Rwanda Xcelerator slides

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Information about Rwanda Xcelerator slides

Published on March 1, 2016

Author: CaraBarnes1

Source: slideshare.net

1. Workshop Overview Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

2. Xcelerator role XceleratorKnowledge Skills Community Credit: noun project © Copyright VentureWell 2016

3. Workshop goals/outputs •  Strategy for – Validating innovation – Generating interest & demand – Introducing & sustaining innovation •  Action plan for next steps © Copyright VentureWell 2016

4. Day 1 •  Validation strategy – Market value chain – Product-market fit – Sustainability factors – Strategy mapping •  Dinner on-site © Copyright VentureWell 2016

5. Day 2 © Copyright VentureWell 2016 •  Demand generation strategy – Strategy map feedback – Marketing/storytelling – Partnership •  Action planning •  Goals for health facility visits •  ‘Pitch’ practice •  Dinner at Heaven

6. Day 3 •  Health facility visit – CHUK (referral hospital) – Remera-Rukoma (district hospital) – Health centers •  Debrief & discussion •  Dinner on-site © Copyright VentureWell 2016

7. Day 4 •  Team presentations – MOH •  Mini-labs – In-depth discussions on specialized topics •  Action planning – Prioritized list of actions •  Wrap-up © Copyright VentureWell 2016

8. Value Chain: Critical Step to Finding Market Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

9. Competitive advantage •  Who’s in your market? •  Who can help you improve - Quality - Efficiency - Differentiation © Copyright VentureWell 2016

10. Market landscape © Copyright VentureWell 2016

11. -Value-Chain- VALUE © Copyright VentureWell 2016

12. Market players Sourcing Production Distribution Use Credit: noun project © Copyright VentureWell 2016

13. Bring innovation into use •  Availability •  Affordability •  User acceptability •  Adoption Reaching end-users (or customers) © Copyright VentureWell 2016

14. Value chain process 1. Initial mapping 3. Revise & Upgrade 2. Research © Copyright VentureWell 2016

15. VCFunctions © Copyright VentureWell 2016

16. Research/Interview Product Credit: noun project •  Who? •  How many? •  What? •  How much? •  How? © Copyright VentureWell 2016

17. What value chain can do •  Identify constraints – Recent changes? – Expected & unexpected future changes? – Market nature/dynamics? •  Identify opportunities – Value-adding activities? – Improving local value chain? © Copyright VentureWell 2016

18. Recent trends •  Growing middle-class & more sophisticated consumers •  Burden shift to non-communicable diseases •  Better access to technology & information •  Growing interest from private investment •  Push toward universal health coverage © Copyright VentureWell 2016

19. Global health value chain Credit: noun project Patient Provider Healthfacility District distribution Zonal warehouse CentralMedical Store Govt. procurement agency Partner procurement networks Retailers& Wholesalers Foreign vendors Manufacturers Suppliers R&D Sourcing Use Supporting functions: R&D, infrastructure, talent, business services, etc. Policy & regulation: standards, law, norms/practices, etc. © Copyright VentureWell 2016

20. Value chain analysis •  Quality •  Efficiency •  Differentiation Credit: noun project COST VALUE © Copyright VentureWell 2016

21. Product Market Fit: Testing Value Proposition Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

22. Value hypothesis/testing Product-Market Fit Business model FitProblem-Solution Fit © Copyright VentureWell 2016

23. Product-Market fit is the only thing that matters.* *Marc Andreesen © Copyright VentureWell 2016

24. Why? The #1 company-killer is lack of market •  When a great team meets a lousy market, market wins. •  When a lousy team meets a great market, market wins. •  When a great team meets a great market, something special happens Source: Marc Andreessen & Andy Rachleff © Copyright VentureWell 2016

25. Product-market fit Market Product © Copyright VentureWell 2016

26. Product-market fit VALUE Problems + Needs< > Solutions + Experience< > © Copyright VentureWell 2016

27. Value proposition A value proposition is a positioning statement that describes for whom you do what uniquely well. © Copyright VentureWell 2016

28. Building value proposition Scan (Value Chain) SearchTarget VP © Copyright VentureWell 2016

29. Product-market fit http://mjskok.com/resource/gtm-segmentation-mvs-targeting >>> Minimum Viable Segment Small enough to dominate where MVP can succeed Minimum Viable Product © Copyright VentureWell 2016

30. Potential MVS? Credit: noun project Social Private Public © Copyright VentureWell 2016

31. Target ‘early adopters’ http://www.slideshare.net/chaise2jardin/what-is-product-market-fit © Copyright VentureWell 2016

32. Characteristics of early adopters •  Have problem •  Aware of problem •  Solving problem •  Actively looking for better solution •  Have access/connection to resources to acquire/implement innovation © Copyright VentureWell 2016

