ACCELERATING CLEANTECH INNOVATION AND
ENTREPRENEURSHIP IN STARTUPs AND SMEs IN CAMBODIA

GCIP CAMBODIAACCELERATION 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 Acceleration Guidebook
UNIDO Project No.: SAP 190057

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

ϭͮW Ă Ő Ğ GCIP Cambodia Acceleration Guidebook

Table of Content
1. Project Overview................................................................................................. 4
2. GCIP Cambodia Guidebook ............................................................................... 5
2.1 GCIP Cambodia Accelerator Process .............................................................. .6
2.2 GCIP Methodologies ............................................................................................. 7
3. GCIP Cambodia Accelerator Program Design ................................................. 9
3.1 Application Process............................................................................................ 10
3.2 Applicant Screening and Selection (Round One Judging) ..........................14
3.3 Mentor Recruitment & Engagement ................................................................ 21
3.4 National Academies ............................................................................................ 29
3.5 Training Webinars ............................................................................................... 34
3.6 Business Clinics .................................................................................................. 37
3.7 Mock Judging ....................................................................................................... 40
3.8 Round Two and Three Judging (Final Judging).............................................41
4. Judging Criteria ................................................................................................ 45
4.1 Business Description .......................................................................................... 45
4.2 Customer Discovery ............................................................................................ 45
4.3 Product/Technology Validation ......................................................................... 45
4.4 Go-To-Market Tactics / Sales Model................................................................. 46
4.5 Finances ................................................................................................................. 46
4.6 Team ....................................................................................................................... 46
4.7 Sustainability ........................................................................................................ 46
4.8 Executive Summary & Investor Presentation................................................. 46
5. GCIP Cambodia Funding Mechanism ............................................................. 46
6. GCIP Accelerator Recap Test .......................................................................... 49
7. GCIP Entrepreneur Support ............................................................................. 49
7.1 Introduction ........................................................................................................... 49
7.2 The GCIP Business Elements ............................................................................ 50
7.3 The GCIP Checklist .............................................................................................. 56
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7.4 GCIP Worksheets ..................................................................................................61
8. Alumni Support ................................................................................................. 69
9. Troubleshooting ............................................................................................... 71
9.1 Recruitment Challenges & Solutions ................................................................71
9.2 Judging Challenges & Solutions ...................................................................... 72
9.3 Training Challenges & Solutions ...................................................................... 74
9.4 Mentor Challenges & Solutions......................................................................... 75
9.5 Event Challenges & Solutions ........................................................................... 77
9.6 COVID-19 Related Challenges & Solutions ..................................................... 78
10. Appendices ....................................................................................................... 80
Appendix I – Links ...................................................................................................... 80
Appendix II: GCIP Cambodia Applicant Agreement .............................................81
Appendix III – Example Generalist Mentor Agreement ....................................... 88
Appendix IV - Judging Standard Agreement ........................................................ 96
Appendix V: Academy Equipment and Presentation Logistics ...................... 100
Appendix VI - GCIP Briefing: Guidelines for Judges ........................................ 102
Appendix VII - Example Judging Scoresheet ......................................................106
Appendix VIII - Example GCIP Mentee Feedback Form .....................................109
Appendix IX - GCIP National Academy Questionnaire ...................................... 110
Appendix X - GCIP Briefing: Short Technology Presentations ........................ 111
Appendix XI - Investor Connect Checklist............................................................ 116
Appendix XII – GCIP Cambodia Focus Sectors ................................................... 119

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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:
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.

Figure 1: GCIP Cambodia: Project StructureϰͮW Ă Ő Ğ Page 04

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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 Guidebook
This guidebook is intended as a tool for successful operation of the GCIP Cambodia
Accelerator and effective support for the participating entrepreneurs, it is adapted from the
GCIP Accelerator Guidebook to best fit for Cambodia context.
Unlike many other cleantech accelerators and start-up competitions, GCIP focuses on
establishing a common baseline of operating procedures and methodologies to ensure a
consistent and scalable approach among the acceleration services in GCIP partnercountries or programmes. Importantly, the intention is not to focus on global uniformity atthe expense of national needs and customization but to leverage best practices for the
benefit of all.
Identifying successful technology ventures of the future is challenging. Helping
technology ventures to grow is hard. Supporting early-stage cleantech ventures inemerging markets is significantly harder. A common operating platform and set of
methodologies are essential to enable collaboration and knowledge transfer across thevarious GCIP national accelerators and their supported ventures.
This guidebook initially focuses on providing proven methodologies and standardized
procedures for the successful operation of the accelerator in each GCIP partner country.
The second section of the handbook focuses on documenting the methodologies for effectiveϱͮW Ă Ő Ğ Page 05

GCIP Cambodia Acceleration Guidebook

support and acceleration of each cohort of entrepreneurs.
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.

2.1 GCIP Cambodia Accelerator Process

GCIP Cambodia Accelerator Processes are a specific set of repeatable steps focusedon key operational activities such as screening applicants, managing mentors, facilitating
judging sessions, or running training academies. They are repeatable activities that takeplace within every annual GCIP Cambodia Accelerator.
The GCIP Cambodia Accelerator processes are outlined in this guidebook andadditional guideline documents for each activity (e.g. managing second round judging). In
addition, GCIP Cambodia Accelerator processes are also documented for specific roles
such as mentors, judges, and volunteers (e.g. Appendix V: GCIP briefing Guidelines for
Judges). GCIP processes also include detailed instructions for how the activities arecarried out and related agreements for specific roles (e.g. Appendix VI: Example Judging
Standards Agreement).
GCIP Cambodia Accelerator activities outlined in the guidebook are:Applicant Selection and Screening
Key steps for initial review, selection, and screening of GCIP Cambodia Accelerator
applicants.

Mentor Recruitment and Management
Key steps for recruitment and management of GCIP mentors.

Running a GCIP National Academy (e.g. Appendix IV)
Key steps for planning and managing a GCIP National Training Academy include
schedules, logistics, content, and equipment.

Managing a Round Two Judging Session
Key steps for facilitating a judging session include logistics, roles, required equipment,
and schedules.

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Figure 2: GCIP Accelerator Process

2.2 GCIP Methodologies

GCIP Methodologies are defined approaches designed to achieve the goals of the

GCIP Cambodia accelerator for different stakeholders and include specific approaches,principles, instructions, tools, and deliverables.
The GCIP methodologies are:

GCIP Acceleration Methodology
In the initial phase of GCIP, this has included the combination of the GCIP Training
Curriculum (specific topics and approach) combined with the 20 GCIP Business Elements(framework for business validation) and the GCIP Worksheets (a tool for applying thelearning from the training sessions to the 20 Element Framework). The objective is the
successful acceleration of as many participating GCIP ventures as possible with particularattention given to impact, time, and resource efficiency.

GCIP Judging Methodology
A defined approach and process for each stage of judging combined with a set of
requirements and scorecards. The objective is a thorough, impartial, and consistentselection of the cleantech ventures with the greatest potential regardless of which GCIP
country they are in.

GCIP Mentoring Methodology
A defined approach and process for how mentors support their assigned GCIP
entrepreneurs. Unlike many mentoring approaches and platforms, GCIP mentors areϳͮW Ă Ő Ğ Page 07

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assigned different roles and responsibilities with both specific and overarching guidelines
and rules. For example, a GCIP generalist mentor is assigned to just 1 – 3 teams percohort and serves as the key guide, navigator, champion, and connector for theentrepreneur. The GCIP generalist mentor is asked to embrace a mentoring approach thatis specific to their role and different from the approach prescribed to specialist mentors.
The GCIP Worksheets is a tool designed to facilitate the collection of necessary data
to validate or invalidate an entrepreneur’s “hypotheses” or “guesses” about most of the 20
Business Elements and the resulting business model, strategies, and tactics. By
addressing the questions or issues posed in the Worksheets with interviewees, GCIP
teams should arrive at validated (substantiated) conclusions about the elements of theirbusiness, especially their business model. Please note that the Worksheets cannot be
successfully completed without data coming from the interviews with potential customers,
distributors, partners, and other entities in the value chain of the team’s Business Model
and without substantial Internet research.
Worksheets that are successfully completed make clear the validation data and its
genesis from the interviews. There are not 20 Worksheets but the content of most of theBusiness Elements are addressed in one or another of the Worksheets. Therefore,
completing the Worksheets with feedback from customer interviews should lead tosummary substantiated conclusions for most if not all of the 20 GCIP Business Elements.

Figure 3: GCIP Accelerator Methodologies
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3. GCIP Cambodia Accelerator Program Design
Key Objectives
 To identify, support and celebrate entrepreneurs with innovative solutions toaddressing the most pressing energy, environmental and social challenges faced
nationally and globally.
 To enable the participating entrepreneurs to successfully de-risk and scale theirventures.
 To enhance the capacity of local stakeholders to successfully support innovationand entrepreneurship activities, especially the long-term growth of local cleantech
ventures.

Timeline
Typically, a GCIP Cambodia Accelerator is held over a period of 6-8 months between
the call for applicants (launch) and the selection of the winner.

Key Milestones
The key milestones within a GCIP Cambodia accelerator are:Month 1
Announcement of program cycle / opening of applications.
Month 2
Application Deadline.
Applicant screening and selection of semifinalists (participating entrepreneurs)
National Academy; Mentors assigned to participating teams (mentees)
Month 3-7
Business clinics and training webinars.
Month 7
Deadline: submission of accelerator deliverables; Mock judging.
Month 7-8
Round two judging (selection of finalists).
National Final Judging & Awards.

Figure 4: Overview of the annual GCIP Cambodia AcceleratorϵͮW Ă Ő Ğ Page 09

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3.1 Application Process
3.1.1 Application Goal

 Increased quality and quantity of qualified applicants for the GCIP Cambodia
Accelerator.

 Increased participation across the GCIP Cambodia Accelerator target categories.
This should include an increase in applicants from underrepresented groups suchas women entrepreneurs.
 Generating interest awareness and interest in the accelerator not just for the current
GCIP Cambodia Accelerator but for subsequent accelerator cycles (pipeline
development).

Required Preparation:
Accelerator timeline and partners confirmed.
GCIP Cambodia accelerator four sectors confirmed after alignment with the global GCIP
technologies:
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 of the GCIP Cambodia accelerator focus sectors
cleantech or a sub-set (e.g. Two out of four). Additionally, within each sector, Coordinatormay choose to focus on sub-sectors and areas of most relevance to the project. For
example, this could include focusing on e-bikes under the broader transportation category
or off-grid energy access under renewable energy. When considering specific categories
for GCIP Cambodia accelerator cycle, Coordinator should consider whether it will bepossible to attract a significant number of applicants in that category leading to multiple
participants in the cohort. A category that leads to only one applicant is sub-optimal.
Entirely new GCIP Cambodia sector beyond the abovementioned sectors may beconsidered pending discussion with the GCIP Global Unit at UNIDO HQ. Any additional
sectors under consideration should:

Not be duplicative of the existing GCIP Cambodia categories (which are deliberately broad)Complement the existing GCIP Cambodia categories



Fit within the general definition of clean technology



Yield multiple accelerator applicants (e.g. not just a single team)

Encompass solutions that can provide a direct and quantifiable positive impact on
climate change. For example, a proposed category focused on sustainability inhealthcare would need to demonstrate that the targeted solutions can demonstrateϭϬͮW Ă Ő Ğ Page 10

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a significant positive impact on climate change as a primary impact. A new medical
device that uses 0.5% less electricity than existing solutions would not provide a
sufficient direct positive impact on climate change even though the medical impact
may be significant.


Localization of GCIP accelerator application forms (Appendix I) and supporting
information (rules, criteria, application guidelines, and any associated legal
agreements, etc.)

Required Documentation:Completed recruitment targets by group, region, and technology category.

Marketing and outreach plan completed.



Application information ‘pack’ available either as a digital file or direct downloadfrom the GCIP Cambodia Landing Page.



Completed legal agreements for participating entrepreneurs, mentors, and judges
covering conduct, non-disclosure of confidential information, and media releases.

Active social media accounts and preliminary activities.

 Completed descriptions of the technology categories for the GCIP Cambodia
Accelerator Program.

Required Timescale:

At least 2 months period is typically required for project planning, briefing ofpartners, and preparation, which would include some initial media activities andincreasing market awareness.

The actual recruitment window when entrepreneurs can submit an application could
be as little as 4 weeks if this is a continuation of an existing GCIP Cambodia
Accelerator with market awareness, momentum, and an existing community of
applicants and alumni to draw on.

An entirely new GCIP Cambodia Accelerator is likely to require a 6 to 7 weeks
application window including screening and selection, especially if recruitment will
require activities, a road show to specific universities and cities, or outreach topreviously underrepresented groups.



If the applicant window is very long (e.g. 10 weeks or more) there is a real risk thatthe process will seem ‘stale’ with little incentive for entrepreneurs to apply in the firstfew weeks.

Recruitment Tactics
Finding suitable qualified and engaged applicants for the GCIP Cambodia accelerator
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countries, it will simply not suffice to just promote the accelerator passively on social media
and hope that entrepreneurs will apply. Reaching out to suitable entrepreneurs andconvincing them to apply in an increasingly crowded market requires preparation andstamina. To begin, it is important for a Coordinator to consider some key questions:

What will be the primary source of entrants for the GCIP Cambodia Accelerator?
Universities, other programs, partners?

What will a typical entrant look like? What challenges do they need to tackle? What
support will they need?

How many potential entrants have you spoken to/met? What aspects of the program
resonate / are confusing?

How many entrants are you targeting nationally/regionally? Do you have any
estimates for women entrepreneurs?



Are you leveraging previous entrants, alumni, and mentors? What is the biggest
applicant recruitment challenge you face?

The goal of your specific recruitment strategy should be twofold:
Increase Quality of ApplicantsTransformational

Scalable

Increase the Number of Applicants

Under-served regions

Under-represented target groups (e.g. female entrepreneurs)

Under-represented technology categories

These goals can be achieved through the focused event, and leveraging partners,
networks, the media, and other related stakeholders as shown in Figure 5 through theMemorandum of Understanding (MoU).

Figure 5: Key stakeholders in Startup Cambodia EcosystemϭϮͮW Ă Ő Ğ Page 12GCIP Cambodia Acceleration Guidebook

1. Universities: Kirirom of Institute (KIT), Royal University of Phnom Penh (RUPP), andother potential universities (i.e., National University of Management (NUM) or Paragon
University) could be a source for scouting the young entrepreneurs as well as the talents.
2. Technical Mentors: they play an important role in assisting the team to develop a wellfunctioning product. Besides external experts, TSC’s technical staff will also be thepotential internal mentors for the program.
3. Supporters: The development partners are the main supporters who make the program
possible with their financing and coordination.
4. Service Providers: they are co-working spaces, accountants, recruiters, marketing
consultants, lawyers, and contract CFOs who could assist the team in many ways.
Some of these service providers are companies; others are individual consultants.
5. Communities: the pool of resources (i.e. associations such as the Association ofChartered Certified Accountants (ACCA), Young Entrepreneurs Association of
Cambodia (YEAC), and Cambodia Investor Club (CIC)) to connect and match the teamwith the industry experts for the mentorship and experience sharing. Startups can form
meaningful connections, gain inspiration, share their startup journey, and learn fromeach other. The existing associations are ACCA, YEAC, CIC, etc.
6. Corporates: they act as an enabler, also a helper of the team. For example, banks canprovide a digital payment sandbox for the team to test. They also can provide
experienced staff to be the mentors as well.
7. Investors: they are the feeder to teams. On Demo Day, the program can connect thepotential investors with the teams. Investors can be also a useful source of advice andconnections for the startups involved. The potential investors that the program canpartner with are Khmer Enterprise (KE), Mekong Strategic Partners (MSP), OOCTANE, etc.

Outreach Activity Plan
In order to reach out and scout the startups, the outreach activity plan is designed asshown in table 1:
Table 1 Outreach Activities
A. Online Activities

B. Offline Activities

Program Landing Page

Run an opening workshop

Application Form

Reach out to startups through community

Social Media Promotion

Distribute posters and broachers

Press Release

MoU with the partners

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3.2 Applicant Screening and Selection (Round One
Judging)

Before screening and selection begin, the GCIP Cambodia accelerator must recruit

separate groups to focus on screening (due- diligence on an applicant’s eligibility) andjudging (selection for the accelerator). The screening takes place on a rolling basis after
each application is submitted. In contrast, judging takes place only after the final
application closing date and includes only the applications that have passed the initial
screening.
All eligibility requirements and judging criteria, including any specific priorities (e.g.
include at least 50% female entrepreneurs, 10% students, etc.) should be finalized.
The coordinator must be confirmed who can conduct due diligence on all applicants
to ensure that they meet the program requirements. Only those applicants that meetthe eligibility requirements should be forwarded to judges for reviewing and scoring.
Teams of judges must be confirmed who can score and provide feedback. Detailsof how to recruit and brief judges are included in the subsequent section: “Recruiting
Judges for Round One”. Round one judging can occur remotely or as a group in ajury format where judges will collectively review multiple teams.
Following the judging and initial selection, a team focused on interviews (ideally
Coordinator members) should be confirmed who would be available to contact via
email or telephone, shortlisted applicants to ascertain whether they are ‘coachable’, will
make the necessary time commitment to participate in GCIP Cambodia and havesuitable expectations.

Required Documentation
Judging score sheets and a complete list of eligibility requirements and judging
criteria.



Example questions (script) to add to the screening interview with shortlisted
applicants.

Draft acceptance and rejection letters (or emails) to be sent out by the coordinator.

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Figure 6: Round One Judging Process and Timeline

Recruiting Round One Judges
When recruiting round one judges, it is important to include individuals that areknowledgeable on key aspects of building a business and can assess the quality of theteam, technology, product, and market. It is also essential to have judges that areknowledgeable about the industry sectors and technology areas under review. As withevery judging round in the GCIP Cambodia Accelerator, providing clear and effective
feedback is critical. Therefore, judges must understand the importance of this and be
willing to provide written feedback to the applicants on areas to improve, in addition tonumerical scores. It is important to cast a wide net when recruiting judges as a Round One
judge should not be a judge in Round Two or Three. This separation is to ensure that all
judges review all entrepreneurs for the first time without any prior knowledge of theapplications or pitch decks. Intermixing judges between rounds would lead to someentrepreneurs becoming familiar with the judges and could create inconsistencies andunconscious bias.
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Briefing Round One Judges
Once volunteer round one judges are confirmed, they should participate in a briefing
session, which could be a live in-person session, a virtual live webinar, or a prerecorded
briefing. A live session whether virtual or in-person is always preferable as it provides anopportunity for judges to ask questions. The briefing session explains the overall GCIP
Cambodia Accelerator timeline, technology categories, eligibility criteria, and the criteria
for selection. The judging process and guidelines are explained including the scoring rubric
and the importance of providing feedback. Participation in the briefing session is arequirement for all-round one judges, including those that were judges in previous GCIP
Cambodia Accelerator cycles. It is important that even experienced judges participate in
the briefing sessions as the judging criteria, instructions and guidance may change fromyear to year and it is vital that everyone is aware of the current guidelines. It is always
beneficial to have experienced judges in the briefing sessions, as those new to the GCIP
Cambodia judging process would benefit from their insights and experience. As judges arevolunteers and typically very busy, the briefing session should be no more than 45 to 60
minutes. Additionally, the judging instructions, selection criteria, and judging rubric should
be made available digitally before the briefing session.

Required Timescale – 1 to 3 weeks
 Validating that applicants meet all the eligibility requirements can occur on a rollingbasis after application not just after the closing deadline. It is preferable to start thedue-diligence process early as some applicants may have simply made incomplete
applications or incorrectly described their IP (Intellectual Property). Highlighting theissues regarding eligibility to applicants before the closing deadline provides anopportunity for them to resolve any issues.
 Judges should be given sufficient time to review, score, and importantly provide
written feedback to each applicant.
 Time should be allocated for Coordinator representatives to spend 10 to 15 minutes
contacting each shortlisted applicant (ideally by telephone) to verify their‘coachability’, commitment, and expectations.

Applicant Screening
After an entrepreneur has applied to the GCIP Cambodia accelerator, the initial focus
should be on determining whether their application is complete and meets all the criteriaof the accelerator. This validation can be done on a rolling basis before the application
deadline. Initially, Coordinator staff (or volunteers) must check that the application form
and all other requested information are completed. If any aspect of the application form isϭϲͮW Ă Ő Ğ Page 16

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incomplete, the applicant must be contacted and asked to provide the missing
information. Once complete, the application must next be screened for eligibility.
Although eligibility can vary between annual cycles of the accelerator, the core focus
remains the same:
I. Focus Sector
The team or company must fit within the defined focus sector for the GCIP
Cambodia accelerator including:
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,
Coordinator 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. A breakdownof each of the seven GCIP global categories is provided in Appendix XIII.
II. Stage of Development
The standardized GCIP Cambodia application form requires applicants to indicate
the stage of development they are at. Therefore, for clarity it is helpful to have applicants
outline the current stage of their product or development based on:
1. Ideation
2. Pre-Launch/MVP
3. Launched
4. Early-Stage with MVP
5. Series A Stage
6. Growth Stage
7. Expansion Stage
III. TeamAs individuals are unable to participate in the GCIP Cambodia Accelerator Program,
every country seeks applicants to have a team of at least two people with relevant skills.
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 notϭϳͮW Ă Ő Ğ Page 17

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participate in a GCIP Cambodia Accelerator Program in more than one country during thesame year.
V. Entity
Startups and SMEs can apply to the program, as long as there are at least two
members to the team and one of which committed full-time to the project, both are eligible
to receive the prize award.
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 be a conflict of interest. If apotential 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 be 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.

Post-Screening
Once the application has been successfully checked, it can then be forwarded to roundone judges after the final application deadline. Ideally, each application should be reviewed
by a panel of three or more judges from the academic, research, business and venturecommunities, including experienced professors, engineers, entrepreneurs, angel andventure investors, environmental experts, and legal professionals. In order to keep theworkload manageable for volunteer judges, only the applications that have beensuccessfully screened should be forwarded. Entrepreneurs that failed to submit complete
or eligible applications should be informed as soon as possible before the deadline date inorder that they may resubmit.

