Accelerator Setup and

Operations Feb 2016

2

Zinnov is a leading management consulting firm with a focus on helping organizations globalize their business

• Started in 2002 with a focus on helping technology organizations globalize their operations• Ranked amongst top 20 Globalization advisors 4 years in a row• Currently Headquartered out of Bangalore with operations in Silicon Valley, Houston and Delhi and virtual offices in China and Singapore

R&D Innovation Cloud SMB People

Engineering & IT Excellence

Charter Definition/

Planning

Transformation

Product/Market Definition

Globalization Accelerator Platform

Industry benchmarks & Frameworks

Networking opportunity

Thought leadership & on demand insights

Branding opportunities

Business Strategy & Expansion

Business Strategy

Account Management

M&A/ Operations Optimization

Customer Connect

Emerging Markets

Direct Sales Maximization

Channel Design and Monitoring

Solution Ideation

Opportunity Assessment & Go to

Market

Service Offerings

Evolution

Focus Areas

Customers

3

Zinnov is uniquely positioned in helping Amdocs think through all aspects of accelerator setup and program management

THE ZINNOV

ADVANTAGE

Zinnov is uniquely positioned to

help Amdocs in designing,

setting up and operating the

startup accelerator due to 3 key

factors that Zinnov brings into

the process.

Deep expertise in design, set up and

operations management of multiple

successful corporate acceleratorsEx.: Microsoft, PayPal, Pitney Bowes

Extensive ecosystem connects across

startups, industry organizations, GICsEx.: NASSCOM, iSpirt

Strong In-house team of experts who

specialize in entrepreneurship and

accelerator operations

1

2

3

4

Zinnov has helped design, establish, operate several successful corporate engagements with startups

GIC’s Maturity

Va

lue

Ad

dit

ion

fro

m S

tart

up

En

ga

ge

me

nt

High

Low High

• Scan for startups in key focus

areas for the organization

• Understand overall landscape

• Zinnov framework for

identifying high relevance

startups and modes of

engagement

• Identify intended accelerator

outcomes

• Onboard high relevance

startups

• Design curriculum and

execute program end-to-end

• Understand investment, M&A

philosophy

• Identify startups for investments

• Deep dive analysis to identify

startups for M&A

Investments

and M&A

Startup Scanning

& Scouting

Accelerator

Setup

Zinnov has worked extensively across the value chain with a wide array of clients

5

Zinnov can perform a start-up scan to understand the relevant start-up ecosystem and then help in setting up an accelerator program, followed by investments and M&A assessment in future

Zinnov Offerings

Typically the startup scan is used as precursor for accelerator setup as well as for M&A identification. Zinnov can perform any of the

above mentioned offerings independently for Amdocs as well depending on the need

Year of

Establishment

Funding

Geographies

Product Types

Technology

Areas

Zinnov can provide companies with a detailed

understanding of the start-up ecosystem

across various cuts like:

START-UP SCANS

Industry

Verticals

Company

Relevance

Business Models

Zinnov can help companies in setting up and

operationalising their start-up accelerator and

provide support in:

START-UP

ACCELERATOR SETUP

Designing the accelerator offerings,

curriculum, program design, documentation,

selection & exit criteria etc.

Setting up of the facility and infrastructure,

fit-outs, communication hardware, IT

infrastructure etc.

Marketing events and promotional events

for the company to brand the start-up

accelerator program

Running day-to-day operations, sourcing

applications, shortlist & on-board start-ups,

manage curriculum & conduct reviews,

connect with external ecosystem, co-

ordinate with mentors etc.

INVESTMENTS AND M&A

Zinnov can help companies in identifying and

shortlisting potential startups for investments

and M&A by:

Understanding Investment, M&A

Philosophy

Startup Landscape Assessment

Target Identification for

Investments, M&A

Deep Dive and soliciting

connects with target startups

02

6

01

03

01

02 Designing and Setting up the Accelerator

03 Running the Accelerator and Program Management

7

India hosts the 3rd largest base of start-ups worldwide with a healthy nexus of talent, financial capital, and policy/regulatory support to fuel innovation

8

1 3 5

UK India Israel China

47,000 4,500 4,200 3,900 3,300

Tech. Driven Product/Digital Startups by Key

Countries

4

US

2

Strong Growth Indicators - India

Source: Startup India edition 2015 – NASSCOM & Zinnov, Startup Genome Global Ecosystem Ranking, Zinnov Research & Analysis

Notes: 1 Active Angel (or VC/PEs) is defined as an investor who has made at least one investment in 2015. Presented figures are for Jan-Sept 2015

Government Initiatives

• Improve Ease of Starting a Business

• State Government Startup Policies

• India Aspiration Fund

• Startup India Standup India

• Dedicated Startup Exchange

• Technology Business Incubator (TBI)

