High Impact Growth Strategy HIGS TwoDay Workshop

1
High Impact Growth Strategy (HIGS) Two-Day
Workshop

• Generation of Information Communication
  Technology (ICT) Business Opportunity Profiles

2
Introductions

• Workshop Facilitators
• Dr. Basil G. F. Springer GCM Change-Engine
  Consultant, CBET Inc.
• H. Peter Mansel MBA, President and Co-Founder 4P
  Group Inc.
• Participants
• Please introduce yourself one at a time
• Name
• Country
• Institution
• Position

3
Welcome to the ICT HIGS Workshop
4
Workshop Agenda

• Day 1 Morning Programme
• 09.00-09.45 Welcome and Introductions
• 09.45-10.00 Spot an Anomaly -The Catalyst of New
  Ideas (Section 1)
• 10.00-10.30 Turning Ideas into Commercial
  Realities (Section 2)
• 10.30-11.00 Morning Break
• 11.00-11.45 CBET and its Seven Business Drivers
  (Section 3)
• 11.45-12.00 Why Share Your Ideas Whats In It
  For Me - And Protection of Your Idea (Section 4)
• 12.00-13.00 Lunch

5
Workshop Agenda contd

• Day 1 Afternoon Programme
• 13.00-14.00 Business Opportunity Profile (BOP) of
  a Completed CBET Business Plan CMCS (Section
  5)
• 14.00-14.45 Global ICT Trends and Directions
  (Section 6)
• 14.45-15.15 Caribbean ICT Trends and Directions
  (Section 7)
• 15.15-15.45 Afternoon Break
• 15.45-16.15 Potential Caribbean ICT Business
  Opportunities (Section 8)
• 16.15-16.30 Whats Your ICT Business Idea?
• 16.30-17.00 Closing Session for Day 1

6
Workshop Agenda contd

• Day 2 Morning Programme
• 09.00-09.15 Assemble at Round Tables and Select a
  Team Leader
• 09.15-09.30 CBET Agreement Review and Signatures
  (Section 9)
• 09.30-10.30 Discuss ICT Ideas and Select One
  Major Opportunity for the Group to Develop
• 10.30-11.00 Morning Break
• 11.00-12.00 Brainstorm and Fill out Page 2 of the
  BOP in your workbooks (Section 10)
• 12.00-13.00 Lunch

7
Workshop Agenda contd

• Day 2 Afternoon Programme
• 13.00-14.00 Brainstorm and Fill out Page 3 of the
  BOP in your workbooks (Section 11)
• 14.00-15.00 Brainstorm and Fill out Page 4 of the
  BOP in your workbooks (Section 12)
• 15.00-15.30 Afternoon Break
• 15.30-16.30 Team ICT Business Opportunity
  Presentations
• 16.30-16.35 Distribute Business Opportunity
  Profile (BOP) Forms
• 16.35-16.45 Team Leader to Fill Out Final Copy of
  BOP for Participant Signatures and Submission to
  CBET
• 16.45-17.00 Workshop Closing Session and Feedback

8
Section 1

• Spot an Anomaly
• The Catalyst of New Ideas

9
Anomalies are the starting point for new business
ideas since they reveal the first signs of change
in the marketplace.

• For the first time
• One of the hottest segments
• Unprecedented
• Never before
• Unique
• Exceptional

• In the form of
• Never seen
• Replacing

10

• When a shift in market behaviour, technology
  usage or classical business alignments is
  reported, stay focused on the anomaly. Then
  assess the impact on your business or industry
  and evaluate if a new business idea has emerged.

11
How to Identify Anomalies

• Go to Page 9 in your Workbook

12
Anomaly Examples

• Go to Page 10 in your Workbooks

13
Section 2

• Turning Ideas
• into
• Commercial Realities

14
Turning Ideas into Commercial Realities

• There are lots of good ideas (and even more bad
  ideas) around, but very few become successful
  businesses
• It is believed that this is because the sort of
  person that generates innovative ideas rarely has
  the skills to turn the idea(s) into reality
• There are many great ideas out there however
  turning a great idea into a product or service is
  a complex process that few ideas complete.

15
Turning Ideas into Commercial Realities contd

• Identifying Business Opportunities
• Requires both systematic analysis and
  unstructured creativity
• It is always less expensive to examine an idea
  thoroughly in advance than to incur the expenses
  of a business failure
• An idea is an opportunity only if it has some
  realistic chance for success.

16
Turning Ideas into Commercial Realities contd

• Develop and evaluate new business ideas
• Three ways of generating business ideas are
• Assessing your own personal skills and strengths
• Researching business publications (look for
  anomalies)
• Understanding market trends and consumer needs.