Selection (Round One Judging)Round one judges can either review their allocated applications virtually online or
together in person depending on their availability and time constraints. In the first round
we are looking for:
 Product companies with an exciting technology that could disrupt an industry
 Product or service companies with an innovative business model that could give themϭϴͮW Ă Ő Ğ Page 18

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a sustainable competitive advantage
 Technologies that work, or look as if they could work; it’s often hard to discern at
this early stage, but you should disqualify a product or service that demonstrably
breaks the laws of physics
 Teams that show promise: at least a person or two whose credibility could pull inother talented people to help them crack a given market.
Importantly at this first early stage of the accelerator we are NOT looking for:
 A fully rounded go-to-market strategy, correct identification of who will buy theirproduct and why, a superbly crafted financial projection or a deep understanding offunding strategy; these are exactly the areas in which GCIP Cambodia is intended
to provide help.
 Spelling and grammar mistakes do not count against an applicant at this stage ofthe process unless they make the application incomprehensible.
The key judging criteria in round one for screening applicants is focused on four key areas:
1) TeamIs the current team credible? Does it have: Relevant product development and customer development skills
 At least 2 members that between them will commit at least the time of one fulltime founder Must be above the age of 18
2) Technology
Is the technology wholly new or applied in an innovative fashion?
 Does the team have the freedom to operate (access) the technology and tocommercialize it?
3) Product
Does the product: Address a key national need or addresses a key developing/emerging national need?
 Have the huge potential to address greenhouse gas emissions or will provide
other significant environmental benefits (air quality, water, forests, etc.)
 Address at least one of the United Nations Sustainable Development Goals(SDGs) in a significant way?
4) Market
Could this venture scale to: Contribute significantly to the national Gross National Product Create a significant number of new jobs
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Round One Scoring & Feedback
For each criterion above, judges will be asked to score each applicant on a scale of 1
(lowest) to 5 (highest) as below:
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 [……]In addition to the numerical score for each criterion, judges are asked to provide
extensive feedback on what teams should do to improve. The judging grades aredeliberately phrased to prompt judges into writing a response (e.g., “Key areas for
improvement include…”). Judges are asked to write detailed feedback as to specificallywhere and how they think the team needs to improve.
Judges are also asked to indicate what they like about their application, as well as theareas for improvement. Feedback is of vital importance to all applicants, not least to those
who are not accepted into the GCIP Cambodia Accelerator Program. Judges are asked toprovide as thoughtful a response as they can to each of these criteria.
Invariably, due to time constraints, judges may feel under pressure to limit the written
feedback in order to review teams more quickly. It is important that every effort is made to
avoid this. Feedback from judges is consistently ranked by entrepreneurs as one of themost important elements of GCIP and therefore should be provided at every opportunity.

Judging Criteria and Weighting
In Round 1 judging each criterion has the same numerical weighting. However, we dorequest that judges pay particular attention to the quality of the team, including
demonstrated product development and customer development skills and key gaps.

Final Review
Before submitting their final scores, judges are asked to review all the applications
they have scored and to normalize the scoring for consistency. Once all scores have beencollated by judges, it should be possible to rank all applicants in order of their total scores.
Either as a group or through a judging chair, this final ranking should then be reviewed forconsistency between judges, coverage of all the technology categories, and target groups(e.g., women-led ventures).
A final review is done after the team has been shortlisted as a semifinalist following
Round One Judging and consists of an interview to determine the suitability of theapplicant. This interview should take at least 20-30 minutes and be conducted by at least
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one should be the GCIP Cambodia Project Technical Expert and Coordinator. Theinterview process is important to answer some key questions that may not be resolved
through the application forms and supporting information alone: Is the team “coachable”?
 Will they fully participate?
 Do they recognize the required time and resource commitment?
 Will they benefit from the accelerator?
 Are their expectations reasonable? For example, an expectation that GCIP
Cambodia will automatically connect each team to billionaire investors would beunrealistic.
Any teams deemed unsuitable and removed from the shortlist should be informed as
quickly as possible, ideally through a phone call and in writing. If after a final review
interview, it is impossible to reach a consensus on whether a team should be admitted ornot, it is generally advisable to admit the team if there are no pressing resource constraints.
The selection of teams to participate as semifinalists should be based on a
combination of merit and resources.

3.3 Mentor Recruitment & Engagement
Required Preparation:
 Accelerator timeline, mentor roles, and sectors are confirmed.
 Localization of mentor guidelines, training materials, and supporting information(rules, criteria, application guidelines, and any associated legal agreements, etc.)
by the PMU.

Required Documentation:
 Completed mentor recruitment targets by group, region and technology category
with any specific requirements for under-represented groups (e.g. female mentors)
or sectors.
 Completed legal agreements for participating mentors covering conduct,
nondisclosure of confidential information and media release.
 Completed mentor registration forms (ideally online) in the local language or English.

Required Timescale: At least 2 months
 Although the exact need for the mentor group will not be known until theentrepreneur cohort is selected, initial outreach to potential mentors should begin
at least a month before the application period for the accelerator begins.
 If the GCIP Cambodia accelerator is in its second, third, or fourth year of operation,etc., some form of re-commitment from the previous cycle’s mentors should besought before the application period commences. Having a significant number ofϮϭͮW Ă Ő Ğ Page 21

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committed and experienced GCIP mentors pledge their involvement for anotheryear early in the cycle helps to validate the target for entrepreneurs participating in
the accelerator.
 Outreach to potential mentors and conducting due diligence should take place on arolling basis. The majority of the mentor pool (e.g. 60-70%) should be recruited
before the final selection of the participating entrepreneurs.
 Recruiting the final 30-40% of the mentor group should ideally take place before the
National Academy where key GCIP training and mentor-mentee interactions take place.
 Depending on the needs of entrepreneurs, the diversity of the cohort, and thecomplexity of the targeted markets, it is very likely that additional specialist mentors
will still need to be recruited before and after the National Academy.

Introduction
As previously outlined for applicant recruitment, a well-designed strategy and tacticalplan are needed to efficiently recruit mentors. Although the complete requirements formentors will not be known until each cohort has been selected, it is important to begin
outreach to potential mentors as soon as the applicant recruitment begins for several
reasons:
 Many of the channels and partners utilized for applicant recruitment could be an
excellent source of potential mentors. For example, universities, incubators, venturecompetitors, and other accelerators are often a good source of applicants for a
GCIP accelerator
 It is important to build a sufficiently large pool of mentors rather than attempt torecruit the majority of the mentors after the applicants have been accepted.
 As the target is to recruit mentors (ideally) that would work on a pro-bono basis, it
is essential to provide as much advance notice of the commitment and dates as
required. As one might expect, volunteer mentors typically are less sympathetic
when asked to contribute significant time with minimal notice.

Why would one mentor?
It is important to understand the many reasons why an experienced business person,
serial entrepreneur, investor, or technical expert would commit a substantial amount of
their time to support GCIP Cambodia entrepreneurs on a pro-bono basis. It is incorrect toassume that all mentors are engaged for the same reason or even just one reason. It is
important to recognize that mentors may be engaged for several reasons, which could
even change over time. This may include:
A Sense of Impact
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an impact by assisting a United Nations program focused on addressing key energy andenvironmental issues.
Personal Learning
Participation as a GCIP mentor enables additional knowledge of a key sector, an
introduction to a new industry area, or increased awareness of clean technologies.
Future Opportunities
GCIP mentors working pro-bono are forbidden from soliciting paid positions with thestartups they are mentoring. However, participating as a GCIP mentor could lead to future
opportunities with the startup following their graduation from the accelerator or with othercompanies in the sector.
Networking and Connections
The ability to connect with other business and cleantech experts is often given as asignificant reason for participating. GCIP Cambodia accelerator enables mentors to build
connections with a diverse range of mentors covering multiple disciplines and areas of thecountry. Furthermore, it is much easier to recommend a contact after you have worked
with them and therefore GCIP Cambodia accelerators provide a means not to just makenew contacts but to demonstrate one’s abilities.
Incentivizing and Engaging Mentors
As GCIP mentors are being asked to provide a significant amount of their time on a
pro-bono basis, it is important to highlight incentives that align with the initial drivers forthe mentor’s participation. This could include: Mentor-only networking events regionally and nationally Access to a mentor-only directory of peer contacts
 Ongoing mentor training sessions, workshops, and webinars on mentoring bestpractices and new insights on industry trends and technological breakthroughs.
 Facilitated connections and introductions with GCIP Cambodia alumni for potential
engagement as a consultant, advisor, board member, or employee.
Securing continual engagement from the best GCIP mentors is essential in order togrow the accelerator and its capacity. An accelerator that fails to retain its best mentors
must continually recruit and train new mentors each year which places a greater resource
burden on PMU staff and reduces the potential for improvement. In contrast to some of theinitial incentives for mentor participation, securing continual engagement requires different
benefits, which could include:
Recognition
Experience to date in numerous GCIP accelerators has confirmed that recognition of
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compelling. For example, in January 2016, the top mentors from each GCIP accelerator
were recognized at the Global Forum in California and also at many National Events.
Feedback from some of the celebrated mentors did confirm such awards at a major eventwith press coverage and peer recognition cemented their desire to participate as a GCIP
mentor for another year. Other forms of recognition that could include all mentors could
be certificates of appreciation from the United Nations.
Role Progression
The most engaged GCIP mentors in many countries have often expressed their desire
to participate more extensively in a new role. Depending on the needs and capacity ofeach GCIP Cambodia accelerator this could include the selection of the best mentors as
trainers or as a new type of mentor for more advanced startups or GCIP accelerators inneighboring countries. Experience with GCIP accelerators in Turkey and South Africa has
confirmed that the most able and engaged mentors appreciate the opportunity to take a
new role as a trainer of other mentors or the entrepreneur cohort more broadly, especially
if the new role also includes some form of honorarium. As GCIP expands to new countries,
sectors, and stages of ventures (e.g. later stage companies), it is likely that there will be
new opportunities for the very best mentors to engage with the programme more deeply.
Finding and Recruiting Mentors
Unlike recruitment of applicants (entrepreneurs), which may involve a broad mix ofchannels (including social media), mentor recruitment is best achieved through referrals
and alumni.
Referrals
Mentors and accelerator partners (e.g. an associated competition, incubator, orinvestor) are typically a good source of qualified potential mentors. It is essential to findpotential GCIP mentors that have already demonstrated their ability to assist startups,
even if it was not part of a formal mentoring programme or purely in the cleantech sector.
In addition, it is necessary to find potential mentors that are clearly experts in a specifictechnology area or successful serial entrepreneurs and investors.
Gauging whether a potential mentor is truly a domain expert, or a successful serial
entrepreneur is much easier when the individual has been referred by someone who is
known to the GCIP accelerator and understands the key requirements of the programme.
GCIP PMU staff should also be open to requests from potential mentors that are madewithout a referral but significant time will need to be taken to correctly review the contact
and their suitability.
AlumniAs some GCIP accelerators progress to their second phase of operation (e.g Turkey,
South Africa, etc.), there are likely to be growing opportunities for mentor referrals via
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not have time to participate as a mentor until their management team has grown and theirstartup has gained substantial momentum or even been sold.
Also, the experience the alumnus has gained growing their company post-GCIP
Cambodia Accelerator program is particularly valuable in their role as a mentor. It may only
be 3-4 years at least, after graduating from GCIP Cambodia that an alumnus may havesufficient capacity and experience to participate as a mentor. However, GCIP alumni could
be an excellent source of mentor referrals at any time, as they will have a goodunderstanding of the GCIP Cambodia accelerator and a growing network of their own todraw on.

Assessing Potential Mentors
When reviewing potential mentors, the following questions should be considered: Is this individual a demonstrated expert in their field?
 Have they been successful as a serial entrepreneur, investor, or corporate
executive?
 Have they already shown an aptitude for mentoring early-stage entrepreneurs?
 Do they understand the key aspects of the GCIP Cambodia accelerator, and how
engagement as a GCIP mentor may be different from other mentoring programs
that they may have participated in?
 Have they indicated an interest in learning about the GCIP Cambodia process,methodologies and mentoring best practices? Or are they likely to want to ‘fly solo’
and mentor according to their own rules and preferences?
 Are they likely to have any conflicts of interest?
 Has a GCIP mentor, judge, alumnus, partner or other stakeholder recommended them?

Mentor Recruitment and Gender/Ethnic Diversity
When considering strategies to increase the level of ethnic and gender diversity among
applicants (entrepreneurs), it is essential to also consider how diversity can be increased
among mentors.
For example, if the level of gender diversity is increased among applicants but the
mentor community remains mostly or totally male, opportunities for connections, supportand role models will be lost. Finding a suitable diverse range of mentors may require
additional research to find people of a specific under-represented group who could thenrefer potential mentors or participate in the program themselves.

3.3.1 Mentor Roles, Training and Management
Types of Mentors

Every team is assigned generalist mentors and has access to a bank of specialist

mentors.
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Generalist Mentors

Experienced professionals with proven records of success in either relevant cleantech

industries or innovation-driven startups who become key assets for the applicant teams.
In the context of the competition, Generalist Mentors become an internal part of the teamcoaching and leading the entrepreneurs to build comprehensive pitches and plans on
which they will be judged. Outside the competition, successful Generalist Mentors often
become trusted advisors for their teams, often introducing them to potential investors,
partners and customers.
A Generalist Mentor will
 Coach teams through business model development, Provide feedback on all aspects of the business, Attend education and training events along with the team (i.e. GCIP National
Academy), Act as task-master to ensure teams hit deadlines, Work with Specialist Mentors to provide specialist coaching to each applicant teamas needed.
Required Skills
 Proven experience in high-growth (scalable) early-state entrepreneurship, Ability to quickly become a useful, trusted adviser to applicant teams,
 Willingness to roll up sleeves, participate, help out, and debate, with applicant teams.
If multiple Generalist Mentors are assigned to a team, one mentor should be selected
as the “primary mentor.” This mentor will take the lead on such roles as compiling mentor
feedback, organizing meetings and acting as the mentor contact to the Mentor Chair andstaff. Mentors are committed to at least one hour per week of assistance and mentoring.
They should attend the GCIP National Academy, and the Business Clinics and be present
during Mock Judging. Due to space limitations, only one mentor per team will be allowed
to sit in on the final judging session.

Assignment of Generalist Mentors
One generalist mentors per company are ideal. If a sufficient pool of mentors exists in
the GCIP Cambodia program, teams may be assigned a second generalist mentor. Whenassigning multiple generalist mentors to the same team, it is important that one mentor
takes a lead role in managing the mentor-mentee relationship and encapsulating the
feedback and advice from all assigned mentors. Without a lead mentor, a team assigned
two or more generalist mentors might suffer from an abundance of conflicting advice.

Student Mentors
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students (e.g. MBA students) can be assigned as additional mentors in a supporting role
to assist the generalist mentors. Key tasks could include assisting the GCIP Cambodia
teams with market analysis, sales models, revenue estimates, fundraising plans and theuse of various management and entrepreneurship models. It is likely that a student mentor
would be more engaged in actual tasks (e.g. helping to create a financial model or apresentation) than a typical generalist or specialist mentor. Teams benefit from having an
additional mentor who is more engaged with supporting specific tasks and could be a future
team member. The student mentor benefits from directly working with a startup as a reallife business case, increasing their knowledge of the cleantech sector and building
contacts that could help them find a job or launch their own venture.

Specialist Mentors
Specialist Mentors are subject matter experts who act as resources for all the teamsin the competition. Specialist Mentors will staff Business Clinics, giving one-on-one
feedback to applicants on key aspects of their business.
 Facilitate training and workshop sessions during the GCIP National Academy, Lead Business Clinics where teams present functional aspects of their businesses
for feedback, Work with Generalist Mentors to provide functional coaching to the applicant teamas needed
Provide deep expertise in key functional areas including: Finance (finance modeling, P&L development, financial performance benchmarking) Marketing (positioning statement, pricing, value prop. development, marketing,product launch, strategic partnering) Engineering (product development, architecture, innovative designs, design for
manufacturability) Venture fund-raising

Mentor Training
The level of training required for mentors will vary by country and by role. It is notuncommon for some experienced mentors to raise some concern over required training
sessions as they feel that mentoring skills are universal. Although there is some truth in
this, it is vitally important for consistency and effectiveness, that mentors in each GCIP
Cambodia accelerator are familiar with the key aspects of the program, the timeline, thekey deliverables requested from entrepreneurs and their specific role as mentors on a
weekly basis.
It is also important that mentors have an in-depth understanding of various GCIP
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changes. It is very problematic if a new mentor enters the GCIP Cambodia accelerator
with the misunderstanding they are assisting teams with the development of a businessplan and with no appreciation of the timeline or mentor roles. It is important therefore thatnew mentors are only accepted into the GCIP Cambodia accelerator once they havecompleted some training (typically via online webinar and in-person) with some form offollow-up and review with their assigned mentees and GCIP Cambodia PMU staff.

Summary of Mentor Training
Table 2: Summary of Online Webinar and In-Person Group Training
Online Webinar

In-Person Group Training

Presentation

Interactive Webinar

 Overview of the GCIP Accelerator

 Detailed breakdown of mentor roles
and expectations.

 Timeline Keydeliverables

/

tasks

for

 Detailed breakdown of the 20 GCIP
Business Elements.

participants
 Mentor Roles Interactive session with GCIP alumni
using the 20 GCIP Elements as a

 Mentor Rules and Guidelines Business Plan vs Business Model
Development
 Introduction to the 20 GCIP
Business Elements

mentoring framework.
 Feedback from experienced GCIP
mentors and alumni.
 Breakdown of key GCIP deliverables,
activities and deadlines by week.

 Key mentor tasks

 Open Q&A on any aspect of the Working with GCIP teams

mentoring program.

 Next steps

 Introductions to the current cohort of Introduction to GCIP partners andGCIP teams.

staff.

3.3.2 Mentor Rules and Guidelines

 The mentor’s role is to respond to the mentee’s needs. The mentor must not impose
his/her own agenda.
 You are neither running, nor an employee of the mentee’s company. Your role isone of encouragement and help, not one of controlling or dictating what the mentee
must do. Your mentee is free to accept or reject your suggestions.
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 Your role is that of counselor: you should advise on but not complete the worksheets
or write the investor pitch for your mentees.
 GCIP Cambodia does not sign Non-Disclosure Agreements (NDA), and you may
not sign an NDA on the organization’s behalf – but it is perfectly appropriate thatyou should sign an NDA on your own behalf should your mentee team be sharing
confidential information with you.
 Whether or not you sign a confidentiality agreement, much of what you discuss
should be treated as confidential. Never share confidential information or youropinions about your mentee with third parties, including other mentors or volunteers,
except with the company’s express permission.
Until after the competition winners have been announced at the Final Awards.
 Mentors may NOT speak with any of the judges concerning any aspect of any
 competitor or their competition entry,
 Mentor may NOT acquire any form of commercial interest in mentee’s team, orformally become part of mentee’s team, or become employed by them, Mentors may NOT contact any teams they are not mentoring concerning their entry,
or discuss joining their team or investment opportunities,
 Generalist Mentors may NOT mentor more than one team in any single category.

3.3.3 Mentee Rules and Guidelines

 Your mentor is giving you time, confidence and experience. Respect this andprepare thoroughly before you meet or contact your mentor.
 Optimize the use of your mentor’s time. Mentors are not editors or assistants –they’re not there to write or rewrite plans or to perform menial functions! Use yourmentor for high-level advice, contacts or help.
 Set up times when your mentor agrees to receive your calls or meet with you, andan acceptable frequency of contact. Do not phone outside those agreed times, andkeep the frequency of your calls and meetings well within the limits you haveagreed. Your mentor sets the limits here at his/her own discretion – your mentor’savailability is not by ‘mutual agreement’.
 For the duration of the competition you must not contact or ask your mentor tocontact any of the competition judges.

3.4 National Academies
Invitation List Sponsors

Invite your existing supporters and potential sponsors - particularly to receptions ormixers. Also, invite your existing and prospective sponsors to say a few words at the
beginning and end of each break.
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Mentors
All your generalist mentors should attend the Academy. They should also watch thefull set of curriculum videos (not the internal training sessions) before attending.
It’s also ideal to bring in specialists in each of the topic areas from the curriculum –particularly experts in the fields of marketing, PR, legal, and finance: these are the people
you want to have on hand to present for those sessions and to help answer questions
during the workshops following a presentation.

Event Flow Promote Variety

Add more voices by recruiting a good number expert speakers in addition to thepresenter, and change up the format as much as possible. Many of your sessions will bepresentations from experts, but avoid having presentation after presentation after
presentation and include other format sessions, such as:
 An interview or ‘fireside chat’ (interviewer plus expert)
 A panel (moderator plus up to four experts)
 A debate (moderator plus two or four experts) A ‘game’ or sketch (role play) A pitch session (with judges from previous years)
 Plenty of opportunity for networking
 Sign up for Business Clinics and other activities
Incorporate workshops after each presentation or panel where your teams relate thematerial just presented to work on their business. Workshops and breakout sessions help
break up the content and make the concepts presented easier to learn and remember.
Allow plenty of time for your attendees to keep up and catch up, and for workshops andnetworking sessions – one of the major comments we frequently hear is the need for moretime to network, so don’t try to cram in too much content each day. If possible (and if yourentrepreneurs can take the time away from their businesses) give your Academy three fulldays, starting with an evening welcome reception for all participants to get to know each other.

Video
You should capture the full event, if possible: a record of all the presentations is usefulfor online archives that we’ll make available to your entrepreneurs and mentors after the
Academy, and (with your permission) to GCIP participants in other countries.
Video will also help you, and us, identify speakers who should be invited back next year,
or invited to participate in GCIP Global webinars and events. The more you share, and themore all GCIP participating countries share, the greater the benefits of being part of thisnetwork. You will also want to use video capture testimonials. Ask those in the room toshare their experiences of the Academy on camera during breaks.
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Music
Music helps build and maintain energy, and can help make an event both moreenjoyable and more professional. Among other things, use music to keep up momentum
when there’s silence between presentations.

Mixers and Receptions
A key benefit of attending an event in person is the opportunity to get to know the otherson the same course. Our suggested approach is a reception on the first evening where allparticipants can connect, including entrepreneurs, speakers, mentors, volunteers andother supporters.
On the evening of the second day, encourage smaller groups to gather. If you don’t holdbreakout sessions, then groups who’ve connected well might want to meet informallyover dinner.
Brief your presenters.
Make sure your presenters are well-briefed about their role(s) – including: The importance of making their talks relevant to early-stage entrepreneurs
 The need to provide their materials (slide decks, videos, etc.) in advance so you
can prepare Handouts

Divide up your team
Have team members dedicated to specific tasks. Two of the most important roles areregistration/welcome and A/V (audio-visual). See the list of recommended A/V equipment
below, and make sure that you have someone adept at using it.
Does everyone attending speak English? Do you need an interpreter to provide asimultaneous translation? Do any of the materials (including slides) need translating?

