ACCELERATING CLEANTECH INNOVATION AND
ENTREPRENEURSHIP IN STARTUPs AND SMEs IN CAMBODIA

GCIP CAMBODIA
PRE-ACCELERATION GUIDEBOOKេរៀបចំ េ�ាយមជ្ឈមណ្ឌលបណុ ្ត ះធុ រកិច្ចថ្មី "េតេ�ា"KINGDOM OF CAMBODIA
Nation Religion King

Global Cleantech Innovation Programme: Accelerating cleantech innovation andentrepreneurship in start-ups and SMEs in Cambodia (GCIP Cambodia)

GCIP Cambodia Pre-Acceleration Guidebook
UNIDO Project No.: SAP 190057

Project Execution Agreement No. 3000099594
Between
THE UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION (UNIDO)andTECHO STARTUP CENTER(TSC)

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Table of Contents
1. Project Overview ................................................................................................... 3
2. GCIP Cambodia Pre-Acceleration Guidebook .................................................... 4
2.1 Why Is Pre-Acceleration Needed? ................................................................... 4
2.2 Objectives .......................................................................................................... 5
2.3 Integration With the Accelerator ...................................................................... 5
2.4. Where to Begin................................................................................................. 6
2.5 Eligibility ............................................................................................................ 6
3. Pre-Acceleration Activities ..................................................................................... 8
3.1 Bootcamp .......................................................................................................... 8
3.2 Applicant Business Clinics ............................................................................ 16
3.3 Kickstart Pre-Accelerator Sessions .............................................................. 18
4. GCIP Cambodia Pre-Acceleration Award ............................................................ 23
5. Appendix ................................................................................................................ 24
Appendix I: Pre-Acceleration Judging Criteria & Scoresheet ........................... 24
Appendix II - GCIP Briefing: Short Technology Presentations ......................... 26
Appendix III – GCIP Cambodia Focus Sectors ................................................... 31

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1. Project Overview
GCIP Cambodia is developed as a child project of the GEF-UNIDO Global Cleantech
Innovation Programme Framework (GEF ID 10460) (hereinafter referred to as GCIP
Framework). As part of the GCIP Framework, GCIP Cambodia will receive support fromthe GCIP global coordination child project (GEF ID: 10461) (hereinafter referred to as GCIP
Global). More specifically, Techo Startup Center (TSC), which has been selected as thenational project executing entity (NPEE), will be supported by global project executing
entities (global PEEs), including the Network for Global Innovation (NGIN), the CleantechGroup (CTG), the Private Financing Advisory Network (PFAN), and UNIDO.
The objective of the project is to accelerate the uptake and investments in cleantech
innovations and promote coordination and ecosystem connectivity under the Global
Cleantech Innovation Programme.
GCIP Cambodia has three components, in line with the GCIP Framework, which has
been designed based on the current needs of developing countries and GCIP partnercountries including Cambodia, as well as recommendations from the GEF’s independent
evaluation of GCIP conducted in 2018, and with feedback from the previous nine GCIP
country projects implemented between 2013 and 2019.
In particular, the project will be covered and shown in the figure below:
Figure 1: GCIP Cambodia: Project Structure
Component 1. Transform
early-stage innovative
cleantech solutions into
scalable enterprises.

Component 3.
Engage with the GCIP global
coordination child project toensure programme
coordination and coherence.

Component 2.
Strengthen the capacities ofcleantech innovation andentrepreneurship ecosystem
stakeholders and connect them.

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2.

Expected Outcomes:

 Focus: very early-stage innovative cleantech solutions and provision of acceleration
support related to entrepreneurship and business skills training Technical assistance: Startups/SMEs that were accelerated and have traction andsales evidence, but still need specialized enterprise growth support
ͻ Startups/SMEs in expansion stage will receive tipping-point investment facilitation
services to raise investment. Expected Outcomes:
 Maximize the impact of GCIP by strengthening national cleantech ecosystems of GCIP
partner countries, identifying synergies across national ecosystems, and connecting
ecosystems for knowledge exchange and partnership building.
 At the national child project level, development of policies and regulations to promotecleantech innovation will be prioritized.
Expected Outcomes:
 To maintain coherence and standards of GCIP execution across multiple countries, GCIP
guidelines will be developed under the GCIP Global and disseminated as a tool fornational child projects for adaptation and adoption.

2. GCIP Cambodia Pre-Acceleration Guidebook

2.1 Why Is Pre-Acceleration Needed?

Pre-acceleration activities are often needed to help early-stage entrepreneurs

progress to a point when they can engage and benefit from acceleration support services.
The process of acceleration requires the supported venture to have some momentum. An
early-stage technology venture without a team, an identified market, an initial businessmodel, initial projections and an initial elevator pitch summarizing their product or service,is unlikely to be appropriate for an accelerator. In the context of the GCIP Cambodia
Accelerator, we need companies to have some basic building blocks in place in order thatthe time spent in the accelerator can be focused on validation and refinement rather thanstarting from scratch. The need for a team is eminently practical as a single founder isunlikely to have either the time or the skillset to participate in all of the GCIP Cambodia
Accelerator activities and successfully complete the required assignments.
This guidebook and associated training curriculum is a living document, it is not staticand has evolved and will continue to do so based on the feedback from GCIP country
coordinators, national partners, mentors, judges, and participating entrepreneurs. Please
help to refine and further evolve our unique processes and methodologies as we seek toreach many more countries and support thousands more cleantech entrepreneurs. Please
send any comments and suggestions to gcip@unido.org or info@techostartup.center .
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2.2 Objectives
The primary objective of any pre-acceleration activity is to assist entrepreneurs toaddress one or more key gaps that would cause them to ineligible for the accelerator or
unable to complete the application process. This could include the lack of a team, an
unclear business model concept, the lack of any clear innovation and an inadequate
understanding of the target market. An additional objective should be to increase theparticipation of under-represented groups, the technology sectors or regions throughtargeted pre-acceleration activities. For example, if the aim is to support increased
participation of women entrepreneurs from a specific region, targeted pre-acceleration
activities could help early-stage women entrepreneurs build a team, develop their businessconcept, create an elevator pitch and effectively complete the GCIP Cambodia application
process. A third objective is to support the development of new and innovative clean
technology products and services that include business model innovation as well as
technological innovation. A fourth object is to provide support and capacity development
to a larger and more diverse group of entrepreneurs than would be served by the GCIP
Cambodia Accelerator.