17
Turning Ideas into Commercial Realities contd

• Conduct market research
• If properly done, market research will help you
  answer important questions such as
• What types of people will buy your product?
• Where do they live and work relative to where
  they shop?
• What benefits of your product or service are most
  important to them?
• Why do they buy?
• Where do they look when deciding what to buy
  (newspapers, radio, television, etc.)?
• What prices can they afford and what do they
  expect to pay?
• Use Potential Customers Other Firms in similar
  field Statistics

18
Turning Ideas into Commercial Realities contd

• Know your goals
• Financial Independence?
• Make the World a better place?
• Reduce Poverty?
• Image?
• Self Actualisation?
• Be prepared to work many hours and assume risk

19
Turning Ideas into Commercial Realities contd

• Project your cash flow
• Cash flow is NOT Revenue Profit or Money in the
  Bank
• Its cash that comes from Investors Lenders
  Business Operations or Sale of Assets
• You need sufficient cash for start-up operations
  and to fund operations until the business becomes
  self-sustaining.

20
Turning Ideas into Commercial Realities contd

• Beware of Sales
• Sales do not necessarily produce positive cash
  flow
• Understand and establish each sale's minimum
  required cash contribution
• You will not be in business for long if you make
  it a habit to sell at below cost
• Your goods or services must be priced low enough
  to attract the most purchases possible, while
  being high enough to maximise cash contribution
  per sale.

21
Turning Ideas into Commercial Realities contd

• Be ready for change
• Your competitive environment will probably
  change
• Your business may not remain afloat with its
  current set of products, services, customers and
  prices
• You need to anticipate the changing needs of the
  market, the presence of competition and the
  price-competitiveness of your offerings.

22
Embracing Change
23
Who Moved My Cheese?
Spencer Johnson, M.D.
An A-Mazing Way To Deal With Change In Your Work
And In Your Life.
24
Money?
Respect?
What is Your Cheese?
Love?
Work?
?
What is Your Cheese?
Health?
Family?
25
Change Happens
They Keep Moving The Cheese
26
The More Important
Your Cheese Is To You
The More You Want To Hold On To
It.
27
Anticipate Change
Get Ready For The
Cheese
Cheese
Cheese
Cheese
To Move
Cheese
Cheese
Cheese
Cheese
Cheese
Cheese
Cheese
Cheese
28
If You Do Not Change You Become Extinct.
Extinct.
29
Are You Ready To Change?
30
Are You Ready To Change?
Are you Willing To Change?
31
Monitor Change
Smell The Cheese Often So You Know When
It Is Getting Old.
32
Noticing Small Changes
Early Helps You Adapt To
The Bigger Changes That Are To Come
33
Adapt To Change Quickly
Movement In A New Direction Helps
You Find New Cheese.
34
Old Beliefs Do Not Lead You To New
Cheese.
35
Change
Move With The Cheese.
36
What Would You Do If You
Werent Afraid?
37
Enjoy Change
Savor the Adventure and Enjoy The Taste
of New Cheese.
38
When You
Move
Beyond Your Fear

You Feel Free.
39
Be Ready To Change Quickly And Enjoy It Again And
Again.
They Keep Moving The Cheese
40
Turning Ideas into Commercial Realities contd

• Prepare a Business Plan
• Once you have identified an opportunity as a
  possible basis for a new business venture, a
  thorough business plan must be prepared to
  uncover all the ramifications of your idea before
  you commit time and money
• Your business plan will
• Help you to be realistic about your selected
  business opportunity
• Help you to identify your customers, your market,
  your pricing strategies and the competitive
  conditions under which you must operate to
  succeed
• Improve your ability to manage your business
• Outline your short- and long-term business goals
  
• Identify the amount of financing required
• Make it easier for lender, investor, employees
  and suppliers to assess your business's
  potential.

41
Turning Ideas into Commercial Realities contd

• CBET provides the enabling environment to turn
  your profitable ideas into commercial realities
  (www.cbet-inc.org).

42
Its Break Time

• Please be back within 30 minutes

43
Section 3

• CBET
• and its
• Seven Business Drivers

44
About CBET

45
An Innovative Initiative
CARIBBEAN BUSINESS ENTERPRISE TRUST Inc.
A Caribbean Catalyst Turning Concepts Into
Commercial Realities
46
CBET MISSION

• Facilitate
• The generation of business ideas
• The promotion of business success
• In order to stimulate and sustain rapid global
  niche market growth
• In Small State economies.

