Making an Effective

PresentationLifeSciTN Business Planning Seminars Series

hosted by Baker Donelson

27 September 2012

Dr. Audrey M. Depelteau

"Too Often I Have Been

Trapped

In Presentations That

Were

Painfully Overlong,

Over Serious,

Under Organized

,

And So On….

And, I have been guilty of all of

the above.”

Carolyn Tallent

Material To Be Covered

Designing Your

Pitch

Logistics &

Audience

Backward

Design Model

Backward Design Educational Model

(Wiggins & McTighe)Identify Desired Results

Determine Acceptable Evidence

Plan Learning Experiences and Instruction

Why Use An Educational Model?Create the Big Picture: Set the Vision with the

End Goal in Mind

Identify Desired ResultsWho Is Your Audience?

Why Are You Presenting To This Individual/Group

What Result/Outcome Would You Like To

Produce?

Example My Audience: A group of Life

Science Entrepreneurs ready to take their business ideas to the next level, including those seeking outside funding.

Why: I am committed to supporting Tennessee Economic Development by keeping the best and the brightest here at home.

Objectives At the end of this session you, the

participants, will be able: To plan your presentation from a backward design

model.

To write four or more objectives or outcomes that you want your audience to ‘take away.’

To determine what logistics need to be identified and handled before the formal presentation is given.

To identify audience ‘listening’ focus.

To distinguish areas of weakness in your delivery skills.

To create an effective pitch to investors using a step-by-step model.

Tips for Effective Presentations

Purpose of Presentation

Organize Content

Prepare and Practice

Personal Appearance, Presence and Etiquette

On-site Preparation

Speaking

Visual & Projection

Slide Projection

Using Pointers

Handouts

Trouble-shooting, Questions

Data Listeners who are

primarily data driven will be evaluating your presentation to see if “it is grounded in the appropriate facts and figures.”

Structure Audience members who

look first for structure want to see how all the different aspects of your talk fit together.

Vision “Where are all these

strategy discussions going to lead us?”

Human Element:

People want to know where they — and everyone else — fit in.

Assume all four types of listeners are present.

Primary Listening Focuses

Brown, Paul B. Listen Up. Know Your Audience. New York Times. September 2, 2006

The Pitch

Plan Learning Experiences

Challenge

The challenge will be to incorporate all pertinent content that I will be discussing by:

Being concise

Using 10-12 slides Limiting your presentation to 10 - 15

minutes

Who are You, What is Your Company and What are its Core

Values? Introduce yourself.

What is the name of the company?

State concisely the core value proposition or the unique benefit the company will provide to address the customer need.

Be succinct and clear. Maintain a focus.

This is not a customer sales call. You’re not selling your product.

You’re selling your company, and your team.

Management Team Review

Who is on your team and why are they qualified to execute the plan?

Provide key points about them, relevancy of experience.

How will the team’s achievements, education and experience (both functional & entrepreneurial) reduce the risk of business failure?

Focus on how the team is capable of building a business around the product/service.

Has the team worked together before? Another startup? Another corporation? As partners, vendors/customer, etc.?

RAE’s Accomplished, Award Winning Team

15

•Bryant won 1998 Perkin Medal•>150 U.S. Patents invented by team members•> 50 Processes from concept to commercialization by team

members turning > $1 billion sales•Accomplished entrepreneurs and business executives in

team

Perkin Medal: given to a scientist residing in America for an "innovation in applied chemistry resulting in outstanding commercial development." It is considered the highest honor given in the US chemical industry.

