TOR: Design, Develop & Manage Marketplace Platform (OPEN)

Terms of Reference
Project: Support to Innovative Start-ups Fund Project Location: Amman – Jordan
Subject Request for Proposals to Design, Develop and Manage ISSF Deal Flow Marketplace Platform
FAQS Click here for the Platform Questions & Answers
TOR No. 2/2019
ISSF Contacts Tel Email
06 – 46 36 333 info@issfjo.com

 

ISSF Background

 

In the past a variety of international indicators such as the World Bank Group’s (WBG) Doing Business Indicators (DBI) and the World Economic Forum’s (WFI) Global Competitiveness Indicators (GCI) have indicated that access to finance in Jordan is insufficient particularly for SMEs. The Global Entrepreneurship Index (GEI), the most exhaustive attempt to annually benchmark national ecosystems around the world ranks Jordan 64th out of 132 countries and the 10th in the MENA region. Jordan’s ecosystem is relatively well developed, there is no lack of innovative and creative ideas, however, capacity to generate the type of startups ready to be considered as viable by investors is limited. Challenges in the business environment are constraining investment and the ability of the private sector to grow and affect both the demand and the supply side. Additionally, the chronic and increasing level of national unemployment, particularly youth unemployment, has further exacerbated the need for investment tools to facilitate new company establishment and the resulting job creation.  As such, the World Bank and the Central Bank of Jordan have established a Fund of Funds called the Innovative Startups and SMEs Support Fund (ISSF).

The ISSF was established to mobilize and direct risk capital in Jordan towards supporting innovative SMEs.  Supporting innovative SMEs is seen as a potentially effective means to build on Jordan’s national investment in education through the creation and support of sustainably competitive new businesses.  In addition, the ISSF is tasked with supporting the start-up and entrepreneurial eco-system to accelerate and support the establishment of new companies and mitigate the risks inherent to early stage businesses.

The project’s development objective (PDO) is to increase private early stage equity finance for innovative small and medium enterprises (SMEs). The PDO will be measured through the following Results Indicators: (i) Amount of private capital mobilized through the project; (ii) Beneficiary companies receiving financing through the project; and (iii) Beneficiary companies that introduced a new product or process.

 

The project is structured around three components:

  • Component 1. Financing to SMEs including investment support (US$53.5 million of which US$44.75 million is World Bank financing)
  • Component 2. Deal-Flow Creation Support (US$6.25 million of which US$3.125 million is World Bank financing)
  • Component 3. Project Management, Coordination and Monitoring & Evaluation (US$4 million of which US$2 million is World Bank financing).

 

TOR Background

 

There exist number of challenges within the Jordanian entrepreneurship ecosystem that hinder start-up creation and growth. Some of the challenges face the entrepreneur (demand) side, such as unclear regulatory systems and lack of adequate financial products. While other challenge face the investor (supply side), such as lack of skilled entrepreneurs and entrepreneurial management, absence of appropriate legal structures for financing and weakness in investor rights’ protection. Below is a description of the main challenges related to the demand and supply side of early stage financing.

  1. Entrepreneurship and Innovation Ecosystem

The capacity to generate viable start-ups is limited. According to the Global Entrepreneurship Index, Jordan has above-world average rates in Opportunity Perception, Start-Up Skills, networking, Cultural Support, Product Innovation, and High Growth Indicators, but falls significantly below in terms of Risk Acceptance, and Risk Capital. Jordan has 10 incubators, 2 techno parks, a one business angel network in formation, and several business and export promotion support entities working with budding entrepreneurs and SMEs. Equity investors state that there is strong potential to create successful start-ups but there are too few effective investment readiness programs and mentoring that focus on preparing an entrepreneur and equipping them with the needed soft skills to promote and manage a business; there’s also lack of perception of the skillset required at the different stages of company development.

Furthermore, there’s a need for more transparency on the different offers and services as well as a need for connecting relevant actors with each other while reducing the “market noise”.

