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A professional development workshop for designers who start companies, not for profits, and work with all of the above.
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FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
AIGA GAINREDESIGNING COMMERCE
Fundraising to the Pitch
AIGA Professional Development Workshop
October 22, 2014 @jenvandermeer
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
AGENDA FOR TODAY
2
2:30 – 2:45 Intros and business / org concepts
2:45 – 3:00 Business Model Canvas Intro
3:00 – 3:45 Fundraising
3:45 – 4:00 Break
4:00 – 5:00 Business Model Canvas Workshop
5:00 – 5:15 Art of the Pitch
5:15 – 6:00 Pitch Practice
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
FUNDRAISING PROFESSIONAL DEVELOPMENT WORKSHOP at AIGA’s GAIN CONFERENCE
3
Is your idea best suited for seed and angel funding, or should you launch on Indiegogo first?
What about the values of bootstrapping?
What’s a social venture, and if you think you have one, are you better structured as a for-profit, or not-for-profit, or B-Corp?
Or, perhaps your freelance design practice is ready to scale—what kind of structure works best, and when is fundraising appropriate?
How you choose to launch will determine your destiny.
And if you’re founding an organization, you’ll spend much of your time fundraising—and fundraising can be fun.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
About Jen
4
TECH ANALYST
MBA – HEC
MOM
ITP PITCHFEST
OPEN DATA
LUMINARY
LABS
DRILLTEAM
DACHIS
WEST VILLAGE
DESIGNERS ACCORD
SYSTEMS THINKING
SUBURBAN CHILDHOOD
FROG DESIGN
ORGANIC INC.
SUSTAINABILITY BA COMP RELIGION
REASON STREET
ECONOMIST
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
ABOUT YOU
5
YOU HAVE THE ENTHUSIASM, SKILLS AND WORLDVIEW TO MAKE THE CHANGE YOU WANT TO SEE IN THE WORLD.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHAT WILL STOP YOU
6
Incumbent thinking.
Unquestioned heuristics about how the business world works.
Mindless observance of guidelines and measures.
Low expectations.
Pessimism.
Despair.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHAT WE WILL GIVE YOU
7
Lean and Business Model Canvas
Collaborative support
Pitch Practice
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer8
WHAT CAME BEFORE STEVE AND ERICFUNDRAISING
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
FOR PROFIT, NON PROFIT OR SOMETHING ELSE?
9
V.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
YOU USED TO HAVE TO PICK A LANE
10
FOR PROFITMAKE MONEY
NON PROFITDO GOOD
V.
“The social responsibility of corporations is to increase profits.” – Milton Friedman, 1970
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
NOW IT’S A PARADOX OF CHOICE
11
501 (c) 3
501 (c) 4
501 (c) 7
501 (c) 9
Social Enterprise
Social Impact
Social Business
Sustainable Enterprise
S Corp
LLC
C Corp
B Corp
Coop
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
YOU NO LONGER HAVE TO CHOOSE
12
NON PROFITwith sustainable revenues
FOR PROFITout to change the world
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
KEY DIFFERENCES
13
NON PROFIT• Defined to fulfill a mission• Tax exempt• Does not retain profits• Does not distribute ownership• Assets belong to organization• Can’t use funds other than to
fulfill the mission for which it
was formed
FOR PROFIT• Pays taxes on profit• Can distribute ownership to
employees and investors• Assets belong to the owners• Can have a capital exit,
benefitting the owners of the
company
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
BOTH REQUIRE MONEY (& LOVE) TO SUSTAIN AND GROW
14
NON PROFITwith sustainable revenues
FOR PROFITout to change the world
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 15
FOR PROFIT
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
FOR PROFIT FUNDING SOURCES
16
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
FOR PROFIT FUNDING SOURCES
17
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
ARE YOU A STARTUP OR A SCALABLE STARTUP?
18
• “A startup is a human institution designed to deliver a new product or service under
extreme uncertainty.” – Eric Ries
• “A startup is a company designed to grow fast.” – Paul Graham, Y Combinator
• For a company to grow bit, it has to make something a lot of people want. To reach
and serve all of those people.
