book

Innovate, Fund, Thrive

Name: Innovate, Fund, Thrive
ISBN: 9781003835400

by Jean-François Denault, Philippe Tramoy

February 2024

Beginner to intermediate

226 pages

6h 12m

English

Productivity Press

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Cover Page
Half-Title Page
Title Page
Copyright Page
Contents
Preface
About the Authors
1 Overview of the Entrepreneur's Journey
2 Basics of Market Research
2.1 Basic Market Research Concepts2.1.1 Primary and Secondary Market Research2.1.2 Quantitative and Qualitative Data2.1.3 “Miles Wide” versus “Deep Dives” Research2.1.4 Types of Market Research2.2 Preparing Your Market Research Plan2.3 Collecting Data – Primary Research2.3.1 Data Collection Methods2.4 Secondary Research2.4.1 Active Secondary Research2.4.2 Passive Secondary Research2.4.3 Internal Secondary Data2.5 A Few Words on Ethics and Market Research
3 Basics of a Product-Market Fit
3.1 Getting Your Data3.1.1 Conducting Conversations3.1.2 Collecting Online Reviews3.1.3 Organizing Online Surveys3.2 Evaluating PMF3.3 The Final Word

4 Basics of Intellectual Property Strategy
4.1 The IP Portfolio4.1.1 Patents4.1.2 Trademarks4.1.3 Copyrights4.1.4 Trade Secrets4.2 Activities That Enhance the Value of Your IP Portfolio4.2.1 Patentability Assessment4.2.2 Freedom to Operate Search4.3 Theranos and the Limits of the IP Portfolio4.4 Final Thoughts
5 Developing a Customer-Centric Approach
5.1 Introduction to the Healthcare Ecosystem5.1.1 Overview of the Healthcare Ecosystem5.1.2 A Transforming Healthcare Ecosystem5.2 Different Ecosystems, Different Payer Models5.2.1 Single-Payer Healthcare5.2.2 The Social Insurance Model5.2.3 National Health Insurance Model5.2.4 The Out-of-Pocket Model5.2.5 Standing on Its Own: The United States5.3 Correctly Identifying Your Client5.3.1 Building Customer Profiles5.4 Developing a Customer-Centric Approach5.5 Closing Words
6 Developing Your Business Model
6.1 The Commercialization Model6.1.1 Classic Models: The B2B and B2C Models6.1.2 Eschewing the Private Sector: The B2G Model6.1.3 Evolution in Digital Health: The B2C2B Model6.1.4 Using Companies to Reach Individuals: The B2B2C Model6.1.5 One Product, Multiple Models6.2 Revenue Model6.2.1 The Transactional Model6.2.2 Membership/Subscription Fee6.2.3 Pay-per-Use Model6.2.4 Freemium Model6.2.5 Licensing Model6.3 Corporate Strategy6.3.1 Fully Integrated Model6.3.2 The Virtual Model6.3.3 The Research Model6.3.4 The Platform Model6.3.5 The No Research Development Only Model6.3.6 Other Specialized Models6.3.7 A Few Words on How to Select Your Model6.4 Planning VCs Exit6.5 Bringing It All Together, an Example of a Hypothetical Company
7 Preparing Your Pitch – The Presentation Deck
7.1 Presenting Quantitative Data7.1.1 Transforming Quantitative Data into a Graphic7.1.2 Building a Graph7.1.3 Decision Tree Modeling7.2 Presenting Qualitative Data7.2.1 Overview of Presenting Qualitative Data7.2.2 Using Quotes to Reinforce Qualitative Presentations7.2.3 Visual Layouts to Display Qualitative Data7.3 Presentation Tools7.3.1 Slideshow7.3.2 Visual Storytelling Software7.3.3 Infographics7.4 Slideshow Framework: The 10/20/30 Rule7.5 A Few Tips on Preparing Content7.5.1 Ask Yourself the Right Questions7.5.2 Gain the Support of “Ambassadors”7.5.3 Don't Neglect the Operation Side of Your Start-Up7.6 Closing Remarks – Simplifying Technology
8 Preparing Your Pitch – The Story
8.1 Five Things to Remember before You Start Writing Your Pitch Deck8.1.1 Give It Time!8.1.2 Practice Your Skills!8.1.3 Tailor Your Pitch to the Audience8.1.4 Be Committed8.1.5 Highlight Your Team8.2 The Seven Components of the Perfect Pitch8.2.1 Be Concise8.2.2 Be Clear8.2.3 Be Specific and Transparent8.2.4 Have a Dynamic and Impactful Attitude that Resonates with People8.2.5 Pay Attention to Your Speed8.2.6 When Writing Your Presentation, Follow the “7 S” Theory8.2.7 Sell Yourself and the Future Performance of Your Business8.3 Closing Words
9 Identifying the Right Person to Pitch To
