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The Business Concept Short guide and template

The Creative Business Cup is the world championship for creative entrepreneurs. The Creative Business Cup
runs in a number of countries. The winner from each country is competing in the final in Copenhagen, Denmark
in November. To participate in Creative Business Cup you must submit your business concept in 8!" pages in
word or #D$ or a ma%imum of !"!& #ower#oint slides.

What is a business concept?
' business concept is a short description of your company and a plan on how you will operate and develop it. The
business concept should give a (uick overview of the business model, organi)ation and economics of the
business.

The purpose of a business concept is to make your business more manageable both for you, your advisors and
potential investors. *t can also help to convince the world around you, that you are serious in developing your
own company. +emember that the business concept sometimes is partners and investors first encounter with
your business, therefore you could e%plain why it is attractive to invest money in your business or to choose you
as a partner. This means, that it is often better with a short business concept. *n Creative Business Cup your
business concept must not e%ceed 8!" pages or !"!& #ower#oint slides including an overview. No appendi%es
are allowed.

The contents of the business concept should , if possible be based on facts, with references to relevant sources.
*t is important to support your claims with data describing e.g. market si)e and growth rates.

The business concept must include-

$ront page with name of company
Contact information and background information
'n overview

.e encourage participants to include the following elements-

#hysical and organi)ational base for
business
Description of product/service
0alue propositions
1ales channels
2arket and customers
3%pected revenue streams
4ey activities and cost structure
4ey resources and partners
Competitive situation
5rgani)ation and 2anagement team
'nalysis of risks
$inancial needs and plans
*f relevant- 3%it strategy


1ee 6Template for a business concept7 below.


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Can I participate in Creative Business Cup?
'ny global citi)en with a business idea and a background from within the creative industries is eligible to compete
in the Creative Business Cup.

8ou must own the rights to the idea, with which you are entering the competition.

' participant can be an individual as well as a group of people collaborating in a team.

't least one participant in the team must have a background in one of the creative industries. Besides the person
with a background in a creative industry the management team can consist of people with professional e%perience
from other industries.

Creative industries are defined as-
Design
'rchitecture
Content production , e.g. computer games
'dvertising
Books 9 press
2usic
$ilm 9 video
'rts 9 crafts
+adio 9 T0
'musement #arks 9 :ive 1cenes
;astronomy

Restrictions for participation
The amount of e%ternal capital invested in the participating company must not e%ceed <="".""" >1.

Besides that, there are no re(uirements for the participating company in relation to the-
'ge of the company
Turnover of the company
Number of employees in the company




















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Template for business concepts
.e suggest that you structure your business concepts as presented here. +emember that there is a ma%imum of !"
pages or !& #ower#oint slides including overview.

$eel free to use pictures or graphs when it supports your presentation.

.hen you have completed the business concept you should read through the criteria for Creative Business Cup
?also listed in this appendi%@.

1. ront page
The front page must clearly show that it is a business concept. 8ou might want to provide the front page with the
company name and logo.

!. Bac"ground information
$ill out the schedule below with information about the person/persons behind the company.

Name-
'ddress- #ostal code/city-
.eb- Telephone-
1ocial 1ecurity Number- 3mail-
3ducation- Current employment-

#. What are $our product% service and value propositions?
.hat is the value for the customersA .hat need does the business or idea solveA .hat solution does it
bring to the marketA
.hat is the product or service, and how is it originalA
Bow is the product or service different to that of the business7 competitorsA
.hat technology is the product or service based onA Describe its level of maturity, evidence of efficacy and
function.


