Learn how to create AR business cards in REAL-TIME. You can either read the slide deck or watch video from Youtube : http://bit.ly/wWkMKN
Contact us for questions, comments, or suggestions
- info@zenitum.com
- kim@zenitum.com
2. Before you start, REMEMBER!!
Capture the Target this way!
make your smartphone parallel to the target and closer as much as you can
WRONG WAY!!
Smartphone PARALLEL to the Target (& Fill the camera view) CLOSER to the Target! Fill the view!
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4. Preparation
Complex Cards are better!
It doesn’t have to be amboyant design if the whole composition is complex enough
4
5. Preparation
It might work with Simpler Cards
Try yours. If it is not suitable for 3D models or Photos, it MIGHT work with Videos
5
6. Creation
Let’s use my business card
I included some what complex paern on my business card
front back
The front is regular text based but it might work with Videos contents
The back is filled with complex patterns suitable for any AR contents
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7. Creation
1) Build a New from Geozet
Click “+ New” buon at the boom
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8. Creation
2) Snapshot a Target
Your business card becomes an AR Target
good way beer way
Let’s use the back first
Get closer to the Target &
Fill the camera view as much as possible
Make the margin as small as possible
top gauge shows how complex is the target
Red is not enough / Green is good
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9. Creation
3) Select an AR Content Type
There are THREE types of content to be augmented on your business card
Choose ONE
Available AR Content Types are
3D Models : Zenitum prepared 3D models
Photos : Take New or Choose Existing
VIdeos : Take New or Choose Existing
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10. Creation
4) Add an AR Content
i. a 3D model on the business card
Select ONE Model Let’s preview to see if the AR content is OK (Try different angles, too)
Snapshot AR contents with target
10
11. Creation
4) Add an AR Content
ii. a photo on the business card
Take New or Choose Existing Let’s preview to see if the AR content is OK (Try different angles, too)
Snapshot AR contents with target
11
12. Creation
4) Add an AR Content
iii. a video on the business card
Take New or Choose Existing Let’s preview to see if the AR content is OK
As soon as it detects the target, it instantly play video
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13. Search
1) Give your business cards
and tell people they can watch AR contents through Geozet!!!
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14. Search
2) Let the Search Begins!
Simply click “Search” buon at the boom
For search, you don’t really have to ll the camera view
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15. Search
3) Searching is ON
Search will answer you with the list of AR contents augmented on the card
After short SEARCH, it will give you the list of AR content(s) augmented to the target
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16. Contact US
Have any suggestions, recommendations, or even complaints?
Let us know for beer service!
info@zenitum.com
kim@zenitum.com
16
Hinweis der Redaktion
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2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n
2. Market Section 4-5 slides\nGetting this section right is about 90% of the hard work of putting together the\npresentation. Obviously, this is because it is this section which states the strategic case\nfor the Company. Why does the world need a new company to do this? Why isn’t this\njust a product opportunity, not a company opportunity? The market must be described in\nsuch a way that it has several characteristics (if the company is to be interesting). The\nmarket (segment) must be emergent – i.e. cannot be much larger than your company by\ndefinition. The ultimate market must be open endedly large. The market opportunity\nboundaries must be outwardly movable. Your company must be able to be the market\nshare leader of the defined market.\nFour to five slides are the maximum here to describe the “opportunity.” There\nneeds to be a clear hierarchy of the flow of the messages from the first to last of these\nslides (as well as from the top to the bottom of each slide). By the last slide, the\nopportunity “market need” should be tightly enough defined that your company’s product\noffering is an exact fit.\nYou will note if you review this format that the emphasis is on the “market”\ndescription and only then the fit of the Company’s product/services, distribution, and\ncompetition. The formula for success in our business (“build the leader of an emergent\nlarge market”) is so simple (if elusive) that we sometimes lose sight of it and do not\nalways apply it rigorously as an acid test. We all know how hard it is (particularly in\nsoftware) to get the “right” market definition (which is both realistic and allows the\ncompany to be the market share leader of an interesting market). The annual money\nraising process is the incentive to rethink this market leadership targeting formula. The\nrest of the Company’s BPP falls into place if the Market Section can be gotten right (and\nvice versa). Looking retrospectively, has there ever been a significant venture success in\nIT products that were not “market share leader in an emergent large market?”\n