As we noted, regional venture centers will be engaged in the promotion of startups among potential investors in turn. How to best organize the initial distribution of start-ups among the regional venture Boostr centers in order to reduce the time to receive investment and increase the efficiency of each center?
I would suggest to use auctions in order to distribute startups amongs venture centers.
I will try to explain what I mean.
Each regional center will get say 1000 "units" or "coins" before every auction and will get every particular startup if it is ready to pay more "units" (or coins) for it than other centers.
It will stimulate a kind of competition between regional centers and will increase the effectiveness of their activities.
Michael, we get competition between venture centers?
In my opinion, it would be more logical to conduct auctions between specific investors.
Such auctions could be held by various regional centers in turn - as the World Cup Championships - the World Cup, and held in different countries, and the right to hold must be earned, to prove - it will be similar here.The more active and acute the struggle for this right is, the more interest Boostr will cause in general (with appropriateprofessionalsupport from theOmniGrade Operator
It seems to be possible to arrange competition among investors, but in my opinion, this contradicts the concept of Boostr as a "supermarket start-up". The buyer in it (the investor) must feel that the range in it is so wide that he is guaranteed not to leave without the "necessary purchase."
But the competition between regional hubs, in my opinion, is a completely obligatory thing. Moreover, in my opinion, without such competition in my opinion, the project is almost certainly waiting for failure. I will explain my thought. Boostr claims to implement a previously unseen nowhere approach to the organization of "selling startups." There is a big risk that if mistakes are made in his organization, he will fail.
But if in each of the 12-15 regional hubs the approach to working with investors and the presentation of startups will be slightly different, then there will be a great chance that it will be very successful somewhere. and in order to encourage regional hubs to look for new approaches, they need to compete with the weight of the “prize” winner.
competition is undoubtedly the engine of progress
- but within the same organization, it must have some frameworks (territories, industries, or something else), and the framework is pre-defined - to avoid mutual interference
The quote "with a weighty" prize to the "winner" is also interesting, but preferably more specific.
Specifically - this is what we should come up with
The result is the sale of goods (that is, rather, attracting an investor to a startup).
The one who sold the most (that is, the one who attracted the most) won. Everything is very simple.
It is unlikely that regional hubs located in different parts of the globe will compete for the same investor. Well, if they ever will be - I do not see anything terrible, if there will be a result.
Let's ask ourselves - is the result possible withoutruthlesscompetition?
I wanted to clarify that you can compete in different ways. It is possible - by disturbing others, and it is possible - by inventing non-standard and effective moves for yourself. And - for the second type of competition.
We need not just 12 regional hubs. we need 12 different models (ways) of sales. That's exactly what the competition of ideas and solutions should lead to. Especially in my opinion. Even the client does not fully agree with me.But I personally felt that this project has great chances for success in the fact that it is possible to organize internal competition in it.
seems something like a contest is offered here - the best seller of the month - as is often done at online retail outlets. But still at the same time they all observe some basic uniform rules defined for all points. For example, the well-known compulsory rule for one of the global fast food chains, for example, is to report that "The cash desk is free!" ;) Or for retailers in clothes -footwear it is almost obligatory to give opportunity to try-in (valid almost everywhere)
There is still some difference. In the network of retail there is an established technology. In Boostr it is not (yet).
And the task of competition is to create it on the basis of the best solutions created by regional hubs-winners.
Some general rules, of course, must be from the beginning. But, in my opinion, the smaller they will be - the better.