• Atal Innovation Mission

• National Knowledge Network

• CoE for IOT

VC/PE/ Angel Investors

Support Ecosystem

Startups Created Every Year> 800

Total Funding in 2015$4.9billion

Active VCs/PEs in 20151155+

Active Angels in 20151290+

Incubators/Accelerators103+

Startup Unicorn Club

40+Accelerators

33%Corporate

Accelerators

Bangalore and NCR are home to more than 50% of the start-ups and restof the cities are catching up

Technology Product/Digital Start-ups by Location

(Total = 3,100+)

Source: Zinnov Product/Digital Start-up Database

1

4

2

5

6

3

IndiaBangalore: 28%

Delhi-NCR: 24%

1

2

Kolkata, Ahmedabad, Cochin, Jaipur &

Trivandrum are the next emerging locations

eCommerce/ Aggregators

Big Data & Analytics

ERM/ ERP

Productivity & Collaboration

Education

Marketing & Advertising

India

IndiaMumbai & Pune: 21%

IndiaHyderabad: 8%

IndiaChennai: 6%

3

4

5

Top 4 Focus Areas of Technology Product/Digital Start-ups by Location

8

10

The global competitiveness of Indian technology start-ups is rapidly increasing

Global Success Stories from India

43% product/digital companies have focus on global markets

Set Up Pre 2000 Set Up Pre 2010 Set Up 2010 Onwards

Early Movers

• B2B Enterprise Products

• BFSI Vertical Focus

Growth Companies

• Enterprise Security

• Application Software

• Analytics

• Productivity

• Emergence of B2C

• Big Data & Analytics

• Marketing &

Advertisement

• Mobility

Source: Desi Products Videshi Markets: Indian Software Products Building Global Business – NASSCOM & Zinnov

• ERM

• Comm/Collaboration

• Cloud Computing

• Niche Use Cases

Young Start-Ups

11

The incubators and accelerators have diverse themes and innovative models that are enabling startups at all stages to scale more rapidly

• Access to PB cloud SW API's &

Data during the program

• Discounted licenses after program

• Preferential support on Legal, IP,

accounting from PB partners

• Technical, design, UX &

business mentorship from PB

engineering leaders &

external experts

• Infra support from PayPal

• Access to service providers at

competitive and preferential rates

• Launched in Nov „13

• Part of PayPal CSR

program

• In partnership with TiE

Chennai Chapter

• Access to space, infra, R&D

expertise, and cloud-based

Progress Pacific dev platform

• Architecture/dev assistance

• GTM assistance

• Connect with investors/VCs

Overview AssistanceProfessional

DevelopmentNetworkingFocus Areas

• Technology mentorship from

eBay

• Business mentorship from

TiE

• Launched in Aug „14 at

Progress Software iLab

center, Hyderabad

• Launched the program in

Aug „14 in Bangalore

• In partnership with the

NASSCOM 10K team

• Cloud, Mobile,

Collaboration, Enterprise

SW infra, Networking &

the future workplace

• Access to working space • Mentoring from business

executives, industry leaders

and VC investors

• Launched in Jan ‟14, start-

ups are incubated in

Target‟s B‟lore office

• Launched in Apr „14

• In partnership with the

NASSCOM 10K team

• Launched the accelerator

platform in Jul „12

• NA

• Payments,

Recommendation Engine,

Analytics

• Search, Data, Mobile,

Content, Social

• Location Based Services,

Mobile, Analytics,

ecommerce management

• Cloud, Mobile, Internet

• Access to successful Indian

entrepreneurs, angel investors,

legal experts, VCs, investment

bankers, etc.

• Access to SW, dev tools & cloud

for free through the BizSpark &

BizSpark Plus programs

• Business & tech mentors from

MS and across industries

• MS provides technical training &

guidance on Azure dev

• Investor connect &

exclusive showcase

opportunity

• Access to tools, resources and

operational support • Access to mentors

The Progress Pacific

Incubator Program

Accelerators / Noida

Source: Zinnov Research and Analysis

12

There are typically 3 degrees of value that corporates derive from engaging with startups –Branding/Talent, Innovation and Business Impact

Source: Zinnov Research and Analysis

Business ImpactDirect impact on business outcomes including revenues

Co-InnovationPromoting innovation around products & services, within and outside the organization

Branding & Talent SourcingEnhancing branding in ecosystem and attracting quality talent

M&A, Investment Opportunities

Joint go-to-market

Acquihire

Building new products & services around existing ones, increasing adoption

Promoting intrapreneurship and innovation within organization

Branding as an innovation-focused company

Attracting quality talent

1

2

3

Success

Stories

• Microsoft Ventures made strategic investment in SkyGiraffe – a

platform to extend enterprise systems to mobile devices – which

graduated from Microsoft Ventures Accelerator in Israel

• Microsoft Ventures has also done seed stage investment in startups

like Ranku, an online education discovery engine and Zula, a mobile

productivity startup

• Target has signed vendor agreements with startups like Konotor & MuHive that

graduated from Accelerator Program

• Konotor‟s app. allows Target store managers to communicate with HQ on

product queries, pictures of stock outs can be uploaded and sent etc.