Social MediaWill you provide some means for participants to connect with each other online?
Will there be a way to communicate their experiences outside the room via social media?

Handouts
What handouts will you make available? Will you print or provide materials online?

On the day
On the day, we’ve noted that a handful of things help make an event go more smoothly:
1. Test all equipment, including microphones, well before the event starts, so thatproblems can be resolved without keeping everyone waiting.
2. Check your speakers’ slides in advance to make sure that fonts and animations
are working properly on the computer that’s being used for presentations.
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3. Assign someone to keep the event on time. A timekeeper knows exactly how longeach session is intended to last and either runs a large-display clock or holds up
cards showing speakers how many minutes each has left, starting with acountdown from 10 minutes.

Academy Agenda

The Academy agenda follows the steps of the GCIP curriculum.
Table 3: GCIP National Academy Curriculum.
Topic

Description
Invite your mentors to a half-day mentor
workshop in advance of the Academy. Thisis particularly important for your generalist

Mentor Workshop

mentors and will concentrate on some of theunique approaches of the GCIP curriculum,
and the characteristics of working withcleantech startups.
Set the scene. GCIP overview video (fromthe GCIP Resources Site)
Invite an inspirational speaker to launch

0. Introduction

the Academy – particularly someone who’s
done well in cleantech: a business leader,an entrepreneur or an investor. Outline
some of the major opportunities.

1. Business Model Innovation
2. Product/ Market Fit

Business model canvas and businessmodel validation
Customer discovery process, interviews andthe pivot
Developing a go-to-market strategy, adjacentmarkets, sizing markets, competition matrix
and sales mode.

3. Markets and Getting to Them

Invite speakers to talk about the special
circumstances of your local market(s)including important export markets. Very
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successful in your domestic market and,
where relevant, those who’ve found successdoing business in adjacent territories orfurther afield e.g., in the US/Asia/Europe.
4. Product Technology Validation

Technology & product validation, certification.
Financial projections, financing strategy
Invite an accountant with a good stage
presence and deep knowledge of local
practices

to

talk

about

accounting

fundamentals, building a credible financial
projection, cash flow and the characteristics
of projections that local financial institutions
5. Finances and Funding

will want to fund (debt financing, venture
funding et al). Invite investors who invest
in startups who can explain clearly what
they’re looking for, and why: angel investors,
strategic (corporate) investors.
Invite alumni who have been successful
in raising capital – and those who can
explain how they’ve survived and grownwithout third-party investment.
Corporate

structure,

intellectual

property protection, policy
Invite legal experts who can talk about
these three topics i.e.
6. Legal;ĂͿ

the advantages and disadvantages ofdifferent types of corporations;ďͿ

researching andprotecting

intellectual property;ĐͿ

how does policy help or hindercleantech startups in your market(s)7. Team
8. Sustainability

Management team, advisors, and boards
Sustainability principles, product & process,materiality and externalities.
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Invitesustainability

experts

includingalumni who have successfully improved their
top and bottom lines through sustainablebusiness practices. Note: the emphasisshould always include practical benefits tothe business and its customers, not purely
environmental impact.
9. Executive Summary

Structure, content and usage
Structure, content and delivery
Invite investors or previous judges toparticipate in a live investor pitch or judging

10. Investor Presentation

sessionInvite alumni to pitch: what’s worked andwhat hasn’t – including different types offunding
Elevator pitches, workshops:
Invite experts who can help fashion
elevator pitches and help the teams

Throughout

during workshops on all the topics listed
above.
Elevator pitches (throw in slides with advice
on format)
Judging Criteria and the judging process.

Other

How to get the most out of the GCIP materials
and network

3.5 Training Webinars
Introduction to the webinars

The online webinars typically begin after the National Academies are held and are notintended to duplicate the content of the Academies but to discuss the key topics in more
depth and cover new areas such as various funds of venture finance, legal issues,
corporate partnerships and sales. The webinars are held for all participants over a periodof 2 to 3 months. Each session lasts approximately one hour and participants connect
via their computer or mobile device using third party software (e.g. Zoom.us or
GoToWebinar.com).
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or connect via telephone if Internet access is problematic. Via their web browser,
participants can see the session slides and post questions and comments to the group,
speakers and organizers. The webinars take place 2 to 3 times per week depending on
national holidays and the preferences of the participating countries per request. If there isa significant range of time zones, sessions can be repeated in order that entrepreneurs inAsia, Europe, Africa and the Americas can attend sessions appropriate to their time zones.

Webinar Participation
Typically, the team lead attends each webinar session but increasingly many or allteam members may participate. It is important that each GCIP country PMU tracks theparticipation of its cohort, specifically that teams are joining the lessons, are attentive andare asking questions. Assessing the level of participation is important to gauge whether
teams are participating in the program, are applying what they are learning to their own
business and whether the training is deemed useful.
After each session, a report is produced from the webinar system for each country
PMU listing which team members participated in the session, for how long, their estimatedlevel of attentiveness and whether they asked any questions or made comments. Teams
that are unable to join a webinar can access a video recording of the session online usually
within 24 hours of the session concluding. The viewers of the recordings are also tracked
and team details are provided to the country PMU. It is beneficial that teams that do notjoin the webinars or view the recording are contacted by the PMU to verify their continued
level of participation and commitment. Some GCIP countries have allocated a percentageof the overall competition score for each team based on their level of webinar participation.
Entrepreneurs should be encouraged at every opportunity to provide feedback andcomments on the webinar training in order that it can be improved and more effectively
tailored to their needs. Increasingly, webinar participants request more opportunities tolearn about their fellow entrepreneurs that are participating in the webinar session fromtheir own country and around the world. Often entrepreneurs are keen to respond andanswer questions posed during the webinar by teams from other countries.
Table 4: GCIP Online Training Webinar Curriculum.
Session

Title

Type

1

Business Model Innovation

Presentation2

Product/Market Fit

Presentation

3

Market(s) and Getting to Them

PresentationϯϱͮW Ă Ő Ğ Page 35

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4

Product/Technology Validation

Presentation

5

Funding

Presentation

6

The Team & The Board

Presentation

7

Sustainability: an Introduction

Presentation

8

Tracking and Monetizing Impact

Presentation

9

Executive Summary & Investor Presentation

Presentation

10

Corporate Partnerships & Pilot Programs

Presentation

11

Government Regulations, & Finance

12

Angel Investment & Venture CapitalPresentation

13

Crowd Funding

Presentation

14

Going Global

Presentation

15

Scaling

Presentation

16

Next Steps / Path to success

Presentation(Physical)

Interactive
SessionGlobal Versus National Webinars
In addition to the global webinars above, GCIP Cambodia may elect to have additional
training sessions tailored specifically to the needs of the cohort. This could include
sessions held in Khmer language or sessions focused on key legal regulation, financing or
operational issues specific to that country. Recent examples have included “IP in South
Africa” and “Crowd Funding in Morocco”.
Some key lessons learned from hundreds of hours of global and national GCIP training
webinars include: When webinar sessions are held at multiple times to allow for various time zones,
allow entrepreneurs to choose the time that is best for them rather than the timenormally associated with their country. For example, some entrepreneurs may
prefer to join a webinar at 23:00 rather than a session at 17:00 due to their workand home schedules.
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within GCIP country programs. Always provide a local dial-in number for audio only
participation as a back-up and request that all entrepreneurs join a pre-training
webinar to test access.
 Include GCIP alumni and guest speakers as much as possible to provide casestudies and interaction.
 Allow some additional time at the end of each webinar to respond to generalquestions about the accelerator, timeline and deliverables rather than attempt to
respond to all questions during the session. The sessions need to be focused on
the specific designated topic and answering as many relevant questions as
possible.
 Constantly gauge with the participating entrepreneurs and alumni exactly whichaspects of the webinar curriculum need to be expanded or revised.

3.6 Business Clinics

Business clinics are one-to-one sessions between a GCIP Cambodia entrepreneur

and a business expert with the aim of addressing their specific questions and needs
relating to a relevant GCIP business element (or elements) and the associated worksheet.
Each session lasts 30-60 minutes and multiple sessions are held sequentially, enabling anentrepreneur to meet multiple business experts in a day or an afternoon. Multiple sessions
can be held concurrently allowing a significant number of entrepreneurs to be seen in thecourse of a full-day or half-day session. Ideally, the sessions are held in private meetingrooms allowing for privacy during the consultations but with careful planning, a more open
setting can also be used if noise pollution is not a problem. Entrepreneurs should havecompleted the relevant section of the checklist, and the relevant worksheets andaddressed the associated business element. For example, before participating in abusiness clinic session with a financial expert, the GCIP Cambodia entrepreneur should
complete worksheet 5 (Finance), the key questions associated with business element 5(Finance) and the relevant section of the checklist.

Clinic 1: Business Model
Overview For Entrepreneurs: Describe how you will create, deliver, and capture value
the whole length of the value chain from sourcing components, through the channel to theend user. The business model defines the manner by which you either reduce costs orincrease value to your customers and how that value flows through to end users, entices
customers to pay for value, and converts that value to profit. Can you quantify the entire
value chain at scale?
Entrepreneurs should arrive at this business clinic with the complete: Product-Market Fit Worksheet,ϯϳͮW Ă Ő Ğ Page 37

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 Business Model Worksheet.

Clinic 2: Product/Technology Validation

Overview: Have you received validation from R&D Labs or the technical evaluationgroups of large corporate customers/partners? Has the product been “certified” by acertification lab? What are the competitive or alternative products? How will you be getting
third party industry/expert testimonials?
It’s crucial to establish that your product doesn’t break the laws of physics, can work intheory (if you don’t have a prototype yet) and can be built to scale. What are the principles
behind your technology (without giving away your secret sauce) and what stories can you
tell to illustrate. Entrepreneurs should arrive at this business clinic with the completed: Product-Market Fit Worksheet, Product/Technology Validation Worksheet.

Clinic 3: The Market and Getting to It

Overview: Show that you understand the market overall and that you are clear on how

you plan to address the segment identified in your product-market fit. Entrepreneurs should
arrive at this Business Clinic with completed: Product-Market Fit Worksheet Market Worksheet

Clinic 4: Finances and Modeling the Finances

Overview: Accounting basics on Income Statement, Balance Sheet and Cash flow

statements. Is your financial model investor worthy? Entrepreneurs should arrive at thisBusiness Clinic with completed: Finance Worksheet

Clinic 5: Financing Strategy

Overview: Are you ready for venture financing? Would government grants be more

appropriate at your stage? Or angel investment? Strategic investment? Or should yourgoal be to be acquired? Entrepreneurs should arrive at this business clinic with completed: Finance Strategy Worksheet

Clinic 6: Legal – IP and Corporate Strategy

Overview – Legal aspect for cleantech innovation startups and SMEs in Cambodia

Clinic 7: The Team to Execute

Overview: What are your Key Gating Factors over the next 18-months? What teamskills are you missing to execute on those milestones? How will you fill those skill gaps?
Entrepreneurs should arrive at this business clinic with completed: Team Worksheet

Clinic 8: Sustainability

Overview: A key objective of GCIP Cambodia is to foster companies that are focusedϯϴͮW Ă Ő Ğ Page 38GCIP Cambodia Acceleration Guidebook

on environmental and social as well as financial returns (“the Triple Bottom Line”). GCIP
Cambodia startups/SMEs need to demonstrate that they are not only commerciallysuccessful but also supporting environmental stewardship by producing products that
reduce environmental impact and minimize the use of non-renewable natural resources.
GCIP Cambodia Startups/SMEs should also generate a positive socio-economic impact
through job creation, gender mainstreaming or enhancing the community. It is also vitalthat GCIP Cambodia Startups/SMEs embody business ethics that promote honesty, fairtrade and integrity.
It is essential that GCIP Cambodia Startups/SMEs are able to demonstrate that they
are sustainable in all aspects of their operations including product design, use of materials,
manufacturing, distribution, product usage and disposal. Consequently, GCIP Cambodia
Startups/SMEs will need to calculate the full-lifecycle environmental impact of all aspectsof their businesses and understand how this could be lessened. During the GCIP
Cambodia accelerator participating teams will learn about full-lifecycle environmental
impact during the global webinar series and will need to bring initial calculations to thesustainability business clinic (either virtual or in-person). A final calculation for full-lifecycle
environmental impact and additional impact estimates will form part of the deliverables
submitted before national judging.
Importantly, teams participating in the accelerator need to understand how reducing
environmental impact in all stages of their businesses could drive profitability, market
acceptance and sales. In addition to looking internally at their operations, manufacturing
and distribution, GCIP Cambodia Startups/SMEs must also calculate the environmental,social and economic impact of their technology, product or service.
Due to the breadth of this topic and related questions posed by GCIP entrepreneurs,
multiple sustainability workshop sessions will be needed in most cases. Multiple
sustainability workshops could be conducted by the same or different GCIP sustainability
experts and national specialist mentors.
Sustainability Session 1
 Calculating the projected full-life cycle environmental impact of the GCIP business.
 Benchmarking against other companies, market standards and regulations.
Sustainability Session 2
 Calculating the projected environmental and social benefits from the product orservice.
 Quantifying the impact on one or more SDGs. Benchmarking the projected
impact against other technologies and products in the market.
Sustainability Session 3
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operations can be lessened and the environmental/social benefit increased.
 Analysis of how different choices regarding product design, materials,
manufacturing, distribution, usage and disposal could impact environmental
impact and drive market adoption, profitability and investment.
 Review of how to scale up impact and avoid many of the pitfalls that new venturesoften face.
It is likely that the three sustainability workshop sessions would occur on different days
due to the need for the participating entrepreneur to conduct research and complete
calculations. Session 3 will undoubtedly touch on many operational and strategic decisions
facing the company and would therefore benefit from being held on a day alongsidespecific business clinics focused on finance, product technology validation etc.
Sustainability Worksheet
You must be prepared to address the specific questions from the Judging Criteria
demonstrating that you understand the sustainability problem and that you plan
environmental stewardship and social responsibility programs that are measurable.
Entrepreneurs should arrive at this business clinic with completed: Sustainability Worksheet

3.7 Mock Judging

An Introduction to Mock Judging

Mock Judging is an important opportunity for entrepreneurs to pitch a panel of judges

and receive in-depth constructive feedback. Each entrepreneur will have 10 minutes topitch. The goal is to match the format of Second Round Judging exactly and therefore
presenters should be stopped at TEN (10) minutes. Consequently, it is imperative that
entrepreneurs practice the timing of their presentations thoroughly. We recommend that
presentations are no more than 8 minutes to allow plenty of time for questions. At thediscretion of the judging chair, extra minutes are likely to be added to the time allocated toquestions, which can often be useful – the goal of the entrepreneurs is to convince the panelof mock judges, and the more time they have to answer questions, the more likely they will
be able to have them feeling fully convinced and ‘comfortable’ with the proposed offering.
Following each pitch, the judging panel will ask questions for 10 minutes and thenprovide feedback for 5 to 10 minutes (or more if time is available). Mock judges will alsoscore the pitch using the judging criteria. Although these scores will not count indetermining the winners, detailed feedback is invaluable in helping entrepreneurs fine-tune
their pitch in advance of the regional or national finals. Where possible, judging chairsshould record a video of each Mock Pitch and the mock judges’ feedback, which should
be made privately available for each team to review. Entrepreneurs are also encouragedϰϬͮW Ă Ő Ğ Page 40

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to bring their own video cameras as long as the equipment can be set up quickly – valuable
minutes of presentation time will be lost if each presentation does not start on time.

Mock Judging Logistics
Since timing is always very tight during pitch days, we recommend that semifinalists
do not pitch using a personal laptop. Teams should email presentations for the mockjudging session in advance. These files can then be loaded onto a laptop in the judging
room in advance. No substitutions or presentation changes should be allowed.
Save some trees: Please discourage the use of hard copies of the slides to distributeto the judges.
Teams are strongly encouraged to bring a back-up copy of the presentation on a USB
drive. The room setup should feature tables, chairs, laptop, projector and screen. There
will generally be no microphone or podium. Typically, the laptop used for the presentation
will be at one end of a boardroom-style table at the same end of the room as the projection
screen.
Entrepreneurs should plan to arrive at least 30 minutes early and be prepared to stay
30 minutes after the scheduled time, in case the schedule needs to be rearranged. Thereis no dress code for pitching. However, teams are encouraged to dress in sharp businesscasual or business formal attire. The bottom line on dressing for pitching: entrepreneursshould wear something that makes them feel successful and comfortable.
Please note that mock judges should be selected from within the program
management team, round one judges and especially the mentor community. Round twoor three judges may not participate as a mock judge.

3.8 Round Two and Three Judging (Final Judging)s

The objective of round two and three judging is to assess which of the participatingteams (semifinalists) have the greatest potential and should be selected for either thesemi-final or final judging. The number of judging rounds will be directly linked to the sizeof the accelerator cohort and the geographic spread. For example, a large GCIP Cambodia
accelerator with various regions might choose to have various regional finals or a nationalsemi-final before holding the final judging round. Ideally, the final judging round should
consist of 10 or less teams. If the final judging session takes place at a Conference
Hall/Venue where time is limited, it may be necessary to reduce the number of finalists
further. GCIP countries have also addressed this by simply holding the final judging on a
day before the National Gala Event where the overall winners are announced. Membersof the GCIP Cambodia PMU will be involved in managing the judging process and should
be present for every judging session. Importantly the judges selected for round two or threeϰϭͮW Ă Ő Ğ Page 41

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judging should not have participated as judges in an earlier round that year to avoid priorknowledge of any of the selected teams.
Note: the outline below is not mandatory content for each pitch. Treat the below as “foodfor thought” as entrepreneurs develop a slide deck.

Presentation Overview
The substantiated conclusions from the GCIP Worksheets and the GCIP 20 Business
Elements should then be folded into a 10-slide PowerPoint Presentation that distinctly,
sequentially and logically addresses each of the 20 Elements. Please note: keeping thetiming of your presentation to under 10 minutes is more important than keeping it to 10
slides. The 10-minute PowerPoint presentation should demonstrate that: You have identified and articulated a repeatable, profitable Business Model.
 You have pro-actively validated all the Elements of that Model by talking to multiple
parties in your business’ value chain (e.g. customers, distributors, partners, etc.)
and that your business model is substantiated and your startup is therefore “derisked” and “investment ready”.
 You can present that readiness to investors in a slide deck in which each of the 20
Elements is addressed and in which each slide leads clearly and logically into thenext thereby making an “airtight”, unassailable case for investment.

Investor Presentation
Creating Your Investor Presentation
We trust you have all understood by now that your Business Model is made up ofmultiple Elements, not only your paying customers or your Revenue Model and Pricing.
The 20 Business Model Elements are the heart of the Business Model Validation
Methodology. As you have no doubt noted already some of the names and many, perhaps
all, of the underlying concepts are the same as you may have heard in other Accelerators
or readings of books by Steve Blank, Alex Osterwalder, etc.
The important difference in this Methodology is: 1) the specificity, or greater precision,
with which the Elements are named and enumerated (see attached comparison to theOsterwalder Business Model Canvas) and 2) the rigorous (you might say slavish!) logicallinkage between the Elements that you must strive for in your validation of all the Elements
over the next several weeks—and in your ultimate Investor PowerPoint presentation.

It

is this linkage and the sequential logic of your slides that the judges and investors will lookand listen for in your presentations. Every slide must make sense in keeping with thepreceding and subsequent slides.
In your PowerPoint presentation, you may address more than one element on a single
slide but it is essential that you address each element distinctly and separately on the slideϰϮͮW Ă Ő Ğ Page 42GCIP Cambodia Acceleration Guidebook

and in the sequence in which they are listed (elements 1 to 20). To reduce your 20 slides
to 10 slides, you may want to draw on your high school or college education in logicalthinking to decide which of the elements most naturally fit together on a single slide. Please
make sure you address each of the elements you put on a single slide distinctly in yourpresentation and make sure that the resulting slide is not too ‘busy.’ We suggest no morethan 5 or 6 lines per slide.
In your presentation, you may use the most effective combination of words andgraphics on each slide, maximizing graphics and minimizing words. The slides shouldgraphically and pictorially support the words that you deliver, which means that neither you
nor the audience should be reading from the slides. Instead, you should have the text
committed to memory or be so familiar with it that you are able to deliver it in an animatedand engaging fashion, the way good actors deliver their lines.
Please remember generality is your enemy. Specificity is absolutely essential. With
startups (and life!) everything you think, say or do must be “taken down” to specifics or it
will be a waste of breath and time. Every one of the 20 Elements of the Business Model
must be made specific to be useful and actionable. You cannot validate or sell to a
generality. You validate specific sub-segments, specific pains, specific revenue models,
specific pricing, specific sources of funding and of course you can only sell to specificcustomers. Also, please note that arriving at validated, substantiated answers to thesequestions is what the months-long process of validating your Business Model is all about.
Please give this the attention it deserves. Your success depends upon it.
Below you will find guidance on understanding and addressing in your PowerPoint
slides the 20 Elements of the Business Model. The examples provided are intended to beillustrative, not perfect or definitive and the wording is illustrative of delivery text, not slide
text. The questions are aimed at helping you articulate the conclusions you reached fromyour validation interviews for each of the 20 Elements.
You need to only address the questions that are relevant to your validated Business
Model and the words of your answers should be for the most part in your delivery text, noton the slide. Finally for each Element, you must indicate whether your validation iscomplete or whether there is more to be done.
Addressing your 20 elements in 10 to 13 Slides
It is important to take your initial 20 slide presentation (one slide per element) andcarefully condense it to approximately 10 slides whilst ensuring that you address eachelement distinctly and separately on the slide. Please remember it is more important tokeep your presentation to no more than 10 minutes in length than to keep your presentation
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judging chairs to immediately halt each presentation after exactly 10 minutes even if thepresenting semi-finalist has not finished. Judging chairs will use discretion as to thenumber of slides they will accept but we recommend a maximum of 15 slides in total, which
can be broken down as:
 10 slide presentation plus 5 additional slides in the appendix for use in the Q&A section.
 13 slide presentation plus 2 additional slides in the appendix for use in the Q&A section.
 15 slide presentation with no additional slides for use in the Q&A section.
Below is an example on how the 20 elements can be reduced to 13 slides. Pleaseconsider this only as an example and use your own judgement when deciding how to
combine and represent all 20 elements of your business model. An overview of all 20 GCIP
elements is provided in section 2.2 of this guidebook.
Slide 1: Business Description / Title Slide• What are the key activities (e.g. development, manufacturing, sales, service) of yourbusiness?
Side 2: The Pain or the Problem• Quantify the “big” pain that your product addresses.
Slide 3: Product & Technology• What does the Product do? How does it address the Pain?
• How does the Technology enable the Product to address the Pain better thanalternative solutions? Is the IP patentable? How do you know it is?
• Is the Product prototyped to customer’s satisfaction? Ready to Pilot?
Slide 4: Customer Segmentation• What are the most likely customer segments/sub-segments that have the Pain andwill buy your product?
Slide 5: Beachhead Segment & Adjacent Segments• What is the “low hanging fruit” sub-segment most likely to buy your product soonest?
• What are the second and third adjacent segments that you can penetrate relatively
easily after the Beachhead?
Slide 6: Competitors & Purchase Decision Drivers• Who provides alternative solutions and why will the beachhead segment buy yourproduct instead of the alternatives?
Slide 7: Revenue Model & Pricing• How will you charge (e.g. direct sale? license? financed? subscription?) and what will
you charge?
Slide 8: Market Opportunity (TAM)• How big is the market opportunity? Total Potential--not your forecast--Sales (Price x
Units) from Beachhead and Adjacent Segments.
Slide 9: Go-To-Market Tactics, Channels of Distribution, Strategic Partners
ϰϰͮW Ă Ő Ğ Page 44GCIP Cambodia Acceleration Guidebook• How will you build sales from 1 to 5 to 50 to 500?
• What possible partners can take you internationally? Global?
Slide 10: Critical Milestones, Funding Needs & Strategy• What are your most critical milestones?
• What funds will they require? Where will you get the funds?
Slide 11: 3-year P&L• What are your forecast revenues from your Beachhead Segment? From Adjacent
Segments? Production costs? Gross Margin? Marketing & Sales costs? Net Margin?
Cash Position?
Slide 12: Team• Who are the team members that will ensure you achieve the major milestones?
• What skills are you missing?
Slide 13: Social/Environmental Impact & Role of Government Regulation & Certification

4. Judging Criteria
The 8 Categories
The Judging Criteria are grouped into 8 categories designed to guide Judges inassessing teams on the degree to which they have addressed most if not all of the 20
Elements in their validation interviews and captured their validated conclusions in their
Investor’s Presentation.

