Tag: start-up

The R&A and the USGA have been responsible for editing the rules of golf since its inception. But in 2014, a reflection on the simplification and understanding of the application of these rules was started. The new 2019 edition rules book is the result of these reflections and, sometimes, calls into question our good old habits. Here is a short overview of the new rules:

1/Get ready to play differently

1/ If you accidentally move your ball looking for it, there is no longer a penalty

2/ If you accidentally move your ball or your mark on the putting green there is no more penalty

3/ Your moving ball accidentally touches you, your equipment, shopping cart, flag … there is no more penalty

4/ Instead of dropper at shoulder height, the ball is now dropped at knee height

5/ The search time of a possibly lost ball passes to 3 minutes instead of 5.

You could think it’s over but still not…

Rickie Fowler s'amusant des nouvelles règles, START-UP GOLF CHALLENGE
Rickie Fowler s’amusant des nouvelles règles, START-UP GOLF CHALLENGE

6/ You can clear a plugged ball everywhere (except in a bunker), unless a local rule restricts the area to the fairway

7/ You can change the ball at each release, without penalty (after marking a ball on a green for example)

8/ There is no more penalty if a ball is hit from the green and it hits the flag left in the hole.

9/ You can repair any damage on the green. This is no longer limited to pitches and traces of old holes.

10/ You can touch the green or your line of putt by indicating the target as long as it does not improve the conditions of the shot.

2/ Ready to play?

This dozen new rules will be very useful, both during a competition such as START-UP GOLF CHALLENGE Events, and to accelerate the rhythm of your weekly games.

The rules book has been completely redesigned, made even more fun and accessible thanks to explanatory diagrams. A real blow of youth on centuries old rules!

To know more, please visit the official website of the R&A



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Thomas Morant


The funds raised by French Tech continue to grow from year to year. And we could set a new record in 2019. More than 1.1 billion euros were already raised in the first quarter, during 165 operations. The 4 billion euro mark could therefore be crossed.

1/A durable growth

The growth of French Tech has been sustainable for several years. Since 2016, the funds raised have steadily increased. In 2016, they were 2.20 billion euros, in 2017 of 2.56 billion, in 2018 of 3.62 billion.

To make a comparison, in 2018 Q1, 800 million euros had been raised against 1.1 billion this year, an increase of 30%.

Nombre de tours de table et montant des levées de fonds depuis 2017 en France
Nombre de tours de table et montant des levées de fonds depuis 2017 en France

2/ Higher fundraising

Since the beginning of 2019, we observe the same phenomenon as in 2018. A number of rounds of almost stable table, but committed means which increase strongly.

Indeed, if the tickets of less than five million euros still represent the majority of rounds, we can note an increase of more than 25% tickets over 5 million euros. If 33 lifts were made in the first quarter of 2018, there was a 25% increase in the first quarter of 2019 with 43 lifts. Among these raised, 23 more than 10 million euros against 19 in 2018.

3/ More and more huge fundraising

If we take into account the beginning of April, France already has four mega levées, ie rounds of tables of more than 100 million euros. In February, Insect raised 110 million euros to increase the alternative protein model. Doctolib raised 150 million euros in March. This platform of E-health has thereby become the fifth French unicorn. In early April, the e-commerce platform specializing in gardening and DIY ManoMano raised 110 million euros. Finally, HR Path, which specializes in HR solutions for companies, has raised 100 million euros.


These mega lifts are becoming more important. In 2017, the biggest French mega-levy was 71 million euros (Activy), and 3 had crossed the 100 million mark in 2018. France already broke its record after four months in France. 2019 and seems to be gradually catching up with its European neighbors and competitors such as Germany and the United Kingdom.


The French Tech is doing well, and this is confirmed from year to year. 2019 is off to a flying start. The START-UP GOLF CHALLENGE is the opportunity to show, through a day dedicated to entrepreneurship, innovation and networking, the good health of this sector, by meeting entrepreneurs and investors on the land. golf but also during a pitch session, MY PITCH IS GOOD.


