Question

Scenario: T-shirt Transformers

You are an aspiring entrepreneur looking to create a new business. So far, you have written the following business idea:

Many people have T-shirts in their closet which are in good condition, but have messages or designs that are now boring. T-shirt Transformers is a service whereby people can bring in these T-shirts and we can re-dye the shirts and return their old shirts with a new design later that day. Customers can choose from a wide variety of designs or provide their own. We will equip a van with a printing machine and the business model will be to sell via temporary stalls at markets (such as O-Week at Macquarie) and transfer the shirts to and from the van, which will be in a nearby carpark. Since there are no materials required apart from ink, the ‘transformed’ t-shirts can be provided at much lower cost than a store-bought shirt, and designs can be changed immediately so that they are always ‘on trend.’ It is anticipated that the shirts will be sold for $25. To launch the business, a competition will be run on Facebook whereby people send in photos of themselves in their new T-shirts and every month a prize will be awarded for the best shirt. To launch the business, the major investments will be the van, a new printing machine and a portable power generator.

Required:

Question 1: What is a ‘megatrend’ and why are megatrends important to setting business strategy? Provide an example of one megatrend and explain how it might affect the business idea.

Question 2: Define the ‘Four P’s’ and how each applies in this case. Also, briefly describe four of the five possible organisational structures. What would be most appropriate in this case and why?

Question 3: You want to pitch your idea to a wealthy relative. What are two important steps to take beforehand in order to prepare a compelling pitch?

Question 4: Your relative agrees to fund your venture, but you are wondering if you should seek venture capital funding as well as (or instead of) your relative. Briefly explain the research findings of Dutta and Folta (2016) and how this might influence your decision.

Please label your answer to each question clearly, e.g., "Question 1 answer" etc.

Answer 1

Question number 1

What is a Megatrend?

Megatrends are macroeconomic and geostrategic forces that are shaping the world. They are factual and often backed by verifiable data. By definition, they are big and include some of society’s biggest challenges— and opportunities. The concept of megatrends is not new. Companies, governments, and nongovernmental organizations may call megatrends by different names, but the most effective ones have organized their strategy in some way, shape, or form around them. Our Process Over the last few years, we have observed that many of our public and private sector clients have been studying global megatrends, and they’ve been adjusting and refining their strategies in light of them. Those clients are driven not only by short-term performance but also a desire to ensure their organization remains relevant for the long term. Said differently, if an organization is not anticipating and addressing the opportunities and risks driven by the megatrends, they may become irrelevant to a large part of society. Challenges for Defense and Security The global implications of the megatrends are not limited to commercial enterprises and commercial interactions. Rather, they will have profound and disruptive effects on the defense and security environments in which these enterprises, their customers, and nations must operate. This will require more agile and accountable approaches from government institutions and greater collaboration across the whole of society to mitigate risk. For some countries, being able to anticipate and adapt to the megatrends will be a matter of national survival.

There are five key steps to begin incorporating megatrend analysis into your business:

1. Build a megatrend framework to guide innovation

Evaluate the megatrends around you to identify which will have the strongest impact on your business. Shortlist where to focus based on both immediate and potential impact to your industry, category, product and brand.

Establish these megatrends as the pillars against which you will evaluate all innovation projects / ideas. If a project does not work to deliver against at least one of the megatrends shaping your future consumer, challenge the investment.

To learn which 8 megatrends Euromonitor International has highlighted will have the most impact to 2030, download our white paper ‘Megatrend Analysis: Putting the Consumer at the Heart of Business’.

2. Develop tangible understanding that incites action

Break down megatrends to develop tactical insights on who the trends attract and how they apply to your business. Map recent successful product / service launches back to the major megatrends they serve to find inspiration and spark ideas.

The key to disruptive success is to look beyond your immediate industry and category. Look to ancillary and related industries to identify patterns of new product development that may not yet exist today, but could come or apply to your world. For example, trends in food and beverage often impact trends in beauty and personal care.

3. Quantify impact and prioritize investment

Identify key categories, products or consumer cohorts that can serve as a proxy for quantification. Approximate size, growth and projected impact of trends on your industry or category at the megatrend or trend level to rank and prioritise a wide set of consumer needs and identify those that will drive true value gains.

Use quantification as a filter to narrow investment opportunities and predict returns on innovation investment.