4.1 Business Description

a. Do they know what all the required functional activities are of their proposed business?

4.2 Customer Discovery

a. Has the team clearly validated (substantiated) with convincing customer discovery
interviews: 1) a specific quantified, “big” pain or problem they solve? 2) for a specificbeachhead customer segment? and 3) with a Minimum customer required Feature Set?
b. Have they contracted with one or two pilot customers in the target beachhead segment?
c. What adjacent segments have they validated?

d. What are their proposed pricing and the total market opportunity (beachhead plus
adjacent segments?)

4.3 Product/Technology Validation

a. Has the technology (the physics) been third-party validated to demonstrate that it works?
b. Does the technology give their product a clear competitive advantage?
c. Do they have a clear roadmap for completing the prototype(s)? the first commercial
product?
d. Have they validated that the product can be profitably manufactured and scaled?
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4.4 Go-To-Market Tactics / Sales Modela. Do they have a clear, specific, customer-validated model for growing sales from initial
pilots to dominant market share in the beachhead segment?
b. Do they have a channel and/or strategic partner strategy for penetrating adjacentsegments?

4.5 Financesa. How credible and well-validated are the revenue and all cost projections in alignment
between the proposed product and the declared business goal?

4.6 Teama. Is the current team credible, with relevant skills and appropriate connections toachieve the critical Product and Market 18-month milestones?
b. Do they know what their skill gaps are and how they will fill them?

4.7 Sustainabilitya. How well does the team describe and quantify the environmental, economic, andsocial responsibility and impacts of their operations in manufacturing and providing
their technology or service?

4.8 Executive Summary & Investor Presentation



5. GCIP Cambodia Funding Mechanism

The GCIP Cambodia Funding Mechanism, which tailored with the GCIP Cambodia
Accelerator Program with the objective to provide pre-seed support and seed funding
support for technology verification, product development, and market entry for GCIP
entrepreneurs that have shortlisted as the semifinalists and won the Accelerator Program
respectively. With addition to the program supports in addressing key energy andenvironmental issues, and contributing to climate change mitigation and reducing
Greenhouse Gas Emissions.
The Organizer of the GCIP Cambodia Accelerator program will deliver pre-seed andseed fund supports from the project to early-stage startups and SMEs that have fulfilled
the requirement and assessment process as described in the section below.
Pre-seed Supports
GCIP Cambodia Pre-seed support is the earliest of startups and SMEs funding for
applicants who have shortlisted as the semifinalists for the GCIP Cambodia Accelerator
Program which serves as bridge for product development and technology verification
during the course of the acceleration supports that will later progress towards market
viability. Once shortlisted as the semifinalists, Startups and SMEs will receive fundsupports in the form of pre-seed for all semifinalists, with additional GCIP accelerationϰϲͮW Ă Ő Ğ Page 46

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supports to validate their business model, product/market fit, and funding strategy to help
them secure customers and raise investments.
Seed Funding Support
GCIP Cambodia seed funding support will serve as an award for 3 - 5 winners of the
Accelerator Program. The number of winners is vary depending on the size of each cohort,
as well as the quality of the cohort. The winner can only receive the award from this funding
mechanism once, which they will be promoted as GCIP Alumni and received advanced
acceleration supports. It is also essential to consider the level of women entrepreneurs as
the winner of each cohort as well.

ELIGIBLE REQUIREMENT
To be eligible for funding, applicant must meet the application requirement as
stipulated in the Application Eligible Requirement of the GCIP Cambodia Accelerator
Program, and shortlisted into the program.

ASSESSMENT
Interested Applicants are invited to apply for the accelerator program during the callfor application by completing the application form, highlighting their business profile,product offering, stage of development, and others. Once completed, the application will
be screened and shortlisted through round one judging based on the judging criteria as
stipulated in the section 3.2 of the guidebook, then a final interview will be conducted toassess the commitment of each applicants before being shortlisted.
All shortlisted applicants (semi-finalists) will be provided with small pre-seed fund thatwould gear them up in achieving milestones during the GCIP acceleration intensive but
useful training and mentoring based on the GCIP 20 Business Element for early-stage
startups and SMEs cleantech venture to validate their product, market, customers, andbusiness model during the process.
By the end of the accelerator program, 10 or less identified early-stage startups and
SMEs will participate in the final judging and award by pitching their business model to thejury for assessment, and scoring. By the end, the winners of the cohort shall be awarded
the seed funding support.
FINANCIAL EXLUSIONSApplicants will be deemed ineligible if they do not meet above requirements and are
any of the following:For activities outside of Cambodia;For benefit of an individual only;For recurrent general operating or administration expenses including rental fee,
consultant fees, subscriptions, utilities and so on;ϰϳͮW Ă Ő Ğ Page 47

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For the purchase or renovation of assets such as land(s), building(s), or vehicle(s);For retrospective funding;For activities that may be deemed harmful to the community or the environment;For the repayment of loans or debts;

For political purpose and/or lobbying activities.

Fund Disbursement
The pre-seed and seed funding support shall be disbursed to the organizer for
implementing the GCIP Cambodia Accelerator program via the organizer’s designatedcorporate bank account. The organizer shall hold full responsibility to handle and transfer
the fund to all shortlisted applicants and winners of each cohorts under the following
conditions:
1. Pre-seed and seed funding supports must be transferred to the early-stage startups
and SMEs designated bank account.
2. Must keep all the original supporting evidence include but not limited toelectronic/scanned versions of the original documents evidencing fund transfer, andmaking them available for inspection at the request of the PEE.
3. Upon completion, the partner should submit a completion report that highlights key
achievement reflecting the fund;
4. Relevant staffs agree to be available for periodic face-to-face meetings and phone
calls with the Project Management Unit (PMU) to discuss the status of the GCIP
Cambodia accelerator program.
5. PMU reserves the rights to carry out Evaluation Visits, after giving reasonable notice;or appoint an external evaluator.
6. Any pre-seed and seed funds that have not been used for, or committed to, theProject upon the completion of the accelerator program, must be returned promptly
to the project designate bank account.
7. The organizer shall not transfer or assign any of its rights or obligations without theprior written agreement of the PEE.
8. After completed, the organizer shall be responsible for consolidate the semester
progress report of the GCIP alumni, and submit to the PEE.

Commitment from Awardees

Once successfully awarded the seed funding, awardee must do as follows:
1. Submit regular Progress Report including financial reports, and impact tracking
report after awarded seed funding;
2. Participate in experience-sharing activities if requested;
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4. Engage with GCIP Cambodia continuously and regularly;
5. Participate as GCIP Alumni in the next GCIP Cambodia Accelerator Program;
6. Be ready at all time to provide demo material of the product or service.

6. GCIP Accelerator Recap Test
The multiple-choice questions below are intended to be a means to check what you
remember from this section of the guidebook. Additional test questions are available online.
Q1) What are the four key areas to consider when initially reviewing applications for theaccelerator?
A. AgeB. Gender
C. Skills
D. TeamE. Sales experience
F. Technology
G. ProductH. Location
I. Market
Q2) What are the different types of GCIP mentors?
A. Trainee mentor
B. Senior Mentor
C. Generalist Mentor
D. Industry Mentor
E. Specialist Mentor
F. Student Mentor
Q3) How many elements in the GCIP Business Elements?
A. 10 B. 20
B. 30
C. It varies
Q4) Which of the descriptions below are GCIP business elements?
A. Technology Demonstration
B. The Pain & the Problem
C. Product & Value Proposition
D. Customers
E. Sales Pipeline
F. Business Description

7. GCIP Entrepreneur Support
7.1 Introduction

Within the context of the GCIP Cambodia accelerator, support is provided toentrepreneurs through the alignment of mentoring and intensive training with specificdeliverables (such as the worksheets, investor presentation etc.) and a sequential
validation of the key components of the teams’ business model (the GCIP 20 elements).
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immediately put to use in their business rather than a theoretical approach. All GCIP
support for entrepreneurs is especially focused on resource and time efficiency. Time, inparticular along with money, is something that a GCIP Cambodia entrepreneur possesses
in very limited supply. The alignment of the mentoring and training activities withdeliverables, a focused timeline and a specific validation framework is intended todramatically reduce the time taken to produce a final pitch deck that can secure customers,
raise investment and convince partners.

7.2 The GCIP Business Elements
The GCIP Business elements serve as a framework for early stage cleantech ventures
to systematically validate the assumptions on their product, market, customers andbusiness model. It is a sequential methodology for entrepreneurs to focus on specificelements each week that will systematically enable them to define their intended product,
validate the market fit and develop a suitable business model, team and funding strategy
in order to execute.
The GCIP Business Elements represent specific aspects of their venture that
entrepreneurs must test, validate and communicate in order to succeed. The elements
integrate with the GCIP training curriculum (Global Webinars etc.) and draw on lessons
learnt from GCIP since its inception and best practices in entrepreneurial education suchas the Business Model Canvas (Alexander Osterwalder), Customer Development
Methodology (Steve Blank) and Lean Startup Model (Eric Reis).
Importantly, the 20 GCIP Business Elements are not intended to be static and theframework has and will evolve based on the needs of participating entrepreneurs and thescope of the ventures supported. For example, a GCIP accelerator with more developed
ventures or a very specific sector focus may require additional or alternative elements. The
evolution of the elements is meant to be collaborative with GCIP coordinators, partners,
mentors, alumni and entrepreneurs all playing an active role.
Every one of the 20 Business Elements must be made specific to be useful andactionable. Entrepreneurs cannot validate or sell to a generality. Entrepreneurs validate
specific sub-segments, specific pains, specific revenue models, specific pricing, specificsources of funding and of course can only sell to specific customers. Also, please note that
arriving at validated, substantiated answers to these questions is what the months-longprocess during the GCIP Cambodia accelerator is all about. Entrepreneurs must give thisthe attention it deserves as their success depends upon it.
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entrepreneurs articulate the conclusions they have reached from their validation interviewsfor each of the 20 Elements. They need to only address the questions that are relevant toyour validated Business Model and the words of their answers should be for the most partin your delivery text, not on the slide. Finally, for each Element entrepreneurs must indicate
whether their validation is complete or whether there is more to be done.

Figure 8: The 20 GCIP Business Element

The 20 GCIP Business Elements

7.2.1 Business Description
What does your business DO? This first slide should graphically/pictorially, clearly,
and factually depict—without pitching—the “key activities” of your business along the entire
value chain, like: “XYZ startup develops and manufactures(?) sensors that measure(map?) soil moisture remotely and sells those sensors to (equipment y manufacturers?) or
farmers to retrofit on their “big” tractors and other heavy machinery to enable measuringof soil moisture real time while seeding/irrigating.
Another example: KleanStor will develop, manufacture and sell a flexible heat-andelectricity storage solution to rural farmers who are not connected to the natural gas gridand instead use expensive and polluting fuel to meet their required heat and electricity
needs?

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7.2.2 Pain (or the Problem)
What is the pain or problem your product addresses and how “big” or costly is it? Be
specific and quantify the pain to your target customers.
(Example: Currently dairy farmers in South Africa that need large amounts of hot water in
addition to their electricity are paying 6x more for their energy than they need to.) Or (thepain is the high cost of building materials, specifically bricks, putting the cost of housing insettlements out of the reach of low income South Africans, Pakistanis, Indians, Turks, etc.
We have begun to validate this pain and the cost it contributes to the overall construction
costs and we are testing the perception of the cost savings of our bricks by talking to ____
and we will continue the validation by talking to_____ . ) What remaining validation isrequired?

7.2.3 Product & Its Value Proposition
What is your product? Pictorially show us what it does? What is the quantified benefit?
And to whom? How specifically does it address the pain (above) better than competitiveor alternative?
(Example: KleanStor is the only energy storage solution providing both electricity and freeheat using an innovative heat management system which doubles the efficiency of ourhydrogen-based technology and provides farmers and other SMEs not connected to urban
natural gas grids with all their energy needs at 1/xth of the cost.)

7.2.4 Technology, Its Competitive Advantage & IP Defensibility
Graphically show us what your technology is. What competitive advantage does thetechnology give to your product? Have you completed a technology Proof of Concept andvalidated with reputable technical third parties? Have you completed a Product Prototype
that leverages your technology and that has been validated by third parties (notably
customers)? What is left to be completed in relation to Product Development? Is your IP
defensible/patentable?
(Example: Our storage solution combines three existing technology components—hydrogen storage, electrolyzer and fuel cell—with an innovative heat management systemthat captures waste heat and enables the delivery of BOTH efficient electricity and hot
water at 60 degrees Celsius with an overall efficiency exceeding 80%. We have designed
and manufactured the electrolyzer and the heat management system and are collaboratingon the fuel cell, hydrogen storage and the algorithm “brain” of the heat management control
system respectively with a major fuel cell manufacturer, a leading Hydrogen Center andthe machine learning department of Northwestern University. Our IP strategy is to fileϱϮͮW Ă Ő Ğ Page 52

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patents on the heat management system and documentation for filing a patent in South
Africa has begun with the XYZ law firm). What are the next Validation Steps?

7.2.5 Customer Segmentation
What do you guess/hypothesize are the 6 or 7 most likely specific addressable(sellable) customer segments? (NB: an addressable customer segment is made up of a
distinct set of like-minded customers who share the same “big” pain, the same buying
habits and processes, who live/work near each other, talk to each other in the samelanguage and in the same functional language (e.g. dairy farming versus vegetable
farming) and buy products similar or complementary to yours from the same sources andhave the same buying “power”?

It is useful to think in terms of very well defined,

homogeneous sub-segments in which you can gain large market share rapidly.
(Example: a startup with a microwave-based product that improves heat management in
the food industry recognized that the “food industry” is too general to be addressable andthat in fact the relevant sub-segments were baked goods. Within those, even there weredistinct relevant sub-segments e.g. pastry products and bread that have different
requirements of their microwave equipment and are in fact distinct customer subsegments—just as there are different baking processes in different regions of theircountry.) What are the next Validation Steps?

7.2.6 Beachhead Segment & Pilot Customer(s)What customer sub-segment have you talked to and have learned that they are the“low hanging fruit” that they have the pain and will buy your solution before any othersegment? What specifically have you learned about that segment that tells you it is yourfirst paying customer segment? What potential pilot customers in that segment have you
identified? Who is your first Pilot Customer? What features have they told you they desirein the pilot?
(Example: Our most likely customer segments are rural farms that have high energy costs,
including high heating costs due to not being connected to the natural gas infrastructureand have renewable energy systems already installed. Our beachhead segment or the low
hanging fruit that we have validated that will buy first are dairy farms that have high use of
hot water, particularly those in Wales where we have a champion in National Trust thatacts as energy advisor to 9000 farmers in Wales.
We have talked to 10 customers in our beachhead segment to validate the desired features
and we are building those features into our second prototype and XYZ dairy farm inWestern Turkey will be our first pilot and we will actually be installing in Autumn, 2016.)
What are the Next Validation Steps?
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7.2.7 Adjacent Segments
What are the likely, natural target 2nd and 3rd segments that will be readily available
to you after you deeply penetrate the Beachhead segment? And why? What othercustomer segments in your country—or other countries-- have you identified that have thepain and will buy after they talk to your happy customers in the beachhead? What are the
Next Validation Steps?

7.2.8 Competitors & Basis of Competition
Who are your direct competitors?

Who are your indirect competitors who offer

alternative solutions for addressing the customer’s pain? What 4 or 5 criteria other thanprice will drive the customer’s purchase decision? (Example: For soil moisture remotesensors, the criteria might be accuracy, speed, remote capability, customizability, technicalsales team, and brand.) Complete a ranking matrix of competitors (both direct and indirect)
against criteria driving the purchase of your product. What are the Next Validation Steps?

7.2.9 Revenue Model, Pricing, Margin & Initial Revenues
What is your revenue model for that Beachhead Segment? What revenue model islikely to get targeted customers in the Beachhead segment to buy? Are you able toincrease purchases by offering a rental or pay-as-you-go option?
Are you going to license this product to another company(name please) that will

manufacture it and take it to market and pay you a licensing fee or a royalty? Or are you
going to get financing sufficient to manufacture it yourselves and take it to market? What
have you learned from end users that indicates what the right price is?
If you license or charge a royalty, what will your price be? If you contract manufacture or
manufacture it yourself and sell directly to end users, what will your price be? And if you
sell through distributors? What will your gross profit margin be? What are the Next
Validation Steps?

7.2.10 Total Addressable Market (TAM)
How big is the Beachhead segment? (TAM = revenues per unit, times total number ofreachable customers in the segment) How big are each of the 2nd, 3rd, 4th AdjacentMarkets? When combined, how big is the market opportunity they add up to? What are
the Next Validation Steps?

7.2.11 Go-To-Market Tactics/Sales Model
What are the specific tactics that you will use to create demand amongst customers inyour Beachhead Segment? What specific tactics will you use to grow from initial first (Pilot)
customer to 2nd and 3rd customers to 50, 500 or 5000 customers? What are you learningϱϰͮW Ă Ő Ğ Page 54GCIP Cambodia Acceleration Guidebook

in your customer validation conversations/interviews about potential customers’ buying
habits and processes that are informing you as to how to reach many customers and growyour customer base after the first few customers? What major Influencers on your potential
customers have you identified? How do you reach and influence these major influencers?
What are the Next Validation Steps?

7.2.12 Channels of Distribution
What possible distribution channel(s) have you identified that might distribute your
Product; in your beachhead and in your adjacent segments? Explain how you validated
them. What are the cost implications of using your selected distribution channel? What are
the Next Validation Steps?

7.2.13 Strategic Partners
What company or companies have you identified that could help you in R&D and/ orDevelopment, Customers Segment penetration, branding, manufacture, scaling, etc. andhave a strategic interest in your product or in your technology? Have you started validating
conversations with them? What are the Next Validation Steps?

7.2.14 Critical Milestones
Create a GANTT Chart that lists every critical Milestone (including every Validationstep) that you need to accomplish in the next 18 months. The chart should focus on themilestones that will demonstrate to investors and partners that you have real momentum
and are successfully de-risking your business.
Group those milestones in the following categories: 1) Prototype/Product Development; 2)
Customer Validation; 3) Sales (getting Pilot Customer, Team – missing skills; and 4)
Production/Manufacturing.

Where possible, state the funding requirements for eachmilestone.

7.2.15 Funding
What specific sources of funding – public or private – have you identified? Whatfundingsourcestargeted

for

your

start-up,

your product,

your stage,

yourbeachhead/adjacent segments, etc. have you validated? Does the criteria and availability
for the funding match your company and needs, including your timeline? What are your
Next Validation Steps?

7.2.16 Team
What team skills are you missing to achieve your critical milestones? How will you
find those skills? Do you have an advisory board? What role will your board play? What
are your Next Validation Steps?
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7.2.17 3-Year P&L – Revenues & Total Cost StructureThis slide should be a high level P&L Statement that legibly highlights the projected
revenues from Beachhead and Adjacent segments; 2 or 3 key elements of your total Cost
Structure; your Net Profit (or Loss); any guaranteed injections of funds and your Net Cashposition for 2022, 2023 and 2024.
What are your key operating and overhead costs? What are your current and projected
monthly burn rates?

7.2.18 Government Regulation, Certification
This slide should call out any Regulation or Product Certification requirements yourproduct is facing and how your Beachhead Segment or Adjacent Segments are affected.
Are there any new regulations that create barriers to entry for your competitors or increase
the need for your product? What are your Next Validation Steps?

7.2.19 Sustainability (environmental and social impact)
In this slide, please quantify the environmental impacts (CO2, water etc.) of yourproduct development, manufacturing and distribution. Estimate the social impact of yourventure from job creation, improving livelihoods etc. Highlight how any of theenvironmental and social impacts align with the United Nations 17 Sustainable
Development Goals (https://sustain abledevelopment.un.org/sdgs). What are your Next
Validation Steps?

7.2.20 Scaling Up and Going Global
Tell us if, and why, you think your product has global potential. Clearly highlight themarket validation you have that supports global expansion and list the countries where you
have sales or market development activities already. How will you scale up your team,manufacturing, distribution and operations successfully? What are your Next Validation Steps?