• “A startup is a temporary organization formed to search for a scalable repeatable
business model.” – Steve Blank
• Most startups change their business model multiple times.
• A scalable startup is a special class of startup – world class team, large vision,
large target market, passionate belief and a reality distortion field.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
STAGES OF INVESTMENT CAPITAL REQUIREMENTS
19
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
NOT ALL NEW COMPANIES ARE GROWTH STARTUPS
20
Consulting29%
Services: Other17%
Technology: Internet14%
Real Estate14%
Service: Business Service
13%
Retail Store13%
New companies formed in 2012
Source: Kaufman foundation, Legal Zoom Startup Environment Index 2012
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
NOT ALL COMPANIES ARE GROWTH STARTUPS
21
Consulting29%
Services: Other17%
Technology: Internet14%
Real Estate14%
Service: Business Service
13%
Retail Store13%
New companies formed in 2012
Source: Kaufman foundation, Legal Zoom Startup Environment Index 2012
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
FOR PROFIT HYBRIDS
22
• SOCIAL ENTERPRISE: Social or environmental
purpose, may be willing to limit scale opportunities
to meet more local goals, or directly serve the
need.
• B-CORPS: A type of social enterprise that also
agrees to transparently share financial results.
• SOCIAL BUSINESSES (Yunnus): For profits that
reinvest to meet a social need.
• SOCIAL IMPACT GROWTH: Aiming for scale and
for social/environmental outcomes, and high
growth returns to investors.
Source: http://www.ssireview.org/articles/entry/in_search_of_the_hybrid_ideal
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 23
NON PROFIT
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
NON PROFIT FUNDING SOURCES
24
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
NON PROFIT FUNDING SOURCES
25
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
SCALE IS ALL THE RAGE IN NON PROFITS
26
• The average founding year of the 10 largest U.S.
non profits is 1903
• Not for profits are one of the U.S.’s fastest growing
sectors, which grew 60% to more than 1MM
organizations from 1999 to 2011
• How more recent organizations got big:
1. Developed funding in one concentrated source
rather than across diverse sources
2. Found a funding source that was a natural match
to their mission and beneficiaries
3. Built a professional organization and structure
around this funding model
“The jury is out on whether
scaling organizations will
translate into scaling impact.
There is an emerging set of
questions about how to scale
links to local community
engagement, which may be the
linchpin of lasting social
change.”
-Bridgespan Group
Source: http://www.bridgespan.org/Publications-and-Tools/Funding-Strategy/Why-More-Nonprofits-Are-Getting-Bigger.aspx#.U6RblY1dU7s
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHERE THE MONEY COMES FROM
27
Fees for Services & Goods from Private
Sources53%
Other2%
Government Grants9%
Private Contributions13%
Fees for Services & Goods from Gov-
ernment23%
Sources of Revenue for Reporting Public Chari-ties, 2009
Source: The Nonprofit Sector in Brief, 2011. National Center for Charitable Statistics, The Urban Institute
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
STILL DON’T KNOW WHICH WAY TO GO?
28
$NON PROFIT
with sustainable revenuesFOR PROFIT
out to change the world
V.$
WHAT DO I DO FIRST?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHERE TO START? CUSTOMER DISCOVERY
29
• Lean startup, lean
launchpad (the focus of the
next few classes, and the
approach in class)
• Form a hypothesis about
how you will grow
• Define your total
addressable market, or the
size of your total addressable
beneficiaries
• Business model canvas
• Validate your early
hypothesis
• Test and learn
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer30
WHAT CAME BEFORE STEVE AND ERICLEAN + VALUE PROPOSITIONS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
THE FOUNDERS DEFINE THE PRODUCT VISION AND
THEN USE CUSTOMER DISCOVERY TO FIND
CUSTOMERS AND A MARKET FOR THAT VISION.
