Presentation by Winston Osuchukwu

2. LEVERAGING INNOVATION AND TECHNOLOGY
In solving poverty and its symptoms in Africa
RESEARCH
&
SUSTAINABILITY
LEARNING
DIGITAL
PRODUCT
INCUBATION
ACCELERATION
info@ekoinnovationhub.com
PURPOSE
Professional skills
training
- Data School
- Media School
Commercialize &
scale high-impact
businesses
Drive social-impact
products
addressing SDGs
Accelerate idea-to-
commercialization
curve

3. • IDENTIFYING YOUR RIGHT MARKET
FOR YOUR BUSINESS.
• GAINING COMPETITIVE
ADVANTAGE BY MEETING
CUSTOMER NEEDS.
• DELIVERING SUPERIOR VALUE AND
GETTING AN EQUITABLE RETURN.

4. Market Definition
Funding, Operations & Marketing strategy

5. What makes a good idea a business opportunity?
The key difference between a good idea and a business opportunity is an identifiable
group of people that are willing to pay for access to or use of that idea.
This makes the identification and definition of a market for an “idea” a foundational
step in establishing its viability as a business. The clear definition of the market is
required to optimize all aspects of the business, including:
• Funding Strategy
• Marketing Strategy
• Operations Strategy

6. Quantifying and defining a market
Definition: A market is defined as the population
of all people that would use a product or service
and have the economic ability to pay for it. The
market is usually divided into three categories:
● Total Available Market (“TAM”): This is
defined as the total market demand for a
good or service. It includes everyone that
could possibly want and can afford your good
or service.
● Serviceable Available Market (“SAM”): This
is defined as the population of potential
users that can be served by the specific
product “variant” provided by the company.
● Serviceable Obtainable Market (“SOM”):
This is defined as the market share that the
business can realistically be expected to win.

7. Why does market definition matter?
Market definition is the foundational process in a business. It influences every facet of
the business, and a mismatch between the market and the strategies employed by
the business will result in a suboptimal outcome. The funding structure of a startup
must be appropriately aligned with the market it intends to tap into.
Funding Structure:
The amount and proportion of equity capital necessary in a startup business is
proportional to the risk of entry and success in the market
Market Characteristics Equity (Size/Proportion) Debt
Monopoly Very Large/100% N/A
Oligopoly Large/100% N/A
Competition Variable/Moderate to High Venture debt possible

8. Why does market definition matter? (cont’d)
Operation Strategy: The structure of the market will define the appropriate
operations strategy for a startup. Operational strategies include the following:
• Product Management & Development
• Supply chain
• Human Resources
• Quality
• Process
• Inventory
• Schedule
• Location & Layout

9. Why does market definition matter? (cont’d)
Operation Strategy: The structure of the market will define the appropriate
operations strategy for a startup. Operational strategies include the following:
Product
Management &
Development
Supply Chain Human Resources Quality
Process Inventory Schedule Location & Layout

10. Why does market definition matter? (cont’d)
Marketing Strategy: The structure of the market will define the appropriate
marketing strategy for you startup. Marketing strategies describe how the business is
going to reach prospective consumers. The two main strategies are:
● Business to Business (B2B): This strategy is based on providing goods and services
to businesses who use it to deliver goods and services directly or indirectly to
their own customer base be it consumers or other businesses.
● Direct to Consumer (B2C): This strategy is based focuses on delivering the goods
and services directly to the end user.
Marketing strategies can also be a blend of the strategies above, where a business
caters to both B2B and B2C customers, but all options will be determined by the
defined target market.

11. Why does market definition matter? (cont’d)
Scalability: The ultimate size and structure of a market will determine scalability of
a startup. The scalability of the business and the number of current participants in
the market will determine the ability of the startup outside of a “market
redefining” innovation to get funded.
Viability: The size of the SAM and TM and the revenue potential when compared
with the investment required will define the viability of the startup.

12. In Closing…
• Defining the market and the opportunity it represents is the most important
task in starting any business
• Every decision at every point in the business's development must be made
inline with the market that the business operates
• Creating a market is usually not a winning strategy, and if pursued requires
more work on the part of the business, higher investments and carries greater
risk
• A business should serve an existing and definable market and clearly address
existing gaps or untapped demand