• MuHive‟s platform fits with Target‟s “Express” store format which is used as

delivery centers for orders placed on the e-commerce site. The platform

connects social feeds with Target‟s CRM software

Benefits of start-up engagement

02 Designing and Setting up the Accelerator

13

03 Running the Accelerator and Program Management

01 Startup Landscape in India

14

Design and setup of the accelerator would involve the following 8 step process

Vision and Focus

Strategic vision, focus areas, value

proposition and targets for the

accelerator

Startup Selection Criteria

How would Amdocs define the

criteria for selection of startups

Accelerator Offerings

Accelerator offerings by Amdocs in

terms of tangible and non tangible

benefits

Investment , Budgeting and Expenditure

How would the budgeting ,

investment and expenditure

planning happen

Legal, IP and ROFR Documentation

Clear set of guidelines while

engaging with the startups through

the accelerator

Media ,Communications & Events

How would the Amdocs accelerator

engage with media and PR firms

and how often would events happen

Partnerships

2

1

3

4

5

6

7

Design and Setup

Exit and Post program Support

8

Partnerships with startup

ecosystem, vendors, etc

How will the Amdocs accelerator

engage with the startups post the

completion of the program

15

Various activities needed to be carried out for the smooth launch and functioning of the accelerator

Month Number → 1 2 3 4 5 6 Ongoing

Phase ↓ Activities ↓

Pre Launch

Activities

Define Accelerator offerings & Curriculum

Securing Seed Funding/Grant

Create De-bonded Space with separate access control

On-board Program Management Team

On-board Jury for startup selection, Mentors, BU heads, SMEs, etc.

Partner Legal/HR/Technology/Investor connects

Create Micro-Websites

Selection of cohort

Define startup selection criteria

Call for Application

Startup selection process through Core Team and Expert review and F2F interview

Media releases, Startup interviews, blog-posts, etc.

Onboarding &

Accelerator

Program Delivery

Launch day and introduction to startups

1 week Bootcamp

Workshops ( business, design, technology, product management)

Networking Meets

Mentorship Sessions

Conference/Events

Delegate Visits

Review/Evaluation of Startups

Pitch Days

Demo Day

Post-Program

Activities

Enlist in Alumni Program

Post-program support

Startup Evaluation for further engagement

Marketing Marketing - Media coverage, Social media, Internal, Road Shows

Articulating the strategic vision and intent of the accelerator

The following questions need to be answered while

defining the accelerator’s vision and intent :

What are the business drivers for your

organization to work with startups?

How would the accelerator model help in

meeting these needs?

How can Amdocs differentiate itself in its

accelerator?

What value does Amdocs bring to

startups?

1

2

3

4

Case Example

Objective of Target Accelerator Program

Vision is to help early stage startups develop concepts that could improve Target’s business and the broader retail industry

Through the four month intensive program, they focus on transformative and technology-driven ideas to create solutions for today’s rapidly changing retail environment

They would consider any startup which can better or improve the Omni channel experience for the customer. In line with their vision, Target has accelerated 10 startups in 2 batches, each of 4 months

Though the themes of 2 batches have been different, 7 out of the 10 startups have been integrated with the Target’s operations and technology, and the products are being used and tested across its major stores in the US.

Launched in Jan ’14

Startups incubated in Target’s Bengaluru office

16

1

Articulating the strategic vision and intent of the accelerator

Organizations can focus on specific problem areas• Through selected startups , organizations can focus on solving real problems facing them which

might not addressed otherwise

1

Collaborating for disruptive innovation• With access to new technologies, coupled with organization‟s own innovation culture and

mentoring, organizations have a chance of creating disruptive innovations

2

Exposure to employees • Helps promote and strengthen intrapreneurship, risk-taking, and out of the box thinking, as the

employees get a chance to mentor and work closely with the startups

3

Access to new markets • By collaborating with the startups , organizations get a chance to enter new markets with their

products/technologies

4

Promotion and branding of own technologies• Organizations get to promote their own technologies/platforms by offering them to startups for

free/subsidized cost

5

Accelerators / Noida

17

1

Establishing focus of the accelerator

Does your vision/ intent require an

accelerator with specific focus, or a

broader approach?1

Why will the startups come to you

rather than other accelerators?2What will be your USP that will

attract VCs and investors?3

Corporate accelerators usually have a technology /domain focus which helps the startups derive maximum benefits from the

accelerator. While differentiating the focus areas from other accelerators, following questions need to be answered :

Corporate accelerators generally employ 2 models to define their focus areas:

Tight Focus Model Wide Angle Model

• The tight-focus model is designed to strengthen the core business of

the company sponsoring the incubator or accelerator

• Often targeting innovations in business adjacencies as well as the

core itself, the incubator or accelerator is located in physical

proximity to corporate R&D facilities to promote cooperation between

the R&D and incubation units

• Companies that are seeking innovation of any kind, regardless of its

proximity to the core business, generally opt for this tool and follow

the wide-angle model, which is designed to capture new thinking

across a broad spread of domains, especially mobile solutions, IT,

and Internet-based solutions

• Technology, media and publishing, telecommunications, and some

consumer goods companies often employ the wide-angle model

because their industries are fast-changing, and disruption can come

from virtually any direction

Accelerators / Noida

18

1

Startup Selection criteria

Choosing the start-ups to incubate is one of the most important factors in the success of any accelerator.