2.3 Integration With the Accelerator 
All the pre-acceleration activities should take place before the closing date foraccelerator applications. Ideally at least two weeks should be available for graduates fromany pre-accelerator training to complete GCIP Cambodia Accelerator applications before
the closing deadline. In addition, those that have applied to the accelerator but failed theinitial screening, should be considered for pre-acceleration support. Graduates from someof the pre-acceleration activities such as Hackathons, Ideathons and Founder Connect
may take months before they are ready to submit an application for the GCIP Cambodia
Accelerator. Regardless of whether pre-acceleration graduates are submitting applications
for the current GCIP Cambodia accelerator cycle or the next, it is important that they areintegrated with the needs and priorities of the GCIP Cambodia Accelerator. This meansthat pre-acceleration support must be responsive to changes in recruitment priorities,
common entrepreneur challenges and market trends. Additionally, it is important that preacceleration activities, where available, utilize mentors identified for the GCIP Cambodia
Accelerator. The GCIP Cambodia Pre-Acceleration training thus becomes a useful form of
preparation and training for GCIP Cambodia Accelerator mentors rather than competingfor the same pool of mentors. This can be particularly valuable for mentors that are new to the
GCIP Cambodia Accelerator and with limited experience advising early-stage entrepreneurs.
It is important to remember that not all of the GCIP Pre-Acceleration Activities detailed
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detailed in this guide need to be undertaken. Organizers should focus on specific GCIP
Pre-Acceleration Activities that most are relevant to their needs at that time. It is expectedthat needs will change from year to year and therefore the GCIP Pre-Acceleration
Activities undertaken will also vary.

2.4. Where to Begin
Rather than considering pre-acceleration as a required component for all GCIP
Cambodia Accelerator applicants, it should be viewed as an optional activity intended tostrengthen the quality and breadth of applicants, particularly those in underrepresented
technology sectors, geographical areas or socio-ethnic groups. Some applicants may not
require pre-acceleration support as they have the key building blocks already in place: ateam, an identified market, a prototype, an initial business model, initial projections and anelevator pitch. In almost every case, some or all of these building blocks will require
extensive validation and refinement which will take place during the GCIP Cambodia
Accelerator.
To begin, it is important to consider the key gaps and weaknesses of potential or
initial accelerator applicants. Some gaps may be addressed through training whilst others
will require group facilitation or direct engagement. For example, the identification of amarket, development of a business model and elevator pitch can all be addressed throughtraining sessions either on-line or in-person. Finding a co-founder would typically require
some facilitation and networking as it is not something that can be addressed through a
one-off event although networking opportunities can make a huge difference. Time also
plays an important factor when considering which specific pre-acceleration activities to
execute. For example, Kickstart Sessions and other training activities can typically takeplace within a period of one to two weeks and therefore can be used to enhance thecapacity of applicants to an upcoming or already open GCIP Cambodia accelerator. In
contrast, activities such as Ideathons, Hackathons and Founder Connect events areintended to support the creation of teams and ideas which could take months to develop.
Therefore, such activities are best utilized to propagate applicants for a GCIP Cambodia
Accelerator which will open in six to eight months.

2.5 Eligibility
Applicant eligibility requirements will be tailored to the core focus of GCIP
Cambodia Accelerator Program including:
I. Sector
The team or company must fit within the defined focus sector cleantech for the GCIP
Cambodia accelerator including:
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1. Agriculture
2. Hospitality
3. Manufacturing/Creative
4. Industrial Specific Technology (such as renewable energy, energy efficiency,
waste beneficiation, water efficiency, transportation, and green buildings).
The coordinator may choose all four sectors of the GCIP Cambodia accelerator clean
technologies or a sub-set (e.g. three out of four). Additionally, within each sector, thecoordinator may choose to focus on sub-sectors and areas of most relevance to theproject. For example, this could include focusing on e-bikes under the broadertransportation category or off-grid energy access under renewable energy. Also,
coordinator may follow the chosen sector of the GCIP Cambodia Accelerator to enhance
the capacity of the applicants.
II. Stage of Development
The standardized GCIP application form requires applicants to indicate the stage ofdevelopment they are at. Therefore, for clarity it is helpful to have applicants outline thecurrent stage of their product or development based on:
1. Ideation
2. Pre-Launch/MVP
3. Launched
4. Early-Stage with MVP
III. TeamAn early-stage technology venture without a team, and is looking to recruit teammembers.



Early-stage startups/SMEs who have formed a team already.



Individual who wishes to team up during the pre-acceleration program.

At least one member of the team must be a resident, citizen or legal alien in that country,
and must be above the age of 18.
IV. Location of Participants and Operations
The team must have a physical address in Cambodia, and activities, such as sales,
marketing, research and development, or administration, in the country. Teams may notparticipate in a GCIP Cambodia Pre-Accelerator Program in more than one country during
the same year.
V. Legal Entity
Although teams can apply, in order to receive any prize money or in-kind services, alegal entity (e.g. registered company) must be formed. It is important that the accelerator
awards any prize money or in-kind services to a legal entity (e.g. a registered company)
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rather than an individual member of a team to avoid potential conflict. As an example, if a
GCIP Cambodia pre-accelerator awarded prize money to the team leader as an individual,
there would be no recourse if this person subsequently decided to quit the team entirely
and keep the prize money for themselves. Any awards from the GCIP Cambodia preaccelerator are intended to recognize the venture as a whole and therefore must be madeto a legal entity not an individual. However, it only applies to pre-acceleration activities thatinvolve early-stage startups/SMEs who have formed a team already but not for ventureswith the intention to form a team after the program.
VI. Conflicts of Interest
There must be no conflicts of interest in relation to the team, its intellectual property,
and its partners. For example, if a team member was connected in some way to the GCIP
Cambodia Coordinator staff organizing the accelerator, it could be seen as a conflict ofinterest. Alternatively, if a co-inventor of the technology or co-founder of the company
disputes the right of the company to access the IP, it could also be a conflict of interest. If
a potential conflict of interest is found, the accelerator applicant should be reviewed by acommittee comprising members of the PMU and key stakeholders.
Additional expertise may be required from a legal expert and a technology expert
familiar with the company’s sector. It is important that the entrepreneur or team that may
have a conflict of interest is given every opportunity to respond in writing and provide theirperspective. If a conflict of interest is not found or can easily be remedied, the applicant
should progress to further judging and review. If the conflict of interest is substantiated, theapplicant should be rejected and informed clearly in writing of the reasons why.
GCIP Cambodia Accelerator Applicants
The application screening process of accelerator program will be taking place on arolling basis after each application is submitted. The coordinator will have to conduct due
diligence on all applicants to ensure that they meet all the program requirements. Those
who did not meet the requirement will not be automatically cast out, instead they will be
provided with feedback in return. Additionally, teams who have potential but are ineligible
due to the quality of applications would be invited to participate in the GCIP Cambodia PreAcceleration Program. This could include the lack of a team, an unclear business model
concept, the lack of any clear innovation and an inadequate understanding of the target market.