7.3 The GCIP Checklist

To help GCIP Cambodia entrepreneurs prepare more effectively for the businessclinics and the mock/final judging in particular, a checklist is used to verify that all key GCIP
elements have been addressed. The intention is that the checklist is not only used as apoint of reference by the GCIP Cambodia team and their assigned mentor but as a means
to report progress to the GCIP Cambodia PMU. The team and their assigned mentor are
requested to tick or initial each box associated with a required topic and submit updated
checklists to the GCIP Cambodia PMU at specific intervals.
Instructions for GCIP Cambodia Teams:
First version of your checklist.
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focus your attention on the shaded roads, with major emphasis on the concepts in bold.
Complete the shaded rows before the
#

Topic

business clinics, paying particular attention
to the text in bold. The nonshaded rows

You

Mentorshould be completed before final judging.

1

Business
Description

It is clear from the first slide what thiscompany does. There is a bold claim thatclearly explains its differentiation (e.g. thefirst, only, best, fastest …? – in most cases).
There

is

a

simplequantificationofadvantages or benefits (x% faster, saves $yannually).
2

Pain

The pain expressed is relevant to the target
customer. The pain is quantified (economic
impact, inconvenience, etc). The team has
validated that the customer cares (earlyprospects understand they are in pain andhave told the team they need a solution).

3

Product

It is clear what the product does. And how itsolves the pain. There’s a picture of the
product so we know what it looks like.

4

Technology

The technology is described in a clear,compelling, non-confusing way (a simple,
understandable diagram). It is clear that
there’s some secret sauce/ an exciting
innovation. There’s a story describing how
the technology was invented. And there isgood evidence that the technology actuallyworks.

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5

Beachhead

The beachhead is a precise and identifiable
small/NICHE market with a clear regional
geography and demographics and an
identifiable

numberofindividualsorhouseholds (B2C) or companies (B2B). e.g.
“Ourbeachhead

is

the

49

clothing

manufacturers with 25-50 employees in the
Port Elizabeth region”) This market is nonconservative (i.e. early adopters). There isevidence that the startup understands how
to build traction in this market, and that it’sreasonable to expect that they could sell to~40% of this segment within two years.

6

Adjacent
Markets

7

Competition

The first series of adjacent markets are
geographically or logically close to thebeachhead.

The company has identified and validated
thedecision-making

process

andpurchasing criteria for customers in its earlymarkets. It is clear that the company
understands its strengths and weaknesses
vs the competition. There is a slide thatshows two or more validated purchasing
criteria

relevant

to

early

markets(particularly the beachhead) where thecompany is strong against competitors –either (1) BCG matrix or (2) feature list
(Harvey balls).

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8

Revenue Model It is clear what price the company will
& Pricingcharge and how it will collect revenue (sell,
lease,

rent,

subscription,

etc.)

from

customers. It is clear whether they will makeor license. The team has defined allimportant sources of revenue (Installation,
service, upsells, etc.) .The revenue model
makes sense within the context of theCOCA, first-year value and lifetime value ofeach customer. Pricing, revenue model,
COCA, first year value and lifetime value
have all been validated.
9

SOM, SAM,
TAM

The company has numbers to show there’s
a large TAM, but more importantly it has
calculated its SOM by multiplying annual
revenue per customer (average annual
value of orders) by the total number ofcustomers in its early markets – a bottomup calculation.

10

Go-to-Market

The company has demonstrated that it hasdeveloped or is in the process of developing
a repeatable model for (1) finding (2)engaging (3) closing (4) keeping customers
in its early markets over the coming 2-3
years.

11

Partnerships

It is clear what partnerships are in place andplanned along with the impacts of eachpartnership (e.g. in extra revenue, reduced
costs or time, or faster scaling).

12

CriticalMilestones

The key milestones are clear and logical.

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13

Funding

The funding strategy is clear and logical andtied to milestones. It is clear how muchinvestment is needed to achieve eachmilestone and the estimates make sense.

14

Team

There are photos of key team members (ithelps to show the humans involved!) withclarity as to what each person does, withcredentials (education and experience) andwhy he/she is relevant to the success of thecompany. It is clear what gaps there are.

15

Projection

The projection is easy to understand, and it
is sensible and justifiable (calculated frombottom up). It is clear how much investment
capital the company will need to meet its
milestones (see timeline above), when thecompany

will

break

even,

and

the

reasonable return an investor could expect.
16

Government

The

Regulations

regulatory opportunities and hurdles andcompany

understands

thelegal/

has demonstrated it knows whether there
are current laws/regulations in South Africa
or elsewhere that this company could use to
its advantage or which could hinder its
progress.
17

Sustainability

It is easy to understand the environmental
and social impact this company could haveat scale. The team has quantified theimpacts (e.g. an equivalent number of cars
off the road, power plants not built, or
swimming pools of water saved/ cleaned).
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on achieving one of the United Nation's
Sustainable Development Goals (SGs).
18

Going Global

This

is

ultimately

anexciting

globalopportunity with quantifiable opportunities in
multiple overseas markets. The team has
demonstrated a good understanding of how
to validate and how to execute.

7.4 GCIP Worksheets
GCIP Worksheet 1 - [Interactive PDF] BUSINESS MODEL CANVAS
Action - Create a PDF of the completed business model canvas
 Get out and test your theories: vigorously hunt down exactly the rightindividuals and companies in your proposed ‘value chain’. You canhypothesize, but only your customers and partners and vendors can validate.
 Refer to these materials frequently as you complete and revise yourhypotheses on the Business Model Canvas.
 You are done with Worksheet 1 when you’ve imported a ‘final’ Business
Model Canvas pdf with all ten hypotheses tested and validated.
 Use the customer relationships section to record the potential size of yourinitial market subsegment, the ‘tenth’ section of the Business Model Canvas.

Judging Criteria• How clearly understood and articulated is the business model?
• Are there aspects of the business model that are novel and innovative?
• Has the team interviewed enough and all types of players in their entire value chain
to convincingly demonstrate that they have thoroughly validated and de-risked theirbusiness model?

CUSTOMER DISCOVERY RESEARCH
In preparation for Worksheet 2 (Product/Market Fit), make a list of the key reasonspeople buy your type of product, then correlate to a description of the person or businessthat has that reason. This will help define your market.

GCIP Worksheet 2 - [Interactive PDF] PRODUCT/MARKET FIT
Action - Respond to the worksheet questions in less than 5,000 characters For this and all worksheets:ϲϭͮW Ă Ő Ğ Page 61GCIP Cambodia Acceleration Guidebook

 Refer to these materials frequently as you progress.
 Make sure you’ve read and fully understand the questions below; go throughthem with your mentor(s) as early as possible, and make sure all yourquestions have been fully answered.
 Start by drafting your answers to the questions below in a Word document,
noting that there’s a character limit and you need to be concise – the goal
here is not to write an essay or a business plan.
 Brainstorm several possible customer segments or industries including the“long shots” with potential customers in those segments. Test thosesegments to see if they have the problem your product/technology
addresses. Ideally, you’re looking for your first million dollars in revenue froma customer segment with a very strong need.
 You have completed this worksheet once you have concisely and completely
answered the questions below, within the character limits, for your validated
subsegment.
 Specify the validated market subsegment you have identified, in which thecustomers buy similar products, have a similar sales cycle, look for a similarvalue proposition and reference each other.
 Identify specifically the pain your technology addresses/problem it solves: amonetizable, “shark bite”, “hair on fire” pain or problem validated by yourinterviews.
 In your value proposition, describe your product briefly and how it addresses
that pain or problem, excites the customer, taps an urgent need and will havea big impact on their business. Quantify the impact, if possible. (This value
proposition should get prospective customers to return your cold call).
 Describe the minimum feature set that your customer has clearly indicated ininterviews they want more than other features. What will they pay for thisMinimum Viable Product as the first release?
 What’s your revenue model? Will you (a) sell a product or service or lease or(b) sell subscriptions or (c) license the technology or product.
 How will you price the product? Does your pricing model take into accountcompetitive pricing, manufacturing costs, product value and “how much themarket will bear”?
 Are you creating a new market, or have you found a niche in an existing
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purchase decision and against entrenched competitors or suppliers of analternative solution?
 Estimate the size of your target customer subsegment (NOT THE TAM OR
SAM) and calculate the $ size of that segment, using your validated revenue
model and pricing structure.
 Provide some evidence or insights that show whether or not your target
subsegment represents your first million-dollar market within a year?
 If you win this subsegment, describe how you can leverage it to enteradjacent markets with only slight modification to the product or your sales
strategy.
 Show you thoroughly understand your customer end users, their persona,
how they will use your product.
 In the target segment, have you sold to “early evangelists” who have bought
into your vision and can provide references/testimonials, or pilot customers
who will collaborate with you to define the Minimum Viable Product (MVP)?

Judging Criteria• Has the team clearly validated with convincing customer discovery interviews:(1) a specific “pain” or problem they solve; (2) for a specific customer segment; (3)with a Minimum Viable Product/Minimum Feature Set?
• Have they identified one or two early evangelists or pilot customers in the target
customer segment?
• Is the team clear on the additional validation steps required to complete Product /Market Fit?

GCIP Worksheet 3 - [Interactive PDF] MARKETS AND GETTING
TO THEM
Action - Respond to the worksheet questions in less than 4,000 characters Develop your theoretical answers to the questions, then test them with yourvalidated subsegment. Don’t get too deeply into this process until you have avalidated subsegment. You have completed this worksheet once you haveconcisely and completely answered the questions below, within the character limits,
for your validated subsegment: What is your go-to-market strategy? Apply what have you learned about yourvalidated customer subsegment’s buying process – how they will learn about yourproduct, how they will assess your product, their purchasing cycle, all the people
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you can affect their purchase decision.
 How does your product or solution compare with competitors in your initial
subsegment and adjacent markets? Why would customers be compelled topurchase from you rather than a more established competitor?
 After your initial sales (which you will make directly), describe which channels you
will use to reach other customers in the subsegment? Direct sales? Independent
sales reps? Systems Integrators? Wholesalers or distributors? Dealers or resellers?
Original Equipment Manufacturers (OEMs)? Does your customer segment alreadybuy other product through channels you could leverage?
 Show that you have validated the chosen channel by talking to key people. Show
that the partners you have approached represent a profitable and willing route to
the end user.
 Explain whether you have also investigated partnering with companies that currently
sell related products to the same customer..
 Specify the second, third, (and fourth) most promising subsegments that are
adjacent to – share some characteristics with –your target segment such that you
can sell to them with only moderate tailoring of your go-to-market strategy. Thesesegments together should represent your SAM.
 Do you know how you will keep and grow customers? Do you know what yourcustomer acquisition cost will be? What resources (financial or otherwise) will you
have to allocate to acquire additional customers?
1.

During the sales process how will you:2.

Demonstrate credibility?

3.

Provide supporting materials and collateral?

4.

Reverse the risk and sales barriers?

Judging Criteria• Has the team considered and validated how they will grow revenue?
• Has the team credibly positioned their solution against the competition?
• Is their channel and partnering strategy well-thought-out and validated?

GCIP Worksheet 4 - [Interactive PDF] PRODUCT/TECHNOLOGYVALIDATION
Action - Respond to the worksheet questions in less than 2,000 characters and preparea technology-related testimonial (PDF format).
 You have completed this worksheet once you have concisely and completely
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subsegment, and submitted a testimonial pdf, if you have technology-related
testimonials to share. Note that you only need answer the relevant questions (forexample, skip questions related to manufacture if irrelevant).
 State clearly where in the development cycle the product is?
1. Use DOD/DOE TRLs/MRLs to designate the stage of development.
2. Tell us whether an initial prototype or full-scale prototype has beensuccessfully developed?
3. Do you have any initial users/field installations?
4. Is the product ready for manufacture?
 Has the product (as distinct from the technology) been validated by any third parties(e.g. national labs, universities, research institutions or certification organizations)?
If so, and if relevant, provide written technology-related testimonials and concise
evidence from credible sources that your product design can work. Please submit
a pdf with any technology testimonials (one to three pages maximum) If you’re ready, or nearly ready, for manufacture at scale, provide clear evidence oran industry third-party testimonial that there are no residual technical issues to beresolved and that you have credibly costed the manufacture.

Judging Criteria• Does the technology (the physics) work and has that been credibly validated?
• Does the team have a clear roadmap to complete product development?
• Is the technology and product unique and innovative compared to the competitors’
products?
• Will the product scale? Profitably? Is this credibly validated?

GCIP Worksheet 5 - [Interactive PDF] FINANCES
Action - Respond to the worksheet questions in less than 5,000 characters and prepare
your 3-year projections (PDF format).
 Start your first draft projections early, but don’t get too deeply into this process until
you have a validated subsegment.
 You have completed this worksheet once you have concisely and completely
answered the questions below, within the character limits, for your validated
subsegment, and submitted your financial projection spreadsheet in pdf format.
Note that you only need answer the relevant questions.
 Interview professionals familiar with the manufactured or final cost of the
product/technology, or products similar to yours and record a validated Cost ofGoods Sold (COGS) for your product, according to volume, as necessary. MakeϲϱͮW Ă Ő Ğ Page 65

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sure you capture all hidden costs in your selected channel.
 Describe the milestones you must hit in the next 18 months and estimate the funds
you will require to reach them.

Try using TRLs and MRLs to define yourdevelopment milestones.
 Tell us where you will most likely be able to raise such funds. (Government grants?
Friends and Family? Angel investors? Seed investors? Venture Capital investors?)
 For your financial projection, use the work you’ve completed above and in previous
worksheets:
1. Use your work in Worksheet 2 (Product Market Fit) to project first-year
revenues for your validated targeted subsegment. Subsequent years mightreflect second and third target subsegment revenues, if you have sufficiently
penetrated the first subsegment by then. Make sure your assumptions are
credibly based on your validation interviews.
2. Use your customer acquisition cost in Worksheet 3 (Markets and Getting toThem) to project marketing and sales costs in the P&L.
 Create a 3-year financial projection based on the worksheet template or a similar
one of your own (with formulae, not fixed values) that you bring to the finances andfunding session in your Business Clinics. You should develop your best guess
scenario, with assumptions.
Additional Notes
To create a single pdf from Google Worksheets you have just to go to File > Print.
A PDF file will be saved in your download directory.

Judging Criteria• How credible and well-validated are the revenue and cost projections alignment withthe proposed product and the proposed business idea?

GCIP Worksheet 6 - [Interactive PDF] TEAM
Action - Respond to the worksheet questions in less than 3,000 characters.
 Although there are only a few questions below, they require that you consider
carefully what you need to accomplish in the near future in every company function,
exactly what skills you will need to accomplish those tasks, and how you will find them.
 Develop your theoretical answers to the questions, then test them with yourvalidated subsegment. Don’t get too deeply into this process until you have avalidated subsegment.
 You have completed this worksheet once you have concisely and completely
answered the questions below, within the character limits, for your validated
subsegment.
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 Briefly describe the background and skill sets of each team member and why thoseskills are critical to the company’s success in the next 18 months.
 What skills are missing from your current team to achieve your 18-month milestones
successfully?
 How will you fill those gaps? Advisors? Consultants? New employees?
 Do you have (or will you have soon) an advisory board? If so, what role will it play?
 If you have, or plan to have, an advisory board, how will your need for specificadvisors change over the next 18 months? – e.g., technical, Business, Customer,
Industry, Sales, Policy, International
 Have you defined role descriptions and required qualifications for advisory board
members?
 How will you find advisors? Please name at least 3 potential new advisory board
members (e.g., include LinkedIn profiles)

Judging Criteria• Is the current team credible, with relevant skills and appropriate connections for the
product and its market(s)?
• Does the team have an appropriate group of advisors? Are the current advisors able
to help the company over the next 18 months? Is the team clear on additional
advisors they need to recruit and how they will find them?
• Does the team know the key skill gaps that need to be addressed to reach key
milestones over the next 18 months? Is it clear how they will attract the right people
to fill these gaps, cost-effectively?

GCIP Worksheet 7 – [Interactive PDF] SUSTAINABILITY
Action - Respond to the worksheet questions in less than 7,500 characters. You have also
the option of submitting a PDF file, up to 3 pages, to support your calculation of social andenvironmental impact. Creating such a PDF file is recommended.
1A. YOUR PRODUCTS AND THEIR ENVIRONMENTAL IMPACTS
 Describe and quantify the environmental impacts/benefits of your product/
technology (e.g. what environmental problem your technology solves, energy
and/or resource conservation, reduced emissions, reduced waste, material
recycled etc.)
 Compare the sustainability impacts of your technology to the status quo,competition and/or alternative product or process. Ideally, this is a summary of
product sustainability-related points already made throughout your otherworksheets.
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 If you aren’t yet in an operational phase of your business, please give a good faithintent and projection.
1B. YOUR PRODUCTS AND THEIR SOCIAL IMPACTS
 Describe and quantify the social impacts/benefits of your product/technology (e.g.
what social issue your technology addresses; access to decent work, genderequality, protection of human health, access to clean water, access to education,
economic parity or improved return etc.)
 Compare the social impacts of your technology to the status quo, competition and/or
alternative product or process. Ideally, this is a summary of product social
sustainability-related points already made throughout your other worksheets.
 If you aren’t yet in an operational phase of your business, please give a good faithintent and projection.
2. YOUR COMPANY AND ITS IMPACTS ON OPERATIONAL ENVIRONMENTALRESPONSABILITY Describe and quantify the environmental and social impacts/benefits of how yourproduct/technology will be manufactured (if relevant), provided and/ or operated. In
creating your approach and impacts, consider the following in product development
and delivery. You should ignore questions relating to manufacture if you are notdeveloping a physical product. If you are planning to license or outsource
manufacture, relate your answers to your manufacturing partners:
 Product Design: Identification of materials used in your technology:
 Can your product be made from environmental and socially responsible sources?
Can they be recycled or disposed of properly and economically, and how? Does
manufacture involve conflict mineral usage (tin, tungsten, tantalum and gold)? Can
you avoid this?
 Packaging Design. How will you minimize both primary and secondary packaging
materials to end-users?
 Product Design: Identification of materials used in your technology:
 What is the economic and environmental cost of getting your product from the
manufacturer to your end-user consumer.
 What level of water and energy use and intensity are required to make and operate
the technology?
 How will you optimize end-of-life disposal/minimal landfill contribution?
 How can you minimize cost and maximize performance of materials used?
 Have you considered or implemented sustainability and operational assessments/
certifications that will further your credibility and competitive advantage (ISO, GRI,
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BCorp, LEED, Energy Star, etc.)? If so, what?
 Where you have not yet implemented such practices, please indicate your timeline
or intent to do so in the future.
PLEASE ALSO REMEMBER TO• Highlight how your environmental and social impacts align with the United Nation’s
17 Sustainable Development Goals• Benchmark your environmental and social impacts with i) norms in your target
markets and ii) competing solutions.
• Include the assumptions you made when calculating your social and environmental
impacts.
• Show your workings for the calculated projections and show results from different
scenarios. For example, does your environmental impact change if your sales andmanufacturing increases substantially? How does your impact change as thecompany scales?

Judging Criteria• How well does the team describe, quantify and validate the net environmental,
economic and social benefits/impacts of their cleantech application.
• Is there a link between the environmental and social impact of this venture and its
customers, partners and investors? Does the environmental and social impact drive
profitability and a competitive advantage in securing customers, partners andinvestors?

8. Alumni Support
Effective support for GCIP alumni is essential to ensure that the objectives of the
program are fulfilled. Most ventures supported by GCIP will not reach their full potential forsome time (e.g. 2+ years) after they have graduated from the annual accelerator. Alumni
are much more than just a source of success stories. They are effective volunteers,
champions, sources of connections and new ideas. Engaging alumni after graduation
is essential to the short term and long-term success of the GCIP accelerator.
However, supporting alumni is challenging especially with limited resources and very
diverse levels of engagement and needs from alumni. It is vital to track, understand andrespond to alumni metrics and communications. Yet securing accurate data and regular
updates from alumni can be challenging. Without the time constraints and impetus of
the competition, it is easy for alumni to be preoccupied with their day-to-day businesschallenges and GCIP requests for updates disappear from view. It is essential therefore
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commitment to regular updates.

Delivering Value to Alumni
ͻGrowing importance of being a connector to:ͻSources of investment, grants, loans etc.

ͻPotential customers and partners

ͻInterns, consultants, staff, advisors and board members

ͻAdditional highly focused mentoringͻPeer-to-peer support

Growing importance of being a curator of:ͻ

Relevant networking, industry & international events (e.g. VEF, COP)ͻ

Educational opportunities (new regulations, tech applications etc.)ͻFunding opportunities (database AND facilitated support)

Alumni needs vary greatly by country, region, sector and stage of development:ͻConnections to capital / referral to investorsͻConnections to other programs/incubators

ͻConnections to government programs/ decision makers

ͻIntroductions to board members / new hiresͻ

Access to services (e.g. workspace) & providers (e.g. law firms)

ͻTechnology validation / input (technology assessment)ͻPromotional activities (events, media etc.)

ͻPeer networking

ͻAdditional / Advanced mentoringͻSupport with international expansion

Alumni Support – Where to Begin
In order to begin developing services for alumni it is essential to understand theirneeds. Therefore, it is important to begin some initial activities.

Alumni Groups
Since the launch of GCIP, participating entrepreneurs in every country haveconsistently indicated that they strongly benefited from connections with their peers during
the GCIP Academy, Business Clinics, Judging and Award Events. Creating a cleantech
venture can be a challenging and isolating experience for any entrepreneur, especiallyfor those in emerging markets with limited support infrastructure. Opportunities to networkand connect either in person or online can be very beneficial for building a sense ofcommunity and connection. This could take the form of a monthly GCIP Alumni Night inspecific cities for local GCIP entrepreneurs to socialize. Already GCIP countries such asϳϬͮW Ă Ő Ğ Page 70

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India and South Africa has developed lively online groups using WhatsApp for each cohort
enabling entrepreneurs to share contacts and news regarding their venture. For example
most recently Hari Rao from Agnisumkh in India used the GCIP-India 2015 WhatsApp
group to announce to his peers that his product had been recently recognized by the Solar
Impulse Foundation as one of their 1,000 efficient solutions to protect the environment.

Alumni Peer Support
A more structured form of alumni support than an online group or regular event is aregular peer support group. This is a facilitated in-person or online group focused on GCIP
alumni with a specific challenge (e.g. securing Series A venture capital investment) or avery specific market sector (e.g. industrial energy efficient cooling solutions). The focus ofeach group is defined by the specific needs and experiences of the group with a GCIP
PMU staff member, mentor or international trainer acting as the facilitator. Over the courseof each session the group attempts to address a specific need of one of the participants
or a more general need impacting every member of the group. Some limited alumni peerto-peer sessions have already successfully taken place in Turkey and South Africa.