Pursuing the wrong type of venture – those for whom the accelerator doesn’t have the means or networks to provide support, or those

without the potential to scale will spell failure.

Following are the key questions to be answered while designing your selection process:

What key criteria would you look for

in your startups?1How will you structure your

selection process to ensure you

find the right startups?2

Which other stakeholders could you

engage in the selection process?3

19

Following are the typical steps in sourcing applications and selecting startups for an accelerator program:

Application Process Core Team Review

A B

Expert Review

C

Face to Face

Interview

D

2

Startup Selection criteria

20

There are various methods for sourcing applications for startups. Applications can be sourced through third party start-up communities like f6s, gust.com, etc. or

through the accelerator‟s own website. Many accelerators also have tie ups with other early stage incubators like NASSCOM 10,000 Startups, Indian Angel

Networks ( IAN) incubator and various university incubators to source applications

Example: On an average a corporate accelerator receives 400-600 applications for each batch.

Application ProcessA

Zinnov maintains a database of 3000 start-ups in India across industries and has close tie ups with industry bodies like NASSCOM and iSpirit. We

have also done extensive research for companies on startup sourcing and shortlisting. Zinnov. through this expertise, would ensure that the Amdocs

accelerator gets quality applications as part of their sourcing process

Once the deadline for application submission has ended, the core team at the accelerator reviews the applications to shortlist about 10% of the total applications

received. Organizations need to set some set parameters like industry, team etc. for 1st level screening. A few of the parameters that the accelerators look for in

the 1st level of shortlisting include –

• Startup‟s alignment to accelerator vision and focus

• Team and opportunity

• Full-time founding team

• Team focus

• Team background and dynamics

• Prototype of the product

Core Team ReviewB

Zinnov through its research, would make additional information available on the startups and go through each application and ensure that only

relevant startups get shortlisted for the next round.

2

Every accelerator aims to provide the support and training necessary to grow its startups into market–ready ventures. A new accelerator needs to

consider its offering carefully – what will give it a unique selling proposition? And how will it best ensure that its startups are receiving maximum

support, information and advice? Before designing their program offerings , accelerators need to have answers to the following questions:

Accelerator Offerings

21

Accelerator Offerings

What type of support and training would your

programme offer?1

What resources might you need to create your

programme package?2

Which networks could you tap into to attract high

quality mentors?3

How could you facilitate interaction between your

past and present cohorts?4

What potential networks or markets might you

have access to that could help your startups?5

Is there a large enough pool of potential acquirers,

or follow–on investors, in your accelerator area?6

Co-working space Technology Support Other Support

Customer and Investor Connects Mentoring and Guidance Funding

A B C

D E F

3

• Co Working space is offered to start-

ups to help them collaborate and

work together with the ecosystem

• Usually 2-3 seats are offered to each

startup at the location

• Stationary, lockers , coffee

machines, cafeteria are provided to

startups

• Services like conference rooms .

board rooms, etc should be provided

specifically for startups

• Other logistics like 2-3 big screen

TV‟s , projectors, and depending on

the scope of the accelerator, other

equipment is also provided

• Technology can form a big chunk of

cost for early stage start-ups

• Corporate accelerators generally

provide technology backend support

to startups

• Also ,companies try to promote the

adoption of their products and

services by startups, by providing

offerings to them for free or at

subsided cost

• Also, organizations offer generalized

tools around web development and

cloud for startups

• Startups also get support in terms of shared

services , design and product management

• Under these services the startups get access

to IT, HR , finance and legal support

• Accelerators have tie ups with legal firms and

accounting firms which offer their services at

a discounted rate to the startups

• Startups get to open zero balance corporate

accounts and also get help with their legal / IP

documentation

• Accelerators might have in house expertise or

engage external outside organizations in the

areas of design and product management .

• Some accelerators also offer interns from

business schools and design schools to

augment the resources of startups

22

Accelerator Offerings

Co-working spaceA Technology SupportB Other SupportC

Zinnov has close connects with technology and design

schools across India and also has deep expertise on topics

like product management, which would enable the startups to

get quick support on these issues

3

• Accelerators should ensure that there a large enough pool of

potential customers and acquirers, or follow–on investors, in their

accelerator domain area

• Startups do not need investment alone, but also access to markets.