4. Evaluate your portfolio and pipeline to ensure success

Map your current portfolio and innovation pipeline against the megatrend-driven needs of tomorrow for your consumers. Identify gaps vs. key drivers of value gains to prioritise current projects and identify whitespace innovation opportunities.

Develop a balanced innovation portfolio that focuses on filling immediate gaps with current brands / product lines while balancing long-term investment strategies for further out opportunities.

5. Repeat the process annually

Reevaluate the core megatrends in your framework. These should not change annually, but are worth a double check. Steps 2-4 should undergo a more robust process as megatrend interpretations evolve year to year and new product / service ideas may result.

Beyond process, build a culture and language around megatrends and the strategic long-term objectives they set for your business. Disseminate learnings beyond senior leadership, innovation and research and development so that all stakeholders understand and support the why behind initiatives.

Euromonitor International is an expert in megatrend analysis. We help companies apply megatrend analysis directly to their business through the Consulting Innovation Practice Area. Euromonitor International’s capabilities include: megatrend mapping and analysis, megatrend/trend sizing and forecasting, tipping point analysis, scenario planning and interactive workshops. We work across 100 markets and 30 industries to help customers draw inspiration from numerous creative perspectives. Our quantitative database of thousands of products and players can help guide your innovation process from strategic opportunity identification to size of prize analysis.

A megatrend is a shift in behaviour or attitude that has global impact and crosses multiple industries. In a rapidly changing global environment, megatrend analysis is critical for companies seeking to drive sustainable growth and remain relevant as competition increases and new ideas disrupt entire industries.

• Megatrend one Demographic shift

Explosive population growth in some areas against declines in others contributes to everything from shifts in economic power to resource scarcity to the changes in societal norms. Countries have very different demographic trajectories. Some societies‘ populations are aging rapidly, even shrinking, and their workforces will be constrained as a share of the total population. Other societies are young and growing, which will create ever larger labor forces and consumer markets. Youthful, growing populations must be fed, housed, educated, and employed for productive potential to be realized. Although a number of factors contribute to contracting military spending across Europe, demography— particularly widespread, massive populating aging— is among the most important of these causes.

Mark L. Haas Duquesne University Industry examples 1

Turning to robots to help growing elderly populations With the number of Americans over the age of 65 expected to nearly double to 72.1 million by 20304, many companies, universities, and research facilities are looking to robotsto help with their care. Georgia Institute of Technology researchers developed Cody, a robotic nurse that can help with bathing5, and GeckoSystems’ SafePath™ robotically assisted wheelchair uses navigation technology for situationallyaware, real-time obstacle avoidance 6. 2 CEOs are concerned about talent Half of CEOs are planning to increase headcount in the coming year, according to PwC’s 17th Annual Global CEO Survey, and 93% recognize the need to change or are changing their strategies for attracting and retaining talent. Sixty-three percent are concerned that the lack of key skills could threaten growth prospects.

Possible implications

• As the population ages, and even shrinks, in mature economies and the ability to use debt is limited, governments may come under pressure to raise taxes to maintain social programs.

• Shifts in longevity may affect business models, pension costs, and talent goals/ambitions.

• Societal and political pressure to create jobs may increase, especially for older workers and the “have nots.”

• Health systems may need to be re-engineered (and paid for) to handle many more participants in economies which will often see declining GDP. • The workforce may need to be retooled in all parts of the world: in the aging economies, older workers will need to learn new skills and work longer, and their work may have to be supplemented by migrant populations. In emerging growth markets, the gaps between supply and demand for those with university-level education will have to be filled.

Challenges for defense and security The megatrend that really affects us is the aging of the populations in most developed countries. The implication of that onto healthcare costs and the ability to deliver healthcare is quite profound. Dr. Paul E. Jacobs Executive Chairman, Qualcomm Incorporated National demographics set national priorities for government spending. As populations in the West age, the demand for social services and healthcare will put severe pressure on budget priorities that could compete with or even crowd out defense and security expenditures. On the contrary, the concomitant growth in the youth populations in emerging markets and LDCs could create increased radicalization and civil unrest, and a greater likelihood for disruptive transnational movements to take hold in these societies. This could create both internal and external security issues that will require greater investment, and innovative strategies, to combat. Critical issues

1 Competition for Resources As populations age in the West, government budget priorities are shifting to entitlements such as healthcare and other social costs associated with a retired population. Entitlement spending as a share of the budget and of overall GDP is competing with and crowding out priorities for defense and security spending. The aging population is also limiting the number of military aged citizens eligible and interested in military service.

