4. VISION
To groom the next generation of startup CEOs in Technology,
Life Sciences, Cleantech , Education, Consumer & Social
Enterprise sectors through a world-class curriculum, access
to mentors and funding, and a lifelong global network.
藉由全球化課程、業師、導師及資⾦金的媒介和活躍的國際網絡,在⽣生命科學
資訊科技及清潔能源等領域培育出下個世代的創業家
5.
6.
7.
8. Runkeeper, co-founded by Mike Sheeley with 10 million downloads, has beaten out Nike and
other fitness applications to be the #1 app on the iPhone
9. • Solar Junction is backed by NEA and DFJ, was founded by Vijit Sabnis, a Stanford graduate,
and has achieved the world record in solar cell efficiency 43.5%.
10. AgSquared, started by Guilia Stellari helping farmers optimize farming through
integration of data. It was started by a Cornell PhD in Ag with her Computer Science
degree
11.
12. SLP Taipei Team
Allen Lin 林群倫
NCCU MBA/CGU MSc
CVA/IACVA,
Taiwan Global Biofund
Fiona Liu 劉芝妤
CCU BBA/Finance
CVA/IACVA,
Hoss Venture
Travis Wu 呉俊逸
NTU BS/NTU MSEE
Wispro Technology Consulting Co.
HsinFu Kuo 郭信甫
NTHU PhD/NCTU MS
NTHU post-doc
ITRI
tsmc
Hoss Venture
Tina Su
蘇婉婷
NTU BBA
Hoss Venture
HSBC
Fred Tsai 蔡慶祥
NTU BS/NTU MSEE
ITRI
IBM Almaden Research Center
Hoss Venture
Phoebus Lin 林慧祺
NTU BS/NTU
MSC CVA/IACVA
Hoss Venture
Tiffany Wu 呉欣芳
NTU BS/Biochemistry
Taiwan Golobal BioFund
UCSF PhD candidate
David Ma ⾺馬永霖
Purdue BS /
Washington university PhD
Coxma investment Co.
Academic Sinica
2012 - 2013
44. 1.Entrepreneurial Journeys: How we got here !
2.Product Day (Product Feedback)
3.Lean Startup Exercise
4.Deep Dives (Business Model Canvas)
5.Customer Development (Market, Competitive positioning, Pricing,Adoption)
6.Business Plan/Business Pitch Workshop (8hr)
7.Mentor - Fellow (Speed dating)
8.Leadership & Co-founder Conflict
9.Corporate Structure
10.Financial Model
11.Temsheet & Termsheet Competition (8hr)
12.HOLIDAY PARTY (Optional)
13.Exits &Valuation
14.VC Competition (8hr)
15.Startup Showcase / Investor Day / Reflections
16.GRADUATION PARTY
SLP Taipei 2013-14 Curriculum
*Operation
*Networking
*Fund-Raising(Legal,Finance,VC)
45. What is needed at this meeting:
1. Pitch deck or demo product – two startups provide materials in advance
2. Business model canvas
3. SLP venture pitch evaluation tool
4. List of questions from the startup
5. Action of items
Deep Dives ( Business Model Canvas)
46. * 有經驗的創業家⽰示範
如何對投資⼈人簡報
* ⾓角⾊色扮演:由學員擔任投
資⼈人,對創業家提問
* 創業家給與真實的反饋
1.SLP venture
2.Panel
*Pitch your biz
*投資⼈人分享看過最好和
最糟的BP
*剖析BP&Pitch的架構
3.Financial Plan
投資⼈人想看什麼?什麼是影響
投資決策的重要因素?如何寫
財務計劃書?
4.BP Exercise
經過⼀一連串的教學,分成四組 ,
學員重新調整簡報,之後給予反
饋和討論
Business Pitch Workshop
50. Date:Date: Company
Name:
SLP
VENTURESSLP
VENTURESDescription:Description:Description:
SLP
VENTURESSLP
VENTURES
Criteria
Relevant
Questions
To
Keep
in
Mind
When
Scoring
(1
=
don’t
know
/
unclear
5
=
Excellent
/
strong
point)
Relevant
Questions
To
Keep
in
Mind
When
Scoring
(1
=
don’t
know
/
unclear
5
=
Excellent
/
strong
point)
Relevant
Questions
To
Keep
in
Mind
When
Scoring
(1
=
don’t
know
/
unclear
5
=
Excellent
/
strong
point)
Rating
(1-‐5)
Addressable
Market
Size
&
Growth
•Is
this
a
real
problem?