-Steve Blank, The Startup Owner’s Manual
STARTUPS AS THE ORGANISM OF CHANGE
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 32
LEAN LAUNCHPAD SIMULATES ENTREPRENEURSHIP
BY REQUIRING FOUNDERS TO GET OUT OF THE
BUILDING…AND INTO THEIR CUSTOMER’S WORLD.
Customer Discovery
Customer Creation
Customer Validation
CompanyBuilding
Pivot
LEAN LAUNCHPAD:
FLIPPED CLASSROOM
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer33
LEAN LAUNCHPAD: BUSINESS MODEL CANVAS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 34
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS
KEY RESOURCES
COST STRUCTURE REVENUE STREAMS
CHANNELS
CUSTOMER SEGMENTS
Who are our key partners?
Who are our key suppliers?
Which key resources are we acquiring from our partners?
Which key activities do our partners perform?
What value do we deliver to the customer?
Which one of our customers’ problems are we helping to solve?
What bundles of products and services are we offering to each segment?
Which customer needs are we satisfying?
What is the minimum viable product?
For whom are we creating value?
Who are our most important customers?
What are the customer archetypes?
What key activities do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue Streams?
What key resources do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue Streams?
How do we get, keep, and grow customers?
Which customer relationships have we established?
How are they integrated with the rest of our business model?
How costly are they?
Through which channels do our customer segments want to be reached?
How do other companies reach them now?
Which ones work best?
Which ones are most cost-effective
How are we integrating them with customer routines?
What are the most important costs inherent to our business model?
Which key resources are most expensive?
Which key activities are most expensive?
For what value are our customers really willing to pay?
For what do they currently play?
What is the revenue model?
What are the pricing tactics?
SOURCE: www.businessmodelgeneration.com//canvas | Canvas concepts developed by Alexander Osterwalder and Yves Pigneur.
LEAN LAUNCHPAD: BUSINESS MODEL CANVAS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
CUSTOMER DISCOVERY
What is your product or service?
How does it differ from other concepts or businesses in the market?
Why will people want it?
Who is the competition and how does your customer view these competitive offerings?
Where’s the market?
What’s the minimum feature set?
What’s the market type?
What was your inspiration?
What assumptions drove you to this?
What unique insight do you have into the market dynamics or or new technology that makes this a fresh opportunity?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
THE SHIFT: FROM PUSH AND MARKET TO CUSTOMER DEVELOPMENT
- The Four Steps to the Customer Epiphany by Steve Blank
Customer Discovery
Customer Creation
Customer Validation
CompanyBuilding
Pivot
THE CUSTOMER DEVELOPMENT MODEL
STOP STOP STOP
Concept/SeedProduct
DevelopmentAlpha/Beta
TestLaunch/ 1st
Ship
• Create marcom materials
• Create positioning
• Hire PR agency• Early buzz
• Create demand• Launch event• “Branding”
36
THE PUSH AND MARKET MODEL
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
The Customer Development
process changes the way startups
are built
Startups are not smaller versions of
large companies
A startup as a “temporary
organization designed to search for
a repeatable and scalable business
model”Co-founded 8 startups.
1996: E.piphany | 1998: $3.4 MM sales |
1999: IPO raised $72 MM
Author of Four Steps to the Epiphany, Startup Owner’s Manual
FIRST CAME STEVE
37
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
CONTINUOUS CUSTOMER
INTERACTION
A STARTUP IS AN
EXPERIMENT
A HYPOTHESIS TO BE
TESTED
ASSUME CUSTOMER AND
FEATURES ARE
UNKNOWNS
LOW BURN BY DESIGN
ARE WE ON THE PATH TO A
SUSTAINABLE BUSINESS
Founded IMVU
Parallels between Lean and Agile, caught fire in the
startup community for software businesses, particularly
mobile and SaaS models.
THEN CAME ERIC
38
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
LEAN
MANUFACTURING
TOTAL QUALITY
MANAGEMENT
KANBAN
CONTINUOUS
IMPROVEMENT
AGILE
WHAT CAME BEFORE STEVE AND ERIC
39
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
DESIGN RESEARCH(Ethnography)
DESIGN THINKING(IDEO, Dschool)
AGILE AND LEAN INFLUENCES
40
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
The Kanban Method respects the human condition. People resist change for emotional
reasons. When change affects their self-image, self-esteem, or position with a social
group, people will resist and the resistance will be emotional.
