Start with a strong, compelling description of your company and its business opportunity. What are the keys to your success? Is it your innovative product or service? The unserved market you’ve identified? The proven team of people you’ve put together? Don’t try to cram everything into 140 characters. Just focus on what’s most important

Problem Worth Solving

State the problem (or problems) that you solve for your target customers. “Problems” can also appear as unmet needs or wants — the lack of a good Caribbean restaurant in your town, for example. Be sure to tackle a problem that is important to your market. Just because a need is imperfectly met does not guarantee that anyone wants to pay for a better solution

Our Solution

Explain how you solve the problem that your customers face. What does your company offer? What is it about your solution that provides a uniquely effective remedy for their pain points? Don’t just name your products or services here. Give a sense of how they solve the problem in a novel or superior way

Target Market

What types of potential customers do you intend to focus on? Which group represents your primary market? Which others are worth pursuing? Selling to “everyone” is not a good approach. Take Nike as an example. Their shoes are broadly useful, but that doesn’t mean their target market is just “people with feet.” It’s tough to craft marketing messages and find sales channels to address nearly everyone in the world at once. Instead, Nike focuses on their best potential customers — aiming, say, the new Air Jordans at athletes, sports fans, young people with a sporty sense of style, and so on.

As you identify the best segments of the market for your solution, make your best guess at how many prospects are available in each segment and how much they typically spend each year to address the problem you solve. If you don’t know enough to put together these estimates, this is a great opportunity to do market research, talk to knowledgeable people in your industry, and get in conversation with potential customers. The more you know about your market now, the less chance you have of missing the mark later.

Competitive Landscape

Make a short list of your competitors. If you don’t have obvious direct competitors, focus on other ways that your target customers satisfy their needs now. You may have the only bowling alley in town, for example, but you’re still competing for entertainment spending that might otherwise go to movie theaters or restaurants or the local skating rink. As you add competitors, describe what makes your offering more attractive. Do you offer a lower price? A unique experience? A better location? A more tailored solution for your particular customers?

Funding Needs

If your company is seeking funding, enter the amount you would like to raise and describe how you intend to use that money to reach your goals.

Keep in mind that some countries have strict laws about soliciting investments. To be safe, limit your description to the planned use of funds. Do not describe what equity or other benefits you are offering in return for that funding.

If you are not seeking funding, you can hide this section of this pitch above.

Sales Channels

Describe how you plan to get your products or services to market. Are you selling and delivering to your target customers directly through a retail store, website, or catalog? Do you have a sales team? Do you sell through intermediaries — distributors, dealers, resellers, or others? Identifying your sales channels is important to understanding the economics of your business model.

Marketing Activities

Explain how you plan to attract attention, build interest in your offerings, and convert prospects into customers. Describe your web presence. What sort of online marketing do you do? Do you advertise online, in print, or elsewhere? Do you attend trade shows or sponsor events? If your direct marketing is largely done by resellers or dealers, what kind of marketing will you do to attract and keep those key partners?


When you are confident that you have identified a market with a problem worth solving, it’s time to put together a quick financial forecast for your solution. Can you actually turn a profit? Some opportunities look good at a glance, but don’t hold up to financial scrutiny. If you are planning for an already established company, setting financial targets is just as important so you can track your progress in the coming year.


Make a quick list of important milestones for your business. Choose major events or achievements that need to happen on time to keep your plan on track. Good examples might include launching a new product, entering a new market, adding a key hire to your management team, or finding the right location for your new store.

Your schedule can contain as many milestones as you like. Note that only the next five upcoming milestones will be featured on the pitch, though

Team & Key Roles

Identify the key members of your organization, and explain why their involvement is important to your future success. Definitely include company owners and members of the management team. You may also want to add key employees with strategically valuable skills or connections, noteworthy roles you plan to fill later, trusted advisors, or other valuable contributors

Partners And Resources

Use this section to identify any relationships, equipment, facilities, patents, or other resources that are strategically important to your business model. You can use this section to cover almost anything of note that is not addressed in the rest of the pitch. If you don’t need it at all, just click the checkbox to hide it on your pitch