Is
this
a
big
problem?
•How
large
is
the
total
market
?
Is
this
market
real
?
How
much
of
it
actually
exists
today?
•Is
this
a
new
segment
or
the
company
using
a
substitute
to
address
the
market?
•What
segments
are
really
most
addressable?
What
is
the
size
of
those
segments?
•How
fast
is
the
market
growing
or
likely
to
grow?
•Is
this
a
real
problem?
Is
this
a
big
problem?
•How
large
is
the
total
market
?
Is
this
market
real
?
How
much
of
it
actually
exists
today?
•Is
this
a
new
segment
or
the
company
using
a
substitute
to
address
the
market?
•What
segments
are
really
most
addressable?
What
is
the
size
of
those
segments?
•How
fast
is
the
market
growing
or
likely
to
grow?
•Is
this
a
real
problem?
Is
this
a
big
problem?
•How
large
is
the
total
market
?
Is
this
market
real
?
How
much
of
it
actually
exists
today?
•Is
this
a
new
segment
or
the
company
using
a
substitute
to
address
the
market?
•What
segments
are
really
most
addressable?
What
is
the
size
of
those
segments?
•How
fast
is
the
market
growing
or
likely
to
grow?
Technology
/
Intellectual
Property
•How
innovative
and/or
disruptive
is
the
technology?
•How
many
US
patents
held?
•How
many
US
patents
are
pending?
•What
is
the
basic/core
patent.
Has
an
opinion
been
obtained
on
the
patents?
•Who
Biled
the
IP
?
•How
innovative
and/or
disruptive
is
the
technology?
•How
many
US
patents
held?
•How
many
US
patents
are
pending?
•What
is
the
basic/core
patent.
Has
an
opinion
been
obtained
on
the
patents?
•Who
Biled
the
IP
?
•How
innovative
and/or
disruptive
is
the
technology?
•How
many
US
patents
held?
•How
many
US
patents
are
pending?
•What
is
the
basic/core
patent.
Has
an
opinion
been
obtained
on
the
patents?
•Who
Biled
the
IP
?
Competition
&
Competitive
Advantage
•Who
are
the
most
direct
competitors
(with
similar
technologies
or
substitutes)?
•Who
is
backing
your
competitors?
•Has
the
pitch
identiBied
and
compared
the
competitors?
•Does
the
CEO
know
the
revenues,
USP
and
strengths/weaknesses?
•What
are
substitute
products/modalities?
•Are
there
competing
technologies
that
could
wipe
you
out?
•Who
are
the
most
direct
competitors
(with
similar
technologies
or
substitutes)?
•Who
is
backing
your
competitors?
•Has
the
pitch
identiBied
and
compared
the
competitors?
•Does
the
CEO
know
the
revenues,
USP
and
strengths/weaknesses?
•What
are
substitute
products/modalities?
•Are
there
competing
technologies
that
could
wipe
you
out?
•Who
are
the
most
direct
competitors
(with
similar
technologies
or
substitutes)?
•Who
is
backing
your
competitors?
•Has
the
pitch
identiBied
and
compared
the
competitors?
•Does
the
CEO
know
the
revenues,
USP
and
strengths/weaknesses?
•What
are
substitute
products/modalities?
•Are
there
competing
technologies
that
could
wipe
you
out?
Marketing
Plan
/
Expected
growth
•Where
do
you
need
to
be
price-‐wise
in
the
next
3
years
(up/down
etc)?
Will
this
product
commoditize
quickly?
•Who
is
target
customer
(proBile,
name
a
few
current
customers)?
•What
is
the
feedback
from
customers
/
pilots
on
the
current
product?
•How
will
you
sell
(direct,
partner,
domestic/international)?
•Has
the
company
Bigured
out
how
to
sell
/
grow?
•How
long
is
the
sales
cycle
(initial
contact
to
Binal
sale)?
