode to bring to life the key concepts identified in the previous session.

Session Overview: Framework to conduct a SWOT on the existing business models, with clear understanding of the gaps in the same. Frameworks and tools like the business model canvas (lean startup strategy) can be used to help participants work and refine their business models. Participants should be able to appreciate that if they refine the business model it could be a way to beat competition.

Recommendation to talk about 2-3 universally understood business models and how by looking at the macro (industry trends) and micro (cost structure, alternatives, SWOT) the company re-invented its business model.

Session 3: Disrupting your Business Model

Objective: Help participants to appreciate the approaches and methodologies to disrupt their own business models.

Session Overview: Re-look at the existing business model and methodologies to look at innovation in the business process, pricing, revenue models, target customers and product/market fit. Focus on creating & sustaining a culture of continuous innovation from a business strategic perspective. The notion of disruption may be introduced, and what constitutes disruption (versus not). The way disruptions play out is very different from how incremental innovations play out – entrepreneurs should be able to identify the two, and build their plans accordingly.

We recommend using perhaps case examples potentially from your own entrepreneurial experience or outside to illustrate the above concept.

Session 4: Refining & Defining Your Business Model – Working Session

Working session with participants divided into groups and facilitated by faculty. Participants will be encouraged to showcase their business model and will receive feedback from peers/faculty.

Day 2

Session 5: Building a comprehensive Go-to-market strategy and acquisition strategy

Objective: Help participants plug the gaps & then build a comprehensive go to market & customer acquisition strategy.

Session Overview: Participants need to understand how to build a comprehensive go to market strategy starting from positioning to the customers, identifying the channels & building for sales.

Linear versus network effect businesses, and marketing strategies for both. As well as understanding of the competitive influence on marketing strategy. Participants should also be able to understand how marketing and customer acquisition strategy evolves over time – intimacy versus scale.

We recommend using perhaps case examples on how companies changes their strategy (A before & after effect –which lead to increased sales & conversions)

Session 6: Branding and communications – Creating the differential

Objective: Help participants create high impact branding and communication strategy which clearly stands out via competition.

Session Overview: Understanding key branding and communication tools that can create a buzz without breaking the bank. Practical tips based on what has worked or not worked in crafting and executing a clear communication and branding strategy. Low cost marketing, including emphasis on online marketing, PR, earned/owned media. Tradeoffs with product brandname breadth – brand architecture. Competitive considerations in positioning. Blue ocean/ purple cow concepts.

We recommend using perhaps case examples potentially from your own entrepreneurial experience or outside to illustrate the above concept.

Session 7: B2C and B2B – Sales strategy and execution

Objective: Help participants to build both B2B & B2C sales strategy and execution

Session Overview: Understanding the difference in approaches for B2B & B2C sales. For B2B sales how enterprise sees your offering, how to structure the sales team, and how to map, penetrate & grow accounts. On B2C, understanding the different channels for B2C sales especially the link with marketing/branding & positioning and driving volume sales. Coverage of key sales channels, such as online, telesales, field sales, partners, channels. Funnel design and evaluation. Typical incentive structures in B2B sales teams. Driving maturity in sales team (segmentation, hunter/farmers, management structure). Sales analysis and feedback.

We recommend using perhaps case examples potentially from your own entrepreneurial experience or outside to illustrate the above concept.

Session 8: Efficiency/effectiveness of early GTM – Most bang for the buck

(Working Session)

Working session with participants divided into groups and facilitated by faculty. The faculty can introduce concepts such as MVP, test marketing, lean experiments can be introduced. Launch strategies for linear and network businesses, how to choose initial pilot customers/segments & role of pivots.

Day 3

Session 9: Intellectual Property Types and Legal Guidelines & building IP Portfolio

Objective: Help participants understand the different IP types & the legal scope as well as building IP portfolio.

Session Overview: Focus on types of IP and the application in entrepreneurial set ups not just product companies. Legal perspective on the current IP Laws in India and its enforcement and applicability including scope of protection. A high level walkthrough on filing patents/IP protection would also be useful. Offensive versus defensive IP strategy.

Process or steps to identify potential for IP, also building comprehensive IP strategy consummating with business goals. Building from there to commercialization and monetization for IP portfolio and the risks of infringement on other IPs.