3. Pre-Acceleration Activities
3.1 Bootcamp
Objective

The primary objective of a GCIP Cambodia Bootcamp is to support the development of
new ideas among university students or ideation stage startups, which could become
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future or current entrants for the GCIP Cambodia Accelerator. The secondary objective isto support the formulation of a new team by connecting the sole founders with potential
co-founders with complementary skills, and experience while inspiring with a common
mindset. The tertiary objective is to support the formulated team in the creation of a
prototype on one or more of the GCIP Cambodia focus sectors cleantech in a short time
period (e.g., 3 days).

Duration

A Bootcamp typically includes 3 main steps include, 1) Call for Application, 2) Ideathon& Founder Connect, and 3) Hackathon. An ideathon and founder connect is a collaborative
group brainstorming and team formulation that can take place in 1 day time depending on
the scope and targeted outcomes, but the session needs to allow sufficient time for
networking and introduction among participants, it is expected that teams are formed
during this activity in advance of the next. As the Hackathon typically lasts approximately
3 days, which offers an opportunity for teams to develop their prototype, and teams will
pitch their business model, and prototype to the jury for assessment and scoring by theend of the program.

Key resources

To hold a successful Bootcamp, it is important to have two key resources readily

available:
The Space
The space for a Hackathon could be a university building, a conference center or evenoffices. It is important to have a space large enough to hold all the participants plus
breakout rooms for team workspaces, and meetings. Ideally the space should haveInternet access, whiteboards, audio visual facilities for the presentations and adequate
workspace, including specific equipment for hardware development if needed.
Food and Refreshments
Many teams will work around the clock to develop a prototype before the deadline andtherefore food and refreshments will need to be available almost every hour of the day.

Ideathon and Founder Connect

Key Roles
Ideathon and Founder Connect Chair – Responsible for the overall coordination of theevent, including working with event partners.
Ideathon and Founder Connect Marketing – Responsible for the promotion of the event(most likely primarily online).
Ideathon and Founder Connect Registration – Responsible for the online registrationof all attendees and on-site registration. Coordinates the registration desk at the event and9|PagePage 09

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confirms that all attendees are registered. Tracks which attendees have arrived for the event.
Ideathon and Founder Connect Facilitator – It is very important to have someone available
to act as a facilitator for the session that is experienced with design thinking, ideation
exercises and encouraging collaboration. At the same time, responsible for making
introductions between participants that share a common market focus and havecomplementary skills. Often this could include introducing a technical founder to businessexperts and serial entrepreneurs with complementary skills.
Sector Experts – If the Ideathon has a specific industry, market or technology focus, it
can be very helpful to have sector experts available that can provide more context on thespecific challenges and needs. However, it is important that the sector experts provide
context to help the generation of ideas from the group, rather than pre-judge or limit
suggestions.
Activity Overview
Participants are asked to generate a broad range of ideas on very specific market
needs. Participants benefit from having access to sector experts and networking
opportunities, which could include the genesis of a business idea and founding team.
Additionally, an introduction by founders seeking team members or co-founders will be
conducted by presenting a short elevator pitch one minute) or a short presentation (two to
three minutes) with slides (five slides maximum). The focus should be on what makes thecompany and its solution unique with a clear outline of the required profile of co-founders
or additional team members. Furthermore, teams are provided with soft training on somekey topics including an introduction to the business plan, product development, and design
thinking through relevant key experts:
Introductions and Context Setting
Following brief introductions from all participants, a sector expert (or experts) provides
context on the key climate related challenges impacting an industry or community that is
the focus of the event.
Ideation Exercises and Scope
Before the idea generation begins, it is important that the workshop facilitator takes
participants through some simple introduction to the business plan, product development,
and design thinking exercises to spur creative thinking and collaboration.
Informal Networking
To complement the initial presentations and facilitated introductions, it is important toalso have some opportunities for informal networking. Ideally this could be centeredaround refreshments and an inspiring guest speaker. Some structures can easily beprovided for informal networking through the use of a badge identification system. As used
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at many types of technology events around the world, attendee badges, and in particular,
their colour, can be a simple solution to identify the specific interest of the wearer.
For example, this could be:
Red Badge
Looking to join a start-up as a co-founder or team member
Green Badge
Agriculture sector startup looking for a co-founder or additional team member
Blue Badge
Hospitality sector startup looking for a co-founder or additional team member
Grey Badge
Manufacturing/creative sector startup looking for a co-founder or additional teammemberOrange Badge
Industrial specific technology sector startup looking for a co-founder or additional teammember.
Idea Generation
In small breakout groups, formulated teams are asked to generate as many ideas as
possible within a tight timeframe (e.g. 20 minutes). The focus is on idea generation rather
than filtration or prioritization.
Idea Review and Prioritization
Following the initial idea generation exercise, breakout groups are asked to review all
the ideas and begin to prioritize the most promising ideas and where beneficial, combine
elements of the best ideas. Design thinking includes a variety of models and tools that arehuman-centric and focused on finding solutions to problems rather than just defining the
problem itself. Design thinking has become a key activity of many mainstream businesses
since it first received coverage in publications such as Harvard Business Review (HBR)
nearly 15 years ago.
Idea Development
The penultimate phase involves each breakout group focusing on the one mostpromising ideas from their shortlist and preparing a single slide or diagram illustrating
the idea.
Idea Pitching
The event concludes with each breakout group pitching one idea (maximum of 3
minutes). Importantly, the focus is on celebrating the diversity of ideas and the desire tofind innovative solutions rather than the critique of any single idea. Following the pitch,
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teams will bring forward the idea and participate in the Hackathon to further enhance andstrengthen this idea through in-depth training.

The Hackathon
Introduction
Hackathons have been popular event formats within various technology sectors for over
20 years and are focused on bringing technologists together to form teams and create afunctioning product prototype within a very short timeframe (often a weekend or even justa day). The combination of a tight timeframe to develop a solution and availability of peers
for collaboration, spurs the rapid development of ideas into initial prototypes. Many
Hackathons have been focused on mobile and web technologies with a demo showcase
and awards at the end of the hackathon. Hackathons have grown substantially in size withsome held in stadiums with over 1,000 attendees.
As the popularity has increased so has the availability of prize money. As an example,
a 2013 Hackathon organized by technology company Salesforce.com offered $1m inprizes. Although many Hackathons have focused on software development, with carefulplanning, a hardware focused Hackathon can also be held. A software focused Hackathon
is easiest to implement as participants simply need access to computers, the internet andoften freely available programming tools. In comparison, a hardware focused Hackathon
would typically need access to workshop facilities including 3D printers. Often a hardware
Hackathon may need to be split into multiple phases including design development,
prototype building, and testing. This can significantly increase the complexity of the
Hackathon and limit the number of participants. An alternative solution is to focus on
hardware Hackathon in design development with could include the use of software forvirtual prototyping (e.g. Autodesk’s VRED). Alternatively, partnering with a university
engineering department, fablab or makerspace could enable access to workspace andequipment conducive to the development of hardware prototypes. Hackathons can lead tothe creation of many new projects, apps and companies. A notable example from the web
sector is web API platform company Zapier which grew from a Startup Weekend Missouri
demo project in 2011 to a “unicorn” company with a valuation exceeding $1bn in early 2021.