Table 1: Snapshot on Entrepreneurship support in Jordan across the various stages of company creation and development:

Type of Support Idea Stage Pre-startup/Business Planning Stage Start-up Stage Early Stage Early Growth/VC Stage
Business competitions, prizes, etc.. 1-2 Regional Initiatives
Incubation 10 Incubators across Jordan:

Zain Inc.

Gaming Lab

iPark ICT incubator & Orange

Acceleration 1 Oasis 500
Investment Readiness and Mentoring Endeavor Jordan
Training, access to markets, bus. Services, networks QRCE – Queen Rania Center for Entrepreneurship INJAZ – educational program BDC/JEDCO/Jordan Export Promotion Corporation BDC

JEDCO

Intaj

BDC

JEDCO

Intaj

BDC

Endeavor Jordan

Young Entrepreneurs Association VC Funding Networking Services

 

 

  1. The supply of early stage financing for Start-ups and small and medium enterprises in Jordan

 

Jordan has the lowest access to finance indicators in the world, especially for small enterprises. Data from 2014 shows that there are currently six (6) private equity (PE) funds in Jordan dedicated to investments with USD $3 billion of investments planned. The Jordanian seed and VC investment market remains nascent in terms of available and deployed capital, and number of transactions. The supply of early stage equity finance in Jordan does not meet the demand across all industries leaving many start-ups and SMEs to deplete their own resources from friends and family. There are current efforts by a couple of entities to raise new early stage equity funding but do not have enough capital in the market to sustainably meet their financing demand. This is especially the case for non-ICT sectors.

 

Table 2: Current sources and type of financing in Jordan according to firm life cycle

 

Idea Start-up First/early stage 2nd Early growth/scale 3rd Growth VC Pre-IPOs
Credit Guarantees & Commercial Credit JLGC

 

JLGC

OECD

Commercial Banks. Investment Banks
Equity Financing The below are looking to raise new capital in this space for Jordan:

Oasis500, Dash; propeller

All the below are regional funds who could potentially invest in Jordan: Badia/ATH, MEVP, Hikma Ventures, Wamda, BECO Iris Capital, Arzan Regional PE Funds

 

 

 

 

 

 

 

 

 

 

 

 

 

TOR Key Components and Scope of Work

 

 

The objective of the digital platform is to connect entrepreneurs, investors, and other ecosystem players in Jordan with each other, while providing digital tools and training on starting and doing business to improve the “Investment Readiness” of entrepreneurs and ultimately, increase Deal flow. Furthermore, the process of this local ecosystem building should capture the entrepreneurs’ journey from ideation up to securing funding for growth while offering in between training, coaching and mentoring services which eventually will help in identifying and supporting promising start-ups.

 

Main Platform Features:

 

  1. Ecosystem Mapping: Design, establish and deliver an online entrepreneurial ecosystem to provide visibility and engage all individual actors, enablers, and key institutional players in Jordan. This includes creating a registration tool to assist both businesses/entrepreneurs and VCs/Incubators/Accelerators/Service Provider/Trainers/Coaches/Mentors to build their profiles on the platform. Ideally, the registration form should be simple and standardised for each stakeholder type. This includes but not limited to the following operational aspects
    1. Feeding the ecosystem mapping with all key players (Including Detailed Profiles).
    2. Onboarding of all entities who want to use the application management features (Including their profiles, application forms, custom dashboards, and other related customer services that might require day to day account management.

 

  1. Start-up Assessment: Design, establish, and deliver an online diagnostic tool to assess registered businesses investment readiness level as well as to identify any challenges that hinder the business from securing its growth investment. Additionally, the start-up assessment will provide personalized performance benchmarks for entrepreneurs (not publicly visible) to guide them towards investment readiness, identifying knowledge gaps and suggesting need-based online courses. Furthermore, it will measure the progress of incubated and accelerated start-ups over time.