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Thomas Morant


Arnold Schwarzenegger born just after WWII in Austria and move to the US during his childhood. First of all, he knew a first career in bodybuilding. In the 70’s, he won 5 Mister Unver’s title and 7 Olympia’s (most famous bodybuilding category). Then he was know as a very famous actor with several cult characters such as Conan the Barbar, Terminator or more recently, on the Expendables. He finally was known as a politician, as the Governor of the State of California from 2003 to 2011.

A course as varied as it is punctuated with success that it owes to principles of which it has never been freed.

Arnold Schwarzenegger acteur, à gauche dans Conan le Barbare, à droite dans Terminator
Arnold Schwarzenegger acteur, à gauche dans Conan le Barbare, à droite dans Terminator

1/ Trust yourself

Since you have an idea, a goal in mind, you should never lose sight of this idea. Never forget that you live your life for yourself and not by proxy, whether for teachers, parents, friends. The most important thing is to be happy to get up in the morning and to be fulfilled in your work.

2/ Break the rules

It is not a question here of breaking the law but of breaking the established order, of being innovative. So many rules are already established on so many topics that the goal is to think beyond, out of his comfort zone, without becoming the Original, but know how to stand out, what otherwise, what is our role on this earth ?

3/ Don’t be afraid to fail

Any project can experience failure. It is necessary to know how to draw from these failures a force to better rebound. We can’t always win, but we must not be afraid to make decisions that would prevent us from moving forward. To believe in his project and in his vision is paramount.

4/ Never listen to the naysayers

Even if some people have already tried an experiment, without it succeeding; that does not mean that you will not succeed. Do not pay attention to people who tell you who it is impossible. Do you always say that everything is possible.

5/ Work hard

We have nothing for nothing and success never comes alone. Muhammad Ali said that he began counting his rehearsals only when he began to ache, because at that moment the effort began. You have to know how to surpass yourself. Of course the moments of relaxation are important, but we must keep in mind that during these moments, somewhere else, another works, amassing knowledge, getting ahead.

6/ Give back

Regardless of the path taken, finding the time to transmit the accumulated knowledge to others is essential. This transmission will bring you more satisfaction than anything else.

Find the whole Arnold Schwarzenegger’ speech in the video below:

Some key factors that would inspire START-UP GOLF CHALLENGE and My Pitch Is Good participants, on June 20th 2019

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Thomas Morant

The good strategy for a Win-Win partnership with a Corporate is essential. A recent conference at the HUB PBI has provided a clearer picture of what is expected from each side. Here is a summary :

1/ The Win-Win Relationship

On the Corporate side, innovation requires an acceleration of digitization. The collaboration with start-ups allows to cross anchors in the necessary developments.

On the Start-Up side, the financial link with the corporate provides a significant result. The volume of business could become promptly massive.

On both sides, the strategic approach goes through a common ambition: DEPLOYMENT.

Indeed, any launch of a POC requires a good assessment of the needs so as not to waste time in time-consuming and expensive developments.

Too often, the relationship stops here, just a POC!  But it is important to go further and frame the development and optimize the deployment.

The start-up and the corporate have a common Roadmap to know in which direction to go, and how to create value. In order to help the relationship between Corporates and Start-ups, The Hub de la BPI has released a very useful tool. The DEAL MEMO, its name, is a document that is made available to Corporates to facilitate contracting with start-ups taking into account all the elements.

Different steps into the relationship between a Corporate and a Start-up
Different steps into the relationship between a Corporate and a Start-up

Collaborative steps between corporates and Start-ups to get an overview of a win-win relationship

2/ The Principles

In the graph above, we notice the different important steps to allow a structured relationship in the WIN-WIN relationship.

The BPI DEAL MEMO defines the key elements in the relationship:

  • The identity of the actors, the project leaders
  • Heart of the Proposal (with contents, commitments, expectations, agreements, …)
  • The cost (integration and support)
  • Innovative nature and strategic risk analysis
  • The economic dependency of the start-up to the corporate (An important point)
  • Privacy and Data Management
  • Appendices to the relationship.

