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  • 1. Creating Start-Up Success 101 AlexOsterwalder.com @business_design SteveBlank.com @sgblank Contribution by Alan Smith @thinksmith
  • 2. this presentation combines two global bestsellers + BusinessModelGeneration.com StevenBlank.com/books.html
  • 3. So what makes for a successful start-up?
  • 4. Start with a brilliant founder like...
  • 5. Mike, 34 Stanford Alumnus
  • 6. he used to be an...
  • 7. Experienced Exec
  • 8. All his operating experience built up some...
  • 9. ...outstanding credentials!
  • 10. One day Mike has...
  • 11. A “killer” product idea!
  • 12. A “killer” product idea! he’s really passionate about it
  • 13. Mike’s experienced. He knows how to test his idea using...
  • 14. ...market research
  • 15. The research looks good! Mike moves forward, and writes a fantastic....
  • 16. Great! Based on the credentials, research, and plan, Mike has secured the final piece...
  • 17. ...VC Funding!
  • 18. Money in hand, Mike get’s started on
  • 19. ...building his start-up.
  • 20. He makes the headlines of every major...
  • 21. ... and is invited to give...
  • 22. ...keynote talks
  • 23. Mike and his start-up are on a roll!
  • 24. How likely is his business to succeed?
  • 25. Despite the experience, research and plan...
  • 26. ...Mike slipped up.
  • 27. Let’s help Mike with 5 things he didn’t know. 29
  • 28. 1 No business plan survives the first customer contact.
  • 29. Sticking to a planning document works for a known future, not for a start-up context. Plan’s fail in start-ups.
  • 30. 2 It’s the business model, stupid.
  • 31. Hey Mike, your plan was to build a company, but did your plan include a Business Model?
  • 32. “A business model describes the rationale of how an organization creates, delivers, and captures value”
  • 33. Here are the 9 building blocks of a business model:
  • 34. CUSTOMER SEGMENTS which customers and users are you serving? which jobs do they really want to get done? images by JAM
  • 35. VALUE PROPOSITIONS what are you offering them? what is that getting done for them? do they care? images by JAM
  • 36. CHANNELS how does each customer segment want to be reached? through which interaction points? images by JAM
  • 37. CUSTOMER RELATIONSHIPS what relationships are you establishing with each segment? personal? automated? acquisitive? retentive? images by JAM
  • 38. REVENUE STREAMS what are customers really willing to pay for? how? are you generating transactional or recurring revenues? images by JAM
  • 39. KEY RESOURCES which resources underpin your b.model? which assets are essential? images by JAM
  • 40. KEY ACTIVITIES which activities do you need to perform well in your b.model? what is crucial? images by JAM
  • 41. KEY PARTNERS which partners and suppliers leverage your model? who do you need to rely on? images by JAM
  • 42. COST STRUCTURE what is the resulting cost structure? which key elements drive your costs? images by JAM
  • 43. key activities value proposition customer relationships key partners customer segments cost structure revenue streams key resources channels images by JAM
  • 44. “Hmm, interesting so what do I make of that?”
  • 45. use it as a tool to...
  • 46. sketch out your business model
  • 47. building block
  • 48. building block building block building block building block
  • 49. building block building block building block building block building block building block building block building block building block building block buildin g block building block
  • 50. This tool is called the Business Model Canvas (download with instructions at www.businessmodelgeneration.com/downloads)
  • 51. 3 Take time to think through alternative possibilities.
  • 52. the same technology, product, or service can have numerous business models
  • 53. try sketching out alternative business models by asking yourself...
  • 54. transactional vs. recurring revenues product vs. service niche market vs. mass market direct sales vs. indirect sales capital expenditure vs. partnership open vs. closed scale vs. scope blue ocean vs. red ocean personal vs. automated disruptive vs. incremental difficult questions human intensive vs. acquisition vs. retention system intensive one customer segment vs. another tailor-made vs. mass physical vs. virtual production copyright vs. copyleft paid vs. free distributed vs. centralized in-sourcing vs. outsourcing fixed vs. variable costs advertising vs. sales
  • 55. only make a first choice after prototyping and thinking through several models...
  • 56. OK. You’ve got your model, but you’re not done yet...
  • 57. 4 Your business model idea is just a set of hypotheses.
  • 58. a business model might look great on paper... building block buildin building block building block g block block building block buildin block g building block building block buildin block g building block build blocing k buildin block g ... but be honest that it’s
  • 59. ... just a set of hypotheses guess guess guess guess guess guess guess guess guess guess guess guess
  • 60. ...so you need to get out of the building and...
  • 61. test each hypothesis (e.g. with customers)
  • 62. this business model testing process is called Customer Development customer discovery customer validation pivot customer creation company building
  • 63. two different phases...
  • 64. search customer discovery customer validation customer creation company building pivot execution
  • 65. and it starts with...
  • 66. ... verifying every hypothesis customer discovery customer validation pivot customer creation company building
  • 67. test your hypotheses product market type competition
  • 68. test your hypotheses problem customer user payer
  • 69. test your hypotheses channel
  • 70. test your hypotheses demand creation channel (customer) (problem) product customer market type competition validate business model problem user channel pricing model payer
  • 71. to accomplish this you will need a special and agile ...
  • 72. customer development team
  • 73. A team that ...
  • 74. ... gets out of the building!
  • 75. ... to test and adapt your model agile business model adaptation channel (customer) (problem) demand creation product market type competition customer development team validate business model channel pricing model problem customer user payer
  • 76. you need to adapt the business model until you can prove it works customer discovery customer validation pivot customer creation company building
  • 77. “How do I prove a business model works?”
  • 78. One example of “proving” is concluding the ...
  • 79. ... sales of a “minimum viable feature set”
  • 80. This adaptation process is called ...
  • 81. the pivot customer discovery customer validation pivot (repeat * until proven) customer creation company building
  • 82. so do you have any “factual” proof?
  • 83. Congratulations!
  • 84. You finished the search process!
  • 85. So don’t ever forget ...
  • 86. 5 Don’t build your company, until you’ve verified your Business Model
  • 87. or you’ll risk ...
  • 88. Burning your cash while searching for a working business model
  • 89. execution is not search
  • 90. execution follows search
  • 91. Build when you’ve found your model
  • 92. only then execute:
  • 93. scale your marketing customer discovery customer validation pivot customer creation company building execution
  • 94. and build your org structures customer discovery customer validation pivot customer creation company building execution
  • 95. 1 2 3 4 5 No business plan survives the first customer contact. It’s the business model, stupid. Take time to think through alternative possibilities Your business model idea is just a set of hypotheses. Don’t build your company, until you’ve verified your Business Model
  • 96. you can read more about business models and the customer development process here: + BusinessModelGeneration.com StevenBlank.com/books.html
  • 97. Good Luck! BusinessModelGeneration.com StevenBlank.com/books.html AlexOsterwalder.com SteveBlank.com @business_design @sgblank Contribution by Alan Smith @thinksmith