 

  1. Application Management: Design, establish and deliver a CRM tool to help VCs, incubators and accelerators to automate and organize their application process. Some of the essential features to consider for the application management tool are but not limited to:

 

  1. The ability for the VC/Accelerator/Incubator/others to create their own customized application form, i.e., create questions lists and categorize them under key focus areas where the VCs and other users can drag and drop the questions that are relevant to their application systems.

 

  1. The ability for the VC and the other users to have as many users as they need where the admin can share successful applications to other users to assess, score and submit back to admin.

 

  1. The ability of the VC and the other users to stamp/badge the companies who successfully graduated, and to flag companies that are committing fraud, i.e., Double dip

 

  1. The ability of the VC and other users to refer companies as investment leads to other VCs and to get feedback if those leads are attractive or not.

 

  1. Design, establish and deliver online reporting, dashboards, and monitoring and evaluation tools to monitor the progress for portfolio or cohort companies. This includes providing an automated pre-selection scoring and ranking of the applicants. The reporting of each applicant (both pre-selected and rejected applicants) should be easy to read (for example through a one pager reporting) and comparable with other applicants.

 

  1. Matchmaking: Connect with relevant entrepreneurs, investors, business development services, and training modules based on advanced algorithmic matchmaking and automated need-assessment. The matches would be highly curated and personalized, showing clear next steps to growth your business as an entrepreneur, investor or BDS provider.

 

  1. BDS System: Design, establish, and deliver a tool that facilitates the linkages between businesses and approved vendor services providers (VSPs) which will eventually facilitate subcontracting and cluster development. Ideally the VSPs should be able to register on the platform and complete an application form that would show the following:

 

  1. Business profile.
  2. Team availability and skills.
  3. Financial packages and description.
  4. Technical and financial performance over the last three years.
  5. List of clients and jobs completed over the last three years.

 

The platform would also recommend the best VSP to BDS eligible start-ups based on their need assessment and              enable start-ups to assess and rate the quality of services received. Additionally the BDS platform should also account for: Screen the submitted applications, review them, conduct a face to face interview, open a physical file and prepare a needs assessment report for each application based on the registration forms and interview; and finally recommend the application to reject it for participation.

 

  1. Partnerships and Business Linkages: Partnering up with entities that can potentially complement the platform, i.e., mentors and coaches’ platforms, online academies, etc.

 

  1. Data Collection and Mining: Throughout the developmental stage, data should be captured and at a later stage analysed to provide insights on the ecosystem, i.e., comprehensive views on entrepreneurs and their business, investment stages, backend analysis, etc… in order for ISSF to use in its published studies, blogs, interviews , articles, and social media posts.

 

Diagnostic Tool & based on results propose solution

Organization Registration and Flow Processes (Example):

Registration Types (I am):

ü  Entrepreneur with Idea

ü  Entrepreneur with Established Business

*Each program will have separate interface, tracking & reporting tools.
ü  ISSF EEDP*

ü  ISSF IADP

ü  Other Stakeholders

Training, IR, Incubation, Acceleration, etc..

 

 

 

 

 

 

Diagnostic Tool & based on maturity results give options

I am looking for:                                  

Investment
ü  ISSF

ü  Oasis

ü  Silicon Badia

ü  MEVP

ü  Etc..

 

Key Features:

E-learning modules will be integrated with the application and diagnostic processes.

Stakeholders can refer companies to each other.

Verification and serviced by stamps to be created for each stakeholder organization.

Each stakeholder will have a separate application system, and admin user to track and manage applications.

 

 

 

Investment Team

Stakeholder Registration and Engagement Processes (Example):

Registration Types (I am):

ü  Financial Institution

ü  Fund

ü  Accelerator

ü  Incubator

ü  Policy Maker

ü  Training Provider

ü  Service Provider

ü  Support Organization

ü  Angel Investors

Partner with ISSF
Support Ecosystem
Refer To:
Explore
Explore
 Content Dev.