This easy-to-complete document settles the framework for collaboration by defining the KPIs, and the critical steps in the relationship development from the POC to the deployment.

The interest of the Corporate is to be able to take advantage of the agility of the start-up to find new services and new customers. It is therefore important to frame the means made available by the latter.

Indeed, the corporate will have more facilities to unlock situations. It will be able to ensure a budget to put the start-up in confidence in its actions. Both will define a Roadmap taking into account the times required for the different tests.

A follow-up by the Corporate also ensures good visibility for the Start-up on the valuation of its value proposition, where is it located.

Below interviews of start-ups made during VIVATECH by digitalbusinessnews.

Generally, once the tests are done and the Start-up has convinced the Corporate to launch the deployment, the ROI starts very quickly.

3/ The risks to be measured

The risks measured by a corporate to validate a POC are to be taken into account by the Star-up.

One of the major risks is the cannibalization of a service or product. The start-up must demonstrate a differentiating approach and, above all, not jeopardize the existing relationship. This requires the expertise of the teams, its agility compared to the Corporate’s one, or the time saved.

This allows us to stay focused on the core business for the Corporate while controlling the start-up in its developments to reach the target of customers and get the profit quickly.

Stay the course. In the case of developing a core business product or solution, it is important that leaders on both sides have the same vision. In this case, we will go into co-development which is more rewarding for a start-up as it ensures the sustainability of the relationship.

4/ The deployment

The deployment must go through a strong commitment from the corporate side. He is named a “sponsor” who is involved in the project and who vouches for the contact with the operational ones by assuring the necessary authority to advance the project or to unblock situations.

This sponsor is the link that makes it possible to define the needs necessary for the deployment and to help in contracting. It modifies the objectives according to the possibilities in-house (resources available and the speed of execution).

La Relation entre le Corporate et la Start-up
START-UP GOLF CHALLENGE – La Relation entre le Corporate et la Start-up

The sponsor follows the deployment. He sets the framework and helps the operational staff to understand. It filters requests to stay “Focus” and preserve the start-up facing the internet mechanism (process and others) that can have a real effect of a steamroller.

The sponsor provides operational feedback on the solution. He trains the teams and accompanies them in the deployment. This is not obvious, and some Grand Groups have created a dedicated department specifically for deployment.

The sponsor also identifies the levers for the adoption of the solution. How the solution will change on daily basis the operational stuff.

5/ Contracting

Contracting must be simple and light to allow the solution to evolve. It is indeed important to be able to make a pivot or to tweak the Business Model without too many constraints. Always keep this agility.

Committing to a user cost rather than a global cost, helps manage the deployment. It is important to agree on the terms of payments. Good BFR management is essential. Allowing the start-up to deploy is a role for the Corporate. The budget allocated for this is generally taken from the General Managing or from the Directorate of Innovation.

The Corporate is also a bank guarantor. It can help the start-up to raise funds or to borrow money.

The article was written following a conference to the BPI France Hub with the intervention of Stéphane PERRIN, Business Developer at the HUB. More information following the link.


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Fabrice Clément –> #mytwitter / #mylinkedin


We will tell you the story that shows that success is not a point to reach but the path your are wlaking on.

1/ Challenge gave ideas

START-UP GOLF CHALLENGE, the first golf competition between Investors and Entrepreneurs has seen during its events entrepreneurs who love the Challenge. Taïg Khris’ career forces respect in the eclecticism of his performances that compose it. A case study, a success story to share.

Taig Khris, with his last assignment at the Board of France Digital, aims to desacralize entrepreneurship by making it more understandable and above all more accessible.

“In France, the great ideas that can be global take a long time to emerge “is what Taïg Khris explained to Stéphane Soumier in an interview on BFM BUSINESS. (28/11/2018)

Indeed, there is a dichotomy between the amounts raised in the US and those raised in France for the same idea. We are on a range from x4 to x6.

2/ Believe in your dream

Taïg Khris started his career as a top athlete. Triple World Champions in Ramp on Ramp and win X GAMES. Taig Khris is one of the most successful extreme athletes to date.

