Web business models, Lean Startup and the Missionary Position
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Web business models, Lean Startup and the Missionary Position

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Presentation (with notes) that I gave at the Leancamp track at The Next Web 2011.

Presentation (with notes) that I gave at the Leancamp track at The Next Web 2011.

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Web business models, Lean Startup and the Missionary Position Presentation Transcript

  • 1. Salim Virani @SaintSalMonday, 2 May 2011One of the interdisciplinary connections at Leancamp last year sparked a lot of thought, new methods and even newtools. I’d like to introduce you to that in the next 5 minutes, in a way that’s hopefully quite personally relevant toyou. Sex.
  • 2. Lean StartupMonday, 2 May 2011Lean Startup - a way to test your killer assumptions earlier and make sure you’re on the right track.
  • 3. Business Model Lean Startup GenerationMonday, 2 May 2011Business Model Generation is a visual way to understand and design business models.
  • 4. Had sex before Business Model Lean Startup GenerationMonday, 2 May 2011The thing about people who’ve had sex, is that most of them have had sex more than once. And if you’ve had sexmore than once, you’ve probably had sex in more than one position, right?
  • 5. What’s your business model?Monday, 2 May 2011With that in mind, can your business model be describes as ...subscription, app sales, freemium, Software as a service, ecommerce. We’re stuck in rut! It’s like we don’t evenconsider other sexual positions!
  • 6. Monday, 2 May 2011We’re not just stuck on the same old business models either. Why are we mindlessly copying these pricing models?
  • 7. Monday, 2 May 2011We’re not just stuck on the same old business models either. Why are we mindlessly copying these pricing models?
  • 8. Monday, 2 May 2011Consider this.Disruptive commercial success is usually attributed the tech innovation - the genius inventor in a garage is a greatstory, but is disruption actually achieved through technology? Aren’t innovative business models more relevant?We’re good at geeking out on tech. Maybe we should geek out on business models.And we already know how to think creatively.
  • 9. Monday, 2 May 2011Designers and Lean types - they’re always talking about constraints.
  • 10. Monday, 2 May 2011And Agilists? They like to do it standing up.
  • 11. Monday, 2 May 2011And in pairs.
  • 12. Try something new!Monday, 2 May 2011We know it doesn’t hurt to try something new. So how do we do this with business models?
  • 13. Monday, 2 May 2011Use this! The business model canvas. Use post it notes to start experimenting with potential business models. Thevisual feedback from this tool is something that gives focus to your creativity - once you try it, you’ll quickly see howit broadens your thinking.
  • 14. Monday, 2 May 2011Then you have a framework and plan to test your hypotheses and assumptions. You have a way to be truly disruptiveand innovative, using design techniques to improve your business model. But you’ll also get to see if you’ll be rightor wrong without sticking your head out so far it gets chopped off.
  • 15. Monday, 2 May 2011Let’s look at London example for inspiration. A web startup in the sexy fashion business. Something I really likeabout Garmz is it capitalises on Europe - London as a fashion centre, and connections around Europe for production.Do we really need to copy Silicon Valley?
  • 16. Monday, 2 May 2011A key resource is their know-how and connections to get a faster time to market - this is really important in the fast-moving world of fashion. WAY faster moving than tech. The obvious model here is to work for clothing labels anddistributers to give them a faster time to market. But doing thing, they could get squeezed on price or get completelydisintermediated eventually. Sure, they are using their key resources more effectively.
  • 17. Production Faster p roductionMonday, 2 May 2011A key resource is their know-how and connections to get a faster time to market - this is really important in the fast-moving world of fashion. WAY faster moving than tech. The obvious model here is to work for clothing labels anddistributers to give them a faster time to market. But doing thing, they could get squeezed on price or get completelydisintermediated eventually. Sure, they are using their key resources more effectively.
  • 18. Production Clothing labels & dist ributors Faster p roductionMonday, 2 May 2011A key resource is their know-how and connections to get a faster time to market - this is really important in the fast-moving world of fashion. WAY faster moving than tech. The obvious model here is to work for clothing labels anddistributers to give them a faster time to market. But doing thing, they could get squeezed on price or get completelydisintermediated eventually. Sure, they are using their key resources more effectively.
  • 19. Production Faste r to Clothing mark et labels & dist ributors Faster p roductionMonday, 2 May 2011A key resource is their know-how and connections to get a faster time to market - this is really important in the fast-moving world of fashion. WAY faster moving than tech. The obvious model here is to work for clothing labels anddistributers to give them a faster time to market. But doing thing, they could get squeezed on price or get completelydisintermediated eventually. Sure, they are using their key resources more effectively.
  • 20. Production Faste r to Clothing mark et labels & dist ributors Faster p roduction Production feesMonday, 2 May 2011A key resource is their know-how and connections to get a faster time to market - this is really important in the fast-moving world of fashion. WAY faster moving than tech. The obvious model here is to work for clothing labels anddistributers to give them a faster time to market. But doing thing, they could get squeezed on price or get completelydisintermediated eventually. Sure, they are using their key resources more effectively.
  • 21. Monday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 22. Production Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 23. Designers Production Consumers Fan Base Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 24. Designers You design - Production the rest. we do Consumers Pool of talent Fan Base Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 25. Designers You design - Online Production the rest. tools we do Consumers Pool of talent Fan Base Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 26. Personal support Designers You design - Online Production the rest. tools we do Consumers Pool of talent Fan Base Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 27. Personal support Designers You design - Online Production the rest. tools we do Consumers Pool of talent acebook ok F Facebo Fan Base Faster p roductionMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 28. Personal support Designers You design - Online Production the rest. tools we do Consumers Pool of talent acebook ok F Facebo Fan Base Faster p roduction Selling ClothesMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 29. ing Personal Em erg design - support Online Designers ners You Production esig we do the rest. tools D Pool of talent acebook ok Consumers F Facebo Fan Base Faster p roduction Selling ClothesMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 30. ing Personal Em erg design - support Online Designers ners You Production esig we do the rest. tools D Pool of talent Consumers Faster p Bigger roduction acebook ok F Facebo Fan Base marke t Selling ClothesMonday, 2 May 2011They work with a multi-sided model, with designers, consumers and recognising the fan base as a distinct segment.They engage the fanbase with online tools to pull out their design expertise, and allow them to promote theirfavourite designs to consumers using Facebook. They offer personal support to designers but their money is made byselling clothes. This gives them a bigger market of emerging designers that the traditional labels can’t compete with.
  • 31. Monday, 2 May 2011I wanted to show you how powerful the canvas is for understanding business models quickly and in-depth. My entireunderstanding of Garmz is from 10 minute phoncall with Andreas at Garmz and the canvas.
  • 32. Monday, 2 May 2011Lesson. Don’t get trapped in the common business models. It’s like only shagging in the missionary position. It’sreally not that good for you or your business.
  • 33. Subscription Mass SaaS Custimisation Value-based Franchise Pricing Freemium Unbundled Event App sales Supported Multisided Market Advertising Supported Crowdsource Licencing Network PlatformMonday, 2 May 2011Prototype business models. Make yourself aware of the possibilities. Use Lean Startup techniques validate them.
  • 34. Thanks for keeping your pants on. Liked this? Encourage my bad behaviour here: Salim Virani @SaintSal www.SaintSal.com smile@saintsal.com Liked the illustrations? flavors.me/drutesMonday, 2 May 2011Learn more about this at Leancamp http://leanca.mp