Lawrence Wright, serial entrepreneur Лекция Лоренса Райта, серийного предпринимателя, основателя Стартап Академии Сколково и основателя компании GVA LaunchGurus для Startup Bootcamp 4-6 ноября 2015 года, интенсивной программы для начинающих предпринимателей

1. The Lean Startup or Customer Development
Startup Bootcamp, 2015

2. There is nothing like the thrill
of starting your OWN
business and not working for
someone else!

3. The odds are very much against your success
We want to reduce the risk of failure
And provide a method to help you and your
team build a strong, enduring company!
…What really matters most:
GREAT companies with long-term potential
Excited CUSTOMERS who tell their friends
Почему мы тут?

4.  Many thousands of startups
 Startup Academy…8 times
 USA National Science Foundation
 250+ leading Universities
 Many major corporations
Это
доказано!

5. More startups fail from
a lack of customers than from
a failure of product
development
Steve Blank

6. Very simple business math:
0 customers= 0 business!

7. Давайте познакомимся
• Интрапренер (SAIC, Inc. 92 - 2002)
• Инвестор в инновационных проектах
(ISTC 2002 - 05)
• Стартап предприниматель
/бизнес-ангел (New Realm Investments,
Solid Power Batteries, Xlerate Technologies
2005 - 2011)
• Профессор практики
/Директор Стартап Академии
(СКОЛКОВО 2011 – 2014 )
• Со-основатель/CEO LaunchGurus (2014 - …)

8. 500 startup mistakes in 608 pages….

9. We’ve learned a lot
about entrepreneurship

10. 10 Company name | XX Month Year 10

11. What We Used to Believe

12. Startups are a Smaller Version
of a Large Company

13. What We Now Know

14. Startups Search
Companies Execute

15. Startups are About Vision &
Ideas, sweat and luck

16. What We Now Know

17. Most visions are very blurry
at best
…and entrepreneurs “make” their own luck!

18. What We Used to Believe
Strategy

19. Start With a Business Plan
and a Financial Model

20. 20 Company name | XX Month Year
All You Need to Do is Execute the Plan

21. 21 Company name | XX Month Year
And You Need to Make the Forecast

22. 22 Company name | XX Month Year
All You Need to Do: Execute the Plan

23. No Business Plan
survives first contact
with customers
…Steve Blank, 2003

24. Planning comes before
the plan

25. 25 Company name | XX Month Year
Что такой «стартап»?
A Startup is a temporary
organization used to search
for a
• repeatable,
• scalable, and
• profitable
business model

26. …So SEARCH for the
Busines Model

27. The Business
Model:
Any company can
be described in
9 building blocks

28. 28 Company name | XX Month Year
customer
segments
key
partners
cost
structure
revenue
streams
channels
customer
relationships
key
activities
key
resources
value
proposition

29. But,
Realize They’re
Hypotheses

30. 30 Company name | XX Month Year
9 Guesses
Guess Guess
Guess
Guess
Guess
Guess
Guess
GuessGuess

31. 31 Company name | XX Month Year
Our Guesses DON’T Matter
 Anybody can build almost anything today
(just a few exceptions: anti-gravity, transporters)
 What we need are CUSTOMERS!!
 Build the customers while building product
 …and let customer feedback and your coach
guide you all the way through the process!
 note: Clones may be different!

32. 32 Company name | XX Month Year
Customer
Development

33. Get Out of the Building
Customer Development
The founders

34. 34 Company name | XX Month Year
Customer Development:
The Search For the Business Model
Company
Building
Customer
Discovery
Customer
Validation
Customer
Creation
Pivot

35. 35 Company name | XX Month Year
 Stop selling, start listening
 Test your hypotheses
 Continuous Discovery
 Done by founders
Step 1: Customer Discovery
Customer
Discovery
Customer
Validation
Company
Building
Customer
Creation

36. 36 Company name | XX Month Year
TWO key Discovery phases
 FIRST: Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?
 THEN: Does our product do the job?
…do they grab it out of your hands?
…are they eager to tell their friends?

37. 37 Company name | XX Month Year
Where it begins:
Minimum Viable Product (MVP)
• Smallest feature set that gets you the most …
orders, learning, feedback, failure…
• MVP + Customer are the first two you need to nail
• MVP is just 1 of the 9 parts of your model

38. 38 Company name | XX Month Year
What’s a Minimum Viable
Product?
 Google without ads
 Zappos without inventory
 Diapers.com without diapers
…Fewest possible features to make the point!
…Why? It’s hard to truly react to a powerpoint

39. 39 Company name | XX Month Year
Discovery: Not just “do you like it?”
 How big is the market? Not
today…eventually!
 Who’s the customer?
 What’s their problem/need
 What’s the product/service/need?
 Does it solve the customer’s problem?
 How do you create demand?
 How do you deliver the product?
 How do you make money?