2 Youth Bulge as a destabilizing force The rapidly growing demographic group of young men in developing nations with limited economic opportunities, access to education, and safety is creating significant security challenges as these conditions breed social discontent, crime, violence, and susceptibility to radical ideologies and movements. The greatest growth of this demographic segment is in those nations least prepared to deal with the challenges from a governance and/or defense and security perspective, specifically the North African Tier, Sub-Saharan Africa, Southwest Asia, and Latin America.

Question number 2

Every business leader knows that continued success in ever-changing markets requires the right development, integration and execution of strategies. There are 4 Ps of marketing, which are considered the four main component ingredients used to derive any given strategy in marketing products or services. A business must consider not only what has been working, but also new innovations, changes in the competitive market, and adjustments to staff and talent. Develop your marketing and growth strategies with the Four Ps in mind, and then test the market in short bursts, to see if the campaign is truly effective. Successful businesses have nimble marketing campaigns, and managers understand when to change direction.

Define the Four Ps

When developing your next marketing strategy, consider the four Ps of marketing, much like links in a chain. When one link moves, it affects all other parts of the chain, leading to other movements. The links work in relation to each other. While other Ps have been developed over the years by business and economic experts, these four Ps are respected as the foundation for marketing programs. The four Ps are: product, price, place and promotion. Because they work together, their order is of no consequence.

Product:

Products exist to solve a problem or a need that a consumer has or may realize that he has. The iPhone makes life easier by having everything you need to access in one small unit that accompanies you everywhere. Until the iPhone came along, people didn't realize they needed one, but Apple has excelled at helping consumers discover their need to simplify life by having a phone, calendar, search engine. camera, calculator, GPS, voice, weather guide, and more, all in one

Price:

Price is what the consumer pays. Some industries garner only a small markup on price, while others have huge profit margins, because they are highly sought after. Price is affected by sales cycles, product life cycles, supply and demand. Business strategies might consider a cost leadership strategy by trying to beat the market with the lowest price, or a business strategy might choose to inflate the price, based on a luxury component or brand image.

Place:

As a strategy, place has become a more significant component of marketing success. Place involves where the product is stored, perhaps even where it is manufactured. The internet has created a dramatic evolution of where products are sold and distributed, from small, local companies to global. This strategy also considers where the product is advertised and in which format, including radio, infomercials, magazines, online ads, and even in film product placements.

Promotion:

This strategy component is tied directly to the other three Ps. The promotional strategy aims to show consumers why they need to buy this specific product over others. Timing heavily influences the amount of promotional marketing, and when. It may also adjust the location, such as commercials during football season games that target pizza delivery deals. It may try to entice consumers to try a product with an irresistible promotional or introductory offer.

These Four Ps really boil down to what you're selling for how much where, and whatmethods you will use to let consumers know about it. Building the marketing mix with these in mind is the next step.

Building Your Marketing Mix

When building your marketing mix, consider the target consumer. By asking the right questions in the Four Ps, you will develop the right consumer profile. For example, if the Product is a new fat-burning supplement, you will consider the demographics and who is most likely to want to lose weight, using a supplement. Assuming that this group consists of women, you may need to consider the timing before you consider the price, place and promotion.

Assuming that women want to get rid of holiday weight and get ready for the summer bikini season, the sales cycle would revolve around New Year's resolutions, as well as late Spring, when women are thinking about summer vacation. If you are selling the product online, you might consider a higher price with free shipping, so women will feel that they are getting a better value. With Place being online, you are free to market on national television commercials, perhaps even putting an infomercial on specific networks that women primarily watch. You could also do targeted ads on social media and on various websites, discussing women's topics.

This strategy incorporates all the components of the Four Ps in marketing. But it does so in a very specific way that's tailored to your specific product's ability to serve a highly targeted consumer. All marketing must target how a product or service solves a customer need.

Integration of strategies

As a business leader, consider how the Four Ps factor into your overall growth strategies. The marketing components should seamlessly integrate with any other growth strategy you develop. Growth strategies look at cost leadership, market penetration, diversification and even acquisition to build a bigger consumer base.

