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Startup Accelerator 2014: Indentifying gaps and refining business models by Vivek Agarwal_21st Feb 2014
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Startup Accelerator 2014: Indentifying gaps and refining business models by Vivek Agarwal_21st Feb 2014

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  • 1. Fine Tuning the Business model Vivek Agarwal Feb 21, 2014
  • 2. 4 Questions for Biz Plan • Who is your customer? • Why will he pay you? • How will you reach them? • How large and profitable can it be?
  • 3. Two sides to every Coin (you have to die to go to heaven!)
  • 4. You got to answer this question first OR Jim Morrison Narayan Murthy
  • 5. What do you want your pie to look like? Scenario 1 Scenario 2 1 Total Value – 10 cr Total Value – 1000 cr Your share – 100% Your share – 10% Your value – 10 cr Your value – 100 cr
  • 6. Watch the size Must match your capability level V/s • Smaller scope • Too small for the “big guys” … with killer potential! • Need time to acquire capability
  • 7. What is the model Innovation Efficiency
  • 8. What is the right rate of growth for you?
  • 9. How much should you plan Ready. Aim. Fire. FIRE. FIRE. FIRE OR
  • 10. How do you balance this “World Class Execution Takes time” “I have to meet my monthly payroll”
  • 11. Watch who you listen to “Core Competence” v/s “Customer is asking for services we currently do not provide”
  • 12. Can there be TOO much Focus? “We know how to service this market” v/s “There are many more tempting opportunities”
  • 13. The Age-old debate! Quality v/s Speed
  • 14. One Thought Minimum Viable Product (MVP)
  • 15. MVP • Simplified Offering that reveals how real customers – not cloistered focus groups-respond • Actionable Metrics – not “Vanity Metrics” • Iterating through a “Build-Learn-Measure-Loop”
  • 16. Customer Segments • Enterprise v/s consumer • Best Value Proposition • Large v/s Small 16
  • 17. Product – Value Proposition • What is the key problem that it is solving? • Are there too many features / Services? • Is the offering too complex? 17
  • 18. Channels • Not an easy answer • Scalability, reach, profitability • Variable v/s Fixed costs 18
  • 19. Cost Structure • Fixed v/s Variable • Components • Relative importance 19
  • 20. Revenue Streams • One-time v/s annuity • Growth potential • Objective 20
  • 21. Key Activities • Customers • Fund Raising • External Stakeholders 21
  • 22. 22

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