Alumni Mentoring
Many alumni face very similar challenges, which can be explored effectively in a peerto-peer session. However, some complex issues require much more detailed information
to be shared and an even greater focus on confidentiality. Therefore one-to-one mentoring
sessions for an alumnus over a period of weeks or months is the only solution.
Mentoring alumni is likely to require additional skills and availability that may not bereadily available within the general GCIP mentor pool in a country. Therefore, specificrecruitment of mentors for alumni will be required and ideally some form of financial
compensation in recognition of the significant time commitment.

9. Troubleshooting
9.1 Recruitment Challenges & Solutions



Recruitment Challenge #1
Problem: A low number of submissions have been made, far below the target and theapplication deadline is fast approaching.
Solutions: Try reaching out to additional partners, which could include incubators,
venture competitions, trade associations, service providers, universities etc. and ask themto promote the GCIP Cambodia accelerator to their network. If your partners have alreadysent details of the accelerator to their network, think of a strong incentive for them to reengage their network. You could consider hosting an event or a webinar with one of moreϳϭͮW Ă Ő Ğ Page 71GCIP Cambodia Acceleration Guidebookof your partners, which could provide sufficient reason for them to reach out to their
network again.

Recruitment Challenge #2
Problem: The quality of submitted applications is poor with many submitting incomplete
applications or with a poorly communicated business concept.
Solutions: The most effective solution could result from matching applicants requiring
additional help with mentors able to provide guidance remotely (“applicant mentors”) toentrepreneurs that may not have completed such an application before. Additionally,clearer application guidelines with examples and set-by-step instructions may help, which
could include “how to” video guides and webinars. Longer term, a pre-accelerator program
may provide much needed guidance to nascent entrepreneurs that are too early to apply
for the GCIP Cambodia accelerator through structured training on defining a businessconcept, validating assumptions and creating initial project documents.

Recruitment Challenge #3
Problem: Applications from female entrepreneurs, young entrepreneurs or other specifictarget groups are very low.
Solutions: It is important that outreach activities are focused to ensure that all targetedgroups are contacted and that a diverse cohort of suitable entrepreneurs is found. Firstly,
it is important to map all the pipeline partners, influencers and channels for targeted groups
such as female entrepreneurs. Develop a simple statement, 1-page brochure or graphicthat partners can forward to their members and networks.
Consider working with partners to hold focused webinars or in-person recruitment eventsor even roadshows. Established GCIP accelerators should utilize GCIP alumni, especiallythose that match the targeted groups (e.g. young entrepreneurs), to act as evangelists.
Consider the potential for additional GCIP Cambodia accelerator awards or prizes toencourage more submissions from these underrepresented target groups (e.g. female
entrepreneur of the year).
Review the results from this targeted outreach frequently and adjust engagement withpartners and activities in order to meet the desired targets. Don’t forget to include yournational GCIP mentors and judges in outreach as they may have specific contacts withinyour target groups.

9.2 Judging Challenges & Solutions
Judging Challenge #1
Problem: It is hard to recruit judges.
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problematic to find judges with the required skills or simply to find enough judges willing tovolunteer their time? Any gaps in skills and experience can be resolved through training
and by working with partners to find potential volunteers already skilled at reviewing andassessing startup ventures. This could include startup investors, serial entrepreneurs,
service providers to startups etc. If the level of time required is a barrier for some potential
judges, consider reducing the number of teams for each judge to review or consider how
more of the judging process could take place virtually rather in-person to reduce the time
constraints.

Judging Challenge #2
Problem: The scoring and feedback from judges varies greatly.
Solutions: Firstly, feedback that varies should be expected if both teams and judges arediverse. However, all feedback should be helpful, courteous and professional. In order toavoid inconsistent scoring both between judges and through a judges own scoring, it isimportant to emphasize some key GCIP judging procedures.
Firstly, all judges that are new to GCIP Cambodia should attend some initial trainingthat would include a detailed explanation of the GCIP judging process and rubric. This
would include an emphasis on judges reviewing all of their scores and the relative rankingof each team at the end of the entire judging session. Additionally, all judges would be
asked to share their scores with their fellow judges and where appropriate, share theirreasoning and ranking during an interactive session.
To ensure scoring consistency it is often very helpful to ask all judges to participate ina baseline scoring session during the judging training session where they will score an
example company and compare results. The aim of the baseline exercise is to help judges
understand the need for consistency within judging, the importance of helpful feedback
and to focus on scoring within their allocated teams rather than comparing each team toevery other venture they have ever seen.

Judging Challenge #3
Problem: A Judge has evaluated a startup in another competition and has a negative
opinion about its business model or the individuals on the team.
Solution: Upon sharing the list of teams with the judges, request and confirm that all
judges disclose any previous knowledge or judging experience with any of the teams.
Ensure that the judge is not assigned to the group evaluating that team and request thats/he not share his/her opinion about the team with any of the other judges so as to not
influence their evaluation of said team.

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9.3 Training Challenges & Solutions
Training Challenge #1
Problem: A participating team is not attending training sessions on a consistent basis.
Solutions: Firstly, establish whether the entire team is not attending the sessions or justthe team leader. Enquire as to whether additional team members could provide support.
Track whether the team is still viewing recordings of any virtual training sessions(webinars) they have missed and submitting the required deliverables (e.g. worksheetsetc.) in advance of each deadline.
If the team is consistently missing both training sessions and deadlines, it is importantto provide them with a means to explain their absence. Entrepreneurs are participating in
GCIP Cambodia whilst running their businesses and may also have fulltime jobs and otherdemands on their time. It is important to have a discussion with the team regarding theircontinued absence, to explore the reasons why this has occurred and discuss potential
solutions, which could include additional team members with more available time or extra
mentors. If a team fails to explain their continued absence even after a written warning,they should be removed from the GCIP Cambodia Accelerator program at the earliest
opportunity and an opportunity to participate extended to another team.

Training Challenge #2
Problem: During training sessions such as webinars, entrepreneurs fail to ask anyquestions and actively participate.
Solution: Validate that this lack of participation is not symptomatic of a total disinterest in
the programme or project and that they did not just join with the intent to participate in the
final judging using a previous winning deck to win a prize without really adapting to theprogramme.
Do confirm with the entrepreneurs’ mentors that they are indeed progressing in theirvalidation process and meeting the milestones of the programme. Have conversation withthe entrepreneurs to try and pinpoint the reason for their lack of participation, whether it isa language, comprehension, shyness, or other issue. Ask their mentors to spend moretime with them to ensure they fully understand the information provided during the webinar
sessions and also help them express themselves when appropriate.

Training Challenge #3
Problem: A team has multiple members who take turns attending the National Academy
days and webinars and thus lose the training thread
Solution: Remind the team that their selection to participate in the GCIP Cambodia
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people, preferably the leaders of the team, participate regularly so they learn and benefit
from the total experience. If they are not willing to do so due to other activities, ensure thatthey assign the same two team members to attend and participate regularly or advise thatthey will be replaced by another team who will take this opportunity seriously.

9.4 Mentor Challenges & Solutions
Mentor Challenge #1
Problem: Recruiting sufficient numbers of GCIP mentors is problematic and/or recruiting
mentors in all subject/topic areas is challenging.
Solution: Finding experienced, competent mentors can indeed be a challenge. Choice isoften affected by whether or not the mentors are compensated for their time which depends
on the participating country. Even with compensation, expertise and quality can be
missing. It is important to look at various sources to find qualified mentors.
These include local accelerators, incubators, universities that have entrepreneurial
programs, chambers of commerce, consulting firms, retired business people, clean
technology companies who have CRE programs and past GCIP Cambodia entrepreneurs
who want to share their experience and expertise and give back. It is important to disclose
to potential mentors the full extent of their expected participation so they understand thefull commitment they need to make.
Generalist mentors need to have deep general business experience and knowledge.
Specialty mentors can be recruited for the Business Clinics for input in finance, operations,marketing, IP, legal and sales/partnerships.

Mentor Challenge #2
Problem: Mentors and mentees fail to connect and/or provide feedback on how the
relationship is progressing.
Solution: Since most mentors usually are assigned to work with 2-3 teams, it is important
to determine if the lack of communication between the parties comes from the team or the
mentor. If the former, you need to connect with the team to understand why they are notactively reaching out to the mentor for direction and feedback and resolve the issue.
If the latter and the mentor is not connecting with a team, determine if s/he is treating
all teams the same way or just one. Mentors cannot show preferential treatment to certain
teams. They need to provide the same level of support to all those assigned and must be
reminded of their obligation. If it is a matchmaking issue, see the next challenge.

Mentor Challenge #3
Problem: A mentor and/or mentee have expressed their dissatisfaction with their match
and wish to change.
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Solution: This situation does occur sometimes as not everyone “clicks” and it is importantthat the mentee-mentor match works to ensure success. It is important to talk to bothparties separately to assess what the issue is so as to act accordingly. If it is a personality
match issue, the team can be assigned to another mentor and another team moved to thefirst mentor.
If it is an issue related to the mentor’s lack of expertise or understanding of thecleantech sector the team is in, again a swap can be made with another team/ mentor. If
it is due to a lack of performance on either the mentor’s or team’s part (not attending
meetings, not doing the homework, etc.), both need to be dealt with and potentiallyremoved from the programme. You should always have a mentor or two potentiallyavailable in reverse in the same way you can add teams that were not picked in the first
selection.

Mentor Challenge #4
Problem: A mentor wishes to be more actively involved in a GCIP team beyond their
mentor role, which could include participating as an active team member and receiving
some form of compensation.
Solution: Upon enrolling mentors into the programme, it is important to clearly disclosethe mentors roles and responsibilities and explain that during the term of the programme,
mentors are not allowed to become part of one of the teams they are mentoring nor require
any compensation for their contribution.
At the end of the programme, after the laureates have been selected, if the team andmentor wish to engage in a partnership or employer/employee relationship, they can doso. During the programme, the mentor must remain engaged equally with all the teamassigned to him/her and not show preferential treatment to one he or she plans to engage
with later. That is very important. Otherwise, he or she will need to be assigned to other teams.

Mentor Challenge #5
Problem: A mentor is very actively engaged with their assigned GCIP team to the point
where they have taken on many tasks related to the team’s participation in the accelerator
such as preparation of all worksheets, presentations and other deliverables.
Solution: Although we should always commend mentors for their active engagement anddedication, it is important that they stay focused on their role as advisors and resist theurge to be unpaid consultants or surrogate employees. It is essential that the participating
entrepreneurs use the accelerator experience as a valuable learning experience and they,
not the mentors, must be responsible for all associated presentations and deliverables.
Mentors should remember that they must focus on the role of the advisor and encourage
the participating team members to execute the accelerator related deliverables.
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Mentor Challenge #6
Problem: Multiple generalist mentors have been assigned to each participating team in
the accelerator. Some entrepreneurs struggle to manage the diverse and often contradictory
advice from the group of assigned mentors.
Solution: If multiple mentors are assigned to a participating team, the specific roles must
be clear and skills complementary rather than duplicative. Mentors must always remember
to avoid overlapping the entrepreneur with excessive and contradictory advice. Any
diverse opinions must be discussed prior to meeting with the entrepreneurs so that theadvice and actions are clear.

9.5 Event Challenges & Solutions
Event Challenge #1
Problem: Difficulty recruiting various experts business clinic on a specific date.
Solution: To minimize scheduling conflicts, it is important to plan ahead of time, at least
2-3 months, to schedule the clinics on a specific date and obtain the commitments ofvarious business topic experts to participate and have backup experts or even 2 in eachcategory to prepare for last minute defections due to illness or other emergency. Identifying
ahead of time the types of expertise and the potential individuals that meet therequirements is an important part of the planning process.

Event Challenge #2
Problem: Difficulty scheduling the Business Clinics and getting business experts andteams in one location on the same day
Solution: If budgets only allow for one Business Clinic location and some experts andteams are unable to travel to one central location, consider scheduling meetings on a
virtual platform such as Skype, Zoom or Gotomeeting so everyone could take advantageof the expertise made available. Virtual meetings can be very effective if well planned andlimit costs in transportation, hotels etc. for all parties involved if in-person meetings are notpossible for all.

Event Challenge #3
Problem: Difficulty recruiting judges for mock judging and teams can’t come to a central
location.
Solution: If judge choices are limited, you can set up mock judging using your mentor poolto act as judges for teams they did not mentor so they can provide a fresh perspective.
Mock judging can also be done via virtual channels and scheduled over a couple of days
using not only shared screens but also video so the judges can see the presenters.
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Event Challenge #4
Problem: Potential attendance at a GCIP Cambodia launch or awards event could be low.
Solution: Generating a large number of attendees (200-400+) at a GCIP can require a lotof planning and effort. Consider if co-locating your event at or near an existing high-profile
industry event would help to drive attendance. For example, GCIP-Malaysia held a numberof GCIP related events during a major green industry conference in Kuala Lumpur withthousands of attendees.

9.6 COVID-19 Related Challenges & Solutions 
COVID-19 Challenge #1
Problem: Holding initial in-person GCIP launch events may prove challenging due to
COVID-19 restrictions.
Solutions: It is essential to respond to the recommendations and laws relating to COVID19 restrictions in your country. Restrictions on movement may severely restrict your ability
to hold an in-person event but consider the extent to which a launch event or seminarseries could be held online. Judging sessions can be held safely and successfully withcareful planning and sufficient social distancing and use of personal protective equipment.
The biggest impact may be on large GCIP events such as the Academy and Awards thattypically draw over 100 attendees. Carefully consider how these events could be converted
to an online experience that may require splitting some sessions over multiple days.

COVID-19 Challenge #2
Problem: Due to COVID-19, all national academy training is taking place online but someentrepreneurs are experiencing considerable challenges finding a reliable Internet
connection.
Solutions: It is not feasible for entrepreneurs to access high speed internet from theirhome or office, investigate whether mobile Internet devices could be made available/
Alternatively, consider whether entrepreneurs could come to a central location (such as a
GCIP PMU office) to access a high-speed Internet connection, subject to social distancing
measures being in place.

COVID-19 Challenge #3
Problem: During COVID-19 some entrepreneurs and mentors are unable to participate in
GCIP due to their roles as healthcare professionals, first responders or suppliers.
Solutions: Investigate whether they will be unable to participate temporarily or for theentire duration of GCIP Cambodia. Work with the impact entrepreneur or mentor toinvestigate whether another team member or mentor could take their place in the short orlong term.
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COVID-19 Challenge #4
Problem: Due to COVID-19 restrictions, entrepreneurs are unable to “get out of thebuilding” and conduct customer discovery interviews.
Solutions: Although entrepreneurs may be temporarily unable to visit a potential customer
or partner, in most countries these same contacts may be contactable online and able to
be interviewed via Zoom or Skype. It is important that entrepreneurs work closely with their
mentors to find alternative ways to contact and interview the identified target customers,
partners and influencers.

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10. Appendices
Appendix I – Links


GCIP Cambodia Landing Page
GCIP Application Form

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Appendix II: GCIP Cambodia Applicant Agreement
KINGDOM OF CAMBODIA
Nation Religion King

3
GCIP Cambodia Applicant Agreement
Global Cleantech Innovation Programme: Accelerating cleantech innovation andentrepreneurship in start-ups and SMEs in Cambodia (GCIP Cambodia)
UNIDO Project No.: SAP 190057
Agreement No.: GCIP-Cambodia-TSC-APA-00X
This GCIP Cambodia Applicant Agreement (this “Agreement”) applies to the Services (asdefined below) offered to the company participating in GCIP Cambodia Accelerator
Program (“Participant”). (“GCIP Cambodia” and together with Participant, the “Parties”).
WHEREAS, GCIP Cambodia organizes a schedule of events and workshops with GCIP
Global, Global Project Executing Entities, various members of the Cambodia techcommunity, including but not limited to investors, startup founders, community organizers,
and service providers (collectively “Workshop”) and provides advice and guidance
regarding successfully accessing and accelerating into the Cambodia market (“Services”) and;
WHEREAS, Participant wishes to retain GCIP Cambodia for such Services and Events;
NOW, THEREFORE, in consideration of the mutual covenants and agreements contained
herein, the Parties hereby agree as follows:
1. Term

The term of this Agreement shall commence as of the date Participant ticks “agree” ona form mentioning these Terms and Conditions and submits the form (the “Effective Date”)
and shall remain in force until terminated by either party pursuant to the provisions ofSection 7.
2. Participant Obligations and License Grant
2.1. All officers, employees, consultants or agents of the Participant, while

attending the Events, shall comply with the following rules (the “Rules”):follow instructions, directions, procedures and policies of GCIP Cambodia;ϴϭͮW Ă Ő Ğ Page 81GCIP Cambodia Acceleration Guidebook

attend and arrive promptly to all Events;behave in a respectful manner to not poorly reflect on GCIP Cambodia;

remain fully engaged and attentively participate in all Events;

obtain prior approval from GCIP Cambodia prior to any absence froman Event; and have fun!

2.2. GCIP Cambodia reserves the right to exclude Participant from any

Events if Participant breaches any provision of this Agreement.
2.3. Participant hereby grants GCIP Cambodia a non-exclusive, perpetual,license to use Participant’s documentation, logos, marks and trademarks(“Participant Materials”) to create documentation, promotional material,
pitches to sponsors, and any other promotional materials, including but notlimited to the web and social media, (“Event Materials”). GCIP Cambodia shallhave the right to photograph and record video and/or audio of the employees
of Participant attending the Events and make commercial use of suchphotographs and recordings.
3. Participant’s Representations and Warranties
3.1. Participant represents, warrants and covenants that there exists noagreement or restriction which would interfere with or prevent Participant fromentering this Agreement.
3.2. Participant represents, warrants and covenants that the ParticipantMaterials, and their receipt and use by GCIP Cambodia will not infringe upon,
misappropriate or violate any patent, copyright, trademark (and any goodwill
associated therewith), trade secret, moral rights or other proprietary right ofany third party.
4. Indemnification in Connection with Injuries to Persons or Damage to Property
4.1. Participant party shall indemnify and hold harmless GCIP Cambodia, itsaffiliates, directors, officers, employees and agents (collectively, the“Indemnitee”) against and from any and all suits, actions, proceedings at law
or in equity, claims (groundless or otherwise), demands, liabilities, losses,
damages, judgments, payments, deficiencies, settlements, penalties, fines,
fees, economic losses, costs and any other expenses, (including, but notlimited to, fees and disbursements of counsel selected by GCIP Cambodia)(whether incurred in a third party action, or in an action brought by either party
against the other to enforce its rights under this Agreement), (collectively,“Liabilities”) arising out of or incurred in connection with bodily injury (including
death) to any person, damage to the property, or interest of any person, firm,ϴϮͮW Ă Ő Ğ Page 82

GCIP Cambodia Acceleration Guidebook

or corporation to the extent that such injury or damage shall have beenoccasioned by, shall have resulted from, or shall in any way be attributable to
the willful or negligent acts or omissions of Participant, its affiliates, officers,
directors, employees, agents or subcontractors in any way related to thisAgreement.
4.2. Notwithstanding anything in this Agreement to the contrary, Participant

hereby agrees to indemnify, defend and hold harmless GCIP Cambodia, itsaffiliates, and its and their respective officers, directors, employees, andagents from and against any and all Liabilities which are asserted against,
incurred or suffered by GCIP Cambodia and which arise directly or indirectly
out of, or in connection with:•the violation of any applicable law by Participant, and/or its officers,
directors, employees, agents and/or other representatives;•

the breach by GCIP Cambodia, and/or its officers, directors,
employees, agents and/or other representatives of any covenant,condition, warranty, or representation contained in this Agreement; or•the gross negligence, or willful or wanton misconduct of Participant,and/or its officers, directors, employees, agents and/or otherrepresentatives.

5. Confidentiality
5.1. “Confidential Information” means the terms and conditions of thisAgreement and any information conveyed to Participant, orally or in writing,by GCIP Cambodia, pursuant hereto, but shall not include information whichbecomes generally available to the public through no act or omission byParticipant. Participant acknowledges the confidential and proprietary natureof the Confidential Information and agrees that it shall not discuss, reveal, ordisclose the Confidential Information to any other person or entity, or use any
Confidential Information for any purpose other than as contemplated hereby,in each case, without the prior written consent of GCIP Cambodia. Participant
agrees to use best efforts (and in no event less rigorous than Participant takeswith respect to its own proprietary and confidential information) to prevent
unauthorized or inadvertent disclosure of the Confidential Information.
5.2. Participant will, at the request of GCIP Cambodia, during the term of thisAgreement or thereafter, promptly return all Confidential Information held or
used by Participant in whatever form or promptly destroy all such Confidential
Information, including all copies thereof, and those portions of allϴϯͮW Ă Ő Ğ Page 83

GCIP Cambodia Acceleration Guidebook

documents that incorporate such Confidential Information.
6. Privacy
6.1. GCIP Cambodia is committed to safeguarding the privacy of GCIP

Cambodia’s Participants, sponsors and partners.
6.2. GCIP Cambodia’s Privacy Policy applies where the company is acting asa data controller with respect to the personal data of GCIP Cambodia’s
aforementioned peoples; in other words, where GCIP Cambodia determines
the purposes and means of the processing of that personal data. The Privacy
Policy can be found at https://techostartup.center/privacy-policy
6.3. GCIP Cambodia may disclose Participant’s data to one or more selected

third-party suppliers of goods and services identified as its partners for the
purpose of enabling them to contact Participants so that they can offer,
market and sell to them relevant goods and/or services. Each such third party
will act as a data controller in relation to the enquiry data that GCIP Cambodia
supplies to it; and upon contacting Participants, each such third party will
have a corresponding privacy policy.
6.4. GCIP Cambodia is granted permission and consent to the rights of theParticipant's image, likeness and sound of voice as recorded on audio orvideo tape without payment or any other consideration. Participant
understands that its image may be edited, copied, exhibited, published or
distributed and waives the right to inspect or approve the finished productwherein their likeness appears. Additionally, Participant waives any right toroyalties or other compensation arising or related to the use of their image orrecording. Participants also understand that this material may be used indiverse educational settings within an unrestricted geographic area.
Photographic, audio or video recordings may be used for the following purposes:•

marketing material•

promotional or educational videos•

online promotion on the program website including GCIP Cambodia’s
website www.techostartup.center, Facebook, Instagram, and other websites.