Practical cases especially with respect to early stage startup would be useful.

Session 10: Understanding finance and key elements (Cash flows, balance sheet, P&L statements)

Objective: Help participants understand the key ratios/numbers they should be tracking!

Session Overview: Taking a balance sheet, P & L statement & Cash Flow statement and enlightening the participants on the key ratios they should focus on a monthly, quarterly & annual basis. Also key pointers such as running by cash flows rather than P & L are important insights. Key questions that entrepreneurs should be asking their CA’s and being in top of key compliances. Understanding the difference between cash and accrual accounting, and important of managing through cash in early businesses (including examples of where accrual may look fine, but cash can kill).

Recommendation to use actual sample cash flow statement, P & L Statement & Balance Sheet Statement.

Session 11: Refining Your Financial Model (Evaluating Permutations & Combinations-Working Session)

Objective: Help participants refine their financial models with clear linkages to business metrics and also to derive need and use of funds.

Session Overview: Taking 1-2 case studies of early stage venture financial models and looking at key parameters/points that are a must for a good financial model. Also explore different scenarios which impact the financial model for example of how and equity or debt infusion plays in or a new revenue stream or expanding capacity (investment) plays out.

Key insight to be delivered should also be around how to provide a robust linkage of financial metrics to business metrics and also the methodology to decipher the need and use of funds.

The session aims to be interactive and a working session potentially have 1-2 participants who can volunteer to present their model and the faculty could give key high level feedback on the same.

Day 4

Session 12: Finding, Recruiting and On-boarding Great Talent

Objective: Help participants on strategies to find, recruit and on board great talent including Co founders, Advisors and Directors.

Session Overview: Understanding effective strategies for startups to find and select high quality talent. How to structure pay, what it takes to get a high performers to jump, what competencies are critical for start ups, assessing cultural fit, tests and assessment instruments, and effective induction.

Recommendation to share frameworks/tools on how to look distributing shareholding equity, creating ESOP pools for senior management hires etc.

Session 13: Managing for High Performance

Objective: Help participants understand the nuances and insights of managing talent for effective overall growth.

Session Overview: Basically a session on “performance management”. How to set KRAs and KPIs in startups where lack of structure is the norm and even a positive. How to give feedback, and set goals without straight jacketing them in. How to communicate what’s being measured and the rules, and how to allocate scare resources to even do that.

Session 14: Building a great team & organizational culture

Objective: Help participants on strategies to attracting, retaining & building a great team and nurturing the right culture.

Session Overview: Understanding key strategies that have worked on attracting & retaining the right kind of startup talent, who are not just functional, but start up fit (culturally). Also strategies, on building a great organizational culture and sustaining the momentum.

Managing processes and team as the business evolves. Recommendation to use case studies or pointers on what worked for you in your entrepreneurial set up. For example key employer branding strategies, or examples/insights on nurturing an effective culture for high performance.

Session 15: Management Dynamics – Role Plays & Group Work

Working session with participants divided into groups and facilitated by faculty. Participants will be encouraged to present real life challenges on HR issues and management dynamics and get feedback from peers and faculty.

Day 5

Session 16: Identifying Addressable Market and Target Customers

Objective: Help participants identify their addressable market opportunity and broad target customer profiling.

Session Overview: The session should give the participants the necessary tools to identify their addressable market & target customers. This session can start from identifying a product/service market fit to using both quantitative and qualitative frameworks to estimate the addressable market size and customer segments. Examples of arriving at the market size top-down and bottom-up, and triangulating will be covered. The notion of “addressable” market will be introduced with an example. As far as possible, examples may be drawn from one or more of the entrepreneurs in the class.

We recommend using your own entrepreneurial case study to elaborate the above concept with a special emphasis on what you believe works or does not work. The participants should get a better understanding as to what to expect or not to expect from market research & target customer profiling.

Session 17: Deciphering Target Customer Buying Behavior

Objective: Help participants to map out the buying behavior of their target customers and mapping that with their product/service fit.

