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  • Have recycling product 3 billion francs with one product line
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
  • Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model

Transcript

  • 1. LAUNCH YOUR BUSINESS IN A WEEKEND SUPPORTED BY DESIGNERS, DEVELOPERS AND BUSINESS EXPERTS
  • 2. WHY LAUNCHWEEKEND? South Africa needs entrepreneurs We are being whipped by China, India, Brazil, USA, Kenya, etc. Many entrepreneurs fail from avoidable mistakes
  • 3. WHAT IS LAUNCHWEEKEND? Learning experience: Lean Startup, Startup Science and Effectuation Competition: Get more done, Bring out your best Mentors and advice: Designers, Accountants, Startup Experts, Cofounders, Marketers Build your business: Business Model, Customer Validation, Logo, Website, Financial Plan, Go-to-market, Test Critical Assumptions, Validate Business Model FoundersCircle: Smart entrepreneurs sharing great ideas. Invite only club for up and coming entrepreneurs.
  • 4. ADMIN? Twitter Hashtag: LaunchWeekend Facebook: Blog: Wi-Fi Code: Restrooms:
  • 5. WEEKEND SCHEDULE Fri 18:00 Idea pitches 18:30 Team formation 19:00 Lesson: Introduction and Lean Startup 20:00 Day 1 finishes / starts Sat 09:00 Lesson: Experiments 10:00 Test key assumptions 13:00 Lesson: MVP 14:00 Test key assumptions / Build MVP 19:00 Day 2 finishes / starts Sun 09:00 Lesson: Effectuation 10:00 Test key assumptions / Build MVP 13:00 Lesson: Startup Science 14:00 Prepare pitch 16:00 Pitches 19:00 Day 2 finishes / starts
  • 6. OBJECTIVE 1 Radically improve your startups chance of success Very Unlikely Even chance Very Likely
  • 7. STARTUP SCIENCE A large body of research shown that these 10 variables predict startup success 1 Opportunity 6 Pre-mature scaling 2 Team Quality 7 Financial Management 3 Quality of Advice Sort 8 Business Community 4 Industry Knowledge 9 Business as a priority 5 Traction 10 Vision
  • 8. EFFECTUAL THINKING Inside the minds of great company builders
  • 9. OBJECTIVE 2 Help you find a plan that will work Average plan Awesome plan
  • 10. PITCHES (60 SECONDS) 15 secs Who you are? 15 secs What is your idea / business? 15 secs How much progress have you made? 15 secs What help do you want?
  • 11. TEAM FORMATION SUGGESTIONS EXPERTS ENTREPRENEURS 1 Balanced team are better 1 Take advice 2 Ideally 2 to 4 members 2 Be open to new ideas 3 It okay to move 3 Delegate 4 Work in parallel 4 Healthy debate is good
  • 12. WHO WANTS TO PITCH FIRST?
  • 13. WHAT’S WRONG WITH MY PLAN?
  • 14. WHAT’S WRONG WITH MY PLAN?
  • 15. WHAT’S WRONG WITH MY PLAN? No! 33% Source: Bhide (2000) Yes! 66%
  • 16. WHAT’S WRONG WITH MY PLAN?
  • 17. WHAT’S WRONG WITH MY PLAN?
  • 18. WHAT’S WRONG WITH MY PLAN?
  • 19. 97% entrepreneurs that attend our training significantly changed their business model, for the better.
  • 20. HOW DO YOU KNOW IF YOUR PLAN IS GREAT? The only thing that matters is product/market fit - Marc Andreessen
  • 21. PRODUCT/MARKET FIT? Interest! Satisfaction!
  • 22. HOW DO YOU ENSURE YOUR PLAN WILL WORK? vs.
