Reference Corner

University Division

International Advisors
Professor Sujit Banerji Professor of Operations Management, Executive Director, Postgraduate Programs, WMG, University of Warwick, UK
  • The business case should clearly show the costs on one side and the revenues on the other to some fair degree of completeness and accuracy, i.e., do not miss out important cost elements for instance.
  • Be as specific as you can be with the costs and revenues.
  • Be clear as to what the product idea is, i.e. what functions does it provide and who it is intended for.
  • Make clear any constraints i.e. limitations on where or how the product idea can be used.
  • Bring out any societal benefits.
Professor Uzi de-Hann Head of the Bronica Centre for Entrepreneurship, Technion - Israel Institute of Technology, Israel
  • A business plan is often outdated the moment you have written it, but it is very useful to articulate your ideas, put them in writing and to communicate it with your team members and other stakeholders. Its real value is as a dynamic baseline for discussion and testing assumptions.
  • Cover in your business plan the essentials: the need, your solution, the size of the opportunity, who will be your customers, how will you reach them , what is your business model, but also describe your vision , why you want to make a difference.
  • Be confident and aware of what you know but even more of what you do not know. Do reality checks on your data, talk to customers and industry experts. Built your data bottom up.
  • Try to do with minimal resources. Being self-funded is ideal, the further you get on your own, the easier it will to raise money from investors and the better the terms will be. Being self-funded makes you creative, sharp, results oriented and helps you to stay independent.
  • Make yourself and your venture different and visible, stand out in the crowd. Be present in events, conferences. Have pitch, a story, a logo. Keep telling it but never overplay your cards.
Professor Daan van Eijk Chair Professor of Applied Ergonomics and Design, Delft University of Technology, The Netherlands
  • Allow freedom of thinking in your team. Don't censor.
  • Start with a user-centered approach. Focus on real needs.
  • Explore what's already out there. Know your competition.
  • Speed up the process in the beginning. Make decisions.
  • Take enough time to bring your idea into life by prototyping.
Emeritus Professor Richard Leigh Henry AM Consultant, The University of New South Wales, Australia
  • What is your idea?
  • Why is it the right idea?
  • Why are you the right team to make it work?
  • What will success look like?
Professor Dr Carla Locatelli Academic Senate, Vice-Rector for International Agreements, Professor of Theory and Comparative Literature, University of Trento, Italy
  • Keep in mind major world problems, but address them with a very specific focus.
  • Do a lot of research in order to "competitively customize" your contribution.
  • Think of ethical values benefitting your community and the world at large.
  • Be inventive, clear, and "realistically enthusiastic".
Professor Raul Machado-Neto President of USP International Agency, University of São Paulo, Brazil
  • Organize your plan more feasible way possible, considering original proposals/solutions, economically achievable, with entrepreneurial attitude and social/global environmental responsibility.
Professor Raymond Vito Professor Emeritus, Woodruff School of Mechanical Engineering; Special Assistant to Provost and Executive VP of Academic Affairs and Executive VP Research, Georgia Institute of Technology, USA
  • Be sure to articulate a clear business model: identify your customer and the value you are providing.