Successful accelerator programmes have, or can create, access to

key customer networks – both nationally and internationally

• Pilot studies are very important for startups to gauge the impact of

their MVP‟s and the use cases for it. Accelerators often help these

startups by letting them have access to few of their customers

• Organizations often take collaborative solutions to their customers

coupling startups products/services with their own

• Startups also often struggle to access networks of investors.

Accelerators attempt to cultivate strong relationships with investors,

not simply as providers of capital, but also as the right kinds of

investors who understand the investment landscape and who will

participate in their investments in the right way

23

Accelerator Offerings

Customer and Investor ConnectsD

• Zinnov has connects with almost 400 MNC R&D centres across

India and also with various VCs and seed investment firms in

India and across the globe

• We would leverage these industry connections to ensure that the

startups , as part of the accelerator program, get adequate

exposure to major organizations and investment firms

3

One of the most valuable aspects of any accelerator programme is access to its mentor network. The creation and management of this

network is therefore crucial. Though assigning mentors to start-ups happens when the accelerator commences operations, setting up a

pool of mentors should happen in the planning stage itself.

Accelerator Offerings

Mentoring and GuidanceE

Zinnov‟s mentor network extends to top mentors in the startup ecosystem in India. Few of the partners at Zinnov with 20+ years of industry experience,

are on the board of various start-ups as well. Zinnov would make the best mentor network available to the start-up.

Guidelines for setting up a pool of mentors:

Background:

• Mentors preferably should come with

experience in running start-ups or having

considerable experience with

„intrepreneurial„ projects

• Mentors should also be selected from the

domains in the which accelerator wants to

specialize and select start-ups

Network:

• Mentors should usually have strong

connects in the start-up ecosystem

• Mentors should have the potential to

connect the start-ups to the right kind of

investors , potential customers and

technologists

Commitment to Accelerator

• Accelerators should make sure that mentors

can devote 8-10 hours of dedicated time in

a month to start-ups

• Start-ups need to get their progress tracked

continuously from their mentors on various

aspects

3

• Corporate accelerators don‟t take equity generally for them to be a part of their accelerator but they might provide follow on funding

depending on the valuation

• Startups generally use the funds in product development and setting up the initial team

• Depending on the potential of the startups the accelerator may acquire further stake in the company once the startup graduates from

the program, generally through its own VC arm

FundingF

Zinnov can organize various pitch sessions regularly at the accelerator to ensure that start-ups get visibility to various VC firms and also angel investors. 24

Investment, Budgeting and Expenditure

4

Program Manager

PEOPLE & PROGRAM

MANAGEMENT

TECHNOLOGY

& INFRASTRUCTURE

EXTERNAL

CONNECTS

FINANCIAL

INVESTMENT AND

OTHER COSTS

Key cost components for Operations

Ecosystem enablement manager

Legal and HR service providers

De-bonded zone creation with separate access control

Infrastructure facilities like meeting rooms, Wi-Fi access, printer,

telephone, internet, electricity etc.

Mentor (internal & external) connects

Customers / partners empanelment

Accelerator Program Investment

Grant per startup ($10k), 4-5 startups per batch, 2 batches in a

year

Stationery, F&B, Travel, misc. expense

Marketing / PR activity

Admin Manager

Sponsorships and Subscriptions (Tracxn, TiE, NASSCOM)

Demo days, Startup events

Professional Services e.g. Zinnov for start-up scanning,

benchmarking etc.

• Zinnov would

recommend Amdocs to

set up an accelerator

with 2000 - 3000 sq ft

of space and 5-8

startups per batch ( 2

batches per year )

• Setup cost for the

accelerator in terms of

IT infrastructure, fit-

outs etc, would be a

one-time cost of USD

100,000 (estimated)

• The total annual

recurring cost on an

average based on the

above would come out

to be USD 350,000 –

USD 450,000 (this can

vary widely based on

accelerator offerings,

size and number of

batches, internal and

external events etc)

** Based on Zinnov’s experience with MNC accelerators

24

26

Legal, IP and ROFR Documentation

Zinnov‟s program management team would work with the startups in ensuring that all their legal documentation is in place and also ensure their

compliance to the local labor and company laws. We would also partner with external entities in various other tasks like incorporation of the startups,etc.

To make sure that Amdocs has adequate legal safeguards in place to avoid IP infringement and other issues, the Amdocs legal team would

have to incorporate the following points in their agreement with the participating startups :

• There would have to be a standard NDA signed between the Amdocs

and the startups . The NDA would include technology, business model

and partner related disclosures.

• Another legal instrument would need to be signed between Amdocs &

the participating startups relieving Amdocs of all 3rd party legal

obligations of the participants

Legal IssuesA

• There would be a 2 way, IP protection agreement is signed by both

Amdocs and the startups. Amdocs would have to ensure that the IP

protection is valid in both in India and other major Amdocs markets.

• The above stated legal instrument also would relieve Amdocs from

any IP infringement done by the participating startup.

