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KARAOKE-Type Presentations

This guide explores the overall process of creating impactful presentations: designing, preparing, and delivering them effectively. It emphasizes the importance of the introduction to capture attention, the body for clear messaging, and the conclusion for reinforcing key points. Learn strategies like the KISS principle, audience engagement techniques (AIDA), and the significance of presenting your agenda. Gain insights from practical examples such as technology startups and marketing tools to improve your presentation skills.

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KARAOKE-Type Presentations

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  1. KARAOKE-Type Presentations Exercises for a2-Slides Presentation Entry(Convince or inform somebody)

  2. What is the Overall Process? Design, Prepare, Deliver! Allow 10-15% of the time for questions • The Formal Structure of a Presentation: • The Start (Introduction, Entry – “Title Slide”) • The Body (KISS – Keep it Simple, Stupid) • The End (Summary, Exit) • The Process Structure, addressing the audience: • Tell them what you are going to tell them • Tell them • Tell them what you have told them W. Runge 02/2009

  3. Why is the Start so Important? • Your introduction will get your speech off to a good start Grab attention – build tension (AIDA!) • A question is often a good start;analogies (“What do these have in common?”) • Tell the audience - what you will share with them;why they can “win”; • Use a statement with a “catch word” (“growth”) • Bring the audience in line with you,the audience should be on the same wavelength W. Runge 02/2009

  4. A 10-Slides Presentation (10/20/30) • Company name, presenter name, contact information (Web) • Problem: the need and the market • Solution: offering and its key benefits • Business model and profitability • Technology and related processes/issues • Competition, intelligence and strategy • Marketing and sales plans • Leadership team and prior experience • Financial projections (summary) • Current status and funds required 3. 1.2. Template W. Runge 02/2009

  5. Example 1 • Nano-Tex, LLC • Founded in 1998 (USA) W. Runge 02/2009

  6. The Problem … with Textiles • Despite rapid changes in fashions, fabrics haven’t changed dramatically • Textiles: an “old industry”; technologically, “state-of-the-art” is decades old • Basic, widespread consumer problems remain unsolved, e.g. • Spills and stains, • Wrinkles, perspiration • Synthetic “feel” W. Runge 02/2009 6 W. Runge 02/2009

  7. What If …These Problems are Solved? • In everyday fabrics • Without compromising the look and feel of the fabric • At a reasonable cost • Cheaply enough to make these features broadly available • to consumers on a mass scale • around the world • ... through the use of proprietary technology W. Runge 02/2009 7 W. Runge 02/2009

  8. Das Problem … bei Textilien • Trotz schnellen Wechsels in der Mode, haben sich die Stoffe nicht sehr verändert • Textilien: eine “alte Industrie”; der Stand der Technik ist seit Dekaden der alte • Fundamentale, weitverbreitete Probleme von Konsumenten sind weiter ungelöst, z.B. • Verschmutzungen und Flecken, • Falten, Schweiß • Anfühlen nach Kunststoff W. Runge 02/2009 8 W. Runge 02/2009

  9. 9 Wie wäre es, wenn … diese Probleme gelöst sind? • Für alltägliche Stoffe • Ohne Kompromiß zwischen Aussehen und Anfühlen des Stoffes • Zu vernünftigen Preisen • Billig genug, um alle diese Merkmale breit zur Verfügung zu stellen • mit einem Massenangebot für Konsumenten • auf der ganzen Welt • ... mit einer proprietären Technologie W. Runge 02/2009 9 W. Runge 02/2009

  10. Example 2 Workshop Presentation: • What Are Business Plan Specifics for New Technology-Based Firms? A business plan should ask and answer the tough questions! W. Runge 02/2009

  11. What Are We Talking About? • New Technology-Based Firms (NTBFs) and/orResearch-Based Startups (RBSUs)? • Innovation? • Invention (patents) to innovation? • Science2Innovation? W. Runge 02/2009

  12. What Should We Talk About? Value Creation and Capture by Science and Technology (Technology for technical innovationand organizational innovation) W. Runge 02/2009

  13. Example 3 • SOMS Technologies, Inc.(Spin-On Microfilter System) • Founded in November 2006 (USA) W. Runge 02/2009

  14. Is It Worth to Deal with a ProblemYou Are All Familiar With? • Routine car (vehicle) maintenance is repetitive, time consuming and expensive • Most common is oil and oil filter change • What if … you can use the same oil for ca. 30,000 miles rather than the common 3,000 – 5,000 miles? W. Runge 02/2009

  15. What’s the Solution? • Through inefficient oil filters oil becomes ‘dirty’ and requires changing • The smallest particles (3-10 microns) create most friction and engine wear Remove small particles =Better engine protection, fuel efficiency and extended oil change interval (saving money) • SOMS Technologies developed and offers a patented super-high efficiency engine lubricating oil filter! And it’s reducing CO2 emission! W. Runge 02/2009

  16. Example 4 • Vitracom AG • Founded in 2000 (DE) W. Runge 02/2009

  17. What Do These Have in Common? Passers-by on a public place Security video surveillance Tracking subjects (people; sports) or objects (automotive) against a structured background: how many (“frequencies”), how long Cars on a highway Customers with a retailer W. Runge 02/2009

