SIFE Lakehead 2009

Characteristics of successful entrepreneurs Ethics and entrepreneurship Purposeful innovation Road map from idea to commercialization Ideas vs. Opportunities Generating Ideas What to Do when momentum is lost Idea Generating Activity Screening Ideas for opportunities

Passion for the Business

Product/customer focus

Tenacity Despite Failure

Execution Intelligence

The Successful Entrepreneur

Bill Gates, Melinda Gates, and Warren Buffet at a press conference on Monday in New York. Buffet recently announced his intention to give roughly $31 billion to the Gates Foundation. (AP Photo) Measures of success

Bill Gates and Warren Buffett want their charitable billions to be spent wisely. So how is the effectiveness of philanthropic aid actually measured?

By Drake Bennett  |  July 2, 2006

When it was announced that Warren Buffett had pledged roughly $31 billion-the majority of his fortune-to the Bill & Melinda Gates Foundation, the fact that the world's second-richest man had entrusted his philanthropic legacy to an existing foundation instead of starting one under his own name only added to the public acclaim. But Buffett said he was simply following what has always been one of his tenets: investing in companies whose managers he trusted, and letting them run the business. ``I've got some people who I say can give it away better than I can," he said of the Gateses on Monday.

Corporate Philanthropy

IDEO 3M

Ideas – opportunities – feasibility – business plan – implementation – evaluation – modification - management

IdeasOpportunities

Feasibility Screening(Proof of concept followed byFinancial viability screening)

Business Plan Implementation (financing, resourcing)

Evaluation

Brainstorming New Product Innovations

Screening Those Ideas

Business Plan

Implementation

Creative / Soft-Thinking (Right Brain)

- brainstorm new product innovations

Logical / Hard-Thinking (Left Brain)

- formal business planning (opportunity screening, market forecasts, financial forecasts)

Identifying Viable Business Opportunities

Are a ‘dime a dozen’ Don’t fall in love with your own idea Don’t hide it under a tarp in the back yard Look before you leap (critically evaluate the

potential for the business before starting) You have to screen from 100 to 1,000 different

ideas before you find a true opportunity that fits you in this place and at this time.◦ Avoid the service industry in a declining economy◦ Avoid the retail industry in a declining economy◦ Seek value-added, export-oriented businesses selling

into growing markets

Ideas are “a dime a dozen”

Opportunities are business ideas that offer the potential for a return on invested capital that more than offsets the costs of that capital on a risk-adjusted basis.

Ideas

Harvest heavy metal contaminants out of river bottoms using plants

Opportunities

Sell pollution solution technologies to companies under environmental cleanup orders.

A motivated and large market of customers prepared to pay any price for the product or service you offer

Repeated purchases are necessary for customers to satisfy their demand

Significant barriers of entry for any potential competitors preserving your market dominance for a long period of time

Little or no capital investment required High profit margin (Selling price less cost to

produce) Few employees and little demand on your time

Few customers, no repeat purchases, sporadic and unpredictable demand

few barriers of entry for any potential competitors making it easy for anyone to enter the market to compete with you if you manage to develop the market

Large initial and on-going capital investment required

Low profit margin per unit (Selling price less cost to produce)

SOFT – often circularNon-judgmental - illogical Metaphor Dream Humour Ambiguity Play Approximate Fantasy Paradox Diffuse Hunch Generalization Child

HARD – Linear critical - logical Logic Reason Precision Consistency Work Exact Reality Direct Focused Analysis Specifics Adult

Left-Mode(Hard-thinking) Verbal Analytic Symbolic Abstract Temporal Rational Digital Logical Linear

Right-Mode(Soft-thinking) Nonverbal Synthetic Concrete Analogic Nontemporal Nonrational Spatial Intuitive Holistic

Source: Betty Edwards, “Drawing on the Right Side of the Brain”

1. Focus on the right answer2. That’s not logical3. Follow the rules4. Be practical5. Avoid ambiguity6. To err is wrong7. Play is frivolous8. That’s not my area9. Don’t be foolish10. I’m not creative

Techniques include: Group brainstorming/lateral thinking exercises Research – observation, enquiry, play, prototype,

experiment Focus groups Surveys Analysis of and reflection on trends:

Economy Society – social trends Technology Science Political and regulatory changes

There is opportunity in change, chaos, complacency and even boredom.

Opportunities are spawned in◦ changing circumstances◦ chaos◦ confusion◦ inconsistencies◦ lags or leads◦ knowledge and information gaps◦ vacuums in industry or markets

Look for opportunities in the following: things that ‘bug’ you things that bother others or stop people from doing

what they want, when they want, and the price they want

new advances in science and technology Solutions in one field being applied to another field look for problems that need to be solved changes in our world whether those changes be in:

demography society technology science politics etc.

When brainstorming, start to combine ideas. Use each as stepping stone to something else. Don’t be afraid to experiment.

Example:Two ideas: pealing paint and gun powder----I hate scraping old paint off the exterior of my house…..I wish sometimes that I could blast it off!!! (Of course, that would destroy the house….but…)- maybe there is an additive that could be put in the paint before it is applied, that would allow us to trigger it’s easy removal.

