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Rwanda Xcelerator slides
1.
Workshop Overview Xcelerator Training
Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
2.
Xcelerator role XceleratorKnowledge Skills Community Credit: noun
project © Copyright VentureWell 2016
3.
Workshop goals/outputs • Strategy
for – Validating innovation – Generating interest & demand – Introducing & sustaining innovation • Action plan for next steps © Copyright VentureWell 2016
4.
Day 1 • Validation
strategy – Market value chain – Product-market fit – Sustainability factors – Strategy mapping • Dinner on-site © Copyright VentureWell 2016
5.
Day 2 © Copyright
VentureWell 2016 • Demand generation strategy – Strategy map feedback – Marketing/storytelling – Partnership • Action planning • Goals for health facility visits • ‘Pitch’ practice • Dinner at Heaven
6.
Day 3 • Health
facility visit – CHUK (referral hospital) – Remera-Rukoma (district hospital) – Health centers • Debrief & discussion • Dinner on-site © Copyright VentureWell 2016
7.
Day 4 • Team
presentations – MOH • Mini-labs – In-depth discussions on specialized topics • Action planning – Prioritized list of actions • Wrap-up © Copyright VentureWell 2016
8.
Value Chain: Critical
Step to Finding Market Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
9.
Competitive advantage • Who’s
in your market? • Who can help you improve - Quality - Efficiency - Differentiation © Copyright VentureWell 2016
10.
Market landscape © Copyright
VentureWell 2016
11.
-Value-Chain- VALUE © Copyright VentureWell
2016
12.
Market players Sourcing Production
Distribution Use Credit: noun project © Copyright VentureWell 2016
13.
Bring innovation into
use • Availability • Affordability • User acceptability • Adoption Reaching end-users (or customers) © Copyright VentureWell 2016
14.
Value chain process 1.
Initial mapping 3. Revise & Upgrade 2. Research © Copyright VentureWell 2016
15.
VCFunctions © Copyright VentureWell
2016
16.
Research/Interview Product Credit: noun project •
Who? • How many? • What? • How much? • How? © Copyright VentureWell 2016
17.
What value chain
can do • Identify constraints – Recent changes? – Expected & unexpected future changes? – Market nature/dynamics? • Identify opportunities – Value-adding activities? – Improving local value chain? © Copyright VentureWell 2016
18.
Recent trends • Growing
middle-class & more sophisticated consumers • Burden shift to non-communicable diseases • Better access to technology & information • Growing interest from private investment • Push toward universal health coverage © Copyright VentureWell 2016
19.
Global health value
chain Credit: noun project Patient Provider Healthfacility District distribution Zonal warehouse CentralMedical Store Govt. procurement agency Partner procurement networks Retailers& Wholesalers Foreign vendors Manufacturers Suppliers R&D Sourcing Use Supporting functions: R&D, infrastructure, talent, business services, etc. Policy & regulation: standards, law, norms/practices, etc. © Copyright VentureWell 2016
20.
Value chain analysis •
Quality • Efficiency • Differentiation Credit: noun project COST VALUE © Copyright VentureWell 2016
21.
Product Market Fit:
Testing Value Proposition Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
22.
Value hypothesis/testing Product-Market Fit Business
model FitProblem-Solution Fit © Copyright VentureWell 2016
23.
Product-Market fit is
the only thing that matters.* *Marc Andreesen © Copyright VentureWell 2016
24.
Why? The #1 company-killer
is lack of market • When a great team meets a lousy market, market wins. • When a lousy team meets a great market, market wins. • When a great team meets a great market, something special happens Source: Marc Andreessen & Andy Rachleff © Copyright VentureWell 2016
25.
Product-market fit Market Product © Copyright
VentureWell 2016
26.
Product-market fit VALUE Problems
+ Needs< > Solutions + Experience< > © Copyright VentureWell 2016
27.
Value proposition A value
proposition is a positioning statement that describes for whom you do what uniquely well. © Copyright VentureWell 2016
28.
Building value proposition Scan
(Value Chain) SearchTarget VP © Copyright VentureWell 2016
29.
Product-market fit http://mjskok.com/resource/gtm-segmentation-mvs-targeting >>> Minimum
Viable Segment Small enough to dominate where MVP can succeed Minimum Viable Product © Copyright VentureWell 2016
30.
Potential MVS? Credit: noun
project Social Private Public © Copyright VentureWell 2016
31.
Target ‘early adopters’ http://www.slideshare.net/chaise2jardin/what-is-product-market-fit ©
Copyright VentureWell 2016
32.
Characteristics of early
adopters • Have problem • Aware of problem • Solving problem • Actively looking for better solution • Have access/connection to resources to acquire/implement innovation © Copyright VentureWell 2016
33.