Cost Leadership Strategy:

This growth strategy is designed to capture large parts of the target market by being the cheapest for the product or service across the board. Jiffy Lube strives to offer oil changes for less than any other competitor. Part of the reason Jiffy Lube can offer this is because Jiffy Lube has the economies of scale in its favor. It contracts to buy materials in large quantities, and it doesn't veer off into other types of services, such as engine work or tire sales. With its focused model on cost leadership, Jiffy Lube is able to price its service below those of the competition, offering its services at its Jiffy Lube locations, and the company does a lot of promotion with coupon mailers to local residents.

Market Penetration Strategy:

Owning a bigger percentage of the target market is the goal of market penetration. If an insurance agency has 10-percent market share, it may want to increase its share to 15 percent, so it would serve more clients and would generate more residual revenues. If the agency cannot adjust its price, it might package product lines such as auto and home insurance to help customers get an overall price reduction. Agents might sell in the office, over the phone or at client locations to increase client convenience in the purchase process, with promotions targeting residents who have both autos and homes, and who are able to take advantage of the discount.

Diversification Strategy:

This strategy seeks to add new product lines to an existing company portfolio. A small cafe might diversify by displaying local artwork for sale on its walls, giving exposure to the artist and participating in the sale prices. This strategy takes the same location and offers a secondary means of profit, without increasing operating costs, and then builds a secondary platform for promotion, since the artist will direct his following to the cafe to view and buy his artwork.

Acquisition Strategy:

Opening a second location is a costly endeavor for any company. If a competitor is retiring, experiencing hardship or is otherwise looking to liquidate, then acquiring an existing business that does the same thing as your company can be a cost-effective way to grow. This strategy does need to fit into the overall strategy of the company. The pricing between the two needs to be similar, so that there is no sticker shock to consumers after the acquisition. The promotion becomes a warm introduction to the existing client base, welcoming new customers to the business family.

Types of Organizational Structures

• .Functional

If you’ve had a job, you likely worked in a functional organizational structure.

The functional structure is based on an organization being divided up into smaller groups with specific tasks or roles. For example, a company could have a group working in information technology, another in marketing and another in finance.

Each department has a manager or director who answers to an executive a level up in the hierarchy who may oversee multiple departments. One such example is a director of marketing who supervises the marketing department and answers to a vice president who is in charge of the marketing, finance and IT divisions.

An advantage of this structure is employees are grouped by skill set and function, allowing them to focus their collective energies on executing their roles as a department.

One of the challenges this structure presents is a lack of inter-departmental communication, with most issues and discussions taking place at the managerial level among individual departments. For example, one department working with another on a project may have different expectations or details for its specific job, which could lead to issues down the road.

In addition, with groups paired by job function, there’s the possibility employees can develop “tunnel vision” — seeing the company solely through the lens of the employee’s job function.

• Divisional

Larger companies that operate across several horizontal objectives sometimes use a divisional organizational structure.

This structure allows for much more autonomy among groups within the organization. One example of this is a company like General Electric. GE has many different divisions including aviation, transportation, currents, digital and renewable energy, among others.

Under this structure, each division essentially operates as its own company, controlling its own resources and how much money it spends on certain projects or aspects of the division.

Additionally, within this structure, divisions could also be created geographically, with a company having divisions in North America, Europe, East Asia, etc.

This type of structure offers greater flexibility to a large company with many divisions, allowing each one to operate as its own company with one or two people reporting to the parent company’s chief executive officer or upper management staff. Instead of having all programs approved at the very top levels, those questions can be answered at the divisional level.

A downside to this type of organizational structure is that by focusing on divisions, employees working in the same function in different divisions may be unable to communicate well between divisions. This structure also raises issues with accounting practices and may have tax implications.

• Matrix

A hybrid organizational structure, the matrix structure is a blend of the functional organizational structure and the projectized organizational structure.

In the matrix structure, employees may report to two or more bosses depending on the situation or project. For example, under normal functional circumstances, an engineer at a large engineering firm could work for one boss, but a new project may arise where that engineer’s expertise is needed. For the duration of that project, the employee would also report to that project’s manager, as well as his or her boss for all other daily tasks.

The matrix structure is challenging because it can be tough reporting to multiple bosses and knowing what to communicate to them. That’s why it’s very important for the employees to know their roles, responsibilities and work priorities.

Advantages of this structure is that employees can share their knowledge across the different functional divisions, allowing for better communication and understanding of each function’s role. And by working across functions, employees can broaden their skills and knowledge, leading to professional growth within the company.