The Kanban Method adopts the Zen Buddhism concept that "water goes around the rock."
Hence, it focuses on changes that can be made without invoking emotional
resistance, while visualization and limiting work-in-progress raise awareness of deeper
issues allowing for an emotional engagement that helps to overcome resistance.
KANBAN
41
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
Customer discovery translates a founding team’s vision for the company into a hypothesis about each component of the business model and creates a set of experiments to test each hypothesis.
Customer discovery is not about collecting features lists from prospective customers or running lots of focus groups.
STEP 1: CUSTOMER DISCOVERY
42
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
• Total addressable: how big is the universe?• Served available market: how many can I reach with my sales channel? • Target market: who will be the most likely buyers?
Total addressable market
Served available market
Target market
ESTIMATE YOUR TOTAL ADDRESSABLE MARKET
43
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 44
Customer Discovery
Customer Creation
Customer Validation
CompanyBuilding
Pivot
LEAN LAUNCHPAD: GET OUT OF THE BUILDING:
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer45
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHAT IS IT
Product?
Service?
Ecosystem?
All?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
WHAT IS YOUR INTENTION?
Your team values
Your vision
Why do you want to do this?
Then find a segment, a market, and a value proposition that fulfills this vision.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
VALUE PROPOSITION
Value Proposition Canvas – Osterwalder
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
VALUE PROPOSITION CANVAS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
PAIN DRIVEN DESIGN
“Design is not art. Design should solve a problem for humans. We can find the problems that we’re causing for humans by looking for pain points. Usability testing helps us understand the very obvious pain that we’re causing for users, which is fantastic. But beyond discovering user pain in our products, we should be doing user research on various demographics and understanding what in their lives is causing them pain.”
Laura Klein, UX for Lean Startups
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
As a customer, it has to hurt enough that you would go out of your way to pay for it.
It has to feel way better than staying the course, stasis, or inertia (which make people sometimes feel warm, and comfortable, and your thing scary, and risky).
WHY PAIN????
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
THE PAIN IN PAIN-DRIVEN DESIGN
How do you move beyond superficial needs?
How do you know when someone is telling the truth?
How do you get to unspoken, deeper needs?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
PAIN DRIVEN DESIGNArtifacts
Behavior
Expressed Needs
VISIBLE: IN AWARENESSIN CONSCIOUSNESS
HIDDEN, INVISIBLE: OUT OF CONSCIOUSNESS
Norms
Beliefs Assumptions
Values
Plans
TraditionsAttitudes
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
PAIN DRIVEN DESIGN What just happened?EVENTS
WAYS OF EXPLAINING REALITY: SYSTEMS THINKING
PATTERNS What’s been happening?
TRENDS What are the common forces at play?
STRUCTURES How do processes and organization impact?
MENTAL MODELSHow does our thinking allow this to persist
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
GET OUT OF THE BUILDING, AND
OBSERVE
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer GO HERE
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer GO HERE
AND HERE
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer GO HEREAND HERE
AND HERE
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
GETTING READY FOR CUSTOMER DISCOVERY
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
AND, GO OUT AND TALK TO PEOPLE:PREPARING FOR AN INTERVIEW
Customer development IS different than ethnography or design research inquiry –
You are NOT a neutral observer. While you can practice the art of neutral observation, you, as a founder, are making contact with your first potential customers.
We’re going to start wide, and expansive, and go deep, getting to deeply unmet needs.
But we will be quickly moving to understand the business model that will feed your vision.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
THE BRAIN DUMP
Convene a brain dump.
Get what’s in everyone’s heads out on the table.
Assumptions, expectations, closely held beliefs, perspectives, hypotheses.
Contradictions are inevitable, and become great fodder for hypotheses to test on your business model canvas.