Taking risks is part of his DNA. When he convinces the mayor of Paris to let him jump from the 1st floor of the Eiffel Tower, He already knows that he will succeed in creating the Buzz. It broke the Record of the higher jump with Roller. This achievement is relayed on social networks.

Convincing is a challenge that suits him well. In 2016, he created ONOFF offering the possibility of having a second number without the need for a sim card. ONOFF is a global operator with licenses in more than 21 countries around the world. His patents and its developments were subjected to the hard law of “Cash is King”.

“Every month, I had to find 250,000 euros to save my company”.

“It was necessary to fight” he mentioned, because from a Roller World Champion to a Mobile Operator, there is a gap and it was necessary to convince funds..

Today is company run ONOFF very well. he has raised 10 Millions euros with ID Invest & OneRagtime. ONOFF is a success and Taïg has joined the Board of France Digital alongside Frédéric Mazzela (Co-Founder of BlaBlacar) recently elected as Co-President

His goal within France Digital is very clear: Help French companies to become the giants of tomorrow. “I am a competitor and I try to always see things Big”.

Opening entrepreneurship to young people with a different curriculum is also a challenge that seduces him.

3/ Get inspired in his Challenge

“The luck, the more I work the more she smiles at me” said Taïg on BFM Business studio.

It is true that organizing a world record with a Roller jump in Roller of the 1st floor of the Eiffel Tower requires an organization worthy of a management of Start-up Mondial.

There are bound to be difficulties and successes. “Quick Win”, as we often say, can show us that we are on the right track.

“Thanks to workforce, passion and perseverance, we create our own positivism”. This is the sentence that must be put forward from Taig Khris as a conclusion.

It must reassure and strengthen any entrepreneur in the sense of his motivated choices in his desires.

Taïg Khris is an Outstanding Entrepreneur to Follow.


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Fabrice Clément  –> #mytwitter / #mylinkedin

La bonne stratégie à avoir pour une collaboration Win-Win avec un grand Groupe est primordiale. Une conférence donnée récemment au HUB de la BPI a permis de voir plus clair sur les attentes de chaque côté. En voici un résumé :

1/ La Relation Win-Win

Côté Grand Groupe, L’innovation passe par une accélération de la digitalisation. La collaboration avec des start-ups permet de franchir des points d’ancrage dans les développements nécessaires.

Côté Start-Up, la force du corporate assure une conséquence financière non négligeable. Le volume d’affaire devient considérable.

Des 2 côtés, l’approche stratégique passe par une ambition commune : LE DEPLOIEMENT.

En effet, tout lancement de POC demande une bonne interprétation des besoins de manière à ne pas perdre de temps dans des développements chronophages et dispendieux.

Trop souvent, la relation s’arrête ici. Or il est important d’aller plus loin et d’encadrer le développement et ainsi optimiser le déploiement.

La Start-up et le corporate ont ainsi une Raodmap commune pour savoir dans quelle direction aller, et comment créer de la valeur. De manière à aider la relation entre les Grands Groupes et les Start-ups, le Hub de la BPI a sorti un outil très utile.  Le DEAL MEMO, c’est son nom, est un document qui est mis à disposition des Corporates pour faciliter la contractualisation avec les start-ups en prenant en compte tous les éléments.

Les Etapes de collaboration entre les corporates et les Start-ups permettant d’avoir une vue d’ensemble dans la relation gagnant – gagnant

2/ Les Principes

Dans le graphique ci-dessus, on remarque les différentes étapes importantes pour permettre une relation structurée dans la relation WIN-WIN.

Le DEAL MEMO de la BPI permet de définir les éléments clés dans la relation :

  • L’identité des acteurs, porteurs du projet
  • Le cœur de la Proposition (avec la description, les engagements, les attentes, les accords, …)
  • Le coût (intégration et support)
  • Le caractère innovant, et l’analyse des risques stratégiques
  • La dépendance économique de la start-up au corporate (point important)
  • Confidentialités et Data management
  • Annexes à la relation.

Ce document de quelques pages, facile à remplir, permet de définir le cadre de la collaboration, de définir les KPIs  et les étapes cruciales de la relation du développement du POC jusqu’au déploiement.