  • 23. HOW TO CREATE PLAN THAT WORKS? 1. 2. 3. 4. Sketch your business model (Plan) 10 minutes Identify critical assumptions 5 minutes Test critical assumptions Keep changing until you find one that works
  • 24. ALEX OSTERWALDER
  • 25. CUSTOMER SEGMENTS
  • 26. VALUE PROPOSITION
  • 27. DISTRIBUTION CHANNELS
  • 28. MARKETING, SALES AND SERVICE
  • 29. REVENUE STREAMS
  • 30. KEY RESOURCES
  • 31. KEY ACTIVITIES
  • 32. KEY PARTNERS
  • 33. COST STRUCTURE
  • 34. How much did the price of coffee consumption change in Swiss households over the last couple of years?
  • 35. 800%
  • 36. What was Nesspro’s business model?
  • 37. Households (espresso fans)
  • 38. Households (espresso fans)
  • 39. Households (espresso fans)
  • 40. Households (espresso fans)
  • 41. Households (espresso fans)
  • 42. Households (espresso fans)
  • 43. Households (espresso fans)
  • 44. Households (espresso fans)
  • 45. Households (espresso fans) Nespresso.com
  • 46. Households (espresso fans) Nespresso.com
  • 47. Households (espresso fans) Nespresso.com
  • 48. Households (espresso fans) Nespresso.com
  • 49. Households (espresso fans) Nespresso.com
  • 50. Households (espresso fans) Nespresso.com
  • 51. Households (espresso fans) Nespresso.com
  • 52. Households (espresso fans) Nespresso.com
  • 53. Households (espresso fans) Nespresso.com
  • 54. Households (espresso fans) Nespresso.com
  • 55. Households (espresso fans) Nespresso.com
  • 56. Households (espresso fans) Nespresso.com
  • 57. Households (espresso fans) Nespresso.com B2c distribution
  • 58. Households (espresso fans) Nespresso.com B2c distribution
  • 59. KAUFMANN PROVE IT VIDEO 1. INSERT VIDEO
  • 60. THE LAUNCH CANVAS BUSINESS MODEL PROCESS EXPERIMENTS
  • 61. COULD SEGWAY HAVE SAVED MILLIONS?
  • 62. Experiment 2 Experiment 1 Assumption Learning Task Expected Result Actual Result Decision
  • 63. COULD MOTOROLA HAVE SAVED BILLIONS?
  • 64. Experiment 2 Experiment 1 Assumption Learning Task Expected Result Actual Result Decision
  • 65. IT SAVED US A YEAR? 1. INSERT VIDEO
  • 66. THE LAUNCH CANVAS 1 SKETCH BUSINESS MODEL 2 IDENTIFY ASSUMPTIONS & UNKNOWNS 3 ORDER ASSUMPTIONS 4 RUN EXPERIMENTS 5 VALIDATE QUALITATIVELY 6 VALIDATE QUANTITATIVELY Costs
  • 67. THE LAUNCH CANVAS Costs 3 ORDER ASSUMPTIONS 2 IDENTIFY ASSUMPTIONS & UNKNOWNS 1 SKETCH BUSINESS MODEL
  • 68. HOW TO IDENTIFY ASSUMPTIONS? Question 1: How much proof do we have this is true? Question 2: How much will the business model need to change if this assumption is wrong?
  • 69. THE LAUNCH CANVAS 6 PROVE THE MODEL QUANTITATIVELY 5 PROVE THE MODEL QUALITATIVELY Costs Costs Costs 4 PROVE THE MODEL WITH RESEARCH / INTERVIEWS 3 ORDER ASSUMPTIONS 2 IDENTIFY ASSUMPTIONS & UNKNOWNS 1 SKETCH BUSINESS MODEL
  • 70. TONIGHT 6 PROVE THE MODEL QUANTITATIVELY 5 PROVE THE MODEL QUALITATIVELY 4 PROVE THE MODEL WITH RESEARCH / INTERVIEWS 3 ORDER ASSUMPTIONS 2 IDENTIFY ASSUMPTIONS & UNKNOWNS 1 SKETCH BUSINESS MODEL