9.1 A Few Basics About VCs that You Have to Know9.2 The Basics of the Venture Capital Fund9.3 Steps to Identify the Right Investor for Your Start-Up9.3.1 Step 1 – Identify the Right Investment Fund9.3.2 Step 2 – Identify the Right Level when Making Contact9.3.3 Step 3 – Identify the Right Individual within the Fund9.4 Talking to the Wrong Investor9.5 Closing Words
10 The Venture Capitalist's Rulebook to Investing
10.1 Preparing for the Venture Selection Process10.1.1 Fundraising Operation – Indicative Deadlines10.2 The Deal Flow – Step by Step10.2.1 Stage 1: Deal Sourcing10.2.2 Stage 2: Deal Screening10.2.3 Stage 3: Partner Review10.2.4 Stage 4: Due Diligence10.2.5 Stage 5: Investment Committee10.2.6 Stage 6: Deploy Capital10.3 Due Diligence: How to Judge the Situation of a Company10.4 Negotiations10.4.1 Financial Negotiations10.4.2 Legal Negotiations10.5 What You Need to Know about the Shareholder Agreement10.5.1 The Clauses of the Shareholder Agreement and Their Issues10.6 Questions and Answers (Q&A) during Exchanges with Investors
11 The Art of Negotiating with VCs
11.1 Seven Principles for Effective Negotiations11.1.1 Create a Relationship of Trust between Both Parties11.1.2 Know Well What You Want to Negotiate11.1.3 Treat Your Opposite Party the Way You Would Like to Be Treated11.1.4 Keep in Mind that You Can't Negotiate Everything, Be Strategic!11.1.5 Go beyond Positions to Understand What Drives Them11.1.6 Do Not Follow the Proverb “an Eye for an Eye, a Tooth for a Tooth”11.1.7 Listen to Understand, Speak to Be Understood!11.2 Seven Tips to Convince an Investor11.2.1 Assess Your Needs before Going into a Negotiation11.2.2 Never Lie11.2.3 Be Authentic and Know How to Listen11.2.4 Know When to Walk Away11.2.5 Stay Focused11.2.6 Be Resilient11.2.7 Find a Lead11.3 Some Key Issues that Will Require Negotiations11.3.1 The Challenge of Valuing Your Business11.3.2 The Issue of Control11.3.3 Founders' Obligations after an Investment11.4 Closing Words
12 Eight Classic Mistakes Life Science Entrepreneurs Make
12.1 They Underestimate (or Overestimate) Their Pitch Deck12.2 They Believe that Narrative Is Not Everything12.3 They Believe There Is No Competition to Their Innovation12.4 They Raise Funds Only When They Need Them12.5 They Underestimate (or Overestimate) the Protection and Value of Intellectual Property (IP)12.6 They Overestimate the Value of Their PhD or Business Experience12.7 They Neglect Cash Flow Management12.8 They Neglect Their Brand12.9 Key Learnings on Key Takeaways
13 How the World Changed Following COVID-19
13.1 How Has the Discovery Stage Shifted?13.2 How Has the Evaluation Shifted?13.3 How Has COVID-19 Shifted Strategy?13.4 How COVID-19 Has Shifted the Pitch!13.5 How Has COVID-19 Shifted the Growth Cycle?13.6 How Has COVID-19 Shifted Investment Perspectives?13.7 How Has COVID-19 Shifted Recruitment and HR Practices?13.8 How COVID-19 Has Shifted This Book
14 Challenges in Commercialization for Life Sciences Innovations
14.1 Commercialization Challenges for Digital Health Transformation14.2 Regulatory Frameworks14.3 Social Media and Life Science Marketers14.4 Challenges of AI and Life Sciences
15 Final Words
15.1 Your Idea Is Mature, Your Plan Is Made? Time to Pitch!
Index

Content preview from Innovate, Fund, Thrive

Chapter 5 Developing a Customer-Centric Approach

DOI: 10.4324/9781003381976-5

Some measure the success of a technology innovation by evaluating how it has improved an existing situation. For example, we examine if the innovation has enabled us to process information faster or more efficiently than existing technologies, or if it can detect a condition which other technologies are not able to. But when we focus uniquely on technology development, we omit market insight. As such, it is common to attend an interesting technology presentation, and start the feedback session by asking the founders:

“Who will use this innovation? Do they need it? ...

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ISBN: 9781003835400

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Innovate, Fund, Thrive

by Jean-François Denault, Philippe Tramoy

Chapter 5 Developing a Customer-Centric Approach

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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