The Next Great Entrepreneurial Opportunity: How to Identify Market White Space

1
What Startup Will You Build?
How to Identify Market White Space
http://www.flickr.com/photos/marieswartz/4
228616284/sizes/z/in/photostream/
David Teten
HOF.capital // @HOFcapital
teten.com // @dteten
© 2018 David Teten. More at teten.com

Intro Tools Signals Network Next Steps
© 2018 David Teten. More at teten.com 2
Don’t Take Notes!
Download detailed slides
and see the video at:
teten.com/mr

David Teten
 Managing Partner, HOF Capital
 Previously Partner for six years, ff Venture Capital, one of the top four
consistently best-performing seed- and early-stage VC firms in the U.S.
 Previously serial entrepreneur and Bear Stearns technology investment
banker
 Advised clients such as Goldman Sachs Special Situations Group,
Icahn Enterprises, LLR Partners ($1.4b fund), Birch Hill Equity Partners
(C$2B fund), and other institutional investors
 Harvard MBA, Yale BA
 Teten.com / @dteten / info@teten.com

 American Society of Mechanical Engineers
 Founder Institute New York (three times)
 Harvard Club of New York Tech & Entrepreneurship Group
 Harvard Graduate School of Arts & Sciences Business Club / Harvard
Graduate School Council
 Limmud NY / Limmud FSU
 National University of Singapore Techno Venture Forum (Entrepeneurship
Centre)
 New York Business Expo
 OCE Discovery (Canadian innovation conference)
 Princeton University Keller Center
 TechWeek NY (twice)
 TorchLight US-China Conference
 Thought Leaders in Business series (Yale Club of New York)
 Womensphere (four times)
Past Audiences for This Presentation

HOF Capital: Uniquely Positioned to Outperform
 Primarily invest at the Seed and Series A stages in North America, Western
Europe, and Israel
 Our 14 initial Limited Partners consist of leading multinational
corporations & family offices which view HOF as the best way to work
with the US innovation economy, including: Orascom Group, Godrej
Group, Dallah Albaraka, Globalive, and Travco Group
 We provide our portfolio companies with active sales, capital-raising,
and business development assistance, leveraging our relationships with
enterprise leaders & governments worldwide
 Powerful ecosystem relationships: co-invested with many leading VC
funds in the same round with the same terms, including NEA, GV (Google
Ventures), Bessemer Venture Partners, First Round Capital, and 8VC
 International platform: 2 primary offices, team fluent in 8 languages

New York
(HQ)
Mumbai
San Francisco
Cairo
Taipei
London
Brazil
Dubai
Our investors are global; we invest in
North America + Western Europe
Dublin
Sydney
PRIMARY OFFICE
AFFILIATE REPRESENTATIVE
Through Venture Partners & Venture Associates
PORTFOLIO COMPANY HQ
Mountain View
Los Angeles
Santa Monica
Beverly Hills
Seattle
Austin
Toronto
Berlin
Sunnyvale
LIMITED PARTNERS
Australia
Bahrain
UAE
Egypt
UK
FranceUSA
Canada
HK
India
KSA
Kuwait
Tanzania
Thailand
Lithuania

HOF is backed by leadership of
complementary global conglomerates
Real Estate &
Hospitality
Telecom &
Internet
Media
Infrastructure
Financial Services
Egypt's largest tourism
conglomerate with $600m+ in
revenue; 1.3m tourist
customers annually
Multifamily office for founders
of WIND Mobile ($1.6bn exit)
and Globalive
Communications ($120m
revenue)
Indian conglomerate with
current annual revenues of
$4.1bn+
Global $18bn conglomerate
employing over 60,000
people in over 20 countries
UK / EMEA CANADA INDIA EGYPT
In addition, we are supported by limited partners from 14 different countries, including
Australia, France, Thailand, UK, Lithuania, Tanzania, and USA
Over 15,000 employees in
8 countries across 40+
companies, and
affiliations with 200+
international brands and
companiesKUWAIT

