1. 1 Introduction to Entrepreneurship www.utep.edu/creie February 15, 2014 Gary Williams–Director; Federica Pericle-Director; Jeni Clark–Assoc. Director

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3. 3 Webster’s Dictionary: A person who organizes, manages, and assumes the risks of a business or enterprise. What is an Entrepreneur?

4. 4  High tolerance for risk  Highly motivated and ambitious  Highly disciplined  Leadership, planning, and management skills  Proactive and take initiative  Learn from mistakes Characteristics of Entrepreneurs

5. 5  Realize that success is the only option  Willing to exploit new opportunities  Knowledgeable of the subject matter and willing to learn more  Committed  Want to be your own boss Characteristics (cont’d)

6. 6 CREIE Vision CREIE will be nationally recognized as both the vehicle for commercializing research and technology at UTEP and the engine for economic development in the Paso del Norte region. CREIE will:  Develop and execute a plan to stimulate innovation and unify campus initiatives in technology transfer, entrepreneurship and commercialization.  Incorporate the commercialization strategy of UTEP to promote innovations and create new businesses and licenses.  Develop formal relationships with major corporations and other organizations in targeted industries. CREIE Mission

7. 7 CREIE Support Services Various consulting, coaching, training & networking services: Best-in-class innovation practices Technology, intellectual property and patent strategies Licensing strategies Market research Business strategy and plan development Company formation, organization structures and capitalization strategies Fund raising Incubation Recruitment strategies 7

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9. 9 The Innovation Process www.utep.edu/creie

10. 10 The Innovation Process Innovation Phase —What do you do with the idea? 1. Market Research—single biggest reason new products fail is lack of sufficient understanding of the market. 2. Market needs have to be recognized. In a study of 567 successful product innovations, most were market-pull projects; only 21% were technology push. 3. When a technological success does not meet a specific market need, the product should be adapted to suit an identified need. 4. Proof-of-concept should be done as early as possible. 10

11. 11 The Innovation Process Innovation Phase —What do you do with the idea? 5. Protect the Intellectual Property (IP) a. Invention disclosure b. Provisional patent—for one year c. Non-provisional patent 6. Use non-disclosure agreement with customer and other 3 rd parties a. Protects the IP and reserves right to file new patent ideas 11

12. 12 What is Intellectual Property? A Physical Embodiment of an Idea - Research data - Compounds - Materials (biological, chemical) - Publications - Presentations 12

13. 13 What is Patentable? New and useful processes Machines New and useful products (objects made by humans or machines) New compositions of matter Any New or Useful Improvement to any of the above 13

14. 14 What is Patentable (cont’d)? 14 Patentability Test Novelty - Clear and complete explanation of the manner and process of making and using the invention Utility – Advantages and Purpose Nonobviousness – Patent Search Is it unexpected and desirable?

15. 15 Public Disclosure Public Disclosure is: - Presenting at a Professional Meeting - Publication in Journal, magazine, etc. - Discussions with a non-UTEP “employee” The Law: - The US and Canada allow one year from the date of public disclosure to file a patent. - Lose the right to file in foreign countries with public disclosure. - Disclosure will compromise your invention and lose marketability without foreign patent rights. 15

16. 16 Protection of Patentable Ideas Make sure that a non-disclosure agreement (NDA) is executed or a patent is filed PRIOR to public disclosure. With an NDA in place, mark all related documents CONFIDENTIAL. Safeguard and limit access to all confidential documents. When transferring (biological, chemical) materials to a third party, make sure that a material transfer agreement is executed. 16

17. 17 Invention Disclosure Before the Invention: Make sure you keep proper documentation Notebooks should be bound, pages numbered, entries dated, detailed descriptions of tasks per researcher, and contain data, figures, photos Important entries signed and countersigned by a witness Once the Invention is Made: All inventions should be reported to the Office of Technology Transfer prior to public disclosure If the invention was federally funded, the Office of Technology Transfer will report the invention to the agency and all subsequent actions relating to the invention

18. 18 Approaches to Innovation 18 R&D defines the technical solution Manufacturing SalesMarket Need? Marketing defines the needs R&D Fit?ManufacturingSales Marketing & R&D defines the needs, fit, and solutions R&DManufacturingSales A. Technology - Push B. Market-Pull C. Product/Markets (Hybrid of A&B)

19. 19 The Innovation Process Innovation Imperative “ Fast Innovation is the process of creating new products, services, processes, business models and markets with sufficient differentiation and speed such that the Company maintains above- average shareholder returns for decades.” 19