13. TSIC Team
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14. It’s all about the team...
Experience: The founders and partners have a well documented multi-decade resume of success as
scientists, leaders, founders, investors and managers locally and globally.
Technologically Savvy: The team has a deep knowledge of technology and its “real world” application
to solve problems and drive value across multiple value chains & sectors.
Passion: The team is connected, invested and passionate about the region. We are dedicated to
leveraging a lifetime of success and experience to deliver on the promise of the region
Independent: We are an independent company with the strength of character and focus on data
driven decision making. Thue we are better prepared to avoid the pitfalls of “fads” and “buzz word”
strategies
Investment Committee: TSIC has the benefit of an additional sixty plus years of current and
successful investment and private equity experience as independent IC members who share in our
passion for success in the region
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15. A passionate team focused on investment & growth in Africa
Our Founders consists of seasoned
experts with in-depth local and
international entrepreneurial,
investment, management and
leadership experience
Our Investment Committee includes
external individuals with a strong and
current track record of success in
private equity globally. All sharing a
passion for success and West Africa.
Our investment team consists of
professionals with strong subject
matter expertise, practical
experience investing across
sectors and markets, and locally
based with deep networks
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16. Founders & Partners
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YahyaChami jr.
Associate
10 years experience in IB and AM
SholaOlusanya
Analyst
CFA Level 3 candidate
Kyari Bukar
Co-Founder
30+ years in tech, finance, leadership
Regional thought leader and mentor
OsagieImasogie
IC Member
Sr.Managing Partner/Founder
Phoenix IP Venture
Investment Team Executive/Advisory Team
External Investment Committee Member
MosesAsomPhD
Co-Founder
30+ years in technology & leadership
Renowned Inventor, entrepreneur and
visionary
WinstonOsuchukwu
Managing Partner/Co-Founder
20+years financial services (10+ Africa)
Multi-asset management across SSA
Scott Mills
Partner
20+ years investment, military and
entrepreneurial experience
Ngozi Bell
Partner
Tech & venture investing , SME advisory
and extensive management and
business development

17. Q&A
1. How do I stage my business for higher sales?
❖ Higher sales is the result of delivering better value to the end user.
2. How can startups effectively access international funds?
❖ Transparency should be in the DNA of your business
❖ A transparent business model (“Black Boxes” are reserved for experts)
❖ A strong team with “subject matter” expertise.. (No packaging!)
❖ A clear and defensible market
3. What are ways of seeking out the right partnerships for your startup?
❖ Know your industry/market and find a partner that would benefit from a
relationship

18. Q&A
4. How do I define and locate my target market?
❖ This is based on the following questions
❖ Who would use/buy my product
❖ Who can afford to pay for my product/service
❖ Where are those people located (Geography/Economy)
5. How do I clearly segment my market?
❖ Find the unique characteristics to group your market
6. What type of customer should I attend to first when dealing with my
customers?
❖ The goal is to treat every customer as the most important customer

19. Q&A
7. How do we define the revenue opportunity when conducting a market size
definition?
❖ The revenue opportunity is a calculation of the LTV of each customer
multiplied by the population size of the Target market.
8. How do I employ the right people? And what step do I need to take in creating a
better environment for employees?
❖ Hire people you would like to spend 18 hours a day with?
❖ Hire people who are passionate about the “work”
❖ Treat every hire as a partner/shareholder (Give equity to all early employees)
9. Defining market during pandemic.
❖ Same as before, just adjust for any changes to behavior due to the pandemic

20. Q&A
10. How to increase your market potential?
❖ Build a better product/service
11. What can I do to have a solid business foundation?
❖ Define your value proposition clearly
❖ Price your product to provide more perceived value than cost

21. Q&A
Business Strategy
1. How can we increase sales and marketing using digital marketing?
❖ Must be an integral part of your marketing strategy
❖ Must be consistent with all your other marketing channel messaging
❖ Must be appropriately targeted to you’re the right customers
❖ Messaging must appropriate to the audience
2. What is an effective way of building a community with clients?
❖ Engagement!
3. Is it advisable to start a business during a pandemic? If yes what does one
need to look out for?
❖ Yes, if the business is not dependent on behavior that might have been
changed by the pandemic.

22. Q&A
4. How to you reach your target market with a digital product who lacks the tech know
how living in rural areas with poor phone networks & low data coverage?
❖ This is a classic case of a market that was not clearly defined. Your market is
unable to adequately use your product due to:
❖ Lack of knowledge (Tech know-how)
❖ Lack of infrastructure
❖ Marketing strategy that cannot reach the target market!
❖ This question has only one reasonable answer, there is no business here.
5. How do I compete with a multi-national as a “fast growing” startup?
❖ If you are already fast growing, then your value proposition is obvious to
users.
❖ Multi-nationals are large and slow, you can engage more closely with users,
iterate faster and provide “localized” products.

23. Q&A
Funding
1. Techniques for sustaining business capital?
❖ Sell more
❖ Make more profit per sale
❖ Reduce overhead
2. How to Raise funds?
❖ Personal Savings
❖ Friends and Family
❖ Angel Investors
❖ Venture Capital
3. Ways of cutting cost to maximize profit?
❖ If you can live without it, don’t buy it.

24. Q&A
4. Ways of attracting expansion capital?
❖ Clear unit economics?
❖ Simple plan for expansion and increase of marginal revenue and profit
5. How can I grow my business quickly without enough funding?
❖ I think first is an appropriate definition of required funding?