Current active portfolio
* Not included on the following Portfolio History slides as we are not on the cap table
Note: Does not include Uber as it is not representative of our usual strategy
LiDAR sensors and smart
sensing solutions (SPV)*
Mobile finance platform for
emerging markets
Call center AI for
automating call
campaigns
AI-enabled and
always-on personal
retail concierge
Global content-driven
music e-commerce and
online education platform
Building the brain of self-
driving vehicles (SPV)
Vertically integrated
design platform for custom
furniture and brand
promotion
Autonomous robot-
powered local delivery
services platform
Mobile-first intelligent
rewards platform for
millennials
End-to-end digital
payments infrastructure
for Africa
On-demand content
marketplace powered by
freelancers
Smart IoT travel platform
combining the world's best
materials, design, and
technology
Cross-border bill
payments API
revolutionizing
remittances
First low-cost, intuitive,
and scalable portfolio
hedging SaaS platform for
investors
Global e-commerce
platform connecting
designers, producers, and
consumers
On-demand mobile
education platform
utilizing an intelligent chat
interface
Audience management
platform bypassing social
platforms
Mobile and data-driven
event ticketing and
management platform
Hospitality AI for automated
housekeeping management
Communication
enhancement platform
transforming the nature of
mobile conversations
Web application firewall
using neural networks for
banks

World-Class
Leadership Team
Starship Technologies
Ahti Heinla and Janus Friis also co-founded Skype
 Visionary founders
 Mission driven
 Untrustworthy, uninspiring
 Lack of focus and obsession
Platform Potential
Flutterwave
Infrastructure used by banks for seamless digital integration
 Creates platform for other
businesses
 Changes the operations of an
industry
 Offers features, not platforms
 Point solution with limited
growth
Realistic Path to
Profitability
Tixr
Intuitive pricing and fees that lead to company profits
 Realistic economics
 Long term sustainability
 Unsupported revenue
assumptions
 Consistently unprofitable
Solving a
Challenging
High-Value
Problem
VOIQ
Opportunity validated by HubSpot’s former VP of Sales
 Validated pain point
 Paying customers
 Low frequency and AOV
 Low demand or demand
creation
Big Improvement
over Incumbent
Solution
OPTii Solutions
Hospitality software extremely effective at reducing costs
 Better, faster, cheaper
 Clients leave incumbent firms
 Insignificant improvement over
legacy product
Significant
Competitive Edge
Social Native
Team includes the AdSense and Buddy Media co-founders
 10x better product/team
 Strong network effects
 No proprietary resources
 Easy to imitate and replicate
Existing Market
Validation
Yup
Confirmed edge in the digital tutoring industry
 Customer references
 Competitor benchmarking
 High customer churn
 Stagnant POCs
Clear
Commercialization
Strategy
Raden  Path to monetization
 Scalable unit economics
 Weak sales funnel
 Pre-product
Large Revenue
Potential
Superphone
Audience management platform bypassing social platforms
 New market creation
 Revolutionary product
 Targeting shrinking market
 Clone business or copycat
product
Reasonable
Valuation
Showroom
 Value results, not promises
 Potentially return the fund
 Excessive structuring
 No co-investors
Investment screening criteria
We have an internal scoring method to quickly screen opportunities & ensure they align with our thesis:
Positive Signaling Negative SignalingHOF Portfolio Company
PeopleProductMarket
Criteria
* At time of investment

10
 Next Steps
 Growing Your “Network 2.0”
 Signals of Potential
Customers
 Tool of the Trade
 Introduction
228616284/sizes/z/in/photostream/© 2018 David Teten. More at teten.com

11
Angel groups
using Gust [i] HOF Capital [ii]
Typical
entrepreneur
Profiled initially 20,850 NA ~3-6
Target Selected 1,315 1,800 ~3
Met 1,047 340 NA
Due diligence 577 75 2
Invested/launched 541 7 1
Deals as %
targeted
companies
41.1%
(2.6% of
submissions)
0.4% !
# Companies Analyzed Annually by Investors vs. Founders
[i] Available at http://angelsoft.net/a/venture-valuation ,
as of twelve months ending March 17, 2010.
[ii] Annualized over 21 months ended 3/2017.
Investors Typically Are Far More Selective Than
Founders…but Have Less Risk