On the other hand, reporting to multiple managers may add confusion and conflict between managers over what should be reported. And if priorities are not clearly defined, employees, too, may get confused about their roles.

• Flatarchy

While the previous three types of organizational structures may work for some organizations, another hybrid organizational structure may be better for startups or small companies.

Blending a functional structure and a flat structure results in a flatarchy organizational structure, which allows for more decision making among the levels of an organization and, overall, flattens out the vertical appearance of a hierarchy.

The best example of this structure within a company is if the organization has an internal incubator or innovation program. Within this system, the company can operate in an existing structure, but employees at any level are encouraged to suggest ideas and run with them, potentially creating new flat teams. Lockheed Martin, according to Forbes, was famous for its skunkworks project, which helped develop the design of a spy plane.

Line Organizational Structure

This is the most traditional of the organizational structures that businesses use. There’s an executive at the top of the heap, people responsible for each area (the director tier is for bigger businesses), and teams of people who do the work in each department.

The advantage of this type of organizational structure lies in its simplicity. The disadvantage lies in its rigidity and the length of time needed for information to flow through the organization. Everyone just gets on with the allocated task.

If you look at the lines in the diagram, you’ll see that each tier only takes instructions from, and communicates with, its immediate superior. There’s no collaboration going on here. As the saying goes, “One hand doesn’t know what the other is doing.” Since there’s no horizontal communication going on, the “big boss” has to coordinate everything.

Having said that, this type of organizational structure could work for businesses who work according to a rigid routine, collaborate informally, and don’t employ many people

question number 3

How to Successfully Pitch Your Business Idea to Investor

If you’re an entrepreneur, you need to know how to pitch your business. Even if you’re not planning to pursue funding, having a solid elevator pitch ensures that you know your business inside and out. Which comes in handy if or when you eventually decide to seek out investment.

How to make a pitch for investors

Creating a successful pitch starts with a thorough business plan. From there it’s up to you to identify what makes your business valuable and worth investing in. You may have 5-pages of proven financial history and a deep analysis of how you stack up against the competition across multiple industries, but you simply can’t cover it all.

Because, when your pitching to angel investors and venture capitalists for the first time, you’ll often only have around 10-minutes to make your case. Here’s how to make that quick pitch successful.

. Create a presentation

First, take the time to put together your pitch deck. The goal is to create a deck that is easy for you to work off of and gets investors excited about your business.

Keeping that in mind, you should have a short version that you can speak to within 10-minutes as well as an extended version that includes everything you’d like to give potential investors access to.

You can use our free pitch deck templatefor Powerpoint to get started or check out this list of tools that can help you put together a professional-looking presentation.

2. Practice your pitch

You need to practice your pitch. Not being able to quickly speak to each element of your business makes every other tip on this list virtually useless.

Too many entrepreneurs think that just by knowing their business they can quickly and succinctly explain its’ value. And having a killer pitch deck with eye-popping visuals will be enough to fall back on. So they go into pitch meetings unprepared.

Instead of being able to say, “I only need 10 minutes of your time,” and actually only taking 10 minutes, you’ll soon find yourself rambling 20 minutes in having only made it through slide 5. Take the time to practice, simplify your messaging, and only keep elements that build up your business. Leave everything else on the cutting room floor

. Outline the problem with a story

Begin your pitch with a compelling story. It should address the problem you’re solving in the marketplace. This will engage your audience right out of the gate. And if you’ve done any testing try to include actual data here.

If you can relate your story to your audience, in this case, the investor, even better. What industries have they invested in previously? What pain points do their previous entrepreneurial endeavors have? Do some research about the investor, so you have a good sense of what they care about and can tailor your story to them.

4. Your solution

Share what’s unique about your product and how it will solve the issue you shared in the previous slide.

Keep it short, concise, and easy for the investor to explain to others. Avoid using buzzwords unless your investors are very familiar with your industry. Again, if you’ve done any testing beforehand, plugin results here to give your solution more credibility.

5. Your target market

Don’t say that everyone in the world is potentially your target market, even if it could be true one day.

Be realistic about who you’re building your product for and break out your market into TAM, SAM, and SOM. This will not only impress your audience, but it will help you think more strategically about your roll-out plan.

If you can, try and develop a user personaor your ideal customer when speaking about your target market. This can help investors visualize the potential customer base and displays that you’ve thought intently about who your business will serve. It’s also much easier to speak to a named individual in a quick pitch, rather than a broad demographic.