Key Roles

Hackathon Chair – Responsible for the overall coordination of the event, including
working with event partners.
Hackathon Marketing – Responsible for promotion of the event (most likely primarily online).
Hackathon Registration – Responsible for the advanced online registration of allattendees and on-site registration. Co-ordinates the registration desk at the event andconfirms that all attendees are registered. Tracks which attendees have arrived for the event.
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Hackathon Mentors – As the objective of the Hackathon is to create a working prototype,
it is important to have mentors available that can provide technical guidance and market
insights. They could vary from guidance on a specific programming tool or virtual
prototyping platform to insights on solar PV or environmental impact calculations.
Hackathon Concierges – The role of the Hackathon concierge is to help participants withissues that would otherwise detract from their ability to develop a prototype within the tightdeadline. This could include issues relating to Internet connectivity, workspace access,using equipment, obtaining food and sleeping on-site.
Food & Beverage Coordinator – Keeping a large group of entrepreneurs andtechnologists able to work around the clock requires a steady stream of food andrefreshments (especially caffeine).
Demo Judges – At the final of the Hackathon, all teams will demo their prototypes and iftime permits, also provide a short pitch on the solution and its impact. Judges will thenprovide constructive feedback on each pitch and demonstration, scoring each team before
one or more winners can be announced.

Hackathon Activity Overview
Hackathons typically progress through seven specific stages over a period of 3 days.
Often Hackathons taking place over a single weekend enable greater focus andparticipation but the technical complexity of a specific hardware area may require extended
time. This could include participants completing the initial planning by participating in theideathon and founder connect in advance of the Hackathon or the activities taking placeover two or three weekends.
1. IDEATE – Following a description of the Hackathon focus, problem statement or
specific challenge, participants self-organize into teams and begin developing multiple
ideas for products, apps or services.
2. COLLABORATE – Teams will then select the most appropriate idea to develop into
a prototype given the limited time available during the Hackathon. Additional
collaborators will be invited to join the team.
3. DESIGN – The team designs key aspects of the product, app or service.
4. RAPID PROTOTYPE – The team develops an initial prototype as quickly as possible,
which could involve software development, 3D printing or virtual prototyping tools.
5. TEST – The initial prototype is tested with target customers either online or throughface-to-face meetings. The feedback is used to validate or invalidate the key
assumptions and initial prototype.
6. ITERATE – Following the earlier target customer feedback, refinements are madeto the prototype which is then tested with the target market. Numerous cycles of testing
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and iteration would take place during the final day of the Hackathon.
7. PITCH – The Hackathon concludes with short pitches from each team outlining theirsolutions, which is then followed by a live demonstration of the prototype. Following
feedback from judges and voting by the crowd of participants, an overall hackathon
winner (or winners) are announced, awarded, and eligible to become a semifinalist for
the GCIP Cambodia accelerator program
A GCIP Cambodia Hackathon takes the key elements of many Hackathons and adds GCIP
specific context and support. Key elements include:
Focus – Most successful Hackathons have a specific sector or focused issue.
Therefore, rather than attempting to focus on all of the GCIP Cambodia focus sectors,
it is preferable to focus on a sub-set (e.g. agriculture and hospitality). Alternatively,
the focus of the Hackathon could be on the targeted audience with an emphasis on
supporting prototypes from women entrepreneurs or regions.
Team Support – It is important that all participants have access to supports throughthe Hackathon, including business support (who is the target customer?) andtechnical support (coding, hardware fabrication etc.). Often Hackathons continue
throughout the night as participants are busy building their prototypes and therefore it
is important that technical help and resources throughout the day and potentially at night.
Concierge Support - Due to the length of a Hackathon (3 days) and the need todevelop a working prototype without running out of time, all participants need toremain motivated and focused. It is important that during this time they do not haveto focus on finding refreshments, snacks, and food. It is helpful if the Hackathon
includes an opportunity for participants to have access to snacks and meals aroundthe clock.
Recognition and Awards – It is essential to recognize and celebrate the best teams
at the end of the Hackathon. Additional exposure could include coverage on GCIP
Cambodia and partner social media channels.

Key Steps
2 Months before the eventͻDefine the focus area and scope for both the Ideathon & Founder Connect, and the

Hackathon.
ͻ

Determine whom you wish to attract to the program and the intended output (teams,

ideas, GCIP Cambodia accelerator applications etc.).
ͻDefine the number of attendees that are expected and the partners that will beneeded for outreach.
ͻSecure a suitable location with sufficient space, facilities, and breakout rooms.
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always lose out to a team.” Reid Hoffman, LinkedIn Co-founderͻ

Calculate the extended cost for food, refreshments and other expenses basedtargeted number of attendees. Remember to include GCIP Cambodia program staff,
GCIP mentors, judges and other event supporters in the number of expected attendees
and overall cost. Confirm that your event budget will support the expected number ofattendees.
ͻCreate an event registration webpage and begin promoting the event with thesupport of partners.
1 Month before the eventͻConfirm that the secured event location has Internet access, audio visualequipment, workspace and anything else that is needed for the event to be successfulͻProvide more information about the focus of the event to the registered attendees.

ͻContinue to promote the event with partners.

ͻ

Identify sources of food and refreshment close to the event location. Research costand how food and refreshment will be brought to the event venue throughout the
duration of the event.
ͻ

Recruit mentors and judges to participate in the event. Remember to include

mentors that would be willing to provide support outside of normal working hours.
ͻ

Confirm prizes and awards that can be presented to the top pitches anddemonstrations at the end of the event.
2 Weeks before the eventͻProvide more detailed information to participants on the event including logistics,

how to prepare and what to bring (e.g. laptop, sleeping bag etc.).
ͻProvide written guidance to mentors and judges on their role at the event.

ͻUpdate cost estimates and resource requirements based on the current number ofregistered attendees and rate of registration.
ͻConfirm an inspiring speaker (or speakers) to frame the focus on the accelerator

and key challenges or needs being addressed.
ͻ

Confirm the availability of a photographer and/or videographer to document all

aspects of the event.
ͻContinue to promote the event online and with partners. Encourage registeredattendees to also promote their attendance at the event through their own social media
channels.
1 Week before the eventͻConfirm the food and refreshment requirements (placing orders with vendors if required).
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Re-confirm the participation of all mentors and judges

ͻContinue to promote the event online with partners.

1 Day before the eventͻ

Set up the space ready for the event, with signage for breakout rooms, designatedsleeping areas and quiet zones.
ͻ

Set up a registration and welcome desk for attendees as they arrive.

