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Business Studies for Computer Scientists, or "How to Start and Run a
Business Studies for Computer Scientists, or "How to Start and Run a
Introduction
Introduction
Outline Synopsis
Outline Synopsis
Reading list
Reading list
Reading list
Reading list
Reading list 2
Reading list 2
Reading List 3
Reading List 3
Reading List 4
Reading List 4
Reading List 5
Reading List 5
Reading List 6
Reading List 6
1. So you've got an idea
1. So you've got an idea
One of you will become a Billionaire
One of you will become a Billionaire
Why?
Why?
Never a better time to start than NOW
Never a better time to start than NOW
Why are you doing it
Why are you doing it
High Profit vs High Growth
High Profit vs High Growth
If you are not in business for fun or profit, what are you doing there
If you are not in business for fun or profit, what are you doing there
What is it
What is it
How? Writing the business plan
How? Writing the business plan
Investment Criteria
Investment Criteria
Market Need
Market Need
Who needs it
Who needs it
Defensible technological advantage
Defensible technological advantage
Strong management team
Strong management team
Senior Team
Senior Team
Believable Plans
Believable Plans
Writing the Business Plan
Writing the Business Plan
Writing the Plan - 2
Writing the Plan - 2
Writing the Plan - 3
Writing the Plan - 3

Презентация: «Проекта старт профит». Автор: Jack Lang. Файл: «Проекта старт профит.ppt». Размер zip-архива: 95 КБ.

Проекта старт профит

содержание презентации «Проекта старт профит.ppt»
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1 Business Studies for Computer Scientists, or "How to Start and Run a

Business Studies for Computer Scientists, or "How to Start and Run a

Company"

A course of 12 lectures Jack Lang

2 Introduction

Introduction

History of Lab and spin-offs – The Cambridge Phenomenon Programming only a small part of success

3 Outline Synopsis

Outline Synopsis

1. So you've got an idea... 2. Money and Tools for it's management 3. Legal aspects, contracts and copyright 4. People: How to organise a team 5. Project planning and management 6. Quality, maintenance and documentation 7. Marketing and Selling 8. Growth and Exit routes In addition to the above, there will be a course of 6 seminars in the Easter term

4 Reading list

Reading list

The High-tech Entrepreneur's Handbook Jack Lang Paperback - 224 pages (2 November, 2001) FT.COM; ISBN: 0273656155

Students will be expected to able to use Microsoft Excel and Microsoft Project

5 Reading list

Reading list

Lecture 1: From idea to Business Plan Cambridge Enterprise Starting a Technology Company: A guide for University staff and students Also online at http://www.enterprise.cam.ac.uk/building/starting.html Carter, M. (2004). It's all cobblers! The one book to read before starting a business. Cirencester: Management Books 2000. Rogers, E.M. (2003). Diffusion of innovations. London: Free Press. Segal Quince Wicksteed (1985). The Cambridge phenomenon: the growth of high technology industry in a university town. Cambridge: Segal Quince Wicksteed.

6 Reading list 2

Reading list 2

Lecture 2: Money and tools for its management: raising the cash Dyson, J.R. (2004). Accounting for non-accounting students. 6th ed. Harlow: Financial Times/Prentice Hall (or any basic accounting book) Varian, H.R. (2003). Intermediate microeconomics: a modern approach. 6th ed. New York: W.W. Norton. Shapiro, C. and Varian, H.R. (1998). Information rules: a strategic guide to the network economy. Boston, Mass.: Harvard Business School Press. Useful websites: http://www.bvca.co.uk http://www.etrade.co.uk http://www.londonstockexchange.com/en-gb/

7 Reading List 3

Reading List 3

Lecture 3: Setting up and legal aspects Manser, P. and Walker, S. (2002). Tolley's start-ups: law and business handbook. Croydon: Butterworths Tolley. Institute of Directors (1985). Guidelines for directors. 3rd ed. London: Director Publications. Useful websites: http://www.delphion.com/ (was the IBM patent search site) http://www.patent.gov.uk/ (UK Patent office) http://www.jordans.co.uk/ (company formation agents) http://www.solicitor.net/powers_and_duties.asp ( there is a lot of good stuff on that site)

8 Reading List 4

Reading List 4

Lecture 4: Project Planning and Management Townsend, R. (1971). Up the organisation: how to stop the corporation from stifling people and strangling profits. New York: Knopf (now out of print). Brooks, F. (1995). The mythical man-month. Boston, Mass.: Addison-Wesley Pub. Co. Useful software: Microsoft Project.

9 Reading List 5

Reading List 5

Lecture 5: Prototype to Product Moore, G.A. (1998). Crossing the chasm. Oxford: Capstone. Moore, G.A. (1998). Inside the tornado. Oxford: Capstone. Lecture 6: Standards, Quality, Documentation and Maintenance British Standards Institute (2000). Quality management systems: fundamentals and vocabulary. ISO 9000:2000 London: British Standards Institute. British Standards Institute (2002). Information security management: specification with guidance for use. BS 7799-2:2002 London: British Standards Institute. http://standards.ieee.org/ .

10 Reading List 6

Reading List 6

Lecture 7: Marketing and Selling Jeff Cox, Howard Stevens (2001). Selling the Wheel: Choosing the Best Way to Sell for You and Your Company. Pocket Books ISBN: 0671033107. Lecture 8: Growth, exit and Futures: places to look for new businesses Raymond, E.S. (1999). The cathedral and the bazaar. Sebastopol, CA: O'Reilly Alvin Toffler (1973). Future Shock. Pan ISBN: 0330028618. Vernor Vinge, Marvin L. Minsky (Afterword), James Frenkel (Editor) : True Names: and the Opening of the Cyberspace Frontier (2002) Tor Books ISBN 0312862075

11 1. So you've got an idea

1. So you've got an idea

..