6. Your revenue or business model

Investors tend to care about this slide the most. How will you make money? Be very specific about your products and pricing and emphasize again how your market is anxiously awaiting your arrival.

7. Your successes: Early traction and milestones

Early in the presentation, you want to build some credibility. Take some time to share the relevant traction you’ve made.

This is your opportunity to blow your own horn. Impress the investors with what you and your team have accomplished to date (sales, contracts, key hires, product launches, and so on). You’ve likely mentioned bits and pieces of this early on, but this is the point where you create a full snapshot of your business.

But don’t just leave it at what you’ve done, be sure to speak to where you’re going. Show them a roadmap of next steps, additional milestones and even mention how funding will help achieve them.

8. Customer acquisition: Marketing and sales strategy

This is usually one of the most skipped sections of an investor pitch and a full business plan. How will you reach your customers? How much will it cost? How will you measure success?

Your financials should easily allow you to calculate your customer acquisition costs. But you should also mention how you intend to reach customers, which channels you’ll be advertising on, and even present an example of messaging. You’ve done your research, you know your customer, why not show investors what that will look like in action.

.9. Your team

Investors invest in people first and ideas second, so be sure to share details about your rock star team and why they are the right people to lead this company.

Also, be sure to share what skill-sets you may be missing on your team. Most startup teams are missing some key talent—be it marketing, management expertise, programmers, sales, operations, financial management, and so on. Let them know that you know that you don’t know everything.

10. Your financial projections

Show what you’re projecting in revenue (per product) over the next three to five years. You must back up your numbers by sharing your assumptions. You’ll see investors taking out their smartphone calculators to make sure your numbers make sense, so give them the information they need to see that your calculations are accurate.

If your financial chart shows “hockey-stick growth,” be sure to explain what happens to cause those inflection points. Now it can be incredibly easy to spend a ton of your time explaining financials but keep in mind that you need to speak to them quickly. If investors want to hear or know more, add your full financials to the extended pitch deck or offer to answer questions after you’ve finished presenting.

11. Your competition

Again, this is a very important part of your pitch, and many people omit this section or don’t provide enough detail about why they’re so different from their competitors.

The best way to communicate your value proposition over your competitors’ is to show this slide in a competitive matrix format—where you list your competitors down the left side of the page, you have your features/benefits across the top, and place checkmarks in the boxes for which company offers that service. Ideally, you have checkmarks across the top for every category, and your competitors lack in key areas to show your competitive advantage

12. Your funding needs

Clearly spell out how much money has already been invested in your company, by whom, ownership percentages, and how much more you need to go to the next level (and be clear about what level that is). Will you need to raise multiple rounds of financing? Is the investment you’re seeking a convertible note, an equity round, or something else?

Remind the audience why your management team is capable of managing their investment for growth. Tell investors how much you need, why you need the money, what it will be used for, and the intended outcome.

13. Your exit strategy

If you’re seeking large sums of investment capital (over $1M), most investors will want to know what your exit strategy is. Are you planning on getting acquired, going public (very few companies actually do), or something else? Show you’ve done some due diligence on this exit strategy, including the companies you’re targeting, and why it would make sense three, five, or ten years down the road.

14. Follow-up

Investors will want you to be able to back up your claims. Have a well-thought-out business plan on-hand to share, so investors can read more if they’d like to. The intention, after all, is that you deliver a powerful pitch, and by the end, their hands are out asking for either your executive summary or your complete business plan.

15. Take feedback and refine your pitch

No matter the outcome of your pitch, whether you receive funding, another meeting, or rejection, look for areas to improve. Don’t be afraid to ask for feedback and take that into account for the next time you pitch. Now if the investor isn’t willing to provide any, don’t push the issue. It is their time you’ve just spent and are asking more of, so it’s a fine balance to achieve.

If you can, have another team member there to take notes and review with them after the fact. Look for weak-points, areas you stumbled over, and slides that led to negative reactions from the investor. Keep refining, practicing, and executing even if you think you’ve found the perfect pitch.

You’ll really never know how good your pitch is until you actually do it. Don’t stress yourself out, and treat every investor pitch as a learning experience for you and your business. You’ll only continue to get better and better and can apply those learnings to every area of your business.

Thank you. I hope this answer is correct. If you have any doubts please ask me.sorry for Any mistakes.