Download - SLP Taipei 說明會簡報 2013-2014 Class
SLP Taipei 2nd Round 2013~2014
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?
Vision願景
To groom the next generation of startup CEOs in Life Sciences, Technology and Cleantech sectors through a world-class curriculum, access to mentors and funding and an active global network of Fellows
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
Goal: 20 Cities around the world and 500 of the highest caliber graduates annually⺫⽬目標:全球成⽴立20個分會並且每年培育500位優質學員
印度班加羅爾 & 德⾥里美國紐約 & 聖地⽛牙哥分會成⽴立
印度海德巴爾、孟買,英國倫敦,美國芝加哥,⾹香港,北京六個分會
2012台灣台北分會成⽴立
由7位⽣生命科學家在美國波⼠士頓成⽴立
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History of SLP
Highlightsyears since SLP has been runningSLP 成⽴立⾄至今已經有七年時間
Fellows graduated or in the program 全體⼈人數已達 900⼈人
Companies started超過700間的新創公司
Raised by fellows in angel and seed rounds成員得到天使或種⼦子投資約1000萬美⾦金
Raised from venture funds創投注資總額超過3.7億美⾦金
7900
700+$10M
$370+M
• 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
Novira is an antiviral company based on breakthrough science that is being incubated at BioAdvance and was co-founded by Ali Munawar, a Harvard graduate.
• 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%.
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
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。
SLP Taipei TeamAllen Lin 林群倫NCCU MBA/CGU MScCVA/IACVA, Taiwan Global Biofund
Fiona Liu 劉芝妤
CCU BBA/FinanceCVA/IACVA, Hoss Venture
Travis Wu 呉俊逸
NTU BS/NTU MSEE Wispro Technology Consulting Co.
HsinFu Kuo 郭信甫
NTHU PhD/NCTU MSNTHU post-docITRItsmcHoss Venture
Tina Su 蘇婉婷
NTU BBA Hoss Venture
HSBC
Fred Tsai 蔡慶祥
NTU BS/NTU MSEEITRIIBM Almaden Research CenterHoss Venture
Phoebus Lin 林慧祺NTU BS/NTU MSC CVA/IACVAHoss Venture
Tiffany Wu 呉欣芳
NTU BS/Biochemistry Taiwan Golobal BioFundUCSF PhD candidate
David Ma ⾺馬永霖Purdue BS / Washington university PhD Coxma investment Co.Academic Sinica
1st Round 2012~2013
2012 宣傳期
SLP 宣傳說明會來了好多義氣相挺的 Mentor
與會的朋友也熱情問答超過⼀一⼩小時~
⼤大家對 SLP 都有了更深⼀一層的認識!
SLP ⾯面試
⾺馬拉松式的完成超過70位申請者的⾯面試。耗時超過5⼩小時。
最後挑出了27位優秀的創業家成為 SLP 學員
15SLP Taipei 第一屆學員 Fellows 2012~2013
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創業家的軍⽕火庫給你升級再戰!
“
周賢松拓華⽣生技 創辦⼈人丟掉你的⽛牙刷!創新使⽤用者習慣與兼顧清潔美⽩白的⽛牙⿒齒貼⽚片
⺩王智賢Crowdinsight創辦⼈人政⼤大資科碩⼠士政⼤大⼼心理系博⼠士班
16堂創業家的EMBA ! ”
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}
⿈黃凱祥如海投資,財務經理CCU BBA/FinanceCVA/IACVA, Hoss Venture.
⼀一個讓創業家學習到創業所需技能及⼈人脈的地⽅方”
“ {
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 SLP Taipei have been memorable, meaningful and intellectually stimulating. ”
“ }
}
SLP Taipei Team2nd Round 2013~2014
劉芝妤 Fiona LiuCCU BBA/Finance國際企業評價師CVA/IACVA
張⿍鼎聲 Dien Chang勤業眾信聯合會計師事務所 經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 TsaiArdise 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
葛如鈞 Ju Chun KoLinkwish, 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
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
SLP Mentors – 投資人&創業家
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
如海創投-黃凱祥 & 林慧祺
智原科技-洪明楓
資鼎創投-李育祥
SLP Advisors & Mentors- 產業專家
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
翼勝專利商標 - 呂芳嘉
Wilson Sosini - 梁昌昕
HSBC – 蘇婉婷
基亞生技 – 馬永霖
ADVISOR
ADVISOR
跨領域的火花
真實個案 × 動手作
SLP 課程介紹
• 創業發想• 新創個案討論 & 創意解法• 創業策略 & 產品開發藍圖• 顧客⽇日• 領導⼒力與創辦⼈人衝突• 營運上的具體細節
• 營運計劃書 & 商業• 打造理想的投資提案• 公司架構 & 財務模型• 投資協議書• 募資競賽• 出售公司• 創投競賽• 遇⾒見投資者
創業發想 Ideation & Idea Validation
有經驗的創業家分享創業曾遇到的問題
Lean Methodology
分組學員練習解決這些問題(Validation)
Customer Day 顧客⽇日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
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 startup5. Action of items
Deep Dives ( Biz Model Canvas)創業策略 & 產品開發藍圖
Date:Date: Company Name: SLP VENTURESSLP VENTURESDescription:Description:Description:
SLP VENTURESSLP VENTURES
CriteriaRelevant 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 Wlow
•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
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,以及由學員以及邀請來的創業家、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
Fund Raising 募資
Basic Competition
Business Plan & Pitch營運計劃書
* 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
Fundable Pitch打造理想的投資提案
募資簡報Fellow
導師根據評分表,給予回饋。主要讓學員瞭解 VC 怎麼評估案⼦子(deep and details),並習慣 VC 的運作⽅方式。
導師
Financial Model , Exits & Valuation財務模型,出售公司
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
Term Sheet & Term Sheet Competition投資協議書&募資競賽
VC Competition創投競賽
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?
Startup Showcase / Investor Day 遇⾒見投資者
在⾒見⾯面前,先準備好1. 投資⼈人簡介2. 新創公司簡介事前閱讀,增加效率
依產業別分成3~4組。邀請最有機會投資創業的投資⼈人擔任該組組⻑⾧長,給學員提問包含產品市場性、是否有看過類似商品、銷售定價等問題。
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
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五個加⼊入 SLP Taipei 的理由
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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.
像創投般思考!
2. 了解創投的語⾔言及思路
在每個分會,每位成員每年將接觸50位指導師、講者以及評審。透過 SLP 的國際網絡,成員們可聯繫全球超過200位指導師、講者及評審,多達900位以上的學員,以及全球各分會的所有成員。我們的國際⼈人際網絡包含許多優秀的創業家、學者、與⾵風險資本家。
3. 加⼊入“真實的”⼈人脈網絡
4. 如同“創業家 EMBA”的16堂實戰課程, ⽽而且很有趣!
5. 被看⾒見!
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One more thing …
再多⼀一個加⼊入 SLP Taipei 的理由
6. 好吃好看⼜又好玩!
與專業⼈人⼠士⼀一同吃喝學習專業⼈人⼠士的語⾔言
與SLP學員⼀一同吃喝創業家彼此分享與勉勵
2013年九月 – 2014年三月課程開放申請
我們等你
點此申請
SLP Taipei
合作夥伴
謝謝您們的⽀支持!
中央研究院基因體研究中⼼心附設⽣生技育成中⼼心
時代基金會Garage+計畫台灣大學產學合作中心
台北科技大學創新育成中心 政大創立方
資誠聯合會計師事務所PwC 勤業眾信聯合會計師事務所