20. 20 Impact of Differentiated Products 20

21. 21 “Marketing is…” Determining what the customers wants and how to get it to them. Marketing Overview “The single biggest reason for new product introduction failure is the lack of market understanding”

22. 22 Fast Cycle Time Principles What is Fast Cycle Time? Fast cycle time is the ongoing ability to identify, satisfy, and be paid for meeting customer needs faster than anyone else. 22

23. 23 Fast Cycle Time Principles Key elements include: 1. Create a New Products Strategy 2. Identify Customer Problems 3. Communicate Effectively 4. Practice Good Planning and Project Management 5. Process Simultaneously 6. Utilize Cross-Functional Teaming 7. Involve Customers on an Ongoing Basis 8. Prioritize and Make Decisions as Fast as Practical 9. Motivate organization and Measure key activities 23

24. 24 Fast Cycle Time Principles New product strategy should include: 1.List of products to be developed 2.Market sectors each will serve 3.Unmet need that will be addressed 4.Priority listing of development 5.Channel of distribution that will be utilized 24

25. 25 New Product Strategy Table: New Product Strategy Market Sector Unmet Need Technical Program Status Channel of Distribution Sales Product 1 Product 2 Product 3 Short Term Long Term Consumer US Brighter color(P)Online 1: $50k 3: $10k 1:$1M 3:$200k Industrial US Light stable colorDistributor 2: $50k 3: $20k 2: $500k 3: $100k Consumer Mexico Brighter color(P)Online 1:$30k 1: $500k 25 Key Development Targets: In progress: (P)

26. 26 Innovation Process SUMMARY 1.Innovation is the most important aspect of the business process. 2.Differentiation, satisfying unmet needs, protecting your intellectual property, getting to the market as quickly as possible and involving the customer every step of the way are important keys to success. 26

27. 27 What is important to include in a business plan? 1.Introduction of the Product & Research 2.Market Segmentation 3.Target Segmentation Strategy 4.Service Business Analysis 5.Present & Future Competition 6.Market Trends

28. 28 Business Plan Development The Business Plan is a key document that articulates what key features will drive your business opportunity. These can include: Mission Statement Key members of the Team Technology and intellectual positions Opportunities and market summary Business model: entry and growth strategy Competition Five-year goals and objectives Five-year financial plan Risks and rewards

29. 29 Business Models Wikipedia: A business model describes the rationale of how an organization creates, delivers and captures economic, social or other forms of value. The process of business model design is part of the business strategy.

30. 30 Building Blocks There are 9 basic business model building blocks (Osterwalder, Alexander &Pigneur, Yves. Business Model Generation: John Wiley & Sons, Inc. 2010) that address: What are you going to make and sell, or service, and how will you do it??

31. 31 Building Blocks (cont’d) The 9 basic business model building blocks include: 1) Value Propositions 2) Key Activities 3) Key Resources 4) Key Partners 5) Customer segments 6) Channels—sales and distribution 7) Customer Relationships 8) Cost Structure 9) Revenue Streams

32. 32 OVERVIEW VALUE PROPOSITIONS CHANNELS--SALES & DISTRIB. KEY ACTIVITIES CUSTOMER RELATIONSHIPS KEY RESOURCESCOST STRUCTURE KEY PARTNERS REVENUE STREAMS CUSTOMER SEGMENTS COMMENTS

33. 33 Value Propositions a)What will you do to solve customer problems and satisfy the customer’s unmet needs? b)What will you do to differentiate your product and/or service?

34. 34 Key Partners a)Strategic alliances between non-competitors b)Strategic partnerships between competitors c)Joint Ventures d)Buyer-supplier relationships e)Outsourcing manufacturing

35. 35 Channels How will a company communicate with and reach its customer segments a)Awareness of our products and services b)Evaluation of the Value Propositions c)Purchase (of specific products?) d)Delivery of Value Proposition e)After Sales Support

36. 36 Financial Analysis Definition Profit and Loss Statement: A statement showing the revenues, expenses and income of a company. Also known as income statement. Balance Sheet: A quantitative summary of a company's financial condition including assets, liabilities and net worth. The first part of a balance sheet shows all the productive assets a company owns and the second part shows all the financing methods. Cash Flow Statement: A summary of where a company’s money came from and where it went.

