WHO WE ARE, WHAT WE DO CORPORATE PRESENTATION
2 CONTENTS ▸ P & I - Get | Keep | Grow • The Company • Who we are • What we do ‣ Tools & methodologists for companies • Business Modeling - Value Proposition Canvas - Business Model Canvas - Blue Ocean Strategy • E-GRC (Enterprise - Corporate Governance, Risk Management, Compliance) • Restructuring & reengineering (business turnaround and sustainable development) • Funding & financing - Funding and market readiness - Capital raising • Enabling & empowerment • Consulting services to Public Interest Organization ‣ Partners CVs
3 P&I WHO WE ARE ▸ Experiences and influences from professional, social and ▸ Flexible and agile team personal life, education in Greece and abroad are at the ▸ We approach current challenges with "business logic" disposal of SMEs and start-ups for their turnaround and further development. and innovation ▸ Our goal is to develop effective and sustainable We do our job with creativity, lateral thinking and passion! solutions for our customers
4 P&I OUR PHILOSOPHY ▸ The product and the market are important. But customer and investor should be in the center of the business. ▸ Cost reduction, infrastructure and technology are important. But first priority To become “future ready” is the creation of new and innovative products, people and their decisions. should be globally (*) competitive ▸ Development but not only growth. Financial and communication leverage is necessary, but balanced with the intrinsic value and the value creation process. (*) Global : 1. relating to or involving the whole world, 2. relating to or applying to the whole
5 P&I VISION To assist companies to exploit their development potentials while at the same time to manage their weaknesses and risks for a sustainable business outcome with positive impact on the economy and society.
6 P&I MISSION P&I supports the business development of: 1. Small & Medium Enterprises 2. Start-up activities of mature and big companies 3. Start-up companies in scale-up and growth phase It approaches current challenges with " business logic " and innovation. It employs methods for “ fail early and succeed sooner ”. It aims for effective and sustainable solutions. It strives to make its clients “ clean & clear ” and attractive companies for their local and foreign customers and investors.
7 P&I GLOBAL ECONOMIC ENVIRONMENT ▸ Consumers are highly demanding ▸ Profit margins are squeezed by the platforms . ▸ Competition is becoming global ▸ The increased financial liquidity to boost the demand is NOT a sustainable solution. ▸ Funding and financing needs are pressing ▸ There is no longer " easy and cheap " financing
8 P&I COMPANIES’ NEEDS ▸ Business development : there is NO ALTERNATIVE. ▸ No time and money to waste : early identification of the deficits & acceleration of the positive results ▸ Business model with positive flows - no more leakages ▸ New products - new customers - new markets - new investors ▸ No more " regulatory stress " and " price war " ▸ Transparent companies with innovative products and services
9 BUSINESS MODELING VALUE PROPOSITION CANVAS WHY? 72% of all new products fail to meet their revenue targets? Very often products and services for the customers: Value Proposition Canvas aims to “ fit ” the value proposition with the profile of each customer segment. ‣ Do not fit to their jobs ‣ Are not problem solvers Fit Customer Product ‣ Do not have the expected benefit
10 BUSINESS MODELING BUSINESS MODEL CANVAS WHY? 90% of all startups fail? Reasons for fail Business Model Canvas highlights: ‣ the gaps in the value proposition ‣ 42% - no market need ‣ the deficits in finance ‣ functional strengths or weaknesses ‣ 29% - run out of cash It is a flexible tool for pivoting and suitable for team working ‣ 23% - not the right team and crowdsourcing. FAIL EARLY SUCCEED SOONER
11 BUSINESS MODELING BLUE OCEAN STRATEGY WHY? do new innovative companies better financial results than those just line extensions in the existing market space (*) ? By following the Blue Ocean Strategy a company: ‣ Exit from congested markets with high- 86% 14% New Companies competition and low-profit 62% 38% Revenues ‣ Enter to new markets, discovering new customers 39% 61% Profits looking for innovative products and services (*) According to a survey conducted by Chan W. Kim and Renée Mauborgne (INSEAD Business School), 86% of new companies were line extensions in the existing market space. New game | in a new place | with new players! These companies accounted for 62% of revenues and 39% of total profits. The remaining 14% of companies that follow an innovative approach accounted for 38% of their revenues while their profits amounted to 61%.
12 CORPORATE GOVERNANCE- RISK MANAGEMENT - COMPLIANCE E-GRC WHAT? are the characteristics of developed economies ? It has been noticed that for the vast majority of countries, institutional development (quality of democracy and governance, freedom, institutional environment, rule of law, etc.) is a prerequisite for prosperity . Likewise, a company with good governance , effective risk management and compliance with the regulatory framework sends attractive messages to local and foreign customers and investors.
13 BUSINESS TURNAROUND AND SUSTAINABLE DEVELOPMENT RESTRUCTURING & REENGINEERING Three-step methodology ‣ Management of current situation . The goal is to meet the challenges with the minimum possible losses. Maintain the necessary resources (assets, funds etc.) that will be necessary and exploited in the next steps. ‣ Turnaround . The intermediate stage that creates prospects and opportunities for the next stage. ‣ Development . Value creation in a sustainable way. Respect and satisfaction from customers, creditors and investors.
14 FUNDING & FINANCING SOLUTIONS EQUITY BONDS LOANS Need for More Financial Resources Business Success Effective Business Model
15 FINANCING AND ATTRACTING INVESTORS FINANCING READINESS ▸ Current status assessment - company’s readiness • Equity injection readiness • Funding & financing readiness • Market readiness ▸ Set-up of an effective capital structure ▸ Evaluation and exploitation of the available financial tools ▸ Implementation plan
16 ADMISSION IN A CAPITAL MARKET CAPITAL RAISING ▸ Preparation for admission to the Athens Exchange Alternative Market ( ENA Plus ) or Alternative Market for Newly Established Companies ( ENA STEP ) ▸ E-GRC Framework Implementation Plan ▸ Disclosure and transparency obligations ▸ Financial statements ▸ Stock options plan
THE ILLITERATE OF THE 21ST CENTURY 17 TRAINING WILL NOT BE THOSE WHO CANNOT READ AND WRITE, BUT THOSE WHO CANNOT ENABLING & EMPOWERMENT LEARN, UNLEARN, AND RELEARN Alvin Toffler ▸ In a volatile , uncertain , complex and ambiguous environment, the only way to be protected is to be adaptive and continuous improving following the process: learn , unlearn , and relearn ! ▸ For P&I enabling and empowerment fits better than training since we strongly believe in " give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime .”
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