3.2 Applicant Business Clinics
Objectives

The applicant business clinics are intended to help early-stage entrepreneurs complete
the GCIP Cambodia accelerator application process and address the issues that would
otherwise cause the applicant to fail the initial accelerator eligibility screening. The aim is
to increase the number of qualified applicants to the accelerator by resolving any confusion
relating to the application process and eligibility through a confidential 1:1 discussion.

Duration
An applicant business clinic could last from between 20 to 45 minutes per applicant.

Timeline

Ideally, the applicant business clinics should be available to applicants that failed theinitial accelerator screening or are making little progress in the completion of theirapplication (e.g. only one section of the application form completed after multiple weeks).
The impact of the applicant business clinics will be most significant for early applicants andtherefore access to the clinics should be positioned as an added benefit for starting anapplication early. Ideally, at least two weeks should be available between the culminationof the clinics and the accelerator deadline.

Key Resources
In-person clinics will require access to meeting rooms at a location easily accessible
to entrepreneurs. It is often preferable to have multiple clinics available at the same
location, enabling an entrepreneur to book individual sessions with multiple domain
experts covering key areas of need (e.g. intellectual property). However, the applicant
business clinics can be easily held online, and this provides maximum scheduling flexibility
for both the entrepreneur and GCIP mentor.

Key Roles
Applicant Business Clinic Coordinator
It is important to have someone who can identify entrepreneurs that would benefit froma clinic consultation due to either potential confusion with the GCIP Cambodia application
process or a failure to pass GCIP Cambodia eligibility screening. The coordinator will need
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to match entrepreneurs with appropriate mentors and clinics. Additionally, the coordinator
will need to follow up with each applicant after the clinic to ensure that applications arecompleted or resubmitted before the final deadline.
Clinic Mentors (Applicant Mentors)
Applicant mentors are business experts able to provide guidance on key topics relating
to the initial accelerator screening and judging such as market potential, intellectual
property etc. Mentors also need to be able to provide guidance on the completion of all
sections of the GCIP Cambodia Accelerator application form. Applicant mentors canprovide support either through the applicant business clinics or virtual online consultation
via Skype, Zoom or email. The applicant business clinics can be an effective way to test
potential GCIP specialist mentors. Typically, applicant mentors providing support online
will be asked to provide more general guidance on all aspects of the GCIP application
process than the applicant business clinics which are focused, although not exclusively,on a specific topic.

Activity Description
Applicant business clinics are confidential 1:1 sessions that enable an early-stage
entrepreneur to receive advice on the completion of the GCIP application process or a
specific business gap that has been identified or would be identified during the screening
process. Entrepreneurs would be invited to participate in one or more clinic sessions
depending on their needs, time before the application deadline and availability of mentors.
Each session would last between 20 to 45 minutes depending on mentor availability andscheduling. During the session the goal is to assist the entrepreneur in completing theiraccelerator application and tackling key gaps in their business which may impact theireligibility and selection for the GCIP Cambodia accelerator.
Key areas of the application process where entrepreneurs may need additional assistanceinclude:ͻ

Providing a short summary of their company, including a clear description of the

problem and solution.
ͻ

A one-minute elevator pitch video describing their company and innovation.

ͻ

Clearly articulating the problem, solution and technology innovation succinctly.

ͻ

Estimating external capital required to achieve commercial readiness.

ͻClearly and concisely describe the initial target market for the product and potential

environmental, social and economic impact.

Key Steps
1. Recruit mentors available to run in-person or virtual applicant business clinics.
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2. Identify early applicants that would benefit from the guidance offered by thebusiness clinics. Assess the key needs and gaps required by the early applicants andcreate a priority list of subject matter experts required. Determine whether the early
applicants can be effectively served through online business clinics for maximum
flexibility.
3. Recruit mentors for the business clinics that match the identified priority topics.
4. Hold an initial round of applicant business clinics. Provide an opportunity for
applicants to participate in more than one session to allow them to receive input frommultiple experts.
5. Follow-up with each applicant after the clinics and track when their GCIP Cambodia
accelerator form is submitted (or re-submitted).
6. Follow-up with the business clinic mentors and collate feedback on how the clinics
could be improved.

3.3 Kickstart Pre-Accelerator Sessions 
Objectives
The ultimate objective is the improved capacity of accelerator applicants; particularly
their ability to articulate their business model, product and market.

Duration
Seven sessions of approximately 90 minutes each held over a period of one to two
weeks either in-person, online or a combination of both. Additional sessions may be added
to accommodate the specific needs of a target sector, region or group.

Timeline

It is recommended that sessions conclude at least two weeks before the GCIP

Cambodia accelerator application deadline to ensure that as many pre-accelerator
participants as possible may complete and submit applications online.

Key Resources
Physical Space
If the Kickstart sessions are held-in person, a physical space is required that would
accommodate mentors, participating entrepreneurs and judges.The event space should
ideally include break-out rooms to aid with mentor consultations and an audio system withmicrophones and a designated stage area and focused lighting. However, for smaller andmore informal sessions, a smaller and less equipped workspace would be feasible.
Online Platform
As an alternative to an in-person training event, the sessions can be held online with
sufficient preparation. It is important to consider that even though online meetings haveincreased dramatically, very long (two hours or more) online meetings lead to diminishing
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returns. Ideally, no more than one Kickstart training session (90 to 120 minutes in length)
should be held each day. This results in online training taking place over a much longer
time-period (seven days) than an in-person session (two days).

Key Roles
Mentors and Judges
Each session requires one trainer (ideally two) to lead the session plus additional
resources to provide mentoring support to the participants (which could include thetrainers) for Session 5 (the Pitch). Typically, at least one mentor is required for every five
participants. The role of the mentor would be to assist the training participants with thecreation and refinement of a two-minute verbal pitch. The seventh and final session would
require the availability of at least 4 or 5 volunteer judges who could provide feedback andscoring on the pitch presentations. The ideal profile of a volunteer judge and mentor would
be someone that is experienced with elevator pitches and communication. This could
include serial entrepreneurs, business consultants, marketing professionals, investors andsales specialists. It is important that prior to participation as either a mentor or judge, thevolunteer studies the requirements of the role and the framework for reviewing and scoringa GCIP elevator pitch. Importantly, the pre-accelerator sessions can be an effective
mechanism to test a potential mentor or judge for the main GCIP Cambodia accelerator.
Scoring and Time Keeping
The final session (session 7) would also require someone to collate the scores fromeach entrepreneur pitch and keep time, specifically ensuring that each pitch is stopped at
two minutes. An additional person in this role would be required for each simultaneous
pitch session held.