By agreeing to this release, the Participant understands this permission signifies
that photographic or video recordings of them may be electronically displayed via theInternet or in the public educational setting.
There is no time limit on the validity of this release nor is there any geographic limitation
on where these materials may be distributed.
This release applies to photographic, audio or video recordings collected as part of theϴϰͮW Ă Ő Ğ Page 84

GCIP Cambodia Acceleration Guidebook

GCIP Cambodia activity Participant signed up and/or participated in. This authorization isrevocable under the laws of GDPR.
7. Termination
7.1. GCIP Cambodia may terminate this Agreement at any time upon three(3) days’ notice.
7.2. GCIP Cambodia may terminate this Agreement (i) upon Participant’s

breach of this Agreement and failure to cure such breach upon five (5)business days prior written notice by GCIP Cambodia, or (ii) upon
Participant’s material breach of this Agreement which cannot reasonably be
cured.
7.3. The Participant may terminate this agreement at any time upon three (3)days’ notice.
8. Limitation of Liability

EXCEPT AS SET FORTH IN SECTIONS 4 AND 5, IN NO EVENT WILL EITHERPARTY BE LIABLE FOR ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE ORCONSEQUENTIAL DAMAGES; OR DAMAGES FOR LOSS OF PROFITS, REVENUE,
BUSINESS,SAVINGS,

USE,

OR

COST

OF

SUBSTITUTESERVICEOR

PROCUREMENT, WHETHER IN AN ACTION IN CONTRACT OR TORT, AND EVEN IF
THE PARTY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES OR IF
SUCH DAMAGES ARE FORESEEABLE.
9. General
9.1. Relationship Between the Parties. Participant is an independent

contractor; there is no joint venture, partnership, agency or fiduciary
relationship existing between the Parties and the Parties do not intend tocreate any such relationship by this Agreement. Neither Party shall have thepower or authority to bind or obligate the other in any manner not expressly
set forth herein.
9.2. Use of Name. Participant and its employees, agents and representatives

will not, without GCIP Cambodia’s prior written consent in each instance, use
in advertising, publicity or other promotional endeavor, the name of GCIP
Cambodia or any of GCIP Cambodia’s affiliates, or any officer or employee,or any trade name, trademark, trade device, service mark, symbol or any
abbreviation, contraction or simulation thereof used by GCIP Cambodia or its
affiliates; or represent, directly or indirectly, that any product or service
provided by Participant has been approved or endorsed by participant, or
refer to the existence of this Agreement in press releases, advertising orϴϱͮW Ă Ő Ğ Page 85

GCIP Cambodia Acceleration Guidebook

materials distributed to Participant’s prospective customers.
9.3. Force Majeure. GCIP Cambodia shall not be held responsible nor bedeemed to be in default under this Agreement for any delay in performanceor failure in performance of any of its obligations hereunder if such delay or
failure is the result of causes beyond the control of GCIP Cambodia.
9.4. Governing Law. This Agreement, its subject matter and the parties’

respective rights and obligations hereunder shall be governed by andconstrued in accordance with the laws of the Kingdom of Cambodia, without
giving effect to principles regarding conflicts of law.
9.5. Modification, Amendment and Waiver; Benefit. There are nounderstandings, agreements or representations, express or implied, withrespect to the subject matter hereof not specified herein. This Agreement
shall not be deemed or construed to be modified, amended, rescinded,canceled or waived in whole or in part, except by a writing executed by bothparties.
9.6. Assignment. GCIP Cambodia may assign this Agreement, and/or any

rights and/or obligations hereunder upon written notice and without theconsent of Participant to any (i) subsidiary or affiliate of GCIP Cambodia, or(ii) successor pursuant to a merger, consolidation, sale of all or substantiallyall of its assets. Participant shall not assign this Agreement, and/or any rights
and/or obligations hereunder without GCIP Cambodia’s prior written consent.
Any attempted assignment in violation of this Section 8.6 shall be void ab
initio.
9.7. Authority. Both GCIP Cambodia and Participant have full power andauthority to enter into and perform this Agreement, and the person signing
this Agreement on behalf of each has been properly authorized andempowered to enter into this Agreement. EACH PARTY FURTHERACKNOWLEDGES

THAT

IT

HAS

READ

THIS

AGREEMENT,UNDERSTANDS IT, AND AGREES TO BE BOUND BY IT.
IN WITNESS WHEREOF, the parties hereto have duly executed this Agreement as of theEffective Date. Participant attest that either (i) at least 18 years of age, or (ii) at least 1
member of the team is at least 18 years of age. Participant attest that to the best of theirknowledge in compliance with all personal eligibility requirements, and understand that if
it is later determined that Participant are not eligible for any reason, may be disqualified
from the competition.
ϴϲͮW Ă Ő Ğ Page 86

GCIP Cambodia Acceleration Guidebook

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed bytheir duly authorized representatives on the date(s) shown below.
TECHO

STARTUP[PARTICIPANTS]CENTER

Signature

Signature

Name

Name

Position

Position

Date

Date

ϴϳͮW Ă Ő Ğ Page 87

GCIP Cambodia Acceleration Guidebook

Appendix III – Example Generalist Mentor Agreement

KINGDOM OF CAMBODIA
Nation Religion King

3
GCIP Cambodia Generalist Mentor Agreement
Global Cleantech Innovation Programme: Accelerating cleantech innovation andentrepreneurship in start-ups and SMEs in Cambodia (GCIP Cambodia)
UNIDO Project No.: SAP 190057
Agreement No.: GCIP-Cambodia-TSC-GMA-00X
This Mentor Agreement (the “Agreement”) is made as of(the“Effective Date”) by and between Techo Startup Center as the Project Executing Entity,
having its principle office at Business Development Center Building, 11 th Floor, OCIC Blvd,
Sangkat Chroy Changvar, Phnom Penh, Cambodia (“TSC”), and ___________ having
address at _____________ represented by Mr./Ms._____________ (the “Mentor”), withinformation as follows:
Address:

National ID:

Mobile Number

:

Email

:

Bank Account Number:Bank Name:, Beneficiary Name:, Bank Address:
SWIFT CODE:.
TSC and Mentor are hereinafter referred to individually as a “Party” and collectively as the“Parties.”
1. Definition
For purpose of this Agreement, the following terms shall have the following meanings:
1.1 “Services” means any and all services specified in the Article 2, SCOPE OFSERVICE, as described below.
1.2 “Accelerator Program” means the entire period of the GCIP Cambodia
Accelerator Program, committed to provide acceleration supports toentrepreneurs and companies under the GCIP support.
ϴϴͮW Ă Ő Ğ Page 88

GCIP Cambodia Acceleration Guidebook

1.3 “Mentoring Standards” means standards and rules that are to be followed by
all mentors in the GCIP Cambodia, it intends to enhance creditability of the
Accelerator Program through professionalism, honesty, and fair.
2. SCOPE OF SERVICE
2.1 Experienced professional with proven records of success in either relevantcleantech industries or innovation-driven startups who become key assets forthe applicant teams. In the context of the Accelerator Program, Generalist
Mentors become an internal part of the team coaching and leading theentrepreneurs to build comprehensive pitches and plans on which they will be
judged. Outside the Accelerator Program, successful Generalist Mentors often
become trusted advisors for their teams, often introducing them to potential
investors, partners and customers.
2.2 Mentor shall participate in the GCIP Mentor Training Program that includes bothonline sessions and interactive in-person session. It is vitally important forconsistency and effectiveness, that mentors in each GCIP Cambodia
accelerator are familiar with the key aspects of the program, the timeline, thekey deliverables requested from entrepreneurs and their specific role as
mentors on a weekly basis
2.2 Coaching, Training, Mentoring GCIP Cambodia applicants within the
Accelerator Program through business model development, provide feedback
on all aspects of the business, attend education and training events along withthe team (i.e. GCIP Cambodia National Academy), Act as a task-master toensure teams hit deadlines, and work with specialist mentors to provide
specialist coaching to applicants as needed throughout the Accelerator
Program.
2.3 Mentor shall engage with the assigned GCIP Cambodia Entrepreneurs during
the course of the Accelerator Program with at least 2 sessions per week per
team.
3. Appointment
3.1 TSC agreed to appoint service of Mentors and Mentors agreed to render theservices, as specified in Article 2 Scope of Service, and on terms andconditions as set forth in this agreement.
3.2 TSC may from time-to-time issue guidelines as to the manner in which the
Mentor’s duties and obligation under this agreement shall be performed andthe Mentor shall ensure the compliance to those guidelinesϴϵͮW Ă Ő Ğ Page 89

GCIP Cambodia Acceleration Guidebook

4. Term of Engagement
4.1 Mentor’s engagement under this agreement shall begin onto.

5. General Provision
5.1 Unless otherwise stipulated in this contract, Mentor hereto agree to be boundby the provision as stipulated in the Mentoring Standard Agreement in Annex
1 of this Agreement.
6. CONFIDENTIALITY
6.1 Mentor shall not disclose to any third party any confidential information
obtained during the course of employment unless expressly authorized by
TSC
6.2 Confidential information for the purpose of this agreement includes and is not
limited to trade secrets, business plans, strategies, financial information,
intellectual properties, and any other information that will affect the TSC.
6.3 Mentor obligation to maintain confidentiality and secrecy shall apply after theappointment until such time that the information is no longer confidential or
has been made public by TSC
6.4 Mentor shall not without prior consent of TSC destroy, make copies, duplicate
or reproduce in any form the TSC’s confidential information.
6.5 Any breach for the confidential information as mentioned above will be subject
to legal consequences and be personally liable for all the changes.
6.6 Mentor shall ensure that their service with TSC will not violate any obligations
that may owe to prior TSC and does not breach any agreement made orentered into to keep in confidence and/or not to use any confidential
information of any third party. During the term of Mentor’s engagement, youagree not to engage in activities which may adversely affect the performanceat the TSC and agree to follow the TSC policies regarding conflict of interest.
You further agree to promptly advise the TSC of any potential conflict ofinterest which may arise from yourself (or your immediate family members)
financial, engagement, or other interest or relationship with any business orentity doing business with, or funded, or engaged by the TSC. TSC reserves
the right to require you to eliminate any real or perceived conflict of interest.
7. Fee and Payment
7.1 Pro-Bono Basis. Mentor’s engagement shall be compensated on a pro-bonobasis for the service provided under this agreement. TSC will pay Mentor$US 12.5 (Twelve US Dollars and Fifty Cent) per sessions. The amount paidϵϬͮW Ă Ő Ğ Page 90

GCIP Cambodia Acceleration Guidebook

to the Mentor shall be tax exempted. Payment shall be made every final week ofthe month via based on Weekly Timesheet in Annex 2 to this agreement.
7.2 Overtime. TSC shall not compensate overtime payment for additional
services performed exceeded the time allocation as specified in the Article 2of this agreement, unless otherwise requested or authorized by TSC.
7.3 Out-of-Pocket Expenses. Mentor shall not be compensated for services
performed with Per Diem nor Contingencies.
7.4 Fee information is strictly confidential. Only the Mentor, Project Management
Unit, and Top management of TSC have access to the Mentor’s engagementcompensation information. This should not be disclosed to persons otherthan the personnel mentioned above.
8. Termination
8.1 Both Parties have the right to terminate this agreement at any time by giving
at least 15 days in advance notice to the other party in written. TSC should
be notified on such intention of termination via email, the duration oftermination shall begin from the date of receipt of the letter of termination ofthis agreement by the Mentor.
8.2 This agreement can be terminated at minimum of 15 days prior to theschedule of any engagement to which the service has committed and notthereafter.
8.3 The termination of agreement shall effectively resume only after dues
pending against the service provided have been cleared.
9. GOVERNING LAW
9.1 This agreement shall be governed by and construed in accordance with thelaws of the Kingdom of Cambodia.
This agreement is made in two (2) originals, each of which shall be deemed an
original and together shall constitute one and the same agreement, with one original
being delivered to each Party hereto.
This agreement Both Parties shall confirm to have read, understood, and agreed withthe above term and conditions by signing this agreement:
Techo Startup Center

MentorSignatureϵϭͮW Ă Ő Ğ Page 91GCIP Cambodia Acceleration Guidebook

Name
Position
Date.........../............/...................

Annex 1:

GCIP Cambodia Mentoring Standard Agreement

Annex 2:

GCIP Cambodia Mentor Monthly Timesheet.........../............/...................

ϵϮͮW Ă Ő Ğ Page 92

GCIP Cambodia Acceleration Guidebook

Annex 1: GCIP Cambodia Mentoring Standard Agreement
KINGDOM OF CAMBODIA
Nation Religion King

3
GCIP Cambodia Mentoring Standard Agreement
Global Cleantech Innovation Programme: Accelerating cleantech innovation andentrepreneurship in start-ups and SMEs in Cambodia (GCIP Cambodia)
UNIDO Project No.: SAP 190057

It is the intent of the GCIP Cambodia Accelerator Program (the “GCIP Cambodia”) be
professionally, honestly and fairly undertaken in order to enhance the credibility of theCompetition, to reward the participation of our contestants, sponsors, mentors and judges
and to insure the longevity of Competition. In that regard, GCIP Cambodia has createdfollowing standards and rules that are to be followed by all mentors in the GCIP Cambodia(“Mentoring Standards”). By participating as a mentor or coach, you agree to adhere to the
Mentoring Standards.
1. Duty of Honesty and Integrity — You will provide mentoring assistance to one ormore contestants (the “Contestant(s)”). Each mentor agrees to review eachContestant’s submissions carefully and to fully and assist in improving them throughadvice and guidance. While GCIP Cambodia is requiring each contestant to sign
agreements releasing mentors from liability for their decisions and other aspects ofeach mentor’s participation in GCIP Cambodia, it is expected that all mentors will
act with the utmost integrity in the mentoring process. It is also expected thatmentors will be respectful of the other mentors and contestants.
2. Confidentiality of Contestant Submissions — While no non-disclosure agreements
have or will be entered into with any contestants and no other confidentiality
agreements have been made with any contestants, we expect all mentors to keepeach Contestants’ submissions confidential along with any documentation,
concepts or conversations deemed confidential by a Contestant. Mentors agree toreturn to GCIP Cambodia or destroy all GCIP Cambodia submissions uponcompletion of each year’s competition.
3. Conflicts of Interest — each mentor must disclose to the Contestants and GCIP
Cambodia staff a potential conflict of interest with a Contestant or submission(“Conflict of Interest”). As a general rule, any competitive relationship between amentor and any Contestant may be a Conflict of Interest as well as any situationϵϯͮW Ă Ő Ğ Page 93GCIP Cambodia Acceleration Guidebook

where the mentor has an investment or other interest in the technology promoted ina submission or in a competing technology. The mentor disclosing the Conflict ofInterest may either recuse himself or herself from mentoring a Contestant or may
request a ruling from a Contestant and GCIP Cambodia as to whether a Conflict ofInterest requiring recusal exists. The following example is by no means an
exhaustive list of potential Conflicts of Interest:• The mentor has a relationship with a competing company, or an investment in acompeting technology of that proposed in the submission, that would be adversely
impacted by the success of a Contestant’s technology.
4. Time Commitment — We expect that by agreeing to be a mentor for GCIP
Cambodia, each mentor will commit the time necessary to meet each Contestant at
regular intervals (ideally for at least one hour per week until the final judging iscompleted for the GCIP Cambodia year) and otherwise be reasonably available for
consultation on the business plans and presentations by the Contestant.
5. Term / Miscellaneous — Each mentor shall be bound by the Mentoring Standards
during the GCIP Cambodia year for which this agreement was executed, and for all
future GCIP Cambodia years in which such person participates in the GCIP
Cambodia as a mentor (without any requirement to re-execute this agreement),
unless or until terminated or amended by GCIP Cambodia.
6. GCIP Cambodia deeply appreciates the investment of time and energy its mentors
are committing to the program and the effort mentors are making to help promote
the development of environmentally beneficial technologies.
TECHO STARTUP CENTER[Mentors]

Signature

Signature

Name

Name

Position

Position

Date

Date
ϵϰͮW Ă Ő Ğ Page 94

GCIP Cambodia Acceleration Guidebook

Annex 2: GCIP Cambodia Mentor Monthly Timesheet
Mentor name:

Total Regular Sessions:E-mail:0.0

GCIP Cambodia PMU:

Phone:

January | Mentor Timesheet
January

Week 1

Week 2

Week 3

Week 4

Week 5

Total weekly sessions

0.0

0.0

0.0

0.0

0.0

Jan. Total: Regular sessions

0.0

MondayTuesday
WednesdayThursdayFridaySaturday
SundayϵϱͮW Ă Ő Ğ Page 95

GCIP Cambodia Acceleration Guidebook

Appendix IV - Judging Standard Agreement
KINGDOM OF CAMBODIA
Nation Religion King

3
GCIP Cambodia Judging Standard Agreement
Global Cleantech Innovation Programme: Accelerating cleantech innovation andentrepreneurship in start-ups and SMEs in Cambodia (GCIP Cambodia)
UNIDO Project No.: SAP 190057
Agreement No.: GCIP-Cambodia-TSC-JSA-00X

It is the intent of the Global Cleantech Innovation Programme, a programme of United
Nations Industrial Development Organization (“UNIDO “) and GCIP Cambodia Accelerator
Program (the “Accelerator Program”), that in order to enhance their credibility, insure theirlongevity, and reward the participation of their participants, sponsors, mentors, judges andother volunteers, the Accelerator Programmes must be professionally, honestly and fairly
undertaken.
In that regard, GCIP Cambodia has created following standards and rules that are to
be followed by all judges in the Accelerator Programmes (“Judging Standards”). By
participating as a judge, you agree to adhere to the Judging Standards.
Duty of Honesty and Integrity
Each judge agrees to review the submissions carefully and to fully and fairly evaluate them.
While the Accelerator Program is requiring each Participant to sign agreements releasing
judges from liability for their decisions and other aspects of each judge’s participation in
the Accelerator Program, it is expected that all judges will act with the utmost integrity inthe judging process. It is also expected that judges will be respectful of the other judges
and participants.
Confidentiality of Participant Submissions
While no non-disclosure agreements have or will be entered into with any Participants
and no other confidentiality agreements have been made with any Participants, we expect
ϵϲͮW Ă Ő Ğ Page 96GCIP Cambodia Acceleration Guidebook

all judges to keep each Participant’s submissions confidential. However, judges are
permitted to disclose to judges on other Accelerator Program judging panels and to third
parties only such submission information as such judge deems necessary to fully evaluate
the submission. Judges agree to return to the GCIP Cambodia or destroy all Participant
submissions upon completion of each year’s Accelerator Program.
Third Party Confidentiality
GCIP Cambodia expects all participants and volunteers in the Accelerator Programmeand subsequent UNIDO programmes to acknowledge and agree to abide by the terms of
all Confidentiality Agreements signed by GCIP Cambodia, or its regional subsidiaries, with
its headquarters location at < insert location >, and any other third party partners andresources.
Return of Materials
You hereby acknowledge and agree to return all documents and other tangible objects
containing or representing Confidential Information prepared by you, participants, mentors,
judges, other volunteers, sponsors and GCIP Cambodia staff members or coming into yourpossession by virtue of your volunteer period by GCIP Cambodia and all copies thereof
which are in your possession shall be and will remain the property of GCIP Cambodia. No
later than the Separation Date, you shall return to GCIP Cambodia all such items in yourpossession, as well as all other property in your possession, including without limitation,
computer hardware and software, database information and lists, mailing lists, and data.
Conflicts of Interest
Each judge must disclose to the other judges on the panel and to GCIP Cambodia any
conflict of interest or potential conflict of interest with a Participant or submission. Failure
to make such disclosure may result in the removal of the judge from the assigned round.
‘Conflict of Interest’ shall be defined as any known activity, transaction, relationship,
service engaged in or consideration received by the judge, the judge’s immediate family(to include spouse, parents, siblings and children) or someone in the judge’s immediatehousehold, which may cause an objective person reasonable concern that the judge could
not or may not be able to perform his or her responsibilities and duties to GCIP Cambodia
in an impartial manner.
Conflicts of Interest include, but are not limited to:Direct financial or close personal interests in the Participant which could be
affected by a decision of GCIP Cambodia orAcceptance of a valuable gift, entertainment, services, loans or promises of
future benefits including offers of employment, or compensation or the promiseof compensation for consulting or other type of engagement.
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GCIP Cambodia Acceleration Guidebook

By way of example it can include any of the following:

The judge is a personal friend, co-worker or relative of the Participant

The judge has connections to the same organization as the Participant (suchas where the judge is a professor at a university attended by the Participant)

The judge has an interest in the technology involved in the submission (such aswhere the judge is from the research institute that generated the technology forthe submission or where the judge has previously evaluated the same
technology for the purpose of making an investment)

The judge has investment in, or has considered investing in other projects of,
the Participant



The Participant is a current or former client of the judge or the judge’s firm,company or organization



The judge has an investment in a competing technology of that proposed in thesubmission that would be adversely impacted by the success of the participant’s
technology.

There is a need to recognize it may be impossible or impracticable to eliminate all
Conflicts of Interest; provided, however, when a judge has knowledge of a conflict orapparent conflict as of the date of acknowledgement of this agreement, that judge shallprovide written disclosure of the conflict or apparent conflict below and shall also be
required to provide additional disclosure as Conflicts of Interest arise to GCIP
Cambodia and the judging panels the judge participates in during the course of thejudge’s participation in the GCIP Cambodia accelerator program.
If there are no current conflicts of interest, check the NO box below. If there is a conflict,check the YES box and include a short description of the potential conflict. Also check“yes” in the box indicating that you understand your continuing obligation under thisSection to disclose conflicts as they arise.
Time Commitment
We expect that by agreeing to be a judge for the Accelerator Program, each judge willcommit the time necessary to fully evaluate the submissions and will be present at the
judging meetings or conference calls to make determinations on the winners of each roundand the final awards.
Term / Miscellaneous
Each judge shall be bound by the Judging Standards during the Accelerator Program
year for which this agreement was executed, and for all future Accelerator Program years
in which such person participates in the Accelerator Program as a judge (without any
requirement to re-execute this agreement), unless or until terminated or amended by GCIP
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GCIP Cambodia Acceleration Guidebook

Cambodia. The Global Cleantech Innovation Programme, as defined herein, shall bedeemed to include all of GCIP ‘s successors and assigns, including but not limited to GCIP
Cambodia, and each of its regional Accelerator Programmes.
GCIP deeply appreciates the investment of time and energy its judges are committing
to the Accelerator Programme and the effort judges are making to help promote thedevelopment of environmentally beneficial technologies.
THIS AGREEMENT IS GOVERNED BY AND WILL BE CONSTRUED IN ACCORDANCEWITH THE LAWS OF (To be Confirmed), WITHOUT REGARD TO CHOICE OF LAWPROVISIONS.
Acknowledgement I have read the foregoing and understand its terms and stipulations andagree to all of them:
Name………………………………………………………………………………………………..
CONFLICTS OF INTERESTNo ()

Yes ( )
Please list any conflicts of interest:………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………
I hereby acknowledge in my continuing obligation to disclose Conflicts of Interest as theyarise to both the GCIP Cambodia and the judging panels I participate in during the courseof my participation in the Global Cleantech Innovation Programme as a judge.
Signed…………………………………………………Date …………………………………

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Appendix V: Academy Equipment and Presentation
Logistics
The ideal equipment for your Academy includes the following, in approximate order ofpriority. Don’t worry if this list is too long – but unless you have a very small group, the firsttwo items will always be required:
Equipment

Description

Computer I and projector -A laptop on a podium on stage that
presentation can be controlled by thepresenters, connected to a projector

Wiredmicrophoneandsystemsound

At least one wired microphone on the
podium connected to a sound system(it’s a good idea to have a wired mic,
even if you’re also using wireless –wired microphones tend to produce
higherquality sound, and they’re more
likely to work.