“Think about it as a transitional ritual of unburdening, like men emptying their pockets of keys, change, and wallet as soon as they return home.”
– Adapted from Steve Portigal, Interviewing Users.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
INTRODUCE, BE HONEST, ORIENT, GIVE CONTEXT
Introduce yourself and any associates (note takers, equipment operators, unseen observers)
Obtain consent / agreement to be interviewed, recorded, photographed
Discuss: use a note taker or an audio recorder. Be sure to tell participants about it. (Don’t conceal a recording devices). And know when to go off the record to get the backstory.
1. Why we're here: Introduce the purpose of the conversation
2. Explain freedoms (let’s stop at this time, ask questions, take a break, etc)
3. Explain time constraints (we have only 30 mins, 45 mins, an hour, today)
4. Provide an overview of what will happen (I will walk beside you, I will watch you do XYZ)
5. Explain briefly what you'd like to hear about (Tell me what you're thinking, doing, looking for, etc)
-Ajay Revels, Polite Machines
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
SHOW ME AROUND: OPEN ENDED TOUR
Who (who are we observing)
What (what are they doing)
How (how are they doing it)
Why (are they doing it)
When (are they doing it)From: Ajay Revels
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
HOW TO AVOID LEADING QUESTIONS
Agree with me: Leading questions
• Interviewer wants a specific agreement
• Question narrows the focus of the conversation
• Typically Yes / No or Agree/ Disagree or Choice #1 vs Choice #2
• Examples/ leading question:
– The city is doing a great job of managing the subway aren't they?
– Given that you're a stay-at-home-mom, you agree that women shouldn't work?
– This app has a high rating so you'd expect it to work well, correct?
-Ajay Revels, Polite Machines
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer65
WHAT CAME BEFORE STEVE AND ERICBUSINESS MODEL CANVAS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer 66
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS
KEY RESOURCES
COST STRUCTURE REVENUE STREAMS
CHANNELS
CUSTOMER SEGMENTS
Who are our key partners?
Who are our key suppliers?
Which key resources are we acquiring from our partners?
Which key activities do our partners perform?
What value do we deliver to the customer?
Which one of our customers’ problems are we helping to solve?
What bundles of products and services are we offering to each segment?
Which customer needs are we satisfying?
What is the minimum viable product?
For whom are we creating value?
Who are our most important customers?
What are the customer archetypes?
What key activities do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue Streams?
What key resources do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue Streams?
How do we get, keep, and grow customers?
Which customer relationships have we established?
How are they integrated with the rest of our business model?
How costly are they?
Through which channels do our customer segments want to be reached?
How do other companies reach them now?
Which ones work best?
Which ones are most cost-effective
How are we integrating them with customer routines?
What are the most important costs inherent to our business model?
Which key resources are most expensive?
Which key activities are most expensive?
For what value are our customers really willing to pay?
For what do they currently play?
What is the revenue model?
What are the pricing tactics?
SOURCE: www.businessmodelgeneration.com//canvas | Canvas concepts developed by Alexander Osterwalder and Yves Pigneur.
LEAN LAUNCHPAD: BUSINESS MODEL CANVAS
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer67
WHAT CAME BEFORE STEVE AND ERICTHE PITCH
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
YOUR INTRO AT A DINNER PARTY
What/who.
Why now?
Why you?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
YOU GET A FULL 5 MINUTES
Vision?
Who are you?
Market Opportunity?
Pain you are solving for?
How you’ll get there?
The Ask.
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer
YOU GET A FULL 10-20 MINUTES
Who are you?
What’s your quick description/pitch?
What pain are you solving for?
Who else is attempting to solve for this pain? (Market Opportunity?)
How will you kill the pain?
What special sauce do you have?
What’s your model?
How will you get, keep and grow customers?
What metrics will drive your business?
Who is the larger team?
How will you spend the money you are asking for?
What core hypotheses will you test?
FUNDRAISING WORKSHOP AIGA 10 22 2014 @jenvandermeer71
WHAT CAME BEFORE STEVE AND ERIC
THANK YOU
Jen van der [email protected]