 Market Research is the systematic, objective collection and analysis of
data about a particular target market, competition, and/or environment.
 Always incorporates some form of data collection, whether it be primary or
secondary research.
Definition of Market Research
http://www.marketresearchworld.net/index.php?Itemid=38
&id=14&option=com_content&task=view .
http://www.flickr.com/photos/niosh/2492013803/

Brainstorm/Source
Research
Filter/Judge
Execute Lean
Refine/Pivot
today’s
focus
teten.com/pitch
leanstartup.com
Idea Search Process

1: Define Marketing Problems and Opportunities
2: Set Objectives, Budget, and Timetables
3: Select Research Types, Methods, and Techniques
4: Design Research Instruments
5: Collect Data
6: Organize and Analyze the Data
7: Present and Use Market Research Findings
Market Research Process

 A survey of small business managers in Texas revealed that 84% of those
who conducted formal marketing research projects in the past three years
felt that the information obtained was worth the money spent.
 Overall, 58% said that they were able to incorporate the research findings
into their decisionmaking process.
 Only 6% reported that they were not able to implement the results.
Why Do Market Research
http://extn.msu.montana.edu/communitydevelop
ment/pubs/mt9013.pdf

© 2018 David Teten. More at teten.com 16Inspired by Robert Bruner, Applied Mergers & Acquisitions, page 186
Info is private Info is public
Sweet spot of
highest returns
Customers pay
high prices
Customers pay
low prices
Few competitors Many competitors
Why Private Information About
Opportunities Is More Valuable

17
*http://innovation.utdallas.edu/documents/Opportunity
Evaluation.pdf . Photo:
http:/www.flickr.com/photos/nasonurb/3372990703/
Sources of Entrepreneurial Ideas:
It Is Far Easier to Identify
Entrepreneurial Opportunities In
Areas Where You Have
Expertise
 Prior knowledge
 >70% of founder’s businesses have roots in
their last job
 Alertness
 Pattern recognition
 Active search

18
Peter Drucker’s Sources of
Innovation Opportunity (1 of 7)
Peter Drucker, Innovation and Entrepreneurship.
http://500px.com/photo/24975643
First four are within the enterprise --- essentially symptoms:
Unexpected success, failure or outside event

19
The incongruity between reality as it actually is and reality
as it is assumed to be, or as it “ought to be”

20
Innovation based on process need

21
Changes in industry structure or market structure
that catch others unaware

22
Demographics (population changes)

23
Changes in perception, mood and meaning

24
New knowledge, both scientific and nonscientific

Signals Network Next StepsIntro Tools
 Next Steps
 Signals of Potential Customers
 Introduction

Identify Opportunities With Four
Major Techniques:
Based on Bruner, Robert F., Applied Mergers and Acquisitions.
New York: John Wiley & Sons, 2004. Page 90.
Listen to markets
(“top down”)
Listen to firms
(“bottom up”)
Start with Data (“inside
out”)
Observe a pattern of
attractive performance in a
certain sector, e.g., past
successful investments by
your competitors.
Analyze
performance results
for sectors of the
market, then drill
down to the most
attractive
companies.
Analyze performance
of individual
companies, and seek
to identify common
causal patterns.
Start with ideas
(“outside in”)
Start with a theme you
believe in, e.g., the aging of
Western populations.
Investigate the
implications of your
theme on your
industries of
interest.
Investigate the
implications of your
theme on your
companies of interest.