Sound mixer

If you have multiple sound sources(such as more than one microphone),
you’ll need a sound mixer,

Additional microphones

Additional

microphones,

ideally

wireless, if you plan to hold one or morepanel discussions or ask for audience
participation
Audio connection

An audio connection from the laptop on
the podium to the mixer so youraudience can hear the sound if any ofyour presenters have videos to show

Video cameras

One or more video cameras to record
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Audio connection II

A connection from the sound system toat least one video camera so that thesound that’s recorded is direct from themicrophones

Computer II - presentation

A second computer at the back of theroom, also connected to the projector
and, ideally, connected to the soundsystem – show videos from the back of
the room – someone who knows whathe/she is doing

Computer III - music

A third computer at the back of theroom for backup and for music - thisone must be connected to your soundsystem – music important because –someone who knows what he/she is
doingVideo Switcher

If you have multiple video sources (twoor more computers) you’ll need a video
switcher***Image: a magnified image of the presenter on screen (interlaced, as appropriate withslides or video)** A video switcher allows the operator to switch between multiple image sources.

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Appendix VI - GCIP Briefing: Guidelines for Judges
Welcome to the GCIP Cambodia Acceleration Program.
Thank you for joining us as a judge in the world’s largest accelerator for cleantech startups.
The companies you will select represent some of the most credible, investment-worthy
and impactful businesses that embody the economic, social and environmental mission of
the Global Cleantech Innovation Programme. Judging is a core activity in GCIP, andcarries both prestige and responsibility: Your experience and expertise will help identify
the most promising companies and technologies.
Even more important is the feedback you will provide for all the participatingcompanies. Our goal isn’t simply to “select the best” (which is hard, if not impossible) but
to accelerate the progress of all the startups in the program.
They need to know not only what you think of them, but why.
Summary of StepsIn the weeks before judging:
1. Accept the invitation to become a judge.
2. Download and read the companies’ worksheets, executive summaries and exhibits
as soon as they become available.
3. Identify and inform the judging coordinator of any potential **conflicts of interest**
however slight 4. Assess and score the worksheets.
On the day:
1. Arrive early at the venue, attend the judging orientation, then go to the assigned
judging room.
2. Listen to each live presentation and note your scores and feedback.
3. Deliberate with the judging chair, scribe and the other judges in order to determine
the startups that will go on to the GCIP Global Final.
Once you have completed these steps, you have fulfilled your judging commitment.
Preparing For the Judging Session
Every judging panel represents a cross section of (a) representatives from theinnovation ecosystem (investors, corporations, etc) and (b) experts with a background in
one or more of the sectors represented by the presenting startups. Please confirm with the
judging coordinator whether or not you have been selected to focus your attention on any
specific companies, and as you prepare be sure to pay particular attention to thosecompanies.
Your participation has two parts – an assessment of the companies’ written materials
and an assessment of the companies’ live presentations. You will receive the writtenϭϬϮͮW Ă Ő Ğ Page 102GCIP Cambodia Acceleration Guidebook

materials (worksheets and executive summary) in advance of the judging session and canevaluate them any time from the comfort of your own home or office. The evaluations of
the live presentations will occur on the day of judging.
A ten-minute presentation is not enough to make a proper determination of acompany’s worth or its technology or team, or the level to which they’ve properly validated
their solution and business model. Unlike the period of due diligence available to an
investor, you won’t have the luxury of time after the presentations verify any claims. For
this reason, the live presentation should be the last step in reaching a decision, not thefirst; you must be able to commit to judging both the written materials and the live
presentations in order to become a judge.
As soon as you receive them, please:
1. Read the company materials (worksheets and executive summary) carefully, notingthat you must treat all materials received as confidential
2. Let the judging coordinator know if you have a conflict of interest (e.g. an investment
or other interest in any of the startups or in a competitor)
3. Take some time to do some background research on the startups you will meet andthe field in which each operates. Without revealing any confidential information,please reach out to anyone you believe can add expertise, market intelligence or
colour as you assess each of the companies and their technologies.
4. Take a few minutes to familiarize yourself with the:a. GCIP 20 Business Elements; this is the curriculum followed by the startups
the months prior to the judging session.
b. Judging Criteria; these are designed to match the ten steps and to provide
a structure for the judging process.
c. Scoring & Feedback Scale; you will score each company against eachcriterion in the judging criteria and provide feedback for each.
Please don’t contact the other judges or share your views with them; you will haveplenty of time to debate your opinions of each team after each presentation on the day.
On The Day
Please arrive at least an hour before the beginning of the event, and make sure thejudging coordinator knows you’re there. You will attend a brief orientation/briefing session
before the judging starts.
Every judging room has:

A judging chair who will lead the session, provide guidance to judges and teams,
lead deliberations on scoring and feedback, and provide the casting vote where
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A timekeeper focused on ensuring each session runs on time

A scribe who will keep notes on the deliberations and decisions (important, incase there’s any confusion after the fact about the discussion or a decision made)All judging sessions will also be videotaped by the judging coordinator, and thepresenting teams may also choose to record/video their presentations for later viewing.
Your judging chair will remind the teams of the presentation and Q&A time each has.
Judging Session Format
1. Introductions: 1 minuteWelcome from the judging chair and a very brief (five second) introduction from eachjudge: that really means your name, firm, any specialization.
2. Presentation: 10 minutes
Each semifinalist team has up to 10 minutes to make the presentation. Teams thatfinish their presentations in less than ten minutes may have more time for Q&A – often agood idea to allow the judges to become as comfortable as possible with the company, its
technology and business model.
3. Q&A: 10 minutes
A further 10 minutes are allocated for questions – and possibly more, if the team usedless than their full 10-minute presentation time (unused presentation minutes are Q&A
minutes).
4. Verbal Feedback: 1 minute
One judge (the ‘expert’ in the area relating to the company that’s just presented) will
have one minute to provide brief verbal feedback. The judging chair should select a
different judge before each team presents.
5. Scoring and feedback: 5-8 minutes
Be sure to and to capture your notes for each startup on each of the judging criteria.
Please use the time between teams, including time while the next team is setting up, toassign a numerical score and to record your feedback against each of the judging criteria.
Once all judging is finished for all teams …
After all teams have presented, hand in the single sheet that shows your rank order of
the teams you have evaluated to the scribe; the scribe will enter all judges rankings into a
spreadsheet in order to identify the average rank for each team and the rank order of allteams that have presented. Based on your scoring and further deliberation with the otherjudges guided by the judging chair, you and the other judges will identify the companies
that will advance to the Global Final.
Score and provide feedback for each team for each criterion on the simple scoring andfeedback scale (1 to 5). In other words for the first criterion (“How clearly understood andϭϬϰͮW Ă Ő Ğ Page 104

GCIP Cambodia Acceleration Guidebook

articulated is the business model?”) you will give a score of one to five then add feedback
on where you think improvements are required. It’s this feedback that really matters knowing that the team is weak in an area is only helpful if the judge is clear on what needs
to be addressed.
What To Consider
Ultimately, your judging recommendations will be based on your view of each company“as a whole” – your experience and understanding of what it takes to build a sectordominating company: what each company is doing, how they’re doing it, how they comparewith competitors, how credible they are and how well they present themselves.
You should therefore avoid getting too focused on any individual element. The criteria
provide a common language for the judges and allow an initial ranking - however, decisions
aren’t made on the criteria alone. You should not try to weight the worksheets over thepresentation, or vice versa, or let the judging criteria overwhelm your sense of what’s both
exciting and credible (you’re looking for both characteristics). Consider what would get you
to invest your own money.
Nevertheless, the judging criteria were not all born equal, and these guidelines arehere to give you clarity on the kinds of companies that should make it through to final
judging, based on our experience of what makes a successful company that could have a
big economic and environmental impact. Please consider the following criteria particularly
carefully:
ͻ

Team

ͻ

TechnologyͻMarketLooking for great companies often starts by answering the questions: Is this a great
team? Is the technology likely to dominate its sector? Is there an exciting market with ahuge pain waiting for this solution?
In summary, you’re looking for those Goldilocks companies that: can make a huge difference and build a massive business, and have a first-classteam that has taken solid steps to mitigate the risks; that means you should avoid
companies where there’s a high likelihood they’ll flame out in the next year.

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Appendix VII - Example Judging 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 comments that follow the dots represent the mostimportant 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 ____________________________Topic

Description

Score

1. Business

A. Do they know what all the required

Descriptionfunctional activities are of their

Feedback

proposed business?
2. Customer
Discovery

A. Has the team clearly validated(substantiated)withconvincing

customer discovery interviews: 1)
a specific quantified, “big” pain or
problem they solve? 2) for a
specific

beachheadcustomersegment? and 3) with a Minimum
customerrequired Feature Set?
B. Have they contracted with one or
two pilot customers in the target
beachhead segment?
C. What adjacent segments havethey validated?

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D. What is their proposed pricing and
the

total

marketopportunity(beachheadplusadjacent

segments?)
3. Product/

A. Has the technology (the physics)

Technology

been

Validation

demonstrate that it works?

third-party

validatedto

B. Does the technology give theirproductaclear

competitive

advantage?
C. Do they have a clear roadmap forcompleting the prototype(s)? thefirst commercial product?
D. Havethey

product

validated

can

be

that

the

profitably

manufactured and scaled?
4. Go-To-Market

A. Do they have a clear, specific,

Tactics / Sales

customer-validated

Modelgrowing sales from initial pilots to

model

for

dominant market share in thebeachhead segment?
B. Do they have a channel and/or
strategic

partnerstrategyforpenetrating adjacent segments?
5. Finances

A. How credible and well-validated
are the revenue and all costprojections alignment with

theproposedtheproduct

andproposed business idea
6. Team

A. Is the current team credible, with
relevant skills and appropriate
connections to achieve the critical
Product

Market18-monthmilestones?
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B. Do they know what their skill gaps
are and how they will fill them?
7. Sustainability

A. How well does the team describe
and quantify the environmental,
economic, and social responsibility
and impacts of their operations in
manufacturing and providing theirtechnology or service?

8. Presentation

A. How clear was i) their presentationand ii) responses during the Q&A
session? Were you ever, or often,
confused by the presentation andtheir responses during the Q&A
session?
B. How

complete

was

their

presentation? Did they address allelements of the Business Model?
Did

their

validationwork

significantly“de-risk”

theinvestment opportunity?
C. Howconvincing

was

their

presentation? How compelling did
they

make

the

investment

opportunity?
Overall CommentsϭϬϴͮW Ă Ő Ğ Page 108GCIP Cambodia Acceleration Guidebook

Appendix VIII - Example GCIP Mentee Feedback Form
In order to improve the GCIP mentoring program, we would appreciate your feedback.
Please note all feedback is conditional and has no impact on your participation in theaccelerator or scoring.
Name: _________________________ Team Name: _________________________
ϭͿ How often have you communicated with your mentor since the Academy?
How easy has it been to contact your mentor? Have you met in person? What plans /schedule do you have for communication over the next few weeks?
ϮͿ How has your mentor guided and assisted you with the completion of the GCIP
Worksheets, creation of an effective Executive Summary and a draft investor
presentation? My mentor has helped me complete the GCIP worksheets by:ϯͿ My mentor has helped me to create an executive summary by:
ϰͿ My mentor has helped me create an investor presentation by:
ϱͿ On a scale of 1 to 10 (with 10 being excellent and 1 being poor) how would you thequality of the match between you and your assigned mentor? Does your mentor havethe appropriate skills and experience that you need?
ϲͿ On a scale of 1 to 10 (with 10 being excellent and 1 being poor) how would you rate
the level of support and guidance that you have received from your GCIP mentor? If
possible, please explain why you gave your mentor this specific score.
ϳͿ What help and support do you need from your GCIP mentor over the next 2-3 weeks?
ϴͿ Do you need additional help and support from other GCIP mentors? YES / NOIf YES,
please state the specific areas in which you require help?
ϵͿ Please provide any comments and suggestions on how we could improve the mentor
program.
Thank you for your feedback, which is entirely confidential and will be used to improve the
GCIP mentor program.

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Appendix IX - GCIP National Academy Questionnaire
Name / Role (Entrepreneur, Mentor etc.):___________________________________
Team: ______________________________________________________________
Thank you for the completing this questionnaire. Your answers will help us drive
improvements in future training, events and activities.
ϭͿ Did the National Academy fulfill your expectations? Please give reasons.
ϮͿ Were the training sessions directly beneficial to you? Please elaborate why.
ϯͿ Were all the training topics covered in sufficient detail? Please elaborate why.
ϰͿ Did you meet your mentor (or mentee) and was the interaction beneficial?
Please elaborate why.
ϱͿ Did you have sufficient opportunities to meet with fellow entrepreneurs andmentors?
ϲͿ Did you identify opportunities to connect and partner with other entrepreneurs
participating in GCIP <Specify Country & Year>? If so, please tell us about them.
ϳͿ Did the opportunity to pitch and receive feedback help you to improve yourpresentation skills and business validation? Please elaborate.
ϴͿ Which specific session(s) or topic(s) from the two days of training were mostbeneficial to you?
ϵͿ Which topic(s) would you like to have covered in more detail?
ϭϬͿ Which topics were missing from the National Academy that you feel should havebeen covered?
ϭϭͿ How could we improve the National Academy next year?
ϭϮͿ How would you rate your satisfaction with the National Academy on a scale of 1
to 10 (with 10 being the highest)?
ϭϯͿ Please provide any further comments or suggestions in the space below.

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Appendix X - 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 shortpresentation. 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 tocover all the ground 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, socio-economic benefits

There’s more detail in the sections below.
Unlike your investor presentation, you can and should talk mainly about thetechnology, and why it’s cool. Underscore the cool factor – get your audience excited about
supporting you. Unlike your investor presentation, don’t spend time on who will buy thisand why, or 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,an elevator 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
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detail; what you can do, with a little planning, is more important and more useful: you cangrab 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 • Senses

Activity
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 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)ϭϭϮͮW Ă Ő Ğ Page 112GCIP Cambodia Acceleration Guidebook

SensesAppeal to all the senses, particularly the visual cortex; use concrete, highly visuallanguage (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 to grab 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 yourtime building interest.
Goals and techniquesThis is where you’ll deliver the key details about your project and organization. How
do you 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 inless than 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?
ϭϭϯͮW Ă Ő Ğ Page 113GCIP Cambodia Acceleration GuidebookͻHow do you solve it better than anyone else?

DesireCreate Desire (“I want to do this!”) and drive relevant members of your audience toa 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:

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

Invite your audience to a future where they realize or see the benefits of yourtechnology.



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 afterwards, 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:

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



How would I find out more, quickly and easily?
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GCIP Cambodia Acceleration GuidebookIs there a way to engage that matches my interest, availability and commitment?

Resources
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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Appendix XI - Investor Connect Checklist
Introduction
Investor Connect is an event for GCIP accelerator teams and alumni that is focusedon making connections to appropriate investors and sources of capital. Since the earliest
cycles of GCIP, various Investor Connect events have been used to both educate
entrepreneur on the range of investors and to facilitate introductions to sources of capitalthat fit the stage of development, capital needs and sector focus of the GCIP company.
Investor Connect systems typically take place as in person events but with sufficient
preparation can take place virtually.
When planning an Investor Connect session is it imperative to remember that the
expectations amongst entrepreneurs and investors should be set correctly. In many cases,
the GCIP ventures may be too early for many sources of equity investment and therefore
the focus should be on developing relationships and contacts that can be maximized as
the company reaches key milestones. Entrepreneurs should not expect to leave theInvestor Connect event with an investment term sheet or cheque but with a series ofcontacts and insights that can be leveraged. Similarly, investors should not be under the
misconception that all the GCIP entrepreneurs they will meet will be shipping product,
generating revenue and focused on scaling.
The matching between entrepreneurs and investors can be made more directly
relevant by ensuring that the entrepreneurs in attendance match the sector interest, risk
profile and investment stage of the investors in attendance. Typically, for an Investor
Connect session comprising largely of current GCIP Cambodia accelerator participants
this may mean ensuring that additional angel investors are attending. For a session withsuccessful GCIP alumni (1 to 3 years since graduation), connections to venture capital
investors may be more appropriate.
Investor Connect Activities
An investor connect session can last from a few hours to an entire day. The differencein duration impacts the number of meetings (or rounds) that can be curated between
participating entrepreneurs and investors. Regardless of the duration, an Investor Connect
session typically comprises of the following 3 segments:
1. Introductions
The investors in attendance briefly introduce themselves (3-4 minutes per investor) tooutline their investment focus (e.g. technology sector, stage of development etc.),
preferred deal size and recent activity (e.g. recent investments, portfolio companies etc.).
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2. Curated 1:1 Meetings
Following an explanation of the format and logistics, a series of short (7 to 10 minutes)
1:1 meetings are held between participating investors and GCIP entrepreneurs. Eachmeeting is curated by the GCIP Accelerator PMU with the entrepreneurs moving between
investors at specific times. The investors sit or stand at individually numbered tables, whilst
the entrepreneurs move between them according to their meeting schedule (referred to as
the “dance card”). The entrepreneurs are reminded to spend no more than 2 to 3 minutes
outlining their venture and focus instead on listening to the investors for feedback andpotential contacts. Ideally each participating entrepreneur should have the opportunity
through Investor Connect to meet at least 5 or 6 investors. An investor in attendance would
typically expect to meet 8 or more entrepreneurs.
3. Follow-up Meetings
Following the curated meetings between investors and entrepreneurs, it is importantto allow some time for informal follow-up meetings. Where the initial short discussion
sparked interest on both sides, it is helpful to be able to meet the same day to discuss theentrepreneur’s pitch day or other information in more detail.
Investor Connect Planning Checklist
2-3 Months in Advance

Identify a suitable location (if in person), date and time for the Investor Connect
session. When considering locations, verify that the event space canaccommodate a large number of individual tables (e.g. 20 or more) with sufficientroom for easy flow between tables and networking.

Once a suitable location and date has been identified send a “save a date” email
to potential attendees.

Consider which GCIP companies will be invited to the Investor Connect session
and conduct a thorough analysis of the investment needs of the group.

Collect responses via email questionnaires and direct calls.

Stratify the resulting responses based on the amount of investment required, thetype of investment needed and related key milestones.



Based on the collated responses from entrepreneurs, identify the type of investors
that need to be invited to the Investor Connect session based on sector focus,
stage of investment, risk profile and typical round size.

2 Months in Advance

Based on the identified funding needs and required investors, map out the local
investors and capital sources within the network of the GCIP PMU, stakeholders
and partners.
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Remember to include not only equity investors but sources of debt capital andalternative funding sources such as philanthropic capital and corporate investors.



Create a list of investors to be invited to the Investor Connect event.



PMU staff, partners and stakeholders should now actively invite investors toattend.

Simultaneously, invite entrepreneurs interested in attending to submit a 1-page
executive summary and a brief overview of their current investment needs.

1 Month in Advance

Gauge the level of interest and attendance confirmations from investors and othercapital providers. Follow-up individually by email and telephone when required.

Define the most suitable GCIP entrepreneurs to attend and confirm theirattendance.

Liaise with the confirmed entrepreneurs to create a short compelling introductory
paragraph for each venture to be used in an overview document for the event.

Also work with the selected entrepreneurs to revise any executive summaries thatneed improvement and prepare 4 to 5 slides that could be referred during theInvestor Connect 1:1 meetings.

1 Week in Advance

Re-confirm the attendance of all entrepreneurs and that the executive summaries
and short slide deck are up to date and appropriate.

Confirm the attendance of as many investors as possible. Follow-up via email andtelephone with investors and other capital providers that have yet to confirm.

Begin matching investors that have confirmed with entrepreneurs. Follow-up withany investors where their investment preferences and focus are unknown or
unclear.

3 Days in AdvanceUpdate the investor and entrepreneur matches based on the latest investors to
confirm.

1 Day in AdvanceFinalize the investor and entrepreneur matches based on the latest attendance
confirmations and preference information.

Send investors 1-page executive summaries via email of the entrepreneurs they arescheduled to meet the following day.

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Appendix XII – 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, for 70 percent of all water used, and is the main cause of deforestation.
Therefore, there is a need to prevent food waste, to enhance nutritional value of food, toextend its shelf life, and to intensify agricultural production to produce more with less, inorder to reduce emissions and enhance resilience and food security. Entrepreneurial
initiatives to develop and deploy tailored technologies would Cambodia adapt to itschanging climate and population.

Hospitality
One of the segments in Hospitality is Tourism, as a transversal sector stronglyinteracting with other economic sectors, can contribute significantly to the overall shift
towards a more sustainable, cleaner and low-carbon economic growth. In support of theefforts to develop sustainable tourism in Cambodia, innovation and entrepreneurship will
be promoted in that sector. This includes supporting the development and deployment oftechnologies spurring resources efficiency (of non- renewable and renewable raw
materials, including water), encouraging the use of sustainable energy in tourism, reducing
waste (as e.g., tourism generates large amounts of plastic waste, both water bottles andother products, 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 commonϭϭϵͮW Ă Ő Ğ Page 119GCIP Cambodia Acceleration Guidebook

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, hutalso 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, the industrial symbiosis can involve 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 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 turns 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 for climate and clean energy projects across all industrial sectors, including e.g.,smart metering and smart grids, sustainable transport (including real time navigation ande-logistics), e-commerce, etc. It is in this framework that industry 4.0 and circular economy(e.g., dematerialization) approaches will be mainstreamed, leading to decoupling of the
raw materials use from economic growth, and thus reducing the negative environmental
impacts of industry. This would in turn enable Cambodia to embark on a fast track to lowcarbon sustainable and innovative future.

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