9/28/2012 to Dean Haritos © Renewable Algal Energy, LLC

Name Area of Expertise DegreeYears of

Experience

Victor Allen Executive Management/ Finance MBA 25James Beck Management/ Licensing Psychology 35David Bryant, Ph.D. Intellectual Property/ Chemistry Organic Chemistry 44Calvert Churn, Ph.D. Aquaculture/Permitting Environmental Eng. 30Robert Clayton Harvesting/ Aquaculture Mechanical Eng. 36Jason Egli Engineering and Operations Chemical Eng. 15Stephen Falling, Ph.D. Analytical Chemistry Organic Chemistry 32Charles Harris, M.S. Aquaculture Construction Aquatic Sciences 38Jeffrey Kanel, Ph.D. Management/ Extraction Chemical Eng. 22Robert Kanel Process Control/ Management Computer Science 23Roy Meadows Licensing Engineering 26Richard Randles Executive Management Industrial Eng. 35Vincent VanBrunt, Ph.D. Extraction/ Mass transfer Chemical Eng. 37Ralph Wong Permitting, Land issues Business 42Total 440

RAE’s accomplished, award winning team

16

Perkin Medal: given to a scientist residing in America for an "innovation in applied chemistry resulting in outstanding commercial development." It is considered the highest honor given in the US chemical industry.

9/28/2012 to Dean Haritos © Renewable Algal Energy, LLC

Jeff Kanel, Ph.D.

Chem. Eng.President &

CEOExtraction

David Bryant, Ph.D.

ChemistryDirector of Intellectual

Property

Roy Meadows.Chem. Eng.Licensing

Victor Allen, MBA

Agricultural Business

CFOExecutive

mgmt

Rick RandlesIndustrial Eng.

COOExecutive

mgmt

Jason EgliChemicalEngineer

Cal Churn, Ph.D.

Environmental Engineer

Aquaculture

Steve Falling, Ph.D.

Chemistry

Bob ClaytonMechanical

EngineerHarvesting

Charles Harris, M.S.

Aquatic SciencesProject Eng.

Jim BeckDir. of

LicensingFounded Solaray

Bob KanelComputer Sci.Process control

Vince VanBrunt, Ph.D.

Chem. Eng.

Mike Bryles, CPA

Accounting

Ralph WongLand/ Waterpermitting

David SimsChem. Eng.

Plant Manager

What’s the Problem that you seek to solve?

State the big, important problem that the company is going to solve.

State concisely and clearly why this situation exists and persists.

This is your Market Opportunity; that need, want, or demand that is not being addressed by the competitors.

How Big is the Problem?

Assert the size of the opportunity you have identified.

Define the scope of the opportunity.

This is the Market Size, the number of buyers and sellers in a particular market.

Market continued

Explain the market that you are focusing on and provide statistics for the size and indications of growth. Rarely would a small and or decreasing market sustain a viable business.

Explain the industry dynamics, drivers, where your company will compete, why and how.

Demonstrate that you thoroughly understand your market and have targeted a segment that you can dominate.

Know the scope of opportunities and hone in on segment that is profitable and approachable.

Once you “establish a beachhead” you can expand, but trying to be all things to all people is a recipe for failure.

Mention any Intellectual Property advantage - any patents or defendable IP that will be a barrier to entry to competitors.

Solution

What is your Solution?

State concretely what you will build/develop that solves the problem.

What is the Value that your Solution Provides?

State clearly and quantify to the extent possible three to five key benefits you provide.

How Will You Get Your Solution To The

Market? Focus on articulating the non-obvious,

potentially disruptive elements of your strategy. (If yours is a sustaining innovation focus on better value).

What are the critical hurdles that your company faces and how will you address them to get the sale?

This is your go to Market Strategy.

Customers Who are your customers? What relationship do you have

with them?

What is their compelling business reason to buy your product/service?

What is the revenue model: purchase, lease, purchase & annual maintenance, subscription fees, licensing fees, etc.?

Do you have any revenue generating customers now? Are they profitable?

Investors like products that ‘remove pain’ or ‘solve a problem’ and have an obvious Return on Investment (ROI) for the customer at a price that is profitable for you.

Customers continued

Discuss qualities of an “ideal customer”

List your top 10 potential customers.

Do one or two large customers dominate you? If so, what is your plan to diversify? Exactly who in the company is the buyer? VP of R&D? Director of Sales? Who writes the checks? Is there any intermediary selling your product to the end user. (know this for Q & A or put in a handout)

Competitors: Who else provides a solution and why is yours

better? State clearly and concisely how your solution is

better than what everyone does in the industry, including the status quo.

