From an idea to a Startup


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A brief and wide panoramic of what building a startups means and some best practices to reduce risks while starting a project

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From an idea to a Startup

  1. From an idea to a Startup. Stories, facts and best practices GIULIANO IACOBELLI - @giuliano84 Co-founder @stamplay
  2. MeSoftware Engineer. 28yrs old. Co-founder @Stamplay
  3. What is a startup?
  4. Usually it goes like.
  5. And often seems to end like But, guess what?
  6. This is not reality.
  7. 9 out of 10 die
  8. Startups are really hard and there is no secret ingredient to succeed
  9. A good definition of startup“A human institution designed to deliver a new product or service under conditions of extreme uncertainty” - Eric Ries
  11. Vision What is gonna be?(so why we do our thing)
  12. Vision Chester Carlson invented a way to make copies of paper docs IBM laughed at him. With Haloid created Xerox machines and today “to Xerox” is a verb.
  13. Anatomy of a good Vision• Short• Easy to understand (also if arguable)• Comes true quite fast (< 5yrs)• Long lasting (decades)
  14. MissionWhat we do? For whom?
  15. Mission Wang Laboratories 3 Billions in revenue in the 80s with Word processing oriented computers Failed. Didnt foresee general purpose computers
  16. (VC Since 1911 - 104 IPO Served)Somthing from their Portfolio:
  17. (VC Since 1911 - 104 IPO Served)Something they discarded:
  18. StartupsEverything but an exact science
  19. “Don’t worry about failure you only have to be right once” - Drew Houston Dropbox
  20. Startup Myths1. Cost nothing to build2. Get funded with some nice slides and a lot of passion3. It all about the idea4. Its founders are hippie college dropouts
  21. Myth 1 “Startups are cheap”Lean or not, building somethingmeaningful costs money and savingsrun out.
  22. Myth 2 “Make them dream you’ll get money”You are already underestimating thenumber of times you will be rejected andhow long it will take you to raise somefunds.
  23. Myth 3“The idea makes the difference” Yes, a great idea with: • a great execution, • a great timing • a great team • great perseverance
  24. Myth 4“A startupper is a hippie college dropout”Anatomy of the average founder:40yrs old, Married, with Children 6-10 yrswork experience. Bachelors or higher.
  25. How to make it?Find your product/market fit before you run out of money. THAT’S IT.
  26. Startup is not a linear path
  27. What if....everything you think to knowabout your product and market was wrong?
  28. Burned $ 450.000.000For smokeless cigarettes but...
  29. Smokers dont give a f**k about smoke
  30. Grocery home delivery within a 30-min window choosed by the customer but.. ..they didnt considered that many workingcustomers would like their groceries delivered at home and at night.
  31. Burned $ 800.000.000CNET named it the largest dot-com flop in history
  32. Burned$ For satellite-based phone system that nobody wantedYes, satellites are that expensive..
  33. You dont invent products. You solve problems
  34. Setup the right milestones1. How much you know customer’s needs?2. Our product solve that need?3. How much are they willing to pay for our solution?4. How much this problem is a priority to the customer?
  35. Customer Develoment
  36. Customer Discovery
  37. The lean startup circle Get it done and get it done fast.
  38. You’ll get plenty ofdoubt: analyze data
  39. It’s all about speed and control
  40. Business Model Canvas
  41. Customer Segments People and organizations addressed by our company
  42. Customer Segments• For whom are we creating value?• Who are our most important customers?
  43. Value propositionServices and products that provides value to our customer segments
  44. Value proposition• Product satisfies a new need• Product offers better perfomance• Product is more tailor made• Product costs less• Product has a better design
  45. ChannelsHow our company reach its customers and tell them its value proposition
  46. Channels• Through which Channels do our Customer Segments want to be reached?• How are our Channels integrated?• Which ones work best?• Which ones are most cost-efficient?• How are we integrating them with customer routines?
  47. Customer RelationshipsTypes of relationships established between the company and customer segments
  48. Revenue StreamsRepresents the incomes of the company for every customer segment
  49. 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 stream contribute to overall revenues?
  50. Key ResourcesStrategic assets that the company need to mainatin its business model
  51. Key Resources• What Key Resources do our Value Propositions require?• Our Distribution Channels?• Customer Relationships?• Revenue Streams?Resources type: Physical, Intellectual, Human, Financial
  52. Key Activities Strategic activities to deliver the valueproposition, reach customers and nurtrure relationships.
  53. Key Activities• What Key Activities do our Value Propositions require?• Our Distribution Channels?• Customer Relationships?• Revenue streams?Categories: Production, Problem Solving, Platform/Network
  54. Key PartnersDefines contractors and partners that are critics for company’s business model
  55. 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?
  56. Cost StructureWhere all the costs for the company in order to have its business model up and running
  57. 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?
  58. YOUR TURN?
  59. Ask yourself• What are the emerging trends I notice?• What problem I solve?• What does my product do?• Who will buy it and why they buy it?
  61. Thanks.
  62. Credits & Inspiration• Augusto Coppola• Tara Hunt• Steve Blank• Alex Osterwalder