Market Mapping Is a Powerful Way to
Identify White Space
Sample Market Mapping Approach
# Stage Example from Klout (ffVC company)
1
Choose industries and geographies of initial
interest.
Lean entrepreneur in US.
2 Define your proprietary point of view.
Thesis: People will care about their influence on social
media networks, just as they care about their
dress/appearance in face-to-face networks.
3
Translate into investment theme for specific
industries and/or geographies of interest.
Expect growth of analytics companies analyzing social
media influence.
4
List major players in target
industries/geographies, and how each will be
impacted by investment themes.
Recruiters and marketers will use social media influence
as a filter for identifying candidates with whom they want
to work.
5
Iteratively improve market map based on feedback
from industry.
Discuss elements of the market map with key sector
players through industry forums and mass media.
6
Determine which activities along the value chain
offer the highest return (typically the proprietary
ones).
A large database of information about social media
influence is difficult to build and can be branded.
7 Identify areas of future growth.
People will care about their influence in niche markets,
e.g., who are the influencers in the fashion industry.
8 Assess fit with your strategy. Examine how people are using the product.
9
Regularly update the market map based on market
feedback and lessons from investment prospects.
Get smarter.

Chinese Entrepreneurs’ Social Networking
Market Map (with Founding Year)
This chart is purely illustrative and is not intended to be exhaustive.
Business
Social
Dating
North America Western Europe China
LinkedIn
(2002)
Facebook
(2004)
Tinder
(2012)
VZ
Netwerke
(2005)
Badoo
(2006)
WeChat
(2010)
MoMo
(2011)
LinkedIn
(2002)
LinkedIn
(2002)
MaiMai
(2012)

Other Sample Market Maps
Contextual info about each company to Include
 Management strength
 Product strength
 Client desirability
 Financial returns
Quality
Products
Customer
Segment
Distribution
Channel

© 2018 David Teten. More at teten.com 30http://flickr.com/photos/neilt/2517652/sizes/o/
Google Search Hacks
 Filetype:pdf
 Filetype:ppt
 Filetype:doc
 Books.Google.com
 Site: [proven site]
eDonkey—search hard drives

 Often available free
for students
 Public libraries also
often offer free access
 D&B
 Hoovers
 Factiva
 LexisNexis
Major Research Databases
http://www.flickr.com/photos/kodomut/3728718035/sizes/l/

© 2018 David Teten. More at teten.com 32http://www.flickr.com/photos/kodomut/3728718035/sizes/l/
Wall Street Research
 Charles Schwab account

 Slideshare – presentation slides
from conferences/events
 Scribd, Docstoc – general
 Archive.org – Web archives
 BaiduYun - Chinese
http://www.flickr.com/photos/sookie/94778946/
Online Document
Repositories/Marketplace for
Files, Publications,
Presentations, and
Whitepapers

 Attaain
 Compete
 Rivalmap
 SpyFu
Tools for Tracking Competitors

 Prestige
 Open doors
 Education
 Substantive experience
 Target marketing
http://www.flickr.com/photos/uaein
credible/3333223048/sizes/o/
How to Woo Interns

© 2018 David Teten. More at teten.com 36http://flickr.com/photos/foundphotoslj/1134148114/
Student Consulting Free Resources
 Columbia Business School Small Business
Consulting Program
 Insite Fellows
 InternMatch.com
 Colleges
 Student Special Interest Groups
 Offshore: IIM Ahmedabad Forum for Industry
Interaction
 Riipen.com

© 2018 David Teten. More at teten.com 37http://www.flickr.com/photos/extraketchup/748452643/sizes/o/
 Adword buys
 Google Forms
 Surveymonkey
 Polldaddy
Polling

 Next Steps
 Signals of Potential
Customers
 Introduction

 Observe customers in action
 In-depth interviews
 Snowball sampling
 Ask for referrals to
potential buyers to build
a sample
 Online surveys
 Bleeding-edge users`
Customers
http://www.flickr.com/photos/superrabbit/319538167/© 2018 David Teten. More at teten.com

© 2018 David Teten. More at teten.com 40Source: Jeff Stewart
Ship Early

© 2018 David Teten. More at teten.com 41Source: Jeff Stewart
Questions Signal Need
 Quora
 ZhiHu
 36Kr

Analyze Search Engine Traffic
Source: Jeff Stewart
 What phrasing do people use to describe their
problem?
 Use Google Adwords Keyword Tool

Vary Your Launch Pages, and
Always Collect Emails

Source: Jeff Stewart. Interaxon and Indiegogo are
both ff Venture Capital portfolio companies.
Cash Is a Market Signal