Activity Overview
The Kickstart Pre-Acceleration Sessions are intended as easily digestible training
sessions that help early-stage entrepreneurs communicate the key problems they aresolving, identify which customer has the biggest pain and convey their unique solution andits value. The sessions consist of seven interactive workshop modules which culminate inelevator pitches from each participant. Typically, the sessions are held over a period of
one to two weeks. Each interactive session lasts 90 minutes but may be adjusted toaccommodate simultaneous translation, guest speakers and additional case studies.
Session 1 – The Problem (Pain)
The first session is focused on identifying problems and customer needs that need tobe solved. This session articulates the specific focus areas of the GCIP Cambodia
accelerator and the need to address problems with the biggest need and market potential.
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Case studies provide examples of how GCIP Cambodia entrepreneurs have previously
refined their focus to address specific problems rather than broad and vague issues.
Interactive Task 1
Participants will be asked to identify the specific problem they are trying to address, why
existing solutions are inadequate and to quantify the pain and the potential formonetization. During the session, participants will be asked to share their responses tothis task verbally.
Session 2 – The Solution
The second session focuses on concisely communicating the entrepreneur’s
technology/product and how it specifically addresses the pain better than the existingalternatives. This session will also introduce the concept of the Minimum Viable Product(MVP) and the process of validation.
Interactive Task 2
Participants will be asked to identify what is innovative and unique about theirtechnology/product and how they are able to address specific customer pain points more
effectively than existing solutions. Session participants will be asked to share their
responses to this task verbally.
Session 3 – Technology, Competitive Advantage & IP
This session covers on how to define and communicate the benefits of their technology
and its competitive advantage. In addition, this session also introduces technology
validation, benchmarking, and prototype development. The session ends with a discussion
on intellectual property protection and defensibility for early stage cleantech ventures.
Interactive Task 3
Participants will be asked to communicate the stage of the technology/product, its uniquebenefits and how key aspects of the intellectual property can be protected.
Session 4 – Customer Segmentation
The fourth session provides an introduction to market analysis and customer
segmentation. This session is focused on explaining the process of identifying customer
sub-segments and the required data, research, and assumptions to do so. The session
will include an initial introduction to concepts of the Total Addressable Market (TAM),
Serviceable Available Market (SAM) and the Serviceable Obtainable Market (SOM).
Interactive Task 4
Participants will be asked to estimate their TAM, SAM and SOM, including an initial
breakdown of the identified customer sub-segments in their SOM.
Session 5 – The Beachhead
The final session before the training focuses on the pitch, and is focused on prioritizing
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the customer sub-segments and identifying the specific sub-segment to focus on first (thebeachhead). During this session, participants will learn how to prioritize identified subsegments that respond to economic pain, value to customers, urgency of need, pressure
to buy and first time to sell. The session will also discuss the process of identifying a
potential pilot customer, the Minimum Viable Product (MVP) and validating product-market
fit. However, it is expected that the process of market validation and developing a pilot
customer would take place during the accelerator and not the pre-accelerator session.
Interactive Task 5
Participants will be asked to prioritize their customer sub-segments, identify the mostsuitable beachhead, and explain why.
Session 6 – The Elevator Pitch
The Elevator Pitch session is when the key topics from all the previous sessions cometogether with participants developing an effective two-minute verbal pitch. The
development of an effective elevator pitch helps the entrepreneur to develop their thinking
about many aspects of their business and consequently, appropriate answers to thequestions in the GCIP Cambodia accelerator application form.
The intention is that participants will use the pitch to complete the application process for
the GCIP Cambodia accelerator and build on the pitch further for use in the GCIP
Cambodia Academy (if selected).
This session is intended to provide a solid explanation of how to structure and deliver
an effective elevator pitch whilst providing significant time to work in small breakout groups
with an assigned mentor. The content part of the session (first 3040 minutes) is focused on:ͻIdeal structure of a two-minute elevator pitch – including what should and should

not be includedͻThe “AIDA” steps commonly used throughout marketing communications refer tothe focus on Attention (A), Interest (I), Desire (D) and Action (A).
ͻ

Effective delivery of the pitch including style, audience engagement and body languageͻ

During the session numerous examples will be provided of effective elevator pitchesboth from within and beyond the GCIP community.
Interactive Task 6
All participating entrepreneurs will be asked to share the text for their initial two minuteelevator pitch and to practice in a small group with an assigned mentor.
Session 7 – Pitch Session & Feedback
The final session is an opportunity for the participants to pitch and receive feedback.
Each participant would present and receive feedback from four or more judges utilizing a
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pitch, the participants would receive two minutes of feedback from the volunteer judges, inaddition to any comments provided on the consolidated score sheets. During a 90-minutesession, a maximum of 20 pitches could be accommodated. Additional pitches could be
included through a longer session or multiple pitching sessions either held consecutively
or simultaneously. It’s advisable to include some form of recognition of the entrepreneur
whose pitch scored the highest amongst the judges. This could take the form of an award
or a small prize. Regardless of the award, it is important to highlight the best pitches aslearning examples for all participants to focus on.
At the end of the final session and in follow-up communication via email and/or social
media, it is important to remind participants of the process to apply for the GCIP Cambodia
Accelerator and key deadlines. It is beneficial to also highlight how elements of the preaccelerator pitch can be used directly in the accelerator application form.
Interactive Task 7
Each entrepreneur will be asked to deliver verbally and in writing, a two-minute elevator
pitch. In addition, they will be asked to prepare a single slide with their name,team/company team, location and means of contact (telephone, email etc.).

Key Steps
The key steps to holding a successful series of Kickstart Sessions are:1. Identify the expected capacity of the training sessions based on the number ofapplications that need assistance or the target for applicant pipeline development.
2. Secure a physical space (in-person sessions) or an online platform for the training.
3. Confirm dates and times for the sessions that are optimal for the participants andallow sufficient time for the session’s graduates to transition to the GCIP Cambodia
Accelerator.
4. Find sufficient trainers, mentors and judges. Each session requires one trainer(ideally two) to lead the session plus additional resources to provide mentoring support
to the participants (which could include the trainers). Typically, at least one mentor isrequired for every five participants. The seventh and final session would also require
the availability of at least 4 or 5 volunteer judges who could provide feedback andscoring on the pitch presentations.
5. Confirm the participation of all entrepreneurs, mentors, judges and trainers.
6. Hold Kickstart Session 1 whilst recording the initial ideas and efforts of theparticipating entrepreneurs.
7. Hold Kickstart Sessions 2 to 6 whilst documenting the progress of the participating
entrepreneurs. Importantly, highlight any entrepreneurs who are making limited
progress and clarify whether this is due to a lack of understanding or limited
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participation in the training. Focus particularly on the entrepreneurs making the least
progress and try to ensure that by session 6 all participants are on track for the final
pitch session in session 7.
8. Hold session 7, the final pitch, and record all pitches and feedback from judges.
Request feedback on the training sessions from the entrepreneurs, mentors and judges.