‘Marketing’ to early
adopters • Building relationships (public/private) – Tech lovers, opinion leaders, influencers – Small medium enterprises (SMEs) – Non-governmental organizations (NGOs) – Get referrals • Discover & share story about innovation • Look for ‘co-designers’ © Copyright VentureWell 2016
34.
‘Marketing’ materials • Simplicity:
what do you do? • Compatibility: easily fits into existing practice? • Advantage: how much improvement? • Adoption: easy to try? • Compelling story: easy to share with others? Building demand © Copyright VentureWell 2016
35.
Credit: noun project Our problem… ©
Copyright VentureWell 2016
36.
How/What to ask •
A story about present or past experience – What happened? – Why was it hard? • How’s problem being solved now? • How can solution be improved? © Copyright VentureWell 2016
37.
Cost/Benefit • Price • Design •
Integration • Saving • Efficiency • Reputation • Access • Try • Buy • Implement • Deploy • Inertia/do nothing • Switching $ • Risk • Good enough • Alternatives? Differentiator Competitions © Copyright VentureWell 2016
38.
Product-market fit • Focus
on minimum product-market fit • Build demand among most viable segments • Use early adopter networks to raise interest & build demand Product Market © Copyright VentureWell 2016
39.
Product/Service Validation: Goals? Xcelerator Training
Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
40.
Pilot road map GO: Set
goal & targets Perform stakeholder analysis Identify partners Select & recruit demo site(s) Design pilot; secure funding Draft demo plan Stakeholder review & approval Conduct demonstration & collect data Collect baseline data Analyze & synthesize results Publish & perform PR Evaluate lessons learned FINISH: Iterate on product, scale up. Source: Fraunhofer, 2016© Copyright VentureWell 2016
41.
Pilot types &
goals • Scale • Testing level – Component – System • Field testing – Controlled setting – Representative – Clinical setting © Copyright VentureWell 2016
42.
Co-designer approach • Partners
& stakeholders needs (risks) – Standards – User acceptability – Human resources – Sustainability • Best outcomes – What’s next? © Copyright VentureWell 2016
43.
Timeline Planning Coordination Execution Data gathering Outreach months + 1
year Completion: how long? © Copyright VentureWell 2016
44.
Action plan after
pilot • Packaging data & results • Sharing & communications • Evidence à awareness & demand © Copyright VentureWell 2016
45.
Sustainability Factors Xcelerator Training
Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
46.
Sustainability factors • Availability •
Affordability • User acceptability • Adoption & Integration © Copyright VentureWell 2016
47.
Adaptation to market Product or Service Team Market Health
System Validate P/S Increase interest & demand for P/S Introduce & sustain P/S 1 2 3 © Copyright VentureWell 2016
48.
Market segments Rural poor Urban/peri- urban
poor Urban/peri- urban middle- income Urban/peri- urban high- income Healthcare delivery Public Private (incl. social sector) Mixed Financing model Out-of-pocket Subsidy (+ user fees) Insurance (Community-based à National Social Ins.) Mixed © Copyright VentureWell 2016
49.
Public sector providers Dispensaries
(18) – primary care, outpatient, referral Health Posts (34) – Immunization, ANC, FP Health centers (+430) – prevention, inpatient, maternity District hospitals (39) Referral hospitals (4) © Copyright VentureWell 2016
50.
Private sector providers http://www.who.int/management/partnerships/private/privatesectorguide.pdf ©
Copyright VentureWell 2016
51.
Shifts in health
financing http://www.healthpolicyproject.com/pubs/804_TanzaniaHealthFinancingBriefupdateFINAL.pdf © Copyright VentureWell 2016
52.
Health system Subsidized models
For-‐profit models Public Private Public Private Social Finance Delivery Adapted from Taking Innova+ons to Scale, R4D, 2013. © Copyright VentureWell 2016
53.
Marketing Innovation through Storytelling Xcelerator
Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
54.
Source: Arabian Nights Stories
are a communal currency of humanity. © Copyright VentureWell 2016
55.
Marketing innovation ”I’ll see
it when I believe it.””I’ll believe it when I see it.” Source: M. Bonchek, HBR, July 18, 2014. © Copyright VentureWell 2016
56.
H. Monarth, The
irresistible power of storytelling a strategic business tool, HBR, March 11, 2014. A story …can go where quantitative analysis is denied admission: our hearts © Copyright VentureWell 2016
57.
Why tell a
story • Research findings – Human brain has affinity for stories – We remember facts when part of a story – Stories connect on a deeper level Source: Velocity , University of Waterloo © Copyright VentureWell 2016
58.
“Data with soul” Story Contents Credit:
noun project © Copyright VentureWell 2016
59.
“When dealing with
people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion.” Dale Carnegie’s How to Win Friends and Influence People © Copyright VentureWell 2016
60.
