Women in Innovation: Building Success - Pitching to Investors
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An investment pitch presentation should be a concise summary of your business plan that piques the interest of potential investors. It should NOT be just a product pitch – your product is only one element of your business plan. In our webinar, we provide a step by step guide to preparing an investment pitch. The guide shows you the important information to include and a sensible order in which to present it but it is by no means a magic bullet to successfully securing investment. Use the information to build your own proposition and amend the content and order to sell your vision. The webinar recording is now available. Watch it here: https://youtu.be/XKe-4ZZo-Jc Find out more about the Diversity and Inclusion Interest Group at https://ktn-uk.co.uk/interests/diversity
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Women in Innovation: Building Success - Pitching to Investors
- 1. Building Success – Pitching to Investors 25 October 2019 #WomenInnovate
- 2. Charlotte Thompson charlotte.thompson@ktn-uk.org @CharlottesIdeas ©KTN All rights reserved. | www.ktn-uk.org October 19 2 Knowledge Transfer Network Access to Funding & Finance Emma Fadlon emma.fadlon@ktn-uk.org @emma_fadlon
- 3. ©KTN All rights reserved. | www.ktn-uk.org October 19 3 Investment Pitch What does an investor look for? How to prepare a compelling investment pitch?
- 4. ©KTN All rights reserved. | www.ktn-uk.org October 19 4 Investor perspective
- 5. What an investor is looking for A great team A fantastic product A strong IP position An exciting market opportunity A robust business plan A credible valuation Profit! ©KTN All rights reserved. | www.ktn-uk.org October 19 5
- 6. ©KTN All rights reserved. | www.ktn-uk.org October 19 6 Portfolio Approach +300% Invest evenly and get a return on investment (ROI) providing interest on your money of 25% on average
- 7. ©KTN All rights reserved. | www.ktn-uk.org October 19 7 How to Compete for investment
- 8. Types of Pitches Short Formal investment pitch Written business plan ©KTN All rights reserved. | www.ktn-uk.org October 19 8 Public networking 1:1 networking 5,10,15 minutes Slide deck Documents
- 9. Types of Pitches Short Formal investment pitch Written business plan ©KTN All rights reserved. | www.ktn-uk.org October 19 9 1000 Introductions 50 Pitches 10 Due Diligence
- 10. Types of Pitches Networking Get to know company Due Diligence ©KTN All rights reserved. | www.ktn-uk.org October 19 10 Scope options Hear short pitches Long pitches 1:1 meetings Legal, financials, technology etc. Agree terms of investment
- 11. ©KTN All rights reserved. | www.ktn-uk.org October 19 11 Investment pitch The Essential Slides
- 12. ©KTN All rights reserved. | www.ktn-uk.org October 19 12 What would you buy? If you had a spare £1m...
- 13. Think like an investor It’s not just about the money Be realistic Know your limits ©KTN All rights reserved. | www.ktn-uk.org October 19 13 Investor Perspective
- 14. Research how much time you will have to pitch Keep it simple Make it look good Know your audience Practice makes perfect ©KTN All rights reserved. | www.ktn-uk.org October 19 14 Before you start
- 15. ©KTN All rights reserved. | www.ktn-uk.org October 19 15 The Formal Presentation Investment Pitch Template 1 2 3 4 5 6 7 8 9 10 11 12 Title slide Elevator Pitch Value Proposition Business / Revenue Model Traction The Market Competition People Finances The Ask The Exit Closing Slide
- 16. ©KTN All rights reserved. | www.ktn-uk.org October 19 16 Title Slide Think that this could be up, while you are waiting to talk
- 17. ©KTN All rights reserved. | www.ktn-uk.org October 19 17 Elevator Pitch Grab Attention!