 CB Insights
 Crunchbase
 Techcrunch
 Mashable
 Mercurynews.com/vc
 Venturebeat
 China: LiaoYuan.io
Identify (and Probably Avoid) the
Sectors Attracting VC Funding
https://www.cbinsights.com/blog/micro-vcs-to-watch/#ffvc

Signals Network Next Steps
Character – Competence – Relevance – Strength – Information – Number – Diversity
Intro Tools
http://www.flickr.com/photos/marieswartz/
 Next Steps
 Introduction

Intro Tools
http://www.flickr.com/photos/2343976
1@N03/3258313816/sizes/l/
Social Media Allows You to Convert
Cold Calls to Warm Calls

Intro Tools
Network Valuation Formula
Ch = Character
Co = Your Firm’s Competence
R = Relevance of the contact
S = Strength of your relationship
I = Information
N= Number of people
D= Diversity
= D * ∑ (Chn*Con *Rn* Sn*In)
N
n=1

Intro Tools
Biography analysis software allows
you to search by common affinity and
more effective subsequent outreach
 Boardex
 Klout*
 LinkedIn
 Saleforce Data.com
 Pipl
 ZoomInfo
Leading Providers of Biography Analysis Data
* ff Venture Capital portfolio company

Intro Tools
© 2018 David Teten. More at teten.com 50http://flickr.com/photos/h-k-d/2898797929/sizes/o/
Learn from People Who’ve Been
There
 Ex-employees
 Customers who’ve analyzed market vendors

Intro Tools
http://www.flickr.com/photos/progra
mmerman/2315566040/sizes/l/
Organizing / Speaking at Events

Intro Tools
http://www.flickr.com/photos/progra
mmerman/2315566040/sizes/l/
Organizing / Speaking at Events
 Alumni organizations

Intro Tools
How to Get People to Return Your Calls
 WIIFM (“What’s In It For Me?”)
 Affinity
 Information
 Others' Credibility
 Ego Boost
http://www.nus.edu.sg/oam/studentprofiles.html

Intro Tools
Meet People Face-to-Face

Intro Tools
Effective Analysts Are Data Hounds
Tools for assimilating data into your
Contact Relationship Management (CRM) system
Data source Selected technology for inserting data into CRM
Cards FullContact
Data
Enrichment
Avention, ClearBit, Cloze, Data.com, Discover.ly,
Evercontact, Introhive, LeadIQ, Plaxo, Ringlead,
Salestools.io, SalesOps, VibeApp, DiscoverOrg
Other LinkedIn
Full CRM
Microsoft Dynamics, Salesforce, SalesforceIQ, Act, Base,
many others

Intro Tools
 IERG Online
 Executive Forum
 Sermo
 ChinaCEOT.com
Platforms
 LinkedIn
 Xing
 Google Groups
 Yahoo Groups
 Zintro
Sample Gated Communities for
Executives

Intro Tools
Sample Gated Communities for
Investors
Angel
Group
Platforms
Angel
Communitie
s
Loans
Private
Equity
Public
Gust AngelList
LendingClub
Association
for Corporate
Growth
Albourne
Village
Proseeder
CircleUp
Prosper
Axial
FT Alphaville
Long Room
LiaoYuan.io FundersClub AliLoan
Intralinks Deal
Nexus
Sum Zero
AngelClub OurCrowd MergerMarket
Value
Investors
Club
SeedInvest AngelClub LiaoYuan.io

Intro Tools
© 2018 David Teten. More at teten.com 58© 2018 David Teten. More at teten.com http://flickr.com/photos/extranoise/169187125/sizes/l/
Diversity your network by identifying
logically adjacent networks
 By technology
 By industry
 By geography
 By personal characteristics
 By market