  18. What about a Quantitative Marketing Tool? Therefore, have a look at opportunities for just our main product:SiteView as multi-purpose video sensors for … • Using video-based tracking (“video-basierte Objektver-folgung”) • For instance, people’s behaviors in supermarkets, big retail shops, shopping malls etc. • Anywhere in the world (“Besucherfrequenzmessung”) W. Runge 02/2009

  19. Example 5 • Quiet Revolution, Ltd. (Course Slide 4.19) • Founded in 2005 (out of the firm CCO2 founded in 2000, an engineering and design studio providing low carbon solutions for the urban environment) W. Runge 02/2009

  20. CleanTech: Opportunities Driven by Societal Attitudes and Political Programs • Is there still a big opportunity in the booming wind energy markets around the world? • Change the perspectives: from well-known large industrial setups of (on-shore or off-shore) wind farms to urban standalone environments and “private wind turbines”! • The problems? • Technology: blade size or obstacles in prevailing wind directions and wind power (turbulences) • Objections: turbines’ noise and visual impact • Cost/benefit: energy efficiency W. Runge 02/2009

  21. Quiet Revolution’s Solutions Concerning the size and noise:use a different type of “windmill” Clients? Include major retailers, sports and leisure arenas, governmental departments, schools and universities; developers Horizontal AxisWind Turbine Vertical AxisWind Turbine Concerning wind directions, turbulences and energy efficiency: VAWT produces 20-40%more energy than similarsized HAWT in turbulent(urban) environment W. Runge 02/2009

  22. CleanTech Gelegenheiten: gesellschaftliche Einstellungen und politische Programme • Gibt es immer noch große Gelegenheiten in den weltweit boomenden Windenergiemärkten? • Verändern Sie die Perspektiven: statt wohlbe-kannte große industrielle Anlagen der (on-shore oder off-shore) „Windfarmen“ hin zu städtisch isolierten Umgebungen und “privaten Windrädern”! • Was sind dabei die Probleme? • Technik: die Flügelgröße oder Beeinträchtigungen durch vorherrschende Windrichtungen und -stärke (Turbulenzen!) • Einwände: Rotorengeräusche und Anblick • Kosten/Nutzen: Energieeffizienz W. Runge 02/2009

  23. Quiet Revolutions Lösung Bzgl. Dimension und Geräusche:Einsatz einer anderen „Windmühle“ Kunden? große Einzelhänd-ler, Sport- und Freizeit-arenen, staatliche Stellen, Schulen und Universitäten; Entwickler Horizontalachsen-Windrotor Vertikalachsen-Windrotor Bzgl. Windrichtungen, Turbulenzen und Energie- effizienz: QuietrevolutionVertikalachsen-rotor (VAWT)nutzt Wind von allenRichtungen ohnejeweilige Anpassung VAWT produziert 20-40%mehr Energie als HAWT ähn-licher Größe in turbulenter(städtischer) Umgebung Traditionelle HAWTmüssen sich an die Windrichtung anpassen W. Runge 02/2009

  24. Example 6 • ChemCon GmbH • Founded 1999 (ex ChemCon GbR, active in chemical consulting since Jan 1997) W. Runge 02/2009

  25. Active Pharmaceutical Ingredients (APIs) – Still Room for Growth! • There are myriads of startups and small firms active in APIs (many from China and India) – focusing on drugs for “big pharma” • But, big pharmaceutical companies focus usually on diseases “common” for very large populations! • Drugs for “rare diseases” do not receive proper attention; they are “orphan drugs” • APIs are usually low-molecular weight organic compounds W. Runge 02/2009

  26. ChemCon’s Opportunities:Growth Constellation with APIs Special Offerings: • Milli- and small scale API production for orphan drugs as well as bio-inorganic APIs (“metals in life processes”) – ChemCon’s global market leadership! • Additionally, injectable APIs are targeted(higher level of microbiological regulation than other APIs!) Special customers:Orphan drug status (“rare diseases”) gives a manufacturer/customer financial incentives (e.g. in US tax reductions and marketing exclusivity) W. Runge 02/2009

  27. Pharmawirkstoffe (APIs) –Immer noch Raum für Wachstum! • Für APIs gibt es unzählige Startups und kleine Firmen (viele aus China und Indien) – fokussiert auf Medikamente für Pharmagroß-unternehmen • Aber, Pharmagroßunternehmen zielen meist auf „übliche“ Krankheiten, die bei sehr großen Bevölkerungsgruppen verbreitet sind! • Medikamente für “seltene Krankheiten”? Da gibt es wenig entsprechende Aufmerksamkeit;es sind “verwaiste Medikamente” („orphan drugs“) • APIs sind meist organische Verbindungen mit niedrigem Molekulargewicht W. Runge 02/2009

  28. ChemCon: Wachstumskonstellation mit APIs Spezielle Angebote: • Im Bereich Kleinmengen-Pharmawirkstoffe („orphan drugs“) als auch bio-anorganische Wirkstoffe („Metalle in Lebensprozessen“) – ChemCon ist hier globaler Marktführer • Außerdem werden auch injizierbare APIs in Angriff genommen (mit höherem Anspruch bezüg-lich gesetzlicher Regelungen als andere APIs!) Spezielle Kundschaft:Ein „Orphan Drug“ Status („seltene Krankheiten“) gibt Herstellern/Kunden finanzielle Anreize (z.B. in USA Steuererleichterung und Marktexklusivität) W. Runge 02/2009

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