Pro Bono

Guides

Monetization Opportunity
EEDP IADP
I am looking for:
Access Database

 

 

 

 

 

 

 

Key KPIs

 

  1. Number of registered businesses/ideas/entrepreneurs
  2. Number of registered VCs/accelerators/incubators
  3. Number of clients (VCs/accelerators/incubators, etc..) using the application management feature.
  4. Quantity and quality of features and its usability.
  5. Number of registered VSPs.
  6. Number of BDS transactions completed through the platform.
  7. Unique end users on the platform (number and ratio of active vs. registered users)
  8. Number of subcontracts, partnerships and joint projects.
  9. Quality of Reports.

 

Platform Development and Management

 

  1. The development of the platform will be guided by the principles of modulatory and interoperability, lean approach, building iteratively (SD) and will allow future additions in its functionality.
  2. The database of the platform will be built and maintained in a way that external ecosystem players and public entities can access, use, and analyse.

 

Operationalizing the platform, including but not limited to:

 

  1. Manage and maintain the platform with all its functionalities, including data cleaning, onboarding clients, partners, and other end-users.

 

  1. Initiating partnerships to expand functionalities and/or database.

 

  1. Onboarding the VCs/accelerators/incubators/etc., that use the platform for their application process to create their detailed profiles, consult and adjust their application forms, customize their dashboards, and provide other related customer services. This includes dedicating enough resources for account management of these clients.

 

  1. Continuously assess and improve the service offering, user experience, and the functionality of the platform through end-user feedbacks and stakeholders focus groups.

 

  1. Develop a strategy on how key ecosystem players (entrepreneurs, investors, incubators, accelerators, business development service providers, etc..) can be attracted, onboarded, engaged, and trained to use the platform. This might include offline market building as well as online community engagement methods. Conduct outreach in different regions, including partnering up with local ecosystem players to use the platform for their purpose, holding presentation in physical meet-up, and other online and offline market building activities.

 

  1. Identifying and uploading available content sources on the entrepreneurial ecosystem, details on administrative steps to create and operate a business. Information on all available local/regional funds, incubators, accelerator and non-financial intermediaries will complement the listing. This can be complemented by using community-based data collection approaches.

 

  1. Marketing and communication.

 

Monitoring and Evaluation

 

 

  1. Designing and administering monitoring and evaluation surveys and methodologies to be used throughout the platform development and rollout.

 

  1. Conducting and summarizing follow-up surveys to assess the benefits and weaknesses to clients as well as quality and relevancy of the platform to the other end users.

 

  1. Collecting M&E data on quarterly basis up to three years with the start of procurement.

 

  1. Reviewing together with ISSF team, the platform and its outcomes in order to identify areas that need to be updated and/or improved.

 

  1. Analyse the data generated during the program to gage the level of deal flow and the level of the entrepreneurship ecosystems in Jordan and select countries.

 

Business Model

 

This is an open bid for a “Build, own, Operate” commercial contract. Two or three competitive entities may wish to merge into own developing and implementing entity if this decision has been taken in consensus between the involved parties. Preferably one of these entities should be a leading partner and registered non-profit organization.

 

While the entrepreneurs, as one of the main beneficiaries of the platform, should benefit from as many free services, content, and data as possible, the implementing partner can monetize their services to VCs/accelerators/incubators/etc.., that use the platform for their application process.

 

Partners are highly encouraged to offer a (simple) freemium version and monetize through the premium version of their services and products.

 

When partners decide to monetize their services or products on the platform, a revenue sharing agreement between this entity and ISSF should be agreed case by case basis, and ideally any generated revenue should be reinvested in the platform, and a consortium will be assigned to manage it.

 

The specifications of this business model will be defined in close collaboration with ISSF, however the respondents need to demonstrate in their proposals how the platform can be made sustainable after the commercial contract ends.