33. ‘Marketing’ to early adopters •  Building relationships (public/private) –  Tech lovers, opinion leaders, influencers –  Small medium enterprises (SMEs) –  Non-governmental organizations (NGOs) –  Get referrals •  Discover & share story about innovation •  Look for ‘co-designers’ © Copyright VentureWell 2016

34. ‘Marketing’ materials •  Simplicity: what do you do? •  Compatibility: easily fits into existing practice? •  Advantage: how much improvement? •  Adoption: easy to try? •  Compelling story: easy to share with others? Building demand © Copyright VentureWell 2016

35. Credit: noun project Our problem… © Copyright VentureWell 2016

36. How/What to ask •  A story about present or past experience – What happened? – Why was it hard? •  How’s problem being solved now? •  How can solution be improved? © Copyright VentureWell 2016

37. Cost/Benefit •  Price •  Design •  Integration •  Saving •  Efficiency •  Reputation •  Access •  Try •  Buy •  Implement •  Deploy •  Inertia/do nothing •  Switching $ •  Risk •  Good enough •  Alternatives? Differentiator Competitions © Copyright VentureWell 2016

38. Product-market fit •  Focus on minimum product-market fit •  Build demand among most viable segments •  Use early adopter networks to raise interest & build demand Product Market © Copyright VentureWell 2016

39. Product/Service Validation: Goals? Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

40. Pilot road map GO: Set goal & targets Perform stakeholder analysis Identify partners Select & recruit demo site(s) Design pilot; secure funding Draft demo plan Stakeholder review & approval Conduct demonstration & collect data Collect baseline data Analyze & synthesize results Publish & perform PR Evaluate lessons learned FINISH: Iterate on product, scale up. Source: Fraunhofer, 2016© Copyright VentureWell 2016

41. Pilot types & goals •  Scale •  Testing level – Component – System •  Field testing – Controlled setting – Representative – Clinical setting © Copyright VentureWell 2016

42. Co-designer approach •  Partners & stakeholders needs (risks) – Standards – User acceptability – Human resources – Sustainability •  Best outcomes – What’s next? © Copyright VentureWell 2016

43. Timeline Planning Coordination Execution Data gathering Outreach months + 1 year Completion: how long? © Copyright VentureWell 2016

44. Action plan after pilot •  Packaging data & results •  Sharing & communications •  Evidence à awareness & demand © Copyright VentureWell 2016

45. Sustainability Factors Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

46. Sustainability factors •  Availability •  Affordability •  User acceptability •  Adoption & Integration © Copyright VentureWell 2016

47. Adaptation to market Product or Service Team Market Health  System   Validate P/S Increase interest & demand for P/S Introduce & sustain P/S 1 2 3 © Copyright VentureWell 2016

48. Market segments Rural poor Urban/peri- urban poor Urban/peri- urban middle- income Urban/peri- urban high- income Healthcare delivery Public Private (incl. social sector) Mixed Financing model Out-of-pocket Subsidy (+ user fees) Insurance (Community-based à National Social Ins.) Mixed © Copyright VentureWell 2016

49. Public sector providers Dispensaries (18) – primary care, outpatient, referral Health Posts (34) – Immunization, ANC, FP Health centers (+430) – prevention, inpatient, maternity District hospitals (39) Referral hospitals (4) © Copyright VentureWell 2016

50. Private sector providers http://www.who.int/management/partnerships/private/privatesectorguide.pdf © Copyright VentureWell 2016

51. Shifts in health financing http://www.healthpolicyproject.com/pubs/804_TanzaniaHealthFinancingBriefupdateFINAL.pdf © Copyright VentureWell 2016

52. Health system Subsidized  models   For-­‐profit  models   Public   Private   Public   Private  Social   Finance  Delivery   Adapted  from  Taking  Innova+ons  to  Scale,  R4D,  2013.   © Copyright VentureWell 2016

53. Marketing Innovation through Storytelling Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

54. Source: Arabian Nights Stories are a communal currency of humanity. © Copyright VentureWell 2016

55. Marketing innovation ”I’ll see it when I believe it.””I’ll believe it when I see it.” Source: M. Bonchek, HBR, July 18, 2014. © Copyright VentureWell 2016

56. H. Monarth, The irresistible power of storytelling a strategic business tool, HBR, March 11, 2014. A story …can go where quantitative analysis is denied admission: our hearts © Copyright VentureWell 2016

57. Why tell a story •  Research findings – Human brain has affinity for stories – We remember facts when part of a story – Stories connect on a deeper level Source: Velocity , University of Waterloo © Copyright VentureWell 2016

58. “Data with soul” Story Contents Credit: noun project © Copyright VentureWell 2016

59. “When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion.” Dale Carnegie’s How to Win Friends and Influence People © Copyright VentureWell 2016

