Berkeley Final Presentation


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  • antes que nada debe saberce que el idioma ingles es un idioma de terrorista (inglaterra aterroriza con sus armas nucleares y en inbaciones lo a generado tambiem a este hecho )
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  • We started out convinced that was going to help make PowerPoint easier. We saw 500M PPT users globally and thought we were going to make a difference to a good chunk of these. Every word on this slide though was an assumption waiting to be proved wrong.Accept that you’re almost always wrong: Being willing to move on from assumptions is key
  • The beginning of the roller coaster. We can use animations to build this slide so it’s more digestible. Main takeaway: we hit roadblocks, but the process of finding those roadblocks opened up new customer segments and use cases. NOTES: PERSONAL: Expect the Roller Coaster: Entrepreneurship requires optimism, persistence, and passion to fight for objectivityPERSONAL: A single voice is powerful: we learned the real power of reading people in one-on-onesWhat we did next – we addressed these separately, we dove deep on consultants, and we went broad to understand why people liked for so many other reasons
  • Want to emphasize how granular we got with the customer: we knew their journey to the point where we could predict what they were going to say, and we could map it on an axis from “happy to unhappy.” -We feel like we know everything there is to know about consultants. PERSONAL: A single voice is powerful: we learned the real power of reading people in one-on-ones
  • People were excited hwen they talked about how could replace what they currently do with whiteboards and scraps of paperWe were very excited!!But we also knew we needed to focus on starting somewhere
  • We went from the initial vision of making PPT easier, to a broader VP with use cases for multiple customer segments. We didn’t learn this overnight; the next few slides will outline how we got there. -For early customer segments: more severe pains / gains, barriers to adoption were lower, high willingness to pay
  • HUGE LEARNING: How to design experiments to gain valuable information. We learned A TON about onboarding customers on an appWe sat awkwardly and watched people without guidance!Delighting your customers is F’ing hard: But customer experience is paramount…
  • Berkeley Final Presentation

    1. 1. Express and draw thoughts by hand… digital and ready to go Total Interviews: 100 Lean Launchpad Course 9 April 2014
    2. 2. The Team Team members Vietlong Le Ellen Vanderwilt Jon Flugstad Steffanie Magnus Degree FT MBA 2014 FT MBA 2014 FT MBA 2014 Full time MBA 2014 Role Hacker = Engineer Hustler = Customer Development Designer = Product Picker = Visionary
    3. 3. “…anyone who needs to capture and present ideas…” Most importantly*, professionals in: 1. Business/corporate development 2. Marketing 3. Technology Platform management Apple: the only means of distributing the app to IPads and a gatekeeper in the app approval process Google, Dropbox: suppliers of cloud storage space for users Facebook: potential marketing channel and user authentication service Microsoft: owner of the Powerpoint file format with which maintains compatibility The Apache online community: owner of the Java libraries that facilitate Powerpoint compatibility Most significant costs are likely to be: 1. Marketing / Promotion 2. Distribution (eg apple store commission) 3. Personnel (eg Software engineering, quantitative analysis) Capital costs will be minimal in this business model A nominal annual licensing fee (eg $3.99) per user Referrals from existing users software Personal, intuitive automated service *Lead customer attributes: Strong day to day focus on developing presentations and slides Low perceived ability in building presentations Strong perceived benefit from improved efficiency in presentation design A once off purchase in equivalent perceived value (eg $11.99) or Receipt of output Word of mouth Receipt of output (eg ppt slides) Users can use basic, natural drawing instincts to capture ideas Captured ideas can be re- used (copy/paste/edit) in other applications (eg ppt) Predict what someone is about to draw based on past behavior Free 3 month trial for social activity (like, share, join facebook group) Word of mouth promoters Simplify the entire process of creating presentations Community of users sharing best practices Algorithm for detecting and predicting drawings The brand “Lets Skribb this concept up!” Machine learning Continuous UX improvement Gesture detection Where we started: Make PowerPoint Easier