47
The CBET Group

• CBET (Parent) - Caribbean Business Enterprise
  Trust Inc
• (A Charitable Trust)
• CIPC (Subsidiary) - Caribbean Intellectual
  Property Corporation
• (A Custodian Corporation)
• CVIS (Subsidiary) - Caribbean Venture
  Integrated Services Inc.
• (A For-Profit Company)

48
CBET DIRECTORS (12)

• SIR NEVILLE NICHOLLS (CHAIRMAN)
• Three Central Banks
• Three Commercial Banks
• Five Regional Partner Organisations

49
Strategic Vision 1 of 5
Linking Caribbean Supply and Brand with
Global Niche Market Demand
50
Strategic Vision 2 of 5

• Collaborative Private Sector
• Business Gearing System
• Linking
• Macro- Mini- and Micro-
• Enterprises

51
Strategic Vision 3 of 5

• Continual Pipeline of
• Business Ideas
• (Knowledge Based Service Exports)
• to Fuel
• Business Growth

52
Strategic Vision 4 of 5

• Smart Partnership Philosophy
• towards
• National and Regional
• Cooperative Prosperity

53
Strategic Vision 5 of 5

• Corporate Governance
• Facilitating
• Financially Self-Sustaining
• Operations at all Levels

54
Seven Business Drivers and Goals 1 of 2

• Generate New Business Ideas or re-engineer
  existing ideas to Diversify Global Niche Market
  Trading
• Mobilise Seed Capital to Convert Ideas into Full
  Business Plans
• Match Plans with Stakeholders to Augment
  Deal-Flow
• Syndicate Grant and Equity Funding to
  appropriately Capitalise the Business

55
Seven Business Drivers and Goals 2 of 2

• Mentor the Management Team to Strengthen the
  Understanding of Business Systems
• Promote the Business Health Care Concept to
  Enhance Chances of Business Success
• Advocate Public Sector Support to Complement the
  Enabling Environment

56
Section 4

• Why Share Your Ideas?
• Whats In It For Me?
• Protection of Your Ideas

57
Traditional Risks of Sharing Your Ideas

• The biggest fear is that your idea might be
  stolen
• When to disclose
• During deal negotiation process
• Keep careful records.
• How much to disclose
• Minimum necessary without being fraudulent
• Maintain control over your idea.
• To whom to disclose
• Dont disclose to competitors
• Disclose only under NDA.

58
Sharing your ideas in this Workshop

• Traditional issues do NOT pertain because
• Pooling your thoughts will take an idea further
  than you could have done individually
• The groups BOP will be protected by CBETs
  Caribbean Intellectual Property Corporation
  (CIPC)
• The whole team will share in the rewards if the
  BOP becomes a viable business.

59
Its Lunch Time

• Please be back within one hour

60
Section 5

• Business Opportunity Profile (BOP) of a Completed
  CBET Business Plan CMCS

61
Caribbean Media and Communication Services BOP

• Turn to page 23-26 in your Workbooks

62
Section 6

• Global ICT Trends and Directions

63
Global ICT Trends Directions

• No significant recovery of ICT budgets
• Recent studies show modest 2 to 4 percent
  expected increases in IT budgets
• Most organizations want to squeeze more value out
  of existing resources.
• ROI of ICT investments is key
• Short-term financial return on ICT investments is
  now an essential part of business strategy
• Value, risk and flexibility are still important
  criteria, but not on top of the list anymore.

64
Global ICT Trends Directions contd

• Mobile work force increasingly important
• This long-term mobility trend will continue,
  supported by improving networks and devices, and
  influenced by a desire to reduce business travel
• Use of advanced collaboration techniques like
  virtual meetings, video conferencing and Instant
  Messaging is clearly increasing.
• Demand for improved ICT security increases
• The growing frequency and complexity of damaging
  cyber attacks, hacking threats, virus attacks
• Most enterprises will increase their security
  budget and spending.

65
Global ICT Trends Directions contd

• Reduction in demand and costs for IT staff
• Although, demand for skills in key areas, such as
  project management, security, data and Java
  development, will stay high
• Increase in IT salaries is expected to settle in
  at around 4 percent for the year ahead.
• Consolidation trend among ICT vendors continues
• Acquisition of Compaq by HP
• IBM continues to become the largest ICT services
  company in the world
• Dell increases its market share in many areas.

66
Global ICT Trends Directions contd

• Customer Relationship Management, Business
  Process Management and Business Intelligence
  increasingly important
• Transaction-based operational efficiency is no
  longer enough to ensure market-leading
  performance
• Longer term, look for a new class of
  collaboration applications that sit above today's
  operational systems and coordinate actions,
  priorities, and next steps across information
  systems, departments and organizations.
• Platform and integration strategies are key
• The industry has settled on
• two major operating systems platforms, Unix/Linux
  and Windows
• two major application platforms, Java and .NET
• Web Services have great potential but are not yet
  mature enough to meet all integration
  requirements.

67
Global ICT Trends Directions contd

• Increased focus on user self-service
• Implementation of user self-service is
  accelerating across sectors, including retail,
  financial services and banking, and insurance
• Self-service is also accelerating for customer
  support across a wide spectrum of technology
  products
• Drivers are the continued pressures on costs, and
  the desire to improve the customer experience.