- 18. ©KTN All rights reserved. | www.ktn-uk.org October 19 18 Value Proposition What you do How your product solves customer problems Why customers would buy this product
- 19. ©KTN All rights reserved. | www.ktn-uk.org October 19 19 Business & Revenue Model How do you plan to make money now and in the future
- 20. ©KTN All rights reserved. | www.ktn-uk.org October 19 20 Traction & Validation Investors want to know customers are buying a product
- 21. ©KTN All rights reserved. | www.ktn-uk.org October 19 21 The Market Your specific and reachable market
- 22. 6. The Market ©KTN All rights reserved. | www.ktn-uk.org October 19 22 Market size top down Fuel systems $58 billion http://tinyurl.com/hyav4a6 Fuel tanks $17 billion Automotive market £1.7 trillion http://tinyurl.com/h6b2533 My fuel innovation 2.5 billion http://tinyurl.com/zu7lx4v 15% market share
- 23. 6. The Market ©KTN All rights reserved. | www.ktn-uk.org October 19 23 Cost of product Total size of car market Market size (£) £100 68m £6.8bn With 15% Market Share: £6.8bn £1bn15% Market size bottom up
- 24. 7. Competition ©KTN All rights reserved. | www.ktn-uk.org October 19 24 Competition is expected as it proves the market exists Affordable Expensive Online transactionOffline transaction D B A E C
- 25. ©KTN All rights reserved. | www.ktn-uk.org October 19 25 7. Competition Competition is expected as it proves the market exists Ease of use Memory Speed Reliability 3rd Party Dev Growth Ramp Installed Base BRAND A BRAND C BRAND B BRAND D BRAND E
- 26. ©KTN All rights reserved. | www.ktn-uk.org October 19 26 7. Competition Competition is expected as it proves the market exists Corporate BRAND BRAND BRAND BRAND BRANDBRAND BRAND BRAND BRAND BRAND BRAND BRAND BRAND BRAND BRAND
- 27. ©KTN All rights reserved. | www.ktn-uk.org October 19 27 The People The ‘A Class’ Team
- 28. Financial Model / Projections Year 1 Year 2 Year 3 Year 4 # of Paid Subscriptions 5k 10k 15k 20k # of Accounts 25k 50k 100k 300k Sales of Paid Subscriptions £1k £10k £60k £100k Payments Processing 0 0 £400k £800k ©KTN All rights reserved. | www.ktn-uk.org October 19 28 Summary forecast 3-5 years 9. Finances
- 29. Financial Model / Projections Year 1 Year 2 Year 3 Year 4 # of Paid Subscriptions 5k 10k 15k 20k # of Accounts 25k 50k 100k 300k Sales of Paid Subscriptions £1k £10k £60k £100k Payments Processing 0 0 £400k £800k ©KTN All rights reserved. | www.ktn-uk.org October 19 29 Summary forecast 3-5 years 9. Finances 0 20 40 60 80 100 120 140 Year 1 Year 2 Year 3 Year 4 Payments Subscriptions
- 30. We are looking for 12 months financing to reach 80,000 transactions ©KTN All rights reserved. | www.ktn-uk.org October 19 30 Accomplishments to date, timeline and use of funds 10. The Ask $500K 80K $2M Initial investment opportunity Trips with Company Revenue over 12 months
- 31. ©KTN All rights reserved. | www.ktn-uk.org October 19 31 How will investors make their money? 11. Exit Strategy Opens new market segment Current market saturated needs new markets Never acquired technology externally Their CTO is our Non exec Current Main competitor Have a history of acquiring high growth start ups Often buys companies Compliments current product set Current product looking stale Has licensed products in the past COMPANY A COMPANY B COMPANY C COMPANY 1 COMPANY 2 COMPANY 3 COMPANY 4 March 18 12M March 18 12M March 18 12M March 18 12M
- 32. ©KTN All rights reserved. | www.ktn-uk.org October 19 32 Closing Slide Thanks & Questions
- 33. ©KTN All rights reserved. | www.ktn-uk.org October 19 33 Delivery You’ve prepared an excellent presentation but now you have to present it
- 34. Pitch Focus ©KTN All rights reserved. | www.ktn-uk.org October 19 34 Common for public sector funding Who What Team Market Traction Finances Use of funds Exit
- 35. Pitch Focus ©KTN All rights reserved. | www.ktn-uk.org October 19 35 What an investor wants to see Who What Team Market Traction Finances Use of funds Exit
- 36. Business Plan Focus ©KTN All rights reserved. | www.ktn-uk.org October 19 36 What an investor wants to see Who What Team Market Traction Finances Use of funds Exit
- 37. Common mistakes Preparation Media Slide size Font Deadlines Timings and Format of day ©KTN All rights reserved. | www.ktn-uk.org October 19 37
- 38. ©KTN All rights reserved. | www.ktn-uk.org October 19 38 Q&A What to Expect