    4. 4. What We Learned as a Business Customers – Go-to-Market – Product
    5. 5. Potential customers… told us they didn’t want for presentations… …which left us… Initially, we were “slapped in the face” by no’s “I wouldn’t use if it were free” -Biz Dev Professional However, we had a prototype that got customer eyes “dilating”: 1. Consultants were excited to use the product for presentations 2. Nearly every person said they could use for other purposes “I never want to start over again. If I do, I'll just start in PowerPoint” -Ass. Brand Manager “Most of my presentations are data-heavy, so I don’t think would be useful” -Tech Marketer “PowerPoint presentations aren't developed in a vacuum - they're often developed alongside excel which informs the conclusion and… the story that needs to be captured” -Senior Product Manager
    6. 6. So we dove deep on the consultant customer; understanding everything there is to know about them Professional Personal Archetype Consultants want – “I would pay $100 for that!” !!! But the market is small – only 120k – not enough for a scalable biz
    7. 7. “Other” use cases began to coalesce, which left us excited about’s broader appeal ‘Flowcharting’ ‘Whiteboarding’ ‘Brainstorming’ ‘Wireframing’‘Note-taking’ ‘Annotating’ Other uses for that got interviewees excited An underserved “middle ground” for concept development… …where rough sketches need to quickly get into a useful, decent digital format… Were re-validated and filtered under an emerging common theme There is a bigger world beyond building presentations has a much bigger role to play where ever pains are experienced with whiteboards and scraps of paper And gave us our big ‘Ah-hah!’
    8. 8. We developed a “battle order” based on intensity of pain, willingness to pay and ease of adoption Our hypothesized chasm • Bottom-Up: Groundswell B2C • Tech Needs: Apache, Vision Objects, Think Cell Segment Battle Order 1. Consultants 2. Ops / Engineers 3. Sales Engineers 4. Consulting Halo 5. Content Creators • B2B Sales • License with Cloud Platforms • For scale:, Adobe • Value add to product offering: Box, Google Docs, Office 365 Adoption Strategy Key Partners Strategic Vision to Adoption
    9. 9. We learned how to design scrappy, sometimes awkward, but effective experiments We “ate our own dog food” We got key insights on pricing “..Would you pay $1000 for this?...” 2) Benchmark Pricing1) ‘Awkward’ WTP test We watched users wrestle with the MVP in silence
    10. 10. Get Keep Grow We believe we have a repeatable and scalable business Financial resources required Cash Position • Clicks • Conversion to download • Messaging • Total downloads • Conversion to register • Source (App Store, url) • Enter CC • Drop off after 30 days • Conv. to paid • Viewed • Clicks • Frequency • Total opens • Opens/day • Opens/mth • Percent of base using • Time spent (mainly for segmenting, not perf) •File versus link •Opens/clicks •No. exports • LTV: $91,875 • Drivers: $49 ARR, 20% Attrition, 5-yr life, 100 seats/cust, 75% gross margin • CAC: $8,750 • Drivers: S&M employees land 2 cust / mo., $35k in monthly Sales & Mktg costs Key success factors that will drive growth $200k bootstrap $500K seed Year 1 Year 2 Year 3 With attractive economics
    11. 11. Launching in the coming weeks!! So where is after this wild ride?
    12. 12. Background Slides and Business Model Canvas Week by Week
    13. 13. Week 2 Business model canvas
    14. 14. Week 3 Business model canvas Week by week changes
    15. 15. Week 4 Business model canvas Week by week changes
    16. 16. Week 5 Business model canvas Week by week changes
    17. 17. Week 6 Business model canvas Week by week changes
    18. 18. Week 7 Business model canvas Week by week changes
    19. 19. Week 8 Business model canvas Week by week changes
    20. 20. Week 9 Business model canvas Week by week changes
    21. 21. Features: • Predictive drawing • Interprets natural gestures • Exports an editable file Benefits: • Time savings: Reduces the time it takes to digitize a concept • Reduced frustration: Articulates an idea quickly, leaving little room for the misinterpretation • Simplicity: immediately making an editable version available • New occasions and settings for storytelling and brainstorming; it’s not about the meeting room
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