Do your homework on the competition and don’t misrepresent their strengths or their weaknesses. Please don’t say you don’t have any. If there is money to be made, someone will enter your market. Explain who this is and why you are in a better position. (Lower pricing rarely ever wins!)

This is your Competitive Advantage which allows you to generate greater sales or margins and/or retain more customers than your competition.

Competitors continued

What’s unique to your technology/service? Why is it sustainable?

What are the barriers to competition?

After your initial product/service, what are the follow-ons?

If your competitors are large, well financed companies, be prepared to talk about licensing your product or selling your company to them.

This is your Competitive Advantage which allows you to generate greater sales or margins and/or retain more customers than your competition

Sales and Delivery Channels

How are you going to get your product to the customer?

How does the cost of distribution or delivery compare to the cost and profitability of the product?

Do you have any partners or alliances to help distribute your product/service?

Is there a well known company that compares/contrasts to your business model?

What will be needed to succeed and how will you and others

measure progress? What are the capital requirements for

the company?

Map the funding against your key milestones.

Tie the milestones to the key metrics in your financial projections.

This is your operating plan for the funds you are raising – financing requirements and associated milestones.

Exit Strategy When and how do you intend to exit

the business?

Be specific.

For Example stating that “Company a has acquired x # of similar companies over the last 3-5 years and is one potential buyer” is better than saying “we are hoping that someone could buy us.”

Why you? Why now? Solidify the core value proposition of

your company in words that are memorable and unique to your company.

If someone were to give a short summary the company, these are the words you want used – the opportunity and the solution

This is your Summary

Challenge The challenge will be to incorporate all pertinent

content that I discussed by:

Being concise Using 10-12 slides Limiting your presentation to 10-15

minutes. Practice, Practice, Practice and time

yourself. Confidence & Body Language are

critical.

Other Things to Consider

Be prepared to answer

Include in a handout

Sales Funnel/Process (this is one of the most important areas

in thedevelopment of a robust business model) Explain your sales process—how you qualify, what

makes you decide to continue sales discussions, how do you narrow your targets, who do you talk with, how do you move them to a close or contract. If you don’t know from experience, outline your assumption.

What is the length of your sales cycle, from the time you contact a lead to signing a contract, how many hours are spent in the sales process, and how long does it take? If you don’t know from experience, estimate.

Explain where your top 10 potential customers are in the sales process or funnel.

Assuming you can get it to market and make money, how

much will you make? What is your five-year financial

projection for the company?

What are the two to four key metrics that will drive revenues, expenses and growth?

Convey that you really understand the economics and evolution of a growing a dynamic company

These are your financial projections.

Financial Projections continued

Chart the top level revenue, expense, and profitability history, if any, for the previous year plus the next five years.

Explain correlation between revenue and number of customers.

Factor in length of sales cycle. For instance, if you intend to produce revenue of x amount of $ in 2013, yet the sales cycle is 12 months, and you have no customers in your sales funnel, then how is that going to happen?

Explain correlation between number of customers and revenues generated from each customer.

Operation/Staffing Explain your growth in terms of number of

employees.

Correlate to expenses outlined in Financial History. For instance, if you intend to grow from 2 to 20 employees to service 20 or more customers, and your expenses are only increasing to $300,000, then how is that going to happen?

Discuss staffing. What positions will you hire as you grow?

Acknowledgements Eric Matthews, Seed Hatchery in Memphis who has given me

permission to use portions ‘Suggestions for Making Your Pitch.’

Dr. Jeffrey Kanel of Renewable Algal Energy for allowing me to use them as an example.

Tony Lettich, Excalibur for sharing insights from an investors point of view.

Life Science Tennessee, Abby Trotter

East Tennessee State University Innovation Lab

Grant Wiggins and Jay McTighe for spear-heading and revolutionizing education change. Wiggins G., McTighe J. 2005 Understanding by Design. Alexandria, VA: Association for Supervision and Curriculum Development.

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