 Next Steps
 Introduction

© 2018 David Teten. More at teten.com 60http://innovation.utdallas.edu/documents/OpportunityEvaluation.pdf
Further Resources
 Baron, R.A. Opportunity Recognition as Pattern Recognition. Academy
of Management Perspectives. Feb 2006
 Drucker, P.F. 1993. Innovation & Entrepreneurship. HarperBusiness. New
York.
 Bhide, A. 1996. The Questions Every Entrepreneur Must Answer. Harvard
Business Review. Nov-Dec 1996.
 Gourville, J.T. 2006. Eager Sellers, Stony Buyers: Understanding the
Psychology of New Product Adoption. HBR June 2006
 Graham, Paul, "How to Get Startup Ideas”
 Teten, David, and Allen, Scott 2005. The Virtual Handshake: Opening
Doors and Closing Deals Online. AMACOM, 2005. Free copy at
TheVirtualHandshake.com
 The Institute for Innovation & Entrepreneurship at UT Dallas:
innovation.utdallas.edu
 Checklist for pitching a VC: teten.com/pitch
 Relevant blogs: Corporate-innovation.co , Startuplessonslearned.com,
Teten.com

Any questions ?
slides at
teten.com/mr
HOF.capital
@HOFCapital
teten.com
@dteten

A representative of an asset management firm (“Firm”) is providing this presentation for
informational purposes to the intended audience. Nothing in this presentation shall constitute an
offer or solicitation with respect to the purchase or sale of any security in any jurisdiction nor
should anything in this presentation form the basis of, or be relied upon for, making any
investment decision.
Nothing in this presentation constitutes professional and/or financial advice of any kind (including
business, employment, investment advisory, accounting, tax, and/or legal advice), nor does any
information in this presentation constitute a comprehensive or complete statement of the matters
discussed or the law relating thereto.
This presentation and the information contained herein are provided “AS IS”. The Firm and the
presenter make no representation or warranty (express or implied) with respect to the
information contained herein (including, without limitation, information obtained from third
parties) and expressly disclaims any liability based on or relating to the information contained in,
or errors or omissions from, these materials; or based on or relating to the recipient’s use (or the
use by any of its affiliates or representatives or any other person) of these materials; or based
on any other written or oral communications transmitted to the recipient or any of its affiliates or
representatives. The Firm and the presenter undertake no duty or obligation to update or revise
the information contained in this presentation.
Disclaimer

4 of our 19 companies have female CEOs/cofounders;
2 of our 9 employees are women
Umaimah Mendhro
Founder & CEO
Carol Reiley
Co-Founder & President
Jessica Taggart
Co-Founder & COO
Tianyue Yu
Co-founder & VP of Products

HOF Capital has backed 11 founding teams from
underrepresented backgrounds: Africa, Latin America,
MENA, Turkey, and African-American
Robert Davari
Co-Founder & CEO
Iranian-American
Edrizio De La Cruz
Co-Founder & CEO
Dominican immigrant
Orkun Atik
Founder & CEO
Turkish immigrant
David Shadpour
Co-Founder & CEO
Iranian-American
Naguib Samih Sawiris
Founder & CEO
Egyptian immigrant
Umaimah Mendhro
Founder & CEO
Pakistani immigrant
Ryan Leslie
Founder & CEO
African-American
Iyinoluwa Aboyeji
Co-Founder & CEO
Nigerian immigrant
Louay Eldada
Co-Founder & CEO
Lebanese immigrant
Ricardo Garcia-Amaya
Founder & CEO
Colombian immigrant
Kaivan Sattar
Co-Founder & CEO
Bangladeshi immigrant

Additionally, HOF Capital has backed 10 founding teams from
Canada, China, Europe, India, and Russia
Ahti Heinla
Co-Founder & CEO
Estonian immigrant
Derrick Fung
Founder & CEO
Chinese-Canadian
Paul Kats
Co-Founder & CEO
Russian-American
Akhil Lodha
Co-Founder & CEO
Indian-American
Andrew Ng
Board member of Drive.ai
Chinese-American
Sameep Tandon
Co-Founder & CEO
Indian-American
Soenke Weiss
Founder and Executive
Director
German immigrant
Joshua Udashkin
Founder & CEO
Canadian immigrant
Vijaykumar Krishnaswamy
CTO
Indian-American
Janus Friis
Co-Founder
Danish immigrant
Ti Zhang
Founder
Chinese immigrant
Dishant Shah
Founder
Indian immigrant