Introduction Why are you doing it? What is it? defining the product or service; types of company Who needs it? an introduction to market analysis How? Writing the business plan Futures: some emerging areas for new computer businesses

12 One of you will become a Billionaire

One of you will become a Billionaire

Most will be millionaires And need to be Pension issue Say household income of ?50K @ 4% -> ?1.25M Inflation for 40 year @ 3% -> x 3 -> ?3.75M House, etc say ?250K -> 750K Total ?4.5M You won’t save ?4.5M from a salary Trading Starting an Enterprise

13 Why?

Why?

Why now? Because I can: available time and resource Just graduated, or made redundant and nothing else to do Brilliant idea or market opportunity Why me? Barriers to market entry What have you got to make it through? Expertise, resource, relationships Barriers to competition What stops others doing the same thing IPR, network effect, niche Unique advantages Know yourself Know your motivation so you can motivate others What counts as success?

14 Never a better time to start than NOW

Never a better time to start than NOW

Money Cambridge Angels, Cambridge Capital…. Support CEC, St Johns, Cambridge Enterprise…. Infrastructure Banks, lawyers, accountants Office space People Cambridge Network, mentors… Government EIS Tax relief, SMART Awards, SFLGS…. Princes Trust Society attitude OK to lose, “Better to have loved and lost than never loved at all” “Dare to Begin” (Horace) Nothing will be attempted if all possible objections must be overcome (Samuel Johnson)

15 Why are you doing it

Why are you doing it

Wealth generation You need ?5M by the time you retire, for a modest lifestyle Better toys Make a difference Social consequences Generation of employment Death of the nation state Fun or profit? Lifestyle or high growth? Funding Eventual size?

16 High Profit vs High Growth

High Profit vs High Growth

High Profit Lifestyle Restaurant/shop P&L Organic Growth 20 years Debt finance

High Growth Sell the Company Chain of Restaurants/shops Balance Sheet Investment Exit route 5 years Equity

17 If you are not in business for fun or profit, what are you doing there

If you are not in business for fun or profit, what are you doing there

18 What is it

What is it

Technology driven / market pull Product or service Specialist or mass-market Lifestyle or High-growth?

Mass Market

FMCG

Car

Game

Volume

Battleship

Consultancy

Bespoke

Movie

Low

High

Cost of entry

19 How? Writing the business plan

How? Writing the business plan

Business plan describes what you want to do BVCA Handbook KISS: Keep It Simple and Stupid! Write for the target audience Business Plan Competitions – Cambridge ?1k and Cambridge ?150K Cambridge University Entrepreneurs Society (CUE) www.cue.org.uk

20 Investment Criteria

Investment Criteria

Global sustainable under-served market need Strong management team Defensible technological advantage Believable Plans 60% IRR

21 Market Need

Market Need

Largest risk factor: everything else is process or resource Who needs it? Why? What are they doing now? How much is it worth to them? How is it sold, or advertised? Routes to market Alliances Branding Under served need Competition What other solutions? Sustainable or one-shot wonder? Growing market Global potential

22 Who needs it

Who needs it

FAB: Features Advantages Benefits Feature: This program runs really quickly Advantages: Less waiting time Uses less resources Benefits: Less frustration You can get more done Cheaper to run USPs: Unique Selling Points Market Research

23 Defensible technological advantage

Defensible technological advantage

IPR Patent Copyright Trademark Defensible technological leadership against well-funded competition Niche Market share

24 Strong management team

Strong management team

You can’t do it all by yourself “Small” project >10 person-year Team building 1:3:10 rule Alliances Recruit experience Financial Director Sales & Marketing Training & experience M erchant bank/Management Consultancy MBA

25 Senior Team

Senior Team

US

UK

Chair

Chair

Senior figure; Old wise head Experience and contacts; Major dispute resolution; part-time

CEO

Managing Director

Finding money; Investor relations; Style setting; Keeping the peace

CFO

Finance Director

Accounts etc. Office management; Administration, Legals, Quality control

CTO

Technical Director

Inventing new things; development

COO

Production Director

Running the factory and distribution

VP Marketing

Marketing Director

Deciding what and how to sell; pricing Marcoms; Market information

VP Sales

Sales Director

Selling; CRM;

26 Believable Plans

Believable Plans

Business Plan Development Plan Marketing plan Adverts, mail shots, web-sites Sales Plans Distribution, Direct Sales Quality Plans Financial Projections Budget 60% IRR Pay back financing in third year Cash flow

27 Writing the Business Plan

Writing the Business Plan

Executive Summary and funding requirement 1. Concept 2. The Market 3.1 Global market size and need 3.2 Sustainability 3.3 Competition 3.4 Marketing plans 4. The Team 4.1 CEO 4.2 CTO 4.3 CFO 4.4 VP Sales and Marketing

28 Writing the Plan - 2

Writing the Plan - 2

5. The technology and its IPR 6. Summary of plans 6.1 Development plans 6.1.1 Methodology 6.1.2 Milestones 6.2 Marketing 6.3 Sales and distribution 6.4 Quality and industry standards 7. Financials

29 Writing the Plan - 3

Writing the Plan - 3

Appendices: Financial model Key staff Letters of support Correspondence re IPR Full development plan Full marketing and sales plan Examples and brochures

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