 

Budget

 

 

Requests for Proposals

Taking into consideration all the above items, please submit the following to the ISSF offices located in Jabal Amman 3rd Circle opposite of the Ministry of Planning, Middle East Insurance building first floor no later than (February 27th, 2020 – Until 12Pm GMT +2).

  1. Technical Proposal

 

  • Requirements for Technical Proposal
    • The proposal should include the information requested below:
      • Letter of Interest
      • Table of Contents
      • Executive Summary Summarizing the Proposal
      • Organization Background
      • Letters of Recommendation and Reference
      • Organization Experience and Qualifications
      • Technical Approach to Scope of Work (a description of the work program including a description of deliverables and activities)
      • Work Plan, Timeline of Deliveries and Performance, and Budget
        • Scheduling of billing rates and a specific “not to exceed” capped fee including associated fees.
      • Company’s legal registration documents
      • Authorized signature certificate
      • Vocational License
      • Company and partners financial position for the last three years (financial statement).

 

  • Criteria for Selecting the Best Offer
    • Proposals will be evaluated by a select technical review panel and ISSF staff and judged based on the following criteria:
      • Thoroughness and understanding of the tasks to be completed
      • Background and experience in projects similar to the proposal
      • Staff expertise and overall experience of personnel assigned to the work
      • Time required to accomplish the requested services
      • Responsiveness and compliance to requirements of the project.
      • Showcase of the value being created through the platform to the beneficiaries.
      • Criteria for contract award: Highest Combined Technical and Financial Scores
      • Technical criteria weight is 80% (only respondents who received 80 scores of 100 will be eligible for opening of their financial offer).
Criteria Category Weight Maximum Points
Expertise of the company / organization submitting the proposal 20% 20
Team of Experts 20% 20
Technology 20% 20
Proposed workplan, methodology, approach and sustainability plan. 40% 40
Total   100

The length of the proposal should be 25 pages or less and should be readable and actionable. The technical proposal should be submitted in a sealed envelope, labelled “Technical Offer”, followed by company name and date of submission, stamped with the company’s stamp. Additionally, one electronic copy of the proposal should be emailed to info@issfjo.com.

 

  1. Financial Proposal

 

  • A separate itemized financial proposal submitted in sealed envelope, labelled “Financial Offer”, followed by company name and date of submission, stamped with the company’s stamp. Companies are requested a fee structure that can be embedded within the fees listed herein at no extra cost by the ISSF. This will be a significant part of the selection criteria. Company and partners financial position for the three last years (Financial Statement).
  • The Financial Proposal shall list all costs associated with the assignment. If appropriate, these costs should be broken down by activity and key components. All activities and items described in the Technical Proposal must be priced separately; activities and items described in the Technical Proposal but not priced, shall be assumed to be included in the prices of other activities or items.
  • Bid Bond: Bidding companies must submit a 10% bid bond of total financial proposal to be replaced by the awarded company with a 10% performance bond of the total amount of the tender and renewed annually until the completion of the project.
  • Taxes: The services offered may be subject to local taxes such as value added and sales tax. Any such amounts shall be included in the Financial Proposals.
  • Financial Criteria weight is 20%

 

 

Criteria Category Weight Maximum Points
The lowest price for the required deliverables. 40% 40
Breakdown of Budget based on the required key components 35% 35
Scheduling of billing based on accomplished key milestones 25% 25
Total   100

 

 

The technical proposal will be evaluated first, and separately from the financial proposals. The financial proposal shall be returned, sealed, and unopened to the parties who did not pass the technical review. The ISSF will not be obliged to provide justification for the technical review results.

  1. TOR Annexes

ISSF Investment Stages.

  1. Written Questions:

Prospective respondents will have the opportunity to submit written questions via email to clarify any uncertainties that may exist. All questions must be submitted via email to info@issfjo.com. Questions must be received by ISSF no later than 1/5/2020. All questions shall be marked “ISSF Deal Flow Marketplace Platform” in the email subject line.