68
Global ICT Trends Directions contd

• Focus on financial systems integration and
  corporate business performance visibility
• The new regulatory impact and visibility of
  massive financial problems will continue
• Now that CEO's and CFO's need to certify the
  results of public companies. (ENRON, etc.)

69
Section 7

• Caribbean ICT Trends and Directions

70
Caribbean ICT Trends and Directions

• Mobile Subscriber Growth
• Projected to grow 35 this year
• 14.3 Million subscribers by 2008.
• Regulations
• Varying degrees of maturity and transparency
• Puerto Rico Dominican Republic have telecom
  regulators
• Antigua Barbuda and Haiti lack distinction
  between regulator and incumbent operator.
• English-speaking Caribbean is undergoing a
  regulatory framework transformation to
• Coordinate policy decisions across islands
• Introduce and promote competition
• Transparent regulatory framework for all players.

71
Caribbean ICT Trends and Directions

• Competition
• Increased greatly over the past three years
• CW no longer has strangle hold on most islands
• New players like ATT Wireless in Puerto Rico and
  Digicel in Jamaica.
• Expansion Financing
• ATT Wireless and Digicel have deep pockets
• Barbados Sunbeach and St. Kitts CariGlobe may
  have difficulty in raising funds.

72
Caribbean ICT Trends and Directions

• Consolidations
• High number of operators will lead to
  consolidations due to small markets
• Will be difficult to sustain four operators on
  Barbados (ATT Wireless, CW, Digicel, and
  Sunbeach).
• Technology
• Consumers less concerned with technolgy than
  price, coverage and quality of service
• CDMA and GSM will be main infrastructure with GSM
  being the long-term winner.

73
Its Break Time

• Please be back within 30 minutes

74
Section 8

• Potential Caribbean ICT Business Opportunities

75
Potential ICT Opportunities

• Internet Café
• Wireless Fidelity (Wi-Fi)
• Digital Subscriber Loop (DSL)
• Applications
• Artificial Intelligence
• High Performance Computing
• Two-Way Messaging
• Multi-Media Messaging

• Free Open Source Software
• ICT in Food Industry
• ICT in Travel Industry
• ICT in Health Care Industry
• Security Applications
• Video on Demand
• Reference Database
• Disaster Recovery
• Computer and Application Training

76
So what is Your ICT Idea?
77
Closing Session Day 1

• Comments and questions?

78
High Impact Growth Strategy (HIGS) Two-Day
Workshop

• Generation of Information Communication
  Technology (ICT) Business Opportunity Profiles

79
Workshop Agenda

• Day 2 Morning Programme
• 09.00-09.15 Assemble at Round Tables and Select a
  Team Leader
• 09.15-09.30 CBET Agreement Review and Signatures
  (Section 9)
• 09.30-10.30 Discuss ICT Ideas and Select One
  Major Opportunity for the Group to Develop
• 10.30-11.00 Morning Break
• 11.00-12.00 Brainstorm and Fill out Page 2 of the
  BOP in your workbooks (Section 10)
• 12.00-13.00 Lunch

80
Workshop Agenda contd

• Day 2 Afternoon Programme
• 13.00-14.00 Brainstorm and Fill out Page 3 of the
  BOP in your workbooks (Section 11)
• 14.00-15.00 Brainstorm and Fill out Page 4 of the
  BOP in your workbooks (Section 12)
• 15.00-15.30 Afternoon Break
• 15.30-16.30 Team ICT Business Opportunity
  Presentations
• 16.30-16.35 Distribute Business Opportunity
  Profile (BOP) Forms
• 16.35-16.45 Team Leader to Fill Out Final Copy of
  BOP for Participant Signatures and Submission to
  CBET
• 16.45-17.00 Workshop Closing Session and Feedback

81
Section 9

• CBET Agreement Review and Signatures

82
Protection of Participants Intellectual Property

• Please go to page 36-38 in your Workbooks

83
Discuss ICT Ideas and Select One Major
Opportunity for the Group to Develop

• You have one hour to select the groups ICT
  business opportunity

84
Its Break Time

• Please be back within 30 minutes

85
Section 10

• Brainstorm and fill out Page 2 of the BOP in your
  workbooks

86
Its Lunch Time

• Please be back within one hour

87
Section 11

• Brainstorm and fill out Page 3 of the BOP in your
  workbooks

88
Section 12

• Brainstorm and fill out Page 4 of the BOP in your
  workbooks

89
Its Break Time

• Please be back within 30 minutes

90
Team ICT BOP Presentations
91
Final copy of BOP

• Team leader to fill out final copy of group BOP
  and obtain group member signatures

92
Closing Session Feedback

• Please let us know your thoughts and recommend
  how we can make this workshop even better

93
Have a Great Day