&. The mar"et and customers
.ho are your current and potential customersA .hat segments and markets are you aiming forA
Bow big is the total marketA Bow big is the market that the company is selling toA
.hat will the market look like in the futureA
.hat does the value chain look like in the target marketA .here is the company located in the value
chainA
.ho are the current and future market playersA
Bow is the market accessed , i.e. by which sales channelsA
Bow are relations to customers formed and maintainedA
Bow is revenue generatedA



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'. (roduction and resources
#roduction now and in the future. *s it inhouse or outsourcedA
.ho handles your production and howA
Bow are problems that arise between production and sales handled and minimi)edA
.hat are the company7s key revenuegenerating activitiesA
.hat is the overall cost of running the business, and what are the costs of production, customer handling,
management etc.A
.ho are the company7s key partners and suppliersA
.hat does its intellectual resources consists ofA
Do you have an overview of the *#+ issues facing the businessA *s your product protected by patent,
trademark or copyright


). *rgani+ation and management team
.ho are the people behind the companyA #lease include information regarding their respective roles,
background, e%perience, training, competency and networkA
.hat resources and skills do the employees possessA 'nd what does the organi)ation look likeA
.ho does your board and, if relevant, your advisory board consist ofA
.ho are your investors, and how is the shareholding distributedA


,. Strateg$% finance and gro-th
.hat strategies are being employedA ;otomarket strategy, investor strategy, sales and network strategy
and/or other strategiesA
.hat strategic, tactical, operational and financial risks are thereA .hat steps have you planned to
minimi)e themA
*s the business model scalableA 5r is it uni(ueA .hat plans do you have for growthA
*s capital needed to implement company strategyA Bow muchA Bow much of the capital consists of self
investment by the ownerA
Do you have an investment plan and timelineA
*f relevant- .hat e%it opportunities are available for potential investorsA .hat is your time hori)onA


.. Wh$ should $ou -in Creative Business Cup?
The goal of the competition is to show that creativity can be the basis of a sound business. 3ach team must
describe its creative competencies and how they are utili)ed. Bow are creative competences combined
with business competences to make the company growA
Bow is the company part of the creative industriesA 5r how do you use the creative competencies from
these industries in other industriesA
*n what ways is the business concept original and newA







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/. *vervie-
2ake an overview for e%ample in the business canvas model.























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0ppendi1 2 Criteria for 3udging business concepts in Creative
Business Cup

4ain criteria
The winners of Creative Business Cup in all countries and the global final will be companies that-

'. 0iew creative competencies as a core asset of their business. 'esthetics, design, senses, interaction, art,
visuals, gaming, media, musicality in a broader sense or other creative competencies must be one of the
central components of their success.
B. 're commercial. Their concepts must have market potential.

The goal of the competition is to show, that creativity can be the basis of a sound business. 3ach team must
describe its creative competencies and how they are utili)ed.

*ther criteria

1. Originality: *s the business idea a new one or is it being used in a new conte%tA

Bigh marks are given to businesses that-

're revolutionary in terms of their product or service, social relations, customer approach, markets or
other ways.
Change the value chains of the creative industries or use creative competencies to change the value chains
in other industries.

:ower marks are given to businesses that-

Bave a new take on a wellknown idea.
$ollow the rules of the market rather than make them.


2. Creativity: 're creative competencies crucial for the success of the business ideaA

Bigh marks are given to businesses that-

're able to convince the Cury, that their creative skills are world class in one or more fields.
3ngage customers or others in creative processes.
Beat their competitors by harnessing creative skills.

:ower marks are given to businesses-

#rimarily based on technical skills and innovation rather than on technical skills and other creative skills.
.here creative skills are peripheral to the success of the business.











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3. Market potential: Does the business concept entail a market potentialA

Bigh marks are given to businesses that-

're a good investment.
're scalable or in some ways uni(ue to the point where others cannot copy it.
;enerate new needs and new markets.
#resent a strong overview of the e%isting market situation and how engage customers.
Demonstrate the presence of financial and strategic flair within the team, thereby combining creative
skills with business skills.
're realistic in terms of risks and possibilities.
Bave taken steps to handle relevant issues regarding intellectual property rights.

:ower marks are given to businesses that-

're local businesses without ways of scaling or growing.
5thers can easily copy.
:ack the right mi% of business skills and creative skills.
Bave unrealistic e%pectations.
Do not know how to handle *#+ issues.