- 39. Q&A: Stay in Control Make sure you have heard and understood the question – paraphrase if necessary – engage “Did I understand that correctly?” “Is that what you wanted clarified?” “Did I answer your question?” Make sure it stays on track “Lets discuss this later”; “Come and find me later”; “Lets exchange contact details” If you do not know the answer – say no and follow up “I don’t know but I will find out and let you know” Do not be defensive: some investors will push you to see how you handle pressure ©KTN All rights reserved. | www.ktn-uk.org October 19 39
- 40. Be prepared to educate and inform Clarification of product USP Financial model & return on investment How do customers buy? Define your target market What traction? What is the business most at risk of/from? ©KTN All rights reserved. | www.ktn-uk.org October 19 40 Tough Questions...there are no stupid questions What to Expect in Q&A 1 2 3 4 5 6 7
- 41. ©KTN All rights reserved. | www.ktn-uk.org October 19 41 Thank you for your time Any Questions?
- 42. Charlotte Thompson charlotte.thompson@ktn-uk.org @CharlottesIdeas ©KTN All rights reserved. | www.ktn-uk.org October 19 42 Knowledge Transfer Network Access to Funding & Finance Emma Fadlon emma.fadlon@ktn-uk.org @emma_fadlon
- 43. Thank you Register for our updates: www.ktn-uk.org ©KTN All rights reserved. | www.ktn-uk.org October 19 43@KTNUK #InnovationLoans
- 44. Branding Webinar: 30th October Intro to Innovation Funding & Finance: 6th November Newsletter: https://ktn-uk.co.uk/newsletter Online Community: www.worldlabs.org/womenininnovation Email: siwan.smith@ktn-uk.org #WomenInnovate
Hinweis der Redaktion
- Make sure you have the right team around you to make the company a success. Think beyond your payroll, having the right advisors on your board can make a big difference to your credibility. If you have a gap, don’t try to hide it. Be clear about what makes your product so good - and better than similar or competing products on the market. The most important thing is explaining how you are going to make money from it. Be clear about where you are in the development process. A potential investor is going to want to know how you will protect your market position from copycats. Do you have a patent, if so, where does it cover and how will you defend it? Do you have design rights, trademarks or copyright? Make it clear you know who is going to buy your product, where they are and how you are going to reach them. Show you know what you are talking about, include trends in your target sector – is it growing and by how much? Back up all your information in a coherent business plan, which includes financial data. Provide a convincing case for investment – what do you expect the return on investment to be and what is the timeline to achieve this? What is your exit strategy? Never too early to start thinking about it. You need to provide a realistic valuation to investors. Do not calculate the value by working out how much money you need and scaling it to the percentage of shares you are willing to give away. Focus on existing sales, investment received and value of your IP. They are looking at your company with the question: ‘Is this going to make me money?’ There are sometimes other factors such as social impact, but this is not usually a core driver. Make sure you have planned out your timelines and return on investment figures.
- Your product Briefly describe your product or service. Be succinct; mention key features that set the product apart from others but don’t go into lots of technical detail. In most cases, your audience will be educated lay people. Explains how your product solves customers’ problems or improves their situation (relevancy), Delivers specific benefits (quantified value), Tells the ideal customer why they should buy from you and not from the competition (unique differentiation). Where is it in the development process? If there is more work required before it can be sold to the market then be clear about that. Is the technology protected or protectable? What is your strategy for protecting your technology or your market position?
- X/Y competitive graphs are appropriate in an existing market Mapping potential competitors in new or resegmented markets require a different view – the Petal diagram The competitive diagram is how develop your first hypotheses about who your customers are