Session Overview: Understanding the buying behavior of the target customer (Cultural, social, psychological and personal, Rational vs. emotional).The session could cover key points around where do they listen (sources of information) to where do they buy from (channels). As well as the stages in the buying processes from problem recognition to evaluation of alternatives, rational of purchasing decisions to post purchase evaluation. Role of decision makers, gate keepers and influencers, especially in enterprise context. Some introduction to theory of adoption of new innovations, with examples, and what are the typical roadblocks and how they can be countered. Learnings that entrepreneurs in the class have had with respect to buying behavior and peculiarities in their own business may be discussed to provide more practical examples.

We recommend using your own entrepreneurial case study and key anecdotes/examples to illustrate how you understand the buying behavior of your target customer segment & how that influenced to shape your overall strategy.

Session 18: Leveraging customer insights for better product/service fit and sharpening customer segments

Objective: Help participants leverage customer insights from market research and buying behavior insights to potentially look at re-shaping or tweaking their product/service for an effective market fit.

Session Overview: Elaborate on the necessary tools/frameworks to leverage customer insights & market research by using data analytics, qualitative research framework, & lean experiments. Examples, of how to use data and observations to derive such insights.

Specifically, some coverage of web businesses, which have rich availability of data to derive insights. Illustration of behavior as a key dimension for segmentation (in contrast for example, to size of customer). A distinction between horizontal and vertical businesses may be made, with appropriate ways of addressing the two. Also, how to use customer segmentation as a wedge, and potentially expand from there.

Discussion of pricing segmentation, with some examples of the same. We recommend using elaborate real life case studies to showcase the tools or frameworks which could be from your own entrepreneurial experience or even outside.

Session 19: Customer Segments – Group Work

Working session with participants divided into groups and facilitated by faculty. Participants will be encouraged to present their clearly defined customer segments post introducing their businesses and will be given feedback by peers/faculty alike.

Day 6

Session 20: Art of Fund Raising

Objective: Help participants on strategies to raise external venture financing.

Session Overview: Understanding the fund raising process including how to determine amount of financing required, timing, key implications of equity investors. The session should also aim to cover practical strategies and tips on the approach to fund raising who to approach, the kind of preparation required, before pitching to an investor.

Recommendation to show key pitch templates, sample investor pitches to illustrate key points of differential between a good and a bad pitch. Focus should be on helping the participants to come up with a 10 slide pitch, which further Emphasize importance of presentation, rehearsals.

Session 21: Structuring investments

Objective: Participants should understand what they need to look out for while negotiating with investors – Key terms/Clauses.

Session Overview: Understanding key terms of a term sheet, SHA & broad level drivers of arriving at valuation. Suggestion to use an actual term sheet and walk the participants via clause by clause, as well as illustrate broad drivers for valuation typically used by investors.

Discuss key clauses to illustrate typical entrepreneurs’ and investors’ objectives, and how to find common ground.

Recommendation to show standard term sheet template & investment documents.

Session 22: Iterative Startups – Risk/value framework for the start-ups

Objective: Participants understand the risk/value framework and are able to apply the broad guidelines & universal principles to their business.

Session Overview: Introduce the notion of value building as series of risk mitigations. Discuss typical risks when a startup begins, prioritization, and how successive risks can be mitigated to create value. What kind of issues are paramount at each stage. Take a case study of a business to illustrate. Link these to market maturity curve. Discuss with the group what they feel the key risks in their own business are, and encourage other participants to add.

Session 23: Usability & User Experience

Objective: Participants should understand the nuances of usability and design for their product offerings.

Session Overview: Using Analytics & tools such as A/B testing to bring changes in user design and enhance overall usability for conversions and engagement. Introduce different notions of design, such as functional, usability, visual etc, and how each can be navigated. Tools/mechanisms and metrics to assess each of those. Emphasis on both incremental and step improvements, and processes to drive the two. Thinking of experience as not just a function of interface, but all touch points, and other factors such as content. How does design link back to user personas/segments. Contrasting examples to illustrate how two different designs can serve the same need.

Recommendation to show actual user design before & after to illustrate the differential and elaborate on the concept via screen shots and actual designs.

Session 24: Final Presentations & Feedback Session (Investors, CMs)

Participants will make their final company presentations based on the learnings of the course curriculum.

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