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Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
Comment créer sa startup de [0] à [1] par Oussama Ammar
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Comment créer sa startup de [0] à [1] par Oussama Ammar

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- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ …

- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s

Dans cette vidéo, TheFamily veut t'aider à aller de 0 à 1, donc de rien à quelque chose. C'est bien le grand défi de la création de startup ! On te donne quelques clés pour t'aider à te lancer.

Points-clés:
- Pour qu'une startup devienne leader sur son marché, elle doit être scalable, répétable, et profitable.
- Business Canvas = outils pour voir comment créer de la valeur sur différents leviers
- Il est plus simple de partir d'un problème que d'une solution. Le rôle de l'entrepreneur n'est pas de convaincre mais de trouver ce qui marche.
- Une bonne idée qui paraît être mauvaise l'est souvent pour une raison de perspective. C'est pourquoi il faut bien définir qui sont tes utilisateurs et t'adresser uniquement à eux pour tester ton idée.
- Success is obvious. Si tu n'es pas sûr que ton idée marche, c'est que tu n'y es pas encore.
- Il est maintenant très facile de tester rapidement une idée avec Google ads (l'intention) et Facebook ads (démographie)
- Tout ce qu'on mesure s'améliore. L'optimisation passe par la répétition.
- Une startup se doit d'être irréprochable en customer experience. Il faut bâtir une relation intime avec ses utilisateurs.
- Toujours partir des coûts pour construire ton plan financier. Dans un monde exponentiel (0 to 1), il est plus facile de connaître les coûts que d'anticiper les revenus futurs.

- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s

Published in: Technology, Business
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  • Salut Oussama ! Merci beaucoup pour cette présentation ! ;)
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    Are you sure you want to  Yes  No
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  • Merci Infiniment pourt tout ce que tu fait !!!
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  • Oussama - you have great presentations both visually and content wise but your distribution needs improvement ;-) eat your own dog food as a growth hacker! :-)
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  • 1. Startup de [0] à [1] The information contained in this document is being provided on a confidential basis to the recipient solely for the purpose of evaluating TheFamily (“TheFamily” or the “Company”). The document is intended for the exclusive use of the persons to whom it is given. By accepting a copy of this document, the recipient agrees, for itself and its related bodies corporate, and each of their directors, officers, employees, agents, representatives and advisers, to maintain the confidentiality of this information. Any reproduction or distribution of this document, in whole or in part, or any disclosure of its contents, or use of any information contained herein for any purpose other than to evaluate an investment in the Association, is prohibited. The information contained in this document or subsequently provided to the recipient whether orally or in writing by, or on behalf of the Association, or any of its respective related bodies corporate, or any of their respective partners, owners, officers, employees, agents, representatives and advisers (the “Parties”) is provided to the recipient on the terms and conditions set out in this notice.
  • 2. The Business Model Canvas
  • 3. Value Propositions
  • 4. Value Propositions - What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Newness Performance Customization “Getting the Job Done” Design Brand/Status CHARACTERISTICS Price Cost Reduction Risk Reduction Accessibility Convenience/Usability
  • 5. Customer Segments
  • 6. Customer Segments - For whom are we creating value? - Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform
  • 7. Channels
  • 8. Channels - Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? CHANNEL PHASES: 1. Awareness 2. Evaluation 3. Purchase 4. Delivery 5. After sales
  • 9. Customer Relationships
  • 10. Customer Relationships - What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EXAMPLES Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation
  • 11. Key Activities
  • 12. Key Activities - What Key Activities do our Value Propositions require? - Our Distribution Channels? - Customer Relationships? - Revenue streams? CATEGORIES Production Problem Solving Platform/Network
  • 13. Key Partners
  • 14. Key Partners - Who are our Key Partners? - Who are our key suppliers? - Which Key Resources are we acquiring from partners? - Which Key Activities do partners perform? MOTIVATIONS FOR PARTNERSHIPS: Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities
  • 15. Key Resources
  • 16. Key Resources - What Key Resources do our Value Propositions require? - Our Distribution Channels? Customer Relationships? - Revenue Streams? TYPES OF RESOURCES Physical Intellectual (brand patents, copyrights, data) Human Financial
  • 17. Cost Structure
  • 18. Cost Structure - What are the most important costs inherent in our business model? - Which Key Resources are most expensive? - Which Key Activities are most expensive? IS YOUR BUSINESS MORE: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven ( focused on value creation, premium value proposition) SAMPLE CHARACTERISTICS: Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope
  • 19. Revenue Streams
  • 20. Revenue Streams - For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? TYPES: Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising FIXED PRICING List Price Product feature dependent Customer segment dependent Volume dependent DYNAMIC PRICING Negotiation( bargaining) Yield Management Real-time-Market
  • 21. You are Welcome to Join the Adventure apply@thefamily.co

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