4. GCIP Cambodia Pre-Acceleration Award

GCIP Cambodia Pre-Acceleration Award is created as a small award in the form ofrecognition for the winner of the pre-acceleration to bootstrap startups/SMEs with capital
to begin product development, and the creation of MVP. Ultimately, it is intended toenhance the capacity of the GCIP Cambodia accelerator applicants and also increase theapplicant pipeline in the next cycle.
GCIP Cambodia Pre-Acceleration will award 3 - 5 winners of the pre-accelerator program.
The number of winners is vary depending on the size of each cohort, as well as the qualityof the cohort. Once became a winner, the applicant may enter the acceleration program
as a semifinalist automatically without reapplying for the program. However, previous cycle
winners will need to reapply for the program and go through the shortlisting process. It isalso essential to consider the level of women entrepreneurs as the winners of each cohort
as well.

ELIGIBLE REQUIREMENT
Applicants must meet the application requirement as stipulated in the Application
Eligible Requirement of the guidebook.

ASSESSMENT
Shortlisted Applicants must go through and win the GCIP Cambodia Pre-Accelerator
which comprises various pre-acceleration activities but will be concluded by pitching theirbusiness plan to the judges for assessment, scoring and becoming the winner of the cohort.

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5. Appendix
Appendix I: Pre-Acceleration Judging Criteria & Scoresheet
Please note that this sheet is formatted for easy viewing in this handbook. A score
sheet is normally printed A4 or A3 horizontally to enable sufficient space for feedback.
You should record your score for each startup on each criterion on the following
scale. Note that your feedback and comments that follow the dots represent themost important aspect of your role:
5 – Keep doing what you’re doing. Focus on other areas
4 – Almost there. Could be better if [……]
3 – Mixed. Key areas for improvement include [……]
2 – Work needed in this area. You should focus on [……]
1 – Significant work needed here, particularly [……]
ROOM ___________________________JUDGE NAME __________________________TEAM NAME_______________________CATEGORY ____________________________
Criteria

Description

Score

1. Elevator

A quick one-liner summary that combines

Pitch

your vision/product and the mission ofFeedback

your company
2. Market

DefineOpportunity

business/space you are in. Total Market

Your

Market:What

Size: Customers: Clearly define exactly
who you serve, Possible Macro Trends &Insights that define the market. How well
the market is defined?
3. TheWhat customer need do you fill? Define

Problem &the real problem you are solving and how

Solution

it’s solved now.

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4. Product or

How good is your solution, is the solution

Servicedoable and realistic? Does it solve theproblem?

5. Business

How well the key revenue streams are

Modelpresented, do they feel realistic?

6. Market

How you grow your businessApproach &Strategy
7. Team & key

Is the team balanced, have the managed

stakeholders

to recruit advisers and supporters?

OverallComments

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GCIP CAMBODIA PRE-ACCELERATION GUIDEBOOKAppendix II - GCIP Briefing: Short Technology
Presentations(A Guide for Entrepreneurs)“I didn’t have time to write a short letter, so I wrote a long one instead.”This lament has been variously attributed to Blaise Pascal, Mark Twain and others. It’s
thoroughly apt:
Making a short presentation takes thought and preparation. Hence, this briefing
document, designed to step you through the process, with some thoughts on using a shortamount of time crisply, with maximum impact:• Format • Content • Style
It may seem daunting to include all the thinking in this document in a short presentation.
The goal isn’t to include everything here. Read the whole document first, then consider
what’s most useful to you. There is of course considerably more time to cover all theground in a 2-3 minute pitch presentation than in a short 2030 second video.
Most of all, consider what is going to make your appearance stand out. Short
presentations are your opportunity to sizzle!
What you should cover
Focus on the following key points (depending on the time you have, you may not beable to cover everything):ͻWhat problem does your technology solve? This is crucialͻWhat does your product/technology do? Be crystal clearͻ

Why is it special? Talk about the ‘secret sauce’ that differentiates it from everything elseͻ

How will it impact the planet? Explain the environmental, and socio-economic
benefits There’s more detail in the sections below.

Unlike your investor presentation, you can and should talk mainly about the technology,
and why it’s cool. Underscore the cool factor – get your audience excited about supportingyou. Unlike your investor presentation, don’t spend time on who will buy this and why,delve into your go-to-market strategy, or present financials.
Like a good elevator pitch, make your short presentation crystal clear, and avoid mumbo
jumbo – no jargon, “nothing that your mother couldn’t understand”. As you’ll see, anelevator pitch is only the starting point for a short presentation.
Format: AIDA
One key to using a short amount of time well is to think of your short technology
presentation not as a speech but a short ‘commercial’. You can’t possibly cover every
detail; what you can do, with a little planning, is more important and more useful: you can
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grab your audience’s attention, capture their imagination, and drive at least some of themto action.
In basic marketing, the steps involved are often described using the acronym ‘AIDA‘:• Attention • Interest • Desire • Action
This format is most commonly referred to as the structure for copywriting, web designand other written materials.
But AIDA is relevant to all forms of marketing, including sales 101, where it’s morecommonly referenced as:• Attention • Interest •Decision • Action

This is a simple, proven and highly effective way of guiding an individual or a group toa ‘purchase’ (conceptual or actual). It’s the format we recommend for a 1-3 minute pitch,and maybe for a shorter presentation. Here’s some material on AIDA:ͻAIDA for Business Resultsͻ

AIDA: Make Your Words Sell

ͻ

AIDA in sales (Attention Interest Decision Action)ͻ

Alec Baldwin in Glengarry Glen Ross on AIDA

Style: AH YES!
AIDA provides useful structure – but to create a real impact – both on the day and inyour audience’s memory – there are additional elements that will ‘supercharge’ your pitch,
and which you should weave in throughout. My approach is to summarize those key pieces
as ‘AH YES!’ͻ

Activity • Humor • You • Emotion •SensesActivity
Bring your presentation to life through movement – tell stories and anecdotes, use active
verbs (and cut the abstract nouns)
Humor
Even a light dusting of humor magnifies the impact and helps embed your presentation in
the memories of your audience.
“You”
Make the presentation relevant to “you,” the audience member (not just about us, ourproject)
EmotionAppeal to your audience’s emotions: emotion is key to both sympathetic and empathetic
engagement (we can cover more of this when we work with you individually)
SensesAppeal to all the senses, particularly the visual cortex; use concrete, highly visual language
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GCIP CAMBODIA PRE-ACCELERATION GUIDEBOOK(using props can be very impactful here)
Attention
First, as they say, you need a strong opening. If you were writing an article or a display ad,
this is your headline. You should spend 10-20% of your time grabbing attention!
Goals and techniquesͻGrab your audience!

ͻ

Make a bold statement*ͻ

Reveal disturbing dataͻRole playͻ

Use in medias res*You can “exaggerate for effect” – as long as the exaggeration is obvious or humorous,and never, of course, in a way that’s misleading.
Attention: Some key questions to answer
As part of grabbing attention, you’re most likely to make strong statements, using
strong, visual language (and images) about the problem (“pain point”) you address:
ͻWhat’s the problem you solve?