37. 37 NEWCO (x 000) 2010201120122013201420152016201720182019 Revenues Sales$40$500$1,000$1,500$3,000$4,500$6,000$7,500$9,000$10,500 Grants $100 Sub-total$40$600$1,000$1,500$3,000$4,500$6,000$7,500$9,000$10,500 COGS$16$206$401$609$1,234$1,800$2,432$3,082$3,594$4,067 Gross Margin$24$394$599$891$1,766$2,700$3,568$4,418$5,406$6,433 GM,%60.0%58.8%59.9%59.4%58.9%60.0%59.5%58.9%60.1%61.3% SARs$176$352$430$568$600$810$1,080$1,350$1,620$1,890 % SAR440%70%43%38%20%18% Operating Income-$152$42$169$323$1,166$1,890$2,488$3,068$3,786$4,543 Other Income Taxes$0 $40$113$408$662$871$1,074$1,325$1,590 Net Income-$152$42$129$210$758$1,229$1,617$1,994$2,461$2,953 Profit & Loss Statement

38. 38 NEWCO (000) 2010201120122013201420152016201720182019 Revenues$40$500$1,000$1,500$3,000$4,500$6,000$7,500$9,000$10,500 Grants Sub-total$40$500$1,000$1,500$3,000$4,500$6,000$7,500$9,000$10,500 COGS$13$165$321$487$987$1,440$1,946$2,466$2,875$3,254 Gross Margin$27$335$679$1,013$2,013$3,060$4,054$5,034$6,125$7,246 SARs$176$352$430$568$600$810$1,080$1,350$1,620$1,890 Operating Income-$149-$17$249$445$1,413$2,250$2,974$3,684$4,505$5,356 Other Income Taxes$0 $87$156$495$788$1,041$1,289$1,577$1,875 Net Income-$149-$17$162$289$918$1,463$1,933$2,395$2,928$3,481 Working Cap change-$1-$13-$14-$27-$56-$64-$98-$108-$132-$139 Cash from Operations-$150-$30$148$262$862$1,399$1,835$2,287$2,796$3,342 Capital-$35 Investment$200 Cash Flow$15-$30$148$262$862$1,399$1,835$2,287$2,796$3,342 Year-End Cash$15-$15$133$395$1,257$2,656$4,491$6,778$9,574$12,916 Cash Flow Statement

39. 39 Balance Sheet--#1 (3 rd Year) ASSETSLIABILITIES Current Assets Current Liabilities Cash$130,000 Accounts payable$10,000 Accounts receivable$15,000 Short-term notes (less doubtful accounts) Current portion of long-term notes Inventory$25,000 Interest payable Temporary investment Taxes payable$5,000 Prepaid expenses Accrued payroll Total Current Assets$170,000 Total Current Liabilities$15,000 Fixed Assets Long-term Liabilities Start-up Costs$100,000 Mortgage Patent Costs$20,000 Other long-term liabilities$100,000 Buildings Total Long-Term Liabilities$100,000 (less accumulated depreciation) Equipment and Computers$65,000 Total Liabilities$115,000 (less accumulated depreciation) Furniture and fixtures$10,000 SHAREHOLDERS' EQUITY (less accumulated depreciation) Capital stock$500,000 Total Net Fixed Assets$195,000 Retained earnings-$250,000 Total Shareholders' Equity$250,000 TOTAL ASSETS$365,000 TOTAL LIABILITIES & EQUITY$365,000 Balance Sheet CheckOK RATIOS Current Ratio11.33 Current Ratio = Current Assets/Current Liabilities Quick Ratio9.67 Quick Ratio = (Current Assets-Inventories)/ Current Liabilities Cash Ratio8.67 Cash Ratio = Cash/Current Liabilities Working Capital$155,000 Working Capital = Current Assets - Current Liabilities Balance Sheet #1 (3 rd Year)

40. 40 Hub of Human Innovation A Technology Incubator serving El Paso/West Texas, Ciudad Juarez, Chihuahua, and Southern New Mexico Technology meets Market  Focused on technology and high growth entrepreneurial businesses (early-mid stage)  Contributes to economic development of the region particularly in high-wage job growth  Develop a culture of innovation and entrepreneurship in the Paso del Norte border region  Based on a collaborative community model Business planning & Development Entrepreneur Development Facilities Network Development

41. 41  Approx. 84% of business incubator graduates conduct business within 20 miles of the incubators.  Business incubation creates wealth and improves community and national competitiveness.  Business incubation programs help build healthy, lasting firms for a low cost.  Business incubators provide communities with significantly more jobs (up to 20 times more) at far less cost than other public works. Incubator Market Analysis

42. 42 Introduction to Entrepreneurship www.utep.edu/creie February 15, 2014 Gary Williams–Director; Federica Pericle-Director; Jeni Clark–Assoc. Director