Simile often give us ideas or insights that logical thinking cannot.

Fibre is like glue.

Different simile will give you a whole new perspective on what it is that you are examining.

Fibre is like a sieve.

Fibre is like gossamer.

Use the insight provided by different simile to look for ideas!

Example: Dolby is like a sonic laundry. It washes out all the noise or dirt from the sound without hurting the sound.

Use “What if” Questions Play with the idea Challenge the rules associated with the problem Be a magician Be a child Be ambiguous…and look for the possibilities (geeh…

that pen is a pen, but it could be a pointer, a digging implement or even a weapon or projectile)

Go “hunting” for ideas from other fields…ideas that could be creatively applied to your field of interest. (Like Guttenberg who used the coin punch and wine press ideas to invent the printing press.)

At the edges of human experience: (at extremes)◦ when you are tired◦ when you are at rest◦ when you are pressed by a deadline or are stressed◦ when you are playing◦ when you are on vacation◦ when you are exercising

Usually NOT when you are doing routine things!!!! Try doing something differently…live your day backwards…

break the routine!

Necessity is the Mother of Invention…but play must be the Father!

Requires creative thinking (soft-thinking) Here are some suggestions to improve the

brainstorming process:1. Choose a facilitator2. Small groups work better than large.3. Freewheeling is encouraged – the wilder the idea the better.4. Brainstorm spontaneously, copiously5. No criticism, no negatives6. Quantity – the greater the number of ideas, the greater the likelihood of

finding useful ones.7. Record ideas in full view8. Invent to the “void”9. Resist becoming committed to one idea10. Combinations and improvements are encouraged – ideas of others can

be used to produce still other new ideas.◦ Identify the most promising ideas◦ Refine and prioritize

Like brainstorming EXCEPT criticism is allowed.

Ask the question:

“In how many ways can this idea fail?”

◦ After you have identified everything wrong about an idea, you discuss ways to overcome these problems.

Written form of brainstorming. (Bernd Rohrbach – Method 635)

Use 5 minute intervals. Works best with 6 member groups.

◦ Each group member writes three ideas on small card in each 5 minute period.

◦ The card is passed to the next adjacent person – who writes down three new ideas on the same card – who passes it to the next person…until each form has passed all participants.

Produce a list of problems with natural fibre. Identify and discuss products in each category that have the

particular problem. Example using food:

◦ Psychological: Weight – fattening – empty calories Hunger – filling – still hungry after eating Thirst – does not quench – makes one thirsty Health – indigestion – bad for teeth – keeps one awake - acidity

◦ Sensory: Taste – bitter – bland – salty - sweet Appearance – colour – unappetizing - shape Consistency/Texture – tough – dry – greasy

◦ Activities Meal Planning - forget – get tired of it Storage – run out – package would not fit Preparation – too much trouble – too many pots – never turns out Cooking – burns - sticks Cleaning – makes a mess in oven

Example using food….continued:◦ Buying Usage:

Portability – eat away from home – take lunch Portions – not enough in package – creates leftovers Availability – out of season – not in supermarket Spoilage – get mouldy – gets sour Cost – expensive – takes expensive ingredients

◦ Psychological/Social Serve to company – would not serve to guests – too much

last minute preparation Eating alone – too much effort to cook for oneself Self-image – made by a lazy cook – not served by a good

mother

Developing a new idea through a list of related issues:

◦ Put to other uses? New ways to use as is? Other uses if modified?

◦ Adapt? What else is like this? What other ideas does this suggest? Does past offer parallel? What could I copy? Whom could I emulate?

◦ Modify? New twist? Change meaning, colour, motion, odour, form, shape? Other changes?

◦ Magnify? What to add? More time? Greater frequency? Stronger? Larger? Thicker? Extra Value? Plus ingredient? Duplicate? Multiply? Exaggerate?

Developing a new idea through a list of related issues:◦ Minify? What substitute? Smaller? Condensed?

Minature? Lower? Shorter? Lighter? Omit? Streamline? Split up? Understated?

◦ Substitute? Who else instead? What else instead? Other ingredient? Other material? Other process? Other power? Other place? Other approach? Other tone of voice?

◦ Rearrange? Interchange components? Other pattern? Other layout? Other sequence? Transpose cause and effect? Change pact? Change schedule?

◦ Reverse

Developing a new idea through a list of related issues:◦ Reverse? Transpose postive and negative? How

about opposites? Turn it backward? Turn it upside down? Reverse roles? Change shoes? Turn tables? Turn other cheek?

◦ Combine? How about a blend, an alloy, an assortment, an ensemble? Combine units? Combine purposes? Combine appeals? Combine ideas?

Developing a new idea through a chain of word associations.◦ A word or phrase is written down – then another

and another◦ Each new word attempting to add something new

to the ongoing thought process◦ Thereby creating a chain of ideas ending with a

new product idea emerging.