L’intérêt du Coporate est de pouvoir profiter de l’agilité de la start-up pour aller chercher de nouveaux services et de nouveaux clients. Il est donc important de cadrer les moyens mis à disposition par celui-ci.

En effet, le corporate aura plus de facilités à débloquer des situations. Il pourra assurer un budget pour mettre en confiance la start-up dans ses actions. Tous deux définiront une Roadmap en prenant en compte les temps nécessaires aux différents tests.

Un suivi de la part du Corporate assure également une bonne visibilité pour la Start-up sur la valorisation de sa proposition de valeur, où est ce qu’elle se situe.

Ci-dessous des interviews de start-ups faites pendant VIVATECH par digitalbusinessnews.


Généralement, une fois que les tests sont menés et que la Start-up a convaincu le Corporate de lancer le déploiement, le retour sur investissement commence très rapidement.

3/ Les risques à mesurer

Les risques mesurés par un corporate pour valider un POC sont à prendre en compte par la Start-up.

L’un des risques majeurs est là cannibalisation d’un service ou d’un produit. La start-up doit démontrer une approche différenciante et ne surtout pas mettre en péril la relation existente. Cela passe par l’expertise des équipes, son agilité par rapport à celle du Corporate, ou encore le gain de temps.

Cela permet notamment de rester focus sur le core-business pour le grand Groupe, tout en contrôlant la Start-up dans ses développements pour toucher la cible de clients et aller chercher le profit rapidement.

Tenir le Cap. Dans le cas où l’on est dans un développement d’un produit ou d’une solution core-business, il est important que les dirigeants des deux côtés aient la même vision. On passera dans ce cas dans du co-développement ce qui encore plus valorisant pour une start-up car cela assure une pérenité de la relation.

4/ Le déploiement

Le déploiement doit passer par un engagement fort des dirigeants côté corporate. Il est nommé un “sponsor” qui est impliqué dans le projet et qui se porte garant du contact avec les opérationnels en assurant l’autorité nécessaire pour faire avancer le projet ou débloquer des situations.

Ce sponsor est le lien qui permet de définir les besoins nécessaires au déploiement et d’aider à la contractualisation. Il modifie les objectifs en fonction des possibilités en interne (ressources disponibles, rapidité d’exécution).

START-UP GOLF CHALLENGE – La Relation entre le Corporate et la Start-up

Le sponsor suit le déploiement. Il pose le cadre et aide les opérationnels à bonne compréhension. Il filtre les demandes pour rester “Focus” et préserver la start-up face au mécanisme internet (process et autres) qui peuvent avoir un réel effet de rouleau compresseur.

Le sponsor assure le retour d’expérience des opérationnels sur la solution. Il forme les équipes et accompagne dans le déploiement. La chose n’est pas évidente, et certains Grand Groupes ont créé spécialement un département dédié pour le déploiement.

Le sponsor identifie également les leviers d’adoption de la solution. Comment la solution va changer le quotidien des opérationnels.

5/ La contractualisation

La contractualisation doit être simple et légère pour permettre à la solution d’évoluer. Il est en effet important de pouvoir se permettre de rebondir ou de peaufiner le Business Model sans trop que cela soit contraignant. Toujours garder cette agilité.

S’engager sur un coût utilisateur plutôt que sur un coût global, permet de gérer le déploiement. Il est important de s’entendre sur les modalités de paiements. Une bonne gestion du BFR est primordial. Permettre à la start-up de se déployer est un rôle qui revient au Corporate. Le budget alloué pour cela est pris généralement dans celui de la Direction Générale ou de la Direction de l’Innovation.

Le Corporate est également un garant bancaire. Il peut aider la start up à aller lever des fonds ou à contracter de la dette.

Article rédigé suite à une conférence donnée au Hub de BPI France avec l’intervention de Stéphane PERRIN, Business Developper au HUB. Toutes les infos concernant ce sujet sur ce lien.


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Fabrice Clément –> #mytwitter / #mylinkedin