•Where
do
you
need
to
be
price-‐wise
in
the
next
3
years
(up/down
etc)?
Will
this
product
commoditize
quickly?
•Who
is
target
customer
(proBile,
name
a
few
current
customers)?
•What
is
the
feedback
from
customers
/
pilots
on
the
current
product?
•How
will
you
sell
(direct,
partner,
domestic/international)?
•Has
the
company
Bigured
out
how
to
sell
/
grow?
•How
long
is
the
sales
cycle
(initial
contact
to
Binal
sale)?
•Where
do
you
need
to
be
price-‐wise
in
the
next
3
years
(up/down
etc)?
Will
this
product
commoditize
quickly?
•Who
is
target
customer
(proBile,
name
a
few
current
customers)?
•What
is
the
feedback
from
customers
/
pilots
on
the
current
product?
•How
will
you
sell
(direct,
partner,
domestic/international)?
•Has
the
company
Bigured
out
how
to
sell
/
grow?
•How
long
is
the
sales
cycle
(initial
contact
to
Binal
sale)?
Product
development
•Does
the
company
have
strong
product
development
capabilities
(in-‐house
or
external)?
•Is
the
product
done
?
Are
there
risks
to
completing
the
product
?
•Has
the
company
clearly
laid
out
the
product
development
path
and
tied
it
to
Binancing
rounds?
•What
issues
does
the
company
need
to
solve
and
what
are
the
milestones
for
those
issues?
•Does
the
company
have
strong
product
development
capabilities
(in-‐house
or
external)?
•Is
the
product
done
?
Are
there
risks
to
completing
the
product
?
•Has
the
company
clearly
laid
out
the
product
development
path
and
tied
it
to
Binancing
rounds?
•What
issues
does
the
company
need
to
solve
and
what
are
the
milestones
for
those
issues?
•Does
the
company
have
strong
product
development
capabilities
(in-‐house
or
external)?
•Is
the
product
done
?
Are
there
risks
to
completing
the
product
?
•Has
the
company
clearly
laid
out
the
product
development
path
and
tied
it
to
Binancing
rounds?
•What
issues
does
the
company
need
to
solve
and
what
are
the
milestones
for
those
issues?
Financials •Does
the
company
have
a
good
handle
on
the
Binancials
?•Does
the
company
have
a
good
handle
on
the
Binancials
?•Does
the
company
have
a
good
handle
on
the
Binancials
?
Use
of
proceeds
&
cash
Vlow
•Does
the
company
have
a
sense
of
the
breakdown
of
use
of
proceeds
•Where
is
the
money
going?
Product
Development
/
Sales
/
Marketing
/
Regulatory
&
IP
/
Working
Capital?
•How
much
cash
is
needed
for
the
company
to
break
even?
•How
many
Series
of
funding
are
likely
to
be
needed?
•What
are
the
breakeven
revenues,
units
and
month/year?
•Does
the
company
have
a
sense
of
the
breakdown
of
use
of
proceeds
•Where
is
the
money
going?
Product
Development
/
Sales
/
Marketing
/
Regulatory
&
IP
/
Working
Capital?
•How
much
cash
is
needed
for
the
company
to
break
even?
•How
many
Series
of
funding
are
likely
to
be
needed?
•What
are
the
breakeven
revenues,
units
and
month/year?
•Does
the
company
have
a
sense
of
the
breakdown
of
use
of
proceeds
•Where
is
the
money
going?
Product
Development
/
Sales
/
Marketing
/
Regulatory
&
IP
/
Working
Capital?
•How
much
cash
is
needed
for
the
company
to
break
even?
•How
many
Series
of
funding
are
likely
to
be
needed?
•What
are
the
breakeven
revenues,
units
and
month/year?
課程教材: ⼀一⽇日 VC 模擬評分表
51. Fellows Pitch
(1) How to create awareness for
your product without burning a
hole in your bank?
(2) Horses for Courses – Sales
for different customers
Panel – the art of selling
Role play
(1) A list of strategies on
how people have sold
(2) How to hire great sales
people and compensate
them
Fellow Presentations
Sales &
Marketing
Strategy
Feedback
Customer Day 顧客⽇日