 

 

  R&D Angel (3Fs) Pre-Seed Seed Series A Series B Series C Growth PE
Description Preliminary R&D Initial R&D, MVP achieved

 

 

 

 

 

 

 

Post MVP, First generation Product

 

 

 

Initial Traction, Market Fit, Media attention

 

 

 

 

 

 

Last stop to pivot

Monetize, develop business model to generate long term profit, Direct competitors discovered, activity beyond early adopters

 

Selling the dream

Post development stage, Talent acquisition, expand market reach.

 

 

 

 

 

Delivering on the dream

develop new products, expand into new markets, acquire other companies  
Input None ·  Entrepreneur,

·  Idea

·  General Technology Path

·  General knowledge of need being met

·   Basic production capability

·   Core features to effectively deploy the product

·   Basic Technical Team,

·   Entrepreneur,

·   Idea,

·   Specific Technology Path,

·   More detailed market knowledge, Specific needs being met,

·   Identified customers to be targeted,

·  Initial sales,

·  Marketing collateral.

·  Initial valuation for VC

·  Early relationship with banks

·   Initial relationships with funds

 

 

·  Advanced technical team,

·  Basic management team,

·  Basic governance structure, Established company,

·  Audited Financial statements,

·  Series 1 product/service (beyond prototype with market inputs),

·  Initial sales,

·  Marketing collateral.

·  Initial Valuation for VC

·  Developed relationships with banks

Possibly ready for longer term debt depending on strength and reliability of cash flows.

·   Mature technical team,

·   Mature management team,

·   Governance structure,

·   SoPs

·   Job descriptions

·   Authority and responsibility assignments (matrix),

·   Audited Financial statements,

·   Advanced products or series of products

·   Understanding of market drivers

·   Multiple markets and multiple clients (regional and beginning global)

·   Recurring, reliable  sales,

·   Developed marketing function,

·   Tested Production capability

·   Quality standards

·  Developed relationships with banks

·   Possibly ready for longer term debt depending on strength and reliability of cash flows.

·   Stronger valuations for investment and possible exit

·   Mature relationships with VC funds

·   Initial relationships with private equity and potential acquirers.

Series B Inputs +

·    Developed regional markets and developing global markets,

·    Marketing and distribution development

·    Product Development

·    Investing in innovation

·    Team development (typically teams at this stage are less entrepreneurial and more corporate)

·    Mature relationship with banks

·    Maturing relationships with Private equity and potential acquirers

 

Series C Inputs +

·  Regional market expansion

·  International Market Expansion

·  Acquisitions

Output ·   Entrepreneur,

·   Idea,

·   General Technology Path,

·   General knowledge of need being met.

 

·   Basic production capability

·   Core features to effectively deploy the product

·   Basic Technical Team,

·   Entrepreneur,

·   Idea,

·   Specific Technology Path,

·   More detailed market knowledge, Specific needs being met,

·   Identified customers to be targeted,

·  Initial sales,

·  Marketing collateral.

·  Initial valuation for VC

·  Early relationship with banks

·   Initial relationships with funds

 

·  Advanced technical team,

·  Basic management team,

·  Basic governance structure, Established company,

·  Audited Financial statements,

·  Series 1 product/service (beyond prototype with market inputs),

 

·   Mature technical team,

·   Mature management team,

·   Governance structure,

·   SoPs

·   Job descriptions

·   Authority and responsibility assignments (matrix),

·   Audited Financial statements,

·   Advanced products or series of products

·   Understanding of market drivers

·   Multiple markets and multiple clients (regional and beginning global)

·   Recurring, reliable sales,

·   Developed marketing function

·   Tested Production capability

·   Quality standards

·  Developed relationships with banks

·   Possibly ready for longer term debt depending on strength and reliability of cash flows.