IP Protection & SafeguardsB

• Right of first refusal is difficult to negotiate without equity investments

• Amdocs can have the “Right of First Offer” ( ROFO ) clause at the time

of the participation of the startups into the accelerator program. It would

give Amdocs the first right to invest into a participant startup. Amdocs

can match the valuation & terms being offered by outside investors, if

any.

• Amdocs may also include a co-investment clause, where Amdocs has

the right to co-invest upto 50% of the money being raised at near similar

or slightly lower valuations

• Amdocs can the rights of first refusal for post equity investments (Typical

min amount is $100K)

Investment RightsC

• Amdocs will not accept any participants that can be a direct

competition in the near future (Amdocs can have the finalists run

through Product Management for final approval)

• Amdocs will have first investment rights and co-investment rights for

a specified period

• Once invested, Amdocs will have a right of first refusal (ROFR)

against any sale to competitors

Risk of competition acquiring or investing into participantsD

5

27

Media, Communications & Events

Media, communications and PR is an integral part of any startup accelerator. Zinnov will create a calendar of events and engage outreach

partners to help Amdocs create the right kind of PR, campaigns & visibility within Amdocs and also outside start-up community.

Media & Communications1

Zinnov would engage a full time Public relations and social media marketing firm to take care of media and communications for the Amdocs

accelerator. Zinnov and Amdocs would work with these firms to come up with a calendar of various activities and also the content to be posted on

various social media and traditional platforms

Media and Communications activities would be done in 2 phases:

This would include the set of media and communications activities that would generate buzz in the startup

ecosystem before the launch of the accelerator. This would ensure a good quantity and quality of applications.

It would be done at 3 levels

Pre-Launch Phase

In this phase, the communications would be around the progress of the start-upsOperations Phase

6

28

Media, Communications & Events

Pre-Launch Phase Operations Phase

Startup Ecosystem:

• Zinnov would reach out to the various traditional and non-traditional media

in the start-up ecosystem. Online startup platforms Yourstory, VCCircle,

Inc 42, Techcrunch and social networks like Facebook and Twitter would

be leveraged to reach out to the start-up ecosystem in general. Mass

media channels like newspapers, business journals ( Economic Times,

Business Standard etc. ) would also carry articles and news items about

the accelerator launch

• The accelerator would also be evangelized through various start-up

ecosystem players like VCs, Incubators, angel investors, boot camps,

start-up meets and others

Internal Amdocs Employees:

• Employees at Amdocs would also be reached out, to apply at the

accelerator

• This would be done with the help of the corporate communications team at

Amdocs

• They would reach out to employees through their intranet, newsletter,

microsite, etc.

• Also ,they can put up posters and standees at various locations including

cafeterias.

Amdocs Stakeholders:

• Regular communication would be sent to the internal Amdocs stakeholders

before the launch of the accelerator

• They would be communicated about the inauguration of the accelerator and

also be invited to be a part of the inauguration ceremony

• In case, any of the start-ups have launched a product, secured funding, or

been admitted to any program outside the accelerator (e.g Google for

Entrepreneurs program), these events would covered in media and

communication of the accelerator

• Zinnov would launch a monthly newsletter as well which would cover the

various aspects of the accelerator and would be sent out to internal Amdocs

stakeholders and employees and also to the start-up ecosystem players

• For the demo day, invites would be sent to Amdocs stakeholders, VCs,

mentors, angel investors among others

• Members of the media would also be invited and this event would be

covered in a major way in the press

Zinnov has connects with the top media houses in India in both print

and TV , including Economic Times , Business Standard, ET

NOW etc. and would leverage these connects to get adequate

visibility to the Amdocs accelerator in all the phases.

6

29

Media, Communications & Events

6

Sponsoring major startup events around the country :

• Amdocs would sponsor at least 2-3

major startup events in the India

before inaugurating the

accelerator.

• A speaking slot would be useful in

evangelizing the whole concept of

the Amdocs accelerator to the

audience .

PR activities in leading

journals and media :

• Amdocs would need to do at least

2-3 PR activities in daily mass

media before the launch of the

accelerator

• Amdocs senior executives would

be quoted with their vision for the

accelerator and how this will

impact the startup ecosystem in

India.

1 2

Roadshows

• Amdocs would also need to do on

the ground roadshows in various

startup hubs in India .

• This would be done in partnership

with a BTL events company.

Coverage in Startups Media

• Zinnov would help Amdocs run a

series of articles on startups media

in India

• would help Amdocs get through to

the right target audience who

would be applying for the

accelerator program.