Appendix:
Additional Slides from Presentation to
Chinese-American Conference

MaiMai
• Founded in 2012
• Market White Space identified: Unlike in Western countries,
communication in Chinese business community was not based on
emailing culture, and cold emailing doesn’t work very well in China.
Therefore, LinkedIn hasn’t achieved the place of being the most effective
business social media platform in China. MaiMai identified this Market
White Space and formed the business social network model that’s based
on mutual friends or connections, which is a more acceptable way of
building connections in China.

WeChat
• Founded in 2010, by Xiaolong Zhang
• Before WeChat came out, there are RenRen and QQ. RenRen was
the Chinese Equivalent of Facebook and QQ is the Chinese
equivalent of Whatsapp. However, there wasn’t a platform that
people could do both on it. That’s the market white space the
founder of WeChat and Tencent identified. With multi-functionalities
of private/group messaging, photo sharing and microblogging, and
later on e-wallet, WeChat took the absolute position of early-enterer
of this whitespace in Chinese social platform market, and attracted
1.1 billion users so far.

Weibo
• Founded in 2009, by Charles Chao (SINA founder)
• First microblogging site in China, model based on Twitter

MoMo
• Founded by Tang Yan, in 2011
• The first location-based online dating app in China, identified the market
white space in Chinese online dating market, which at that time, there
wasn’t an app available for people to meet nearby people, and users
could be selective on who they want to see based on common-interests,
communities, jobs, and different age groups.

HOF Capital works with students
 Jobs and internships: HOF.capital/jobs
 Research: HOF.capital/jobs/researcher

Appendix: Additional Slides for
Singapore
http://www.flickr.com/photos/90664717@N00/38

Darren Luo (NUS),
http://flickr.com/photos/found
photoslj/1134148114/
Intern Sources in Singapore
Universities:
 NUS Business School Career Services: http://bit.ly/9GOqAb
 NUS Career Services Center: www.nus.edu.sg/osa/career/employer/index.html
 NUS Overseas Colleges (NOC) www.overseas.nus.edu.sg/
 The ilead Program: www.nus.edu.sg/nec/ee/ilead/index.html
 NOC Alumni: www.nocalumni.org/site/index.php
 NTU Business School: www.nbs.ntu.edu.sg/careerservices/index.asp
 NTU Career Services Center: www.nbs.ntu.edu.sg/careerservices/index.asp
 SMU: www.smu.edu.sg/students/career_services/for_employer/recruit.asp
 Singapore Institute of Management: www.sim.edu.sg
Polytechnics
 Singapore Polytechnic: http://bit.ly/aPGxwu
 Entrepreneurship IAP: www.sp.edu.sg/wps/portal/vp-
spws/spws.i.entrepreneurshipinsp.itp
 Temasek Polytechnic: www.tp.edu.sg/home/global/glo_sip.htm
 Ngee Ann Polytechnic: www.np.edu.sg/ss/internship/Pages/local.aspx
 Nanyang Polytechnic: www.nyp.edu.sg/aboutNYP/job_opportunities_for_employers.html
 Republic Polytechnic: www.rp.sg/iep/employer/

Intern Sources in Singapore
 jobs.triplepoint.asia/jobs
 www.singapore-interns.com
 singaporeinternship.com
 originsingapore.com
 internsg.com
 IIM Ahmedabad Forum for Industry Interaction
Darren Luo (NUS),
http://flickr.com/photos/found
photoslj/1134148114/

The Next Great Entrepreneurial Opportunity: How to Identify Market White Space

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (19)

Ähnlich wie The Next Great Entrepreneurial Opportunity: How to Identify Market White Space

Ähnlich wie The Next Great Entrepreneurial Opportunity: How to Identify Market White Space (20)

Mehr von Smith Family Business Initiative at Cornell

Mehr von Smith Family Business Initiative at Cornell (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

The Next Great Entrepreneurial Opportunity: How to Identify Market White Space