·   Stronger valuations for investment and possible exit

·   Mature relationships with VC funds

Initial relationships with private equity and potential acquirers.

All of the above +

·    Developed regional markets and developing global markets,

·    Marketing and distribution development

·    Product Development

·    Investing in innovation

·    Team development (typically teams at this stage are less entrepreneurial and more corporate)

·    Mature relationship with banks

·    Maturing relationships with Private equity and potential acquirers

·    Developing corporate communication function

 

All of the above +

·   Brand development

·   Mature Corporate communication function

 

Requirements ·   Basic Business idea

·   Basic technical idea

·   Understanding of business components required

·   Understanding of technical components needed

 

·   Business Plan

·   Potential for a Solid Return

·   Reasons to Invest

·   Be able to test a product hypothesis with minimal resources

·   Map out the user journey(s)

·   Identify the story ending (end goal)

 

 

 

·   Understanding the need for a team

·   Understanding basic distribution of responsibilities and functions.

 

·   Developed business idea

·   Identified technical development path

·   Identified managerial requirements

·   Identified business and technical objectives to be achieved

·   Working and tested product or service,

·   Business planning

·   Budgeting and financial controls

·   Organizational chart

·   Distribution of duties and responsibilities

·   Job descriptions

·   Salary scales

Basic work processes

·    Understanding of competitive market drivers

·    Product innovation knowledge

·    Defined marketing objectives

·    Emerging marketing tools and plans

·    Board governance

·    Managerial governance

·    SoPs

·    Developing strategic understanding

·    Process automation

·    Developed strategic understanding and growth options

·    Developed strategies

·    Long term vision

·    Established and clear objectives

·    Rallying of resources to achieve objectives

·    Established and tested marketing (tools, plans and people)

·    Reliable cash flows

·    Developing relationships with banks and investment companies

·    Developing knowledge of company structuring for value optimization

·    Developing communications with international financial players

Same

·   Maturing relationships with banks and investment companies

·   Maturing knowledge of company structuring for value optimization

·   Maturing communications with international financial players

·   Effective Corporate communication and PR

Knowledge required ·   What is a company?

·   What need is being met

·   How is your suggestion addressing this problem?

 

·   What is a shareholder?

·   Who is the target market

 

·    Market knowledge

·    Knowledge of competitors

·    Competing product features

 

·    Product development

·    Business development

·    Marketing

·    Pricing

·    Promotion

·    Basic Costing

·    Estimating

·    Financing growth

·    Selecting appropriate financial instruments

·    Team building

 

·    Developed product or service

·    Developed value proposition

·    Understanding of competitive drivers (features, price, innovation, knowledge, distribution, financing, etc.)

·    Business strategy development (marketing and production)

·    Long term vision and planning

·    Market development options

·    Partnership development

·    Growth options (acquisitions, internal development, partnerships, licensing, etc.)

·    Internal staff career path development

·    Team maintenance (ESOPS, etc.)

·     Deep market knowledge

·     Deep knowledge of competition

·     When and how to structure company financing (debt, equity, other)

·     Potential acquisitions

·     Possible lateral moves with existing skills (lateral development)

 

Same
Required Documents ·     Idea Summary

·     Technology summary behind the idea

 

 

 

·   Business Plan

·   Initial model with visual points of reference

 

·     Description of product/service prototype and features

·     Basic market research on market size and client description

 

·     Developed idea

·     Technology development plan – identifying components for development

·     Team description and rationalization

·     Basic action plan (time bound and deliverables)

·     Detailed market research

·     Documented consumer needs being met by product or service

·     Documented competing products and services

·     Business plan

·     Organizational development plan

·     Budget

·     Marketing plan

·     Product development plan

·     Audited accounts

·     Corporate valuation

·     Term sheets

·     Board representation

·     Policies and Procedures

 

 

·     Succession planning
Existing Relevant Eco System Services
Gaps in services