Marketing to emotions •
Money • Self-preservation • Recognition • New experience Source: Roy Garn’s Magic Power of Emotional Appeal WHY WHAT HOW © Copyright VentureWell 2016
61.
Don’t sell a
product © Copyright VentureWell 2016
62.
Sell a new
way of making life better http://www.colalife.org/kityamoyo/ © Copyright VentureWell 2016
63.
Speak human http://contentmarketinginstitute.com/2014/11/why-brand-speak-human/ © Copyright
VentureWell 2016
64.
A compelling ‘pitch’ •
What is it? – Brief, persuasive speech used to generate interest in what you or your organization does – Interesting, memorable, succinct • What is the goal? – Capture interest, starting point for a longer conversation – Get a business card, spark questions, incite follow-up © Copyright VentureWell 2016
65.
‘Elevator’ pitch • Who
you are • What you do/your solution • How you do what you do (and why we should care) © Copyright VentureWell 2016
66.
Credit: Campi &
Company/Investor’s Circle © Copyright VentureWell 2016
67.
Elevator Pitch Exercise Credit:
Campi & Company/Investor’s Circle © Copyright VentureWell 2016
68.
Credit: Campi &
Company/Investor’s Circle © Copyright VentureWell 2016
69.
‘Pitch Deck’ • Longer
& more complete story • Beyond value proposition • About inspiration & aspiration for innovation • About the people © Copyright VentureWell 2016
70.
How much people
remember Presentation Presentation + Visuals 10% 50% Credit: noun project Presentation + Visuals + Participation 70% © Copyright VentureWell 2016
71.
Innovation Story 10-Slide Pitch
Deck Source: Guy Kawasaki © Copyright VentureWell 2016
72.
Goal/Objective • Stimulate interest
in innovation – To get second meeting – NOT covering every aspect of enterprise • Develop pitch to be – CLEAR – CONCISE – COMPELLING – VISUAL © Copyright VentureWell 2016
73.
Name of your
enterprise or organization YOUR NAME YOUR TITLE 1 © Copyright VentureWell 2016
74.
Problem/Opportunity [Describe the pain
(problem) you’re alleviating or the pleasure you’re providing.] 2 © Copyright VentureWell 2016
75.
Value Proposition [Explain the
value of the pain you alleviate or the value of the pleasure you provide.] 3 © Copyright VentureWell 2016
76.
Innovation ‘Wow’ Factor [Describe
what’s special about your innovation. It’s better to use less words and more diagrams, schematics or flowcharts. Show prototype or demo if you have it.] 4 © Copyright VentureWell 2016
77.
Business Model [Describe your
proposed sustainable business structure: value proposition, customer segment, customer relationships, distribution channel, key activities, partnerships, resources, cost structure, revenue streams.] 5 © Copyright VentureWell 2016
78.
Go-to-Market Plan [Explain how
you plan to reach customers within a reasonable budget.] 6 © Copyright VentureWell 2016
79.
Competitive Analysis [Describe as
complete as possible what key competitions in the market look like.] 7 © Copyright VentureWell 2016
80.
Management Team [Describe: key
people on your team, their expertise and experience; board of advisors; board of directors; investors (if any).] 8 © Copyright VentureWell 2016
81.
Financial Projection &
Metrics [Provide realistic 2-3 year forecast of revenues and key metrics, e.g. customers reached/retained.] [What’s success?] 9 © Copyright VentureWell 2016
82.
Current Progress [Explain current
status of innovation and your future vision, including timeline and how you plan to spend raised investment.] 10 © Copyright VentureWell 2016
83.
Value chain partnerships Xcelerator
Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016
84.
Partnership Credit: Noun project
What is our shared value? © Copyright VentureWell 2016
85.
Partner value chains Your Value
Chain Partner Value Chain Customer Value Chain © Copyright VentureWell 2016
86.
Which value chains? •
Impact on people – Productivity/efficiency – Entry barriers (resources, knowledge) • Impact on market – Access to key segments – Growth & scale potential – Leverage of public/private investment © Copyright VentureWell 2016
87.
Partnership criteria History Impact
Risk Credit: Noun project CompaLbility Network © Copyright VentureWell 2016
88.
Other options? • Besides
partnership • “MAKE” Do it yourself • “BUY” Contract another organization © Copyright VentureWell 2016
89.
Decision tree Strategic?
Fit? Ac-vi-es Processes Outcomes Performance ExpectaLons FEEDBACK © Copyright VentureWell 2016
90.
Practical rules • You
don’t have all the information for analytical decision • Do the visions align? • Do they add value? • Are they honest? • Are they capable? • Can you get along? Credit: G. Pinchot © Copyright VentureWell 2016
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