ͻ

Why is the problem important to address?

ͻWho’s (worst) affected?

Interest
Second, build interest. This is the meat of your presentation – spend up to half your timebuilding interest.
Goals and techniquesThis is where you’ll deliver the key details about your project and organization. How doyou make this stand out?
ͻTell a story – be anecdotalͻRole playͻUse concrete, visual language – avoid talking in the abstract

Interest: Some key questions to answer
If you package this section carefully, you can cover at least some of the following in lessthan two minutes. But pace yourself – it’s more important to tell an emotive, compellingstory than to cram in detail:ͻHow do you solve the problem?

ͻWhat’s the “secret sauce” behind your solution?

ͻ

Why is your company important in solving it?

ͻHow do you solve it better than anyone else?

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DesireCreate Desire (“I want to do this!”) and drive relevant members of your audience to a
Decision (“and I will do this!”). Not everyone’s going to be in a position to make a genuine‘decision’ – but speak to them as if they all do.
Spend up to 25% of your time on this part of your presentation.
Goals and techniques
The key here is to pull your audience in personally – make your pitch relevant – talkdirectly to the individuals. Not every pitch has to appeal to everyone – but every pitch must
be relevant to at least some of those present:ͻ

Use “You” language throughout here – this part isn’t about your project, it’s about

the audience.
ͻInvite your audience to a future where they realize or see the benefits of yourtechnology.
ͻ

Use active, visual language, and paint a full-sensory picture of a better future

resulting from your work.
Desire: Some key questions to answer
Put yourself in the shoes of an individual audience member when you ask and answer
the following:ͻ

Why is this relevant to me?

ͻDo I care?

ͻ

Do I feel personally connected, and compelled to support this?

(this leads naturally into the final segment: Action)
ActionFinally, create a call to action. How will your audience engage? Why should they votefor you in the People’s Choice? Where will they find you immediately afterward, or next
week, if they’re interested in finding out more?
This section can typically be covered in the final 10% of your time.
Goals and techniques
Make it clear if there are specific opportunities (although you can’t solicit funding).
Action: Some key questions to answer
Assuming your technology is directly relevant to at least some members of theaudience, put yourself in the shoes of those individual audience members when you ask
and answer the following:ͻ

What specifically could I do if I want to get involved?

ͻ

How would I find out more, quickly and easily?

ͻIs there a way to engage that matches my interest, availability and commitment?
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GCIP CAMBODIA PRE-ACCELERATION GUIDEBOOKResources
Articlesͻ

AIDA Overview

ͻ

AIDA for Business Resultsͻ

AIDA: Make Your Words Sell

AIDA Videos
ͻ

AIDA in sales (Attention Interest Decision Action)ͻ

Alec Baldwin in Glengarry Glen Ross on AIDA

Elevator Pitchͻ

Perfecting the Elevator Pitch

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GCIP CAMBODIA PRE-ACCELERATION GUIDEBOOKAppendix III – GCIP Cambodia Focus Sectors
AgricultureWith the view to capture value-addition and enhance livelihood through low-carbon
development, post-harvest processing offers significant opportunities for innovation andentrepreneurship in Cambodia. Globally, agriculture is currently responsible for 25 percent
of GHG emissions, 70 percent of all water used, and is the main cause of deforestation.
Therefore, there is a need to prevent food waste, enhance the nutritional value of food,extend its shelf life, and intensify agricultural production to produce more with less, in orderto reduce emissions and enhance resilience and food security. Entrepreneurial initiatives
to develop and deploy tailored technologies would Cambodia adapt to its changing climate
and population.
Hospitality
One of the segments in Hospitality is Tourism, as a transversal sector stronglyinteracting with other economic sectors, which can contribute significantly to the overall
shift towards more sustainable, cleaner and low-carbon economic growth. In support ofthe efforts to develop sustainable tourism in Cambodia, innovation and entrepreneurshipwill be promoted in that sector. This includes supporting the development and deploymentof technologies spurring resources efficiency (of non- renewable and renewable raw
materials, including water), encouraging the use of sustainable energy in tourism, reducing
waste (e.g., tourism generates large amounts of plastic waste, both water bottles and otherproducts, which ultimately often end up in seas and oceans), as well as promoting
sustainable mobility, etc. This also entails upstream linkages in relevant value chains to
reduce the carbon footprint whilst catalyzing local business opportunities and employment.
Manufacturing/Creative industries
For some years, the development of creative industries in Cambodia has been
constrained by a range of inter-related factors, including e.g., insufficient productive skills
and technical knowledge, limited access to support networks and technology; poortransportation, high-cost communication and infrastructure. Adoption of clean technologies
and innovative business models may enable the recovering creative industry in Cambodia
to leapfrog certain stages of development that are environmentally, socially andeconomically harmful or unconducive. For example, there is a potential to develop lowcarbon solutions for sustainable transport, sharing economy (e.g., using a common
working space, and thus reducing the overhead costs and optimizing the use oflighting/electricity), or upcycling/ downcycling/ recycling of products which are no longer
used. The potential beneficiaries are not only the artisan entrepreneurs themselves, but
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also all actors along the value chain, including e.g., distributors and retailers who mightcome from indigenous minority communities.
Industrial Specific Technologies
There are significant opportunities for developing and deploying clean technologies
and business model innovations in industrial clusters and special economic zones. For
example, industrial symbiosis can involve the co-using of industrial machines in the spiritof sharing economy, and as a result it can lead to reduced environmental impacts
compared to private ownership of machines (especially for machines that consume energy
during the non-use phase). It also enables to close off the material loops by using someone
else’s waste as a raw material for own industrial production processes in accordance withthe basic circular economy idea. This results in a lower input of virgin raw materials (andassociated avoided environmental impacts along the raw material value chain, includinge.g., extraction, processing transport) and reduction of waste disposed. In addition,
cooperation in industrial clusters and/or special economic zones spurs eco-innovation,
which in turn leads to increased efficiency of processes, lowered costs, and enhanced
competitiveness, whilst lessening environmental impact.
In the effort to capitalize on Cambodia’s rapid information and communication technology(ICT) development, the project can focus on promoting and supporting ICT solutions forclimate and clean energy projects across all industrial sectors, including e.g., smart
metering and smart grids, sustainable transport (including real time navigation and elogistics), e-commerce, etc. It is in this framework that industry 4.0 and circular economy(e.g., dematerialization) approaches will be mainstreamed, leading to the decoupling of
the raw materials use from economic growth, and thus reducing the negativeenvironmental impacts of industry. This would in turn enable Cambodia to embark on afast track to a low-carbon sustainable and innovative future.

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Contact Us

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