40. 40 Company name | XX Month Year
The Pivot
 The heart of Customer Development
 Iteration without crisis
 Fast, agile and opportunistic

41. 41 Company name | XX Month Year
Pivot Cycle Time Matters
 Speed of cycle minimizes cash needs
 Minimum feature set speeds up cycle time
 Near instantaneous customer feedback drives feature set
Customer
Discovery
Customer
Validation
Company
Building
Customer
Creation
ExecutionSearch
Pivot

42. 42 Company name | XX Month Year
Web/Mobile Versus Physical
 Web/Mobile startups run faster
 Different process steps for web vs. physical
 Customer Relationships are radically different
Customer
Discovery
Customer
Validation
Pivot

43. Putting Discovery to
Work

44. 44 Company name | XX Month Year
I Have a Meeting – Now What?
 The goal is to test all hypotheses, but first: have
you found “product/market fit”
 Does the customer care?
 How do they solve this problem TODAY?
 What channel do they use to buy?
 Where will they go to find you?
 How will you create demand?
 How much will they pay? Do they pay today?

45. 45 Company name | XX Month Year
TWO key Discovery phases
• FIRST: Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?

46. 46 Company name | XX Month Year
TWO key Discovery phases
• FIRST: Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?
• THEN: Does our product do the job?
…do they grab it out of your hands?
…are they eager to tell their friends?

47. HINT: YOUR VC PITCH WAS HIDING IN THE
LAST 12 SLIDES…DISCOVERY
When Customer
Discovery is Done:
Time to Ask for
Money!

48. 48 Company name | XX Month Year
always remember rule #1:
NO SELLING ALLOWED

49. 49 Company name | XX Month Year
… and Rule #2:
You’re Hypothesis Testing!

50. 50 Company name | XX Month Year
How do you know when Discovery is “done?”
Key Partners
Who are our key partners/ suppliers
Key Activities
Which key activities does the biz
model require
Value Proposition
What value do we deliver to the
customer
Customer Relationships
What type of relationship does each
segment require of us
Customer Segments
For whom are we creating value
Channels
Through which channel does each
segment want to be reached
Revenue Streams
How much is each segment willing to pay and how would they like to pay us this amount
Cost Structure
What are our cost drivers
Key Resources
Which key resources does the biz
model require
 identify key market segments
(geography/application) and
customer segments (e.g. operator
versus owner)
 how many customers in each segment
and estimated potential volume for
each customer
 how do customers make money … key
customer pain/gain points in each
segment
 how are buying decisions made in
each segment - id process, hurdles,
decision makers
 what does an Earlyvangelist look like
in each segment
 who influences purchases in each
segment (trade groups, key
resellers, trend watchers)
 key distinctive product features &
benefits for the target customer
segment
 total cost of ownership for segment
versus alternatives
 why will segment buy Durathon
versus alternatives (i.e. value
proposition)
 minimum feature set (i.e. our launch
configuration) and ultimate feature
set
 opportunities to claim IP or
trademark / is there freedom to
practice
 what regulatory/ certification/
transportation/ customs
requirements should be met or could
be differentiator
 which segments can only or best be
reached through a channel partner
 which channel partners are important
to optimize sales in each segment
 what are channel partners'
requirements and cost to become a
proactive sales channel
 initial channel partner response to
value proposition & customer
segments
 What are price /performance characteristics of competing technology
 What is the 2013 price target for 1 MM cells
 What is the 2015 price target for 10 MM cells
 what is optimum sales method for each segment (asset sale, lease, pay for performance, etc.)
 product positioning/elevator pitch
for each segment
 Prospect roadmap: how to get face-
to-face with right person at
prospects in each segment
 key competitors in each segment and
their market share
 key competitors' characteristics &
dynamics
 What outbound marketing/
advertising/ promotion activities are
needed
 support tools required by segment
(white papers, TCO calc., tradeshow)
 pipeline of leads
x
x
x
X = number of in depth customer data points / data sources used to validate hypothesis
red = low hypothesis confidence
yellow = medium hypothesis confidence
green = high hypothesis confidence
25
25
4 50
3
Complete regional overview
12
 Populate life cycle data for
performance guarantees
 Educate market on metric:
$/kWh-day delivered over life of
asset
 Establish strong partnerships with
channel partners
 Integrated power system
engineering – compatibility for
retrofit and optimized system
solutions
 Financing options for Power services
operators
 Launch reliability
0

51. 51 Company name | XX Month Year
3 Questions to “DONE:”

52. 52 Company name | XX Month Year
Customer Validation
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
• Repeatable, scalable profitable?
• Passionate first paying customers?
• Pivot back to Discovery if not!
Pivot Execution
Search

53. 53 Company name | XX Month Year
Validation is VERY DIFFERENT
• “Test selling” vs search
and exploration
• Is the business
“repeatable, scalable”
• Do the “ratios hold up”
as you accelerate
• Is it a “Pachinko
machine” yet?

54. Вопросы?

55. For more details contact:
Lawrence Wright
+7 (916) 555-0980
Lwright@gvalg.com
Skype: wrightal4
Follow us!
Twitter: @launchgurus
Facebook: launchgurus
Launch-gurus.com
Thanks to Bob Dorf for the slides