3 4

Following are the set of activities that would be executed 1-2 months before inaugurating the accelerator :

30

Media, Communications & Events

Events2

Zinnov will create a calendar of events and engage outreach partners to help Amdocs get good visibility in the startup ecosystem through events

Events will be done at 2 levels:

Month Number →1 2 3 4 5 6

Activities ↓

Pre Launch Events Accelerator Events

Pre-Launch Activities

Pitch session for accelerator

Accelerator Inauguration and introduction to startups

Workshops (business, design, technology, product management)

Office Hours

Networking Meets

Mentorship Sessions

Pitch Days

Demo Day

The objectives of these events would be to promote the

Amdocs accelerator in the startups community. These events

would be conducted across India in partnership with various

ecosystem players like NASSCOM 10K Startups, Startup

Weekend, Headstart, etc. Events like hackathons, tech

symposiums, award functions, mini conferences etc would

be conducted at regular intervals. They would start well before

the launch of the accelerator to create a buzz in the

ecosystem.

These events would be conducted to generate more

visibility for startups in the Amdocs accelerator. These

events could include Tech days, mentorship meetings,

pitch sessions with VCs or seed investors, fire side

chats, office hours and interviews with eminent

personalities from startup ecosystem and informal

gatherings to promote networking within the accelerator

and more.

External

Events

Accelerator

Events

6

31

Accelerator Partnerships

Zinnov will help Amdocs establish an optimal partner ecosystem to ensure the success of its accelerator program. Partnerships with the right

ecosystem players would ensure continuous support and also exposure to the startups. Amdocs can partner with the following ecosystem players

Vendor PartnershipsThese partnerships would include event management agency, PR agency, tie up for social media marketing and other suppliers at the accelerator.

E

Seed Investors & VCsAmdocs accelerator would need to partners with seed investors / angel investors / VCs. These partners would include both early and mature stage funding

organizations. These organizations would attend periodic pitch sessions and also the demo days where they will get a chance to interact with the start-ups.

Organizations in this category would include IAN, Mumbai Angels, Sequoia Capital, IDG ventures etc.

D

Technology PartnershipsAmdocs accelerator would also need to mentor with technology partners apart from Amdocs . These would include cloud infrastructure providers, microcontroller

chip companies, Software as a Service companies and more. E.g Amazon, Cisco, Oracle, Frescale, Texas Instruments

C

Mentor NetworkZinnov would help Amdocs create a pool of qualified mentors by partnering with leading industry personalities . Also , the internal resource pool at Amdocs would

also be leveraged in creating this network. External mentors networked would be leveraged from organizations like TiE, 1M/ 1M, Mentor Square, etc.

B

Other Incubators/AcceleratorsPartnering with the other incubators / accelerators is a great way of sourcing startups for the accelerator program. Lot of startups would want to join the Amdocs

accelerator after having graduated from other early stage incubators. Potential partner list in this category includes NASSCOM 10,000 Startups, Indian Angel

Networks ( IAN) incubator and other top university accelerators/ incubators

A

7

32

Exit and Post Program Support

The engagement of the Amdocs accelerator with the startups won’t end with the graduation of the start-ups from the program.

Amdocs can engage with the start-ups in the following ways on their exit:

The venture arm of Amdocs can invest in the

start-up based on the valuation that deems fit

at that juncture (could be follow on

investment or a first time investment)

AThe corporate acquisition team of Amdocs

can look at acquiring the startup B

Based on synergies with any product/service

at Amdocs, Amdocs can leverage the start-

up‟s products/services and look at offering

joint solutions to their customers

C

Amdocs can become a regular customer of the

startup and use their products internallyD

Amdocs can still be in touch with the startup for any

future engagement opportunity by forming an

alumni network for the start-upsE

On graduating from an accelerator programme, companies are still extremely young – potentially not yet viable for investment. Everything an

accelerator does is geared towards giving their cohorts the best possible chance of survival after graduation, so it makes sense that most

offer some sort of post–programme support to maintain or enhance startups’ investment (or even acquisition) viability for as long as possible.

Following are the key questions that need to be answered while designing the post program support:

How could you build and manage an alumni

network?1

What other post–programme support would you

have the resources to offer?2

Will you be able to offer follow–on funding? If so,

what criteria will you use for judging startup viability?3

What other ways might you be able to help your

startups secure follow on funding?4

8

Running the Accelerator and Program Management

33

01 Startup Landscape in India

02 Designing and Setting up the Accelerator

03

34

Running of the accelerator and the program management would involve the following 3 steps

1

2

3

Program Curriculum

Governance and Program Management

Key Operational Metrics

35

Setting up the program curriculum

Zinnov would help Amdocs create a detailed and in-depth 4 week course curriculum for its accelerator startups.

This program curriculum would include the following key features:

Lean Startup

This would help the startups develop skills and business practices to

effectively seize market opportunity. This would include parameters like

business model, strategy canvas, product features etc.

ADesign Thinking

This would help startups learn methods to explore and build empathy for

users to guide product features. Parameters included would be customer

interviews, product designs, sales personas, etc.

B

Platforms and Tools

The startups would receive guidance and mentoring to accelerate the

product development team. Parameters included here would be Platforms

and Tools, resource management, partnerships , etc.