60. Marketing to emotions •  Money •  Self-preservation •  Recognition •  New experience Source: Roy Garn’s Magic Power of Emotional Appeal WHY WHAT HOW © Copyright VentureWell 2016

61. Don’t sell a product © Copyright VentureWell 2016

62. Sell a new way of making life better http://www.colalife.org/kityamoyo/ © Copyright VentureWell 2016

63. Speak human http://contentmarketinginstitute.com/2014/11/why-brand-speak-human/ © Copyright VentureWell 2016

64. A compelling ‘pitch’ •  What is it? – Brief, persuasive speech used to generate interest in what you or your organization does – Interesting, memorable, succinct •  What is the goal? – Capture interest, starting point for a longer conversation – Get a business card, spark questions, incite follow-up © Copyright VentureWell 2016

65. ‘Elevator’ pitch •  Who you are •  What you do/your solution •  How you do what you do (and why we should care) © Copyright VentureWell 2016

66. Credit: Campi & Company/Investor’s Circle © Copyright VentureWell 2016

67. Elevator Pitch Exercise Credit: Campi & Company/Investor’s Circle © Copyright VentureWell 2016

68. Credit: Campi & Company/Investor’s Circle © Copyright VentureWell 2016

69. ‘Pitch Deck’ •  Longer & more complete story •  Beyond value proposition •  About inspiration & aspiration for innovation •  About the people © Copyright VentureWell 2016

70. How much people remember Presentation Presentation + Visuals 10% 50% Credit: noun project Presentation + Visuals + Participation 70% © Copyright VentureWell 2016

71. Innovation Story 10-Slide Pitch Deck Source: Guy Kawasaki © Copyright VentureWell 2016

72. Goal/Objective •  Stimulate interest in innovation – To get second meeting – NOT covering every aspect of enterprise •  Develop pitch to be – CLEAR – CONCISE – COMPELLING – VISUAL © Copyright VentureWell 2016

73. Name of your enterprise or organization YOUR NAME YOUR TITLE 1 © Copyright VentureWell 2016

74. Problem/Opportunity [Describe the pain (problem) you’re alleviating or the pleasure you’re providing.] 2 © Copyright VentureWell 2016

75. Value Proposition [Explain the value of the pain you alleviate or the value of the pleasure you provide.] 3 © Copyright VentureWell 2016

76. Innovation ‘Wow’ Factor [Describe what’s special about your innovation. It’s better to use less words and more diagrams, schematics or flowcharts. Show prototype or demo if you have it.] 4 © Copyright VentureWell 2016

77. Business Model [Describe your proposed sustainable business structure: value proposition, customer segment, customer relationships, distribution channel, key activities, partnerships, resources, cost structure, revenue streams.] 5 © Copyright VentureWell 2016

78. Go-to-Market Plan [Explain how you plan to reach customers within a reasonable budget.] 6 © Copyright VentureWell 2016

79. Competitive Analysis [Describe as complete as possible what key competitions in the market look like.] 7 © Copyright VentureWell 2016

80. Management Team [Describe: key people on your team, their expertise and experience; board of advisors; board of directors; investors (if any).] 8 © Copyright VentureWell 2016

81. Financial Projection & Metrics [Provide realistic 2-3 year forecast of revenues and key metrics, e.g. customers reached/retained.] [What’s success?] 9 © Copyright VentureWell 2016

82. Current Progress [Explain current status of innovation and your future vision, including timeline and how you plan to spend raised investment.] 10 © Copyright VentureWell 2016

83. Value chain partnerships Xcelerator Training Workshop Kigali, Rwanda February 20-23, 2016 © Copyright VentureWell 2016

84. Partnership Credit:  Noun  project   What is our shared value? © Copyright VentureWell 2016

85. Partner value chains Your Value Chain Partner Value Chain Customer Value Chain © Copyright VentureWell 2016

86. Which value chains? •  Impact on people – Productivity/efficiency – Entry barriers (resources, knowledge) •  Impact on market – Access to key segments – Growth & scale potential – Leverage of public/private investment © Copyright VentureWell 2016

87. Partnership criteria History   Impact   Risk   Credit:  Noun  project   CompaLbility   Network   © Copyright VentureWell 2016

88. Other options? •  Besides partnership •  “MAKE” Do it yourself •  “BUY” Contract another organization © Copyright VentureWell 2016

89. Decision tree Strategic?   Fit?   Ac-vi-es   Processes   Outcomes   Performance   ExpectaLons   FEEDBACK   © Copyright VentureWell 2016

90. Practical rules •  You don’t have all the information for analytical decision •  Do the visions align? •  Do they add value? •  Are they honest? •  Are they capable? •  Can you get along? Credit:  G.  Pinchot   © Copyright VentureWell 2016

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