Developing a new idea by looking at product combinations.

1. Isolate the elements of the problem2. Find the relationships between these elements3. Record the relationships in an orderly form4. Analyze the resulting relationships to find ideas

or patterns5. Develop new ideas from these patterns.

Relationship/ Elements- Paper/SoapForms Combination Idea/Pattern

Adjective Papery soap FlakesSoapy paper Wash and dry travel aid

Noun Paper soaps Tough paper impregnated with soap and usable for washing surfaces

Verb-correlates Soaped papers Booklets of soap leavesSoap “wets” paper In coating and impregnation processesSoap “cleans” paperSuggests wallpaper cleaner

Developing a new idea by group members regularly recording ideas.◦ Use a small notebook that fits into a pocket:

Record – statement of the problem, blank pages and any pertinent background data.

Each group member write their own personal ideas three times each day.

Give to group leader at the end of the day Group leader summarizes all material Final creative focus group discussion with all

participants.

Developing a new idea by looking at the positives and negatives.◦ List the attributes of an item or problem ◦ Look at each attribute from a variety of

viewpoints◦ Originally unrelated objects can be brought

together to form a new combination and possible new uses that better satisfy a need.

Developing a new idea by thinking without constraints.◦ Dream (imagine) about the problem and its

solution (think big)◦ Every possibility should be recorded and

investigated without regard to the negatives involved or resources required.

◦ Ideas should be conceptualized without any constraints until an idea is developed into a workable form.

Developing an idea by focusing on parameter identification and creative synthesis.

1. Parameter identification Analyze variables in the situation to determine their

relative importance Important variables are the focus and others set aside

2. Creative synthesis Relationships between parameters that describe the

underlying issues are examined.

Through evaluation of the parameters and relationships, one or more solutions are developed; this solution development is called creative synthesis.

Immerse yourself in the topic Brain dump Develop a number system Have fun! Change your location Use a different technique Take a short break and do something

If you are developing ideas about fibre:◦ Grab as much fibre as you can

Touch it Smell it Put it together in weird combinations Talk to people who produce, use, modify fibre Explore use of fibre in all aspects of human, animal,

geologic life◦ Talk to people who use fibre◦ Talk to people who convert fibre◦ Talk to people who hate fibre◦ Talk to textile experts – filter experts – basket weaving

experts – art teachers – artists – engineers - contractors

Each person has to write as many ideas as they can on one filing card.

Cards are thrown into a hat Cards are pulled out one at a time. Group members then have to argue why the idea is

great.

The key is to generate as many ideas as possible.

Eventually the group can vote on the ideas they liked the most.

Identify six possible target markets for an application of fibre:◦ General public◦ Boat manufacturers◦ Chemical manufacturers◦ Fishers◦ Aerospace

Develop a list of possible features.◦ Coarse/soft◦ Conductive◦ Tensile strength◦ Elasticity

The group then has to develop as many ideas as possible using the ingredients and the target market.

Repeat!

Learning from Nature

Universe Galaxy Solar System Planet Star/sun Earth Water Minerals Fire Flora Fauna

Insect use of fibre Plant use of fibre Invertebrate use of fibre Animal use of fibre Birds Mammals Reptile Fish Saprophitic use of fibre

Out of 100 ideas or more, there may be only one or two real opportunities.

Superior business ideas that have the potential to become opportunities have 4 anchors:

1. They create or add significant value to a customer or end user.

2. They do so by solving a significant problem, or meeting a significant want or need, for which someone is willing to pay a premium.

3. They therefore have a robust market, profit margin, and moneymaking characteristics.

4. They are a good fit with the founder(s) and management team at the time and in the marketplace with a risk/reward balance.

Technical feasibility Requires no initial investment Has a recognized, measurable

market A perceived need for the product

or service is present  A dependable source of supply for

the required inputs is available      No government regulation      Requires no labour force      Provides 100 percent gross

margin

      Buyers purchase frequently      Receives favourable tax

treatment      Has a receptive, established

distribution system      Has great publicity value      Customers pay in advance      No risk of product liability

Purposes:◦ fully examine the potential of an opportunity◦ identify key success factors ◦ identify critical risk factors◦ guide the entrepreneur in start-up◦ raise capital

Involve all of the management team in its preparation

make the plan logical, comprehensive and readable - and short as possible

demonstrate commitment identify critical risks and

assumptions disclose and discuss any

current or potential problems in the venture

identify several alternative sources of financing.

Spell out the proposed deal and how investors will win.

Be creative in gaining the interest of potential investors.

Remember the plan is not the business.

Know your targeted investor group.

Let realistic market and sales projections drive the assumptions underlying the financial forecasts, rather than the reverse.

Don’t have unnamed, mysterious people on the management team.

Don’t make ambiguous, vague or unsubstantiated statements such as estimating sales on the basis of what the team would like to produce.

Don’t describe technical products using jargon that only an expert can understand.

Don’t spend money on developing fancy brochures, or other ‘sizzle’ - instead, show the “steak”

complete short integrated prepared for the audience organized