CContent Marketing

Startups would Learn effective methods and strategies for acquiring

customers that stick. Key parameters covered here would be brand

building, customer acquisition, inbound marketing etc.

D

1

36

Governance and Program Management

Zinnov would be overseeing regular monitoring & control of the accelerator, which is aimed at driving periodic reviews during the course of

accelerator setup & operations. This would be a 4 step process:

Identify

• Identification of metrics that need to be measured

• Identification of baselines and end goals for each attribute

• Create a methodology to collect and measure the data

AMonitor & Measure

• Monitor adherence to accelerator setup plan

• Periodically collect metrics to compare with the proposed performance

measures

• Generate status reports and dashboards for key stakeholders

B

Process Adherence

• Evaluation of process adherence and compliance measurement

• Identification of gaps based on the data collected and industry best

practices

CRisk Mitigation Model

• Streamline feedback to PMO team for immediate course correction

• Continuous ongoing communication to maintain rigor

D

2

37

Key Operational Metrics

Metrics:

• Ratio of applications to selections

• How many and which all applicants were

not selected

• Percentage of rejection at each stage of the

process

• Maintain, in a CRM system, information on

the applicant founders and their team

members

• Tracking their progress of rejected startups

on Angellist, Crunchbase, and/or going

back to their web site in 3, 6, 12 months.

• Keeping a ratio of who is still in business

and what their status is.

Pre-ProgramSetting the baseline at the application process

A

In order to evaluate the success of an accelerator , it is important to track key metrics. Zinnov would track metrics for the Amdocs accelerator at 3 levels:

Metrics:

• How many startups have live products/

prototypes ready?

• Current customers and revenue per

customer (for most that will be 0 at the

start) that will work across revenue models:

CAC, ARPU, churn rate.

• Sales funnel – do they have leads? How

many? Are they qualified leads? What are

they worth?

• Average user growth in the last month.

• What mentors or advisors did they meet

through the program? What role did they

take with the company?

• Funding of startups – if any

• Addition in employee base post the joining

of the accelerator

In-ProgramMeasuring on the products and clients

B

Metrics:

• Is the startup still active or not?

• Customer growth percentage: CAC, ARPU,

and churn rate all expressed as percentage

growth.

• Sales funnel growth expressed as a

percentage.

• Average user growth each month

• What mentors or advisors are currently

active with the company?

• Any funding or follow on funding received

by the company?

Post-ProgramMonitor the graduates (Alumni)

C

3

Bangalore

69 "Prathiba Complex",

4th 'A' Cross,

Koramangala 5th Block,

Bangalore-560 095.

Phone: +91-80-41127925/6

Singapore

Level 42, Suntec Tower Three

8 Temasek Boulevard

Singapore 038988

Phone:+65 6829 2123

Texas

21, Waterway Ave

Suite 300

The Woodlands

TX-77380 USA

Phone:+1-281-362-2773

Beijing

Meilifang Tower 4, Entrance 4,

10/F #1003,

11 Beiyuan Shuangying Road,

Chaoyang District, Beijing

China 100012

Thank You

Gurgaon Office:

First Floor,

Plot no. 131, Sector 44,

Gurgaon-122002,

Phone: +91 124 4420100

California Office

3080 Olcott Street

Suite A125,

Santa Clara, CA 95054

Phone: +408-716-8432

• Startup accelerators are fixed-term, cohort-based programs, that include mentorship and educational components and culminate

in a public pitch event or demo day

• Primary objective of a start-up accelerator is to speed up the start-up development through a combination of financial support ,

guidance and /or training

Definition of a Startup Accelerator

Characteristics of a Startup Accelerator

Accelerator

Programmes

Business

Mentors

Alumni

Networks

Venture

Capital

Funds

Angel

Investor

Founders

Incubators

Corporate

Partners

Pitch

Trainers

Follow-on funding

and growth capital

• Early Stage Capital

• Access to Markets

• Advice

• An application process that is open to all, yet highly

competitive

• Focus on small teams not individual founders

• Time–limited support, usually between three to six

months, comprising programmed

• Events and intensive mentoring

• Cohorts or „classes‟ of startups rather than individual

companies

What is a start-up accelerator

39

Classification of Accelerators

Venture Backed Accelerators• In this type of accelerator a group of investors from diverse backgrounds

come together to back an accelerator .These accelerators exist to provide

deal flow to investors

1

Government Backed Accelerators• These are usually established with the intention of improving the local

economic development. The government funds the accelerator and also

the startups who are part of the program, with or without taking equity

2

Corporate Backed Accelerators• Corporates set up accelerator programs to access outside innovation

• The start-ups invited to participate in the accelerator are usually on the

verge of launching revenue-generating activities, and the corporate

sponsor promotes their development by granting them access to office

space, technical support, high-quality mentoring, networks of other start-

ups, and funding sources

• India has 6+ corporate backed accelerators which have incubated more 60

start-ups till now

3

Accelerators / Noida

Classification of Accelerators

40