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Successful entrepreneurship 1
 

Successful entrepreneurship 1

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    Successful entrepreneurship 1 Successful entrepreneurship 1 Presentation Transcript

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