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)
19. “Don’t worry about failure you only have
to be right once”
- Drew Houston
Dropbox
20. Startup Myths
1. Cost nothing to build
2. Get funded with some nice slides and a
lot of passion
3. It all about the idea
4. Its founders are hippie college dropouts
21. Myth 1
“Startups are cheap”
Lean or not, building something
meaningful costs money and savings
run out.
22. Myth 2
“Make them dream you’ll get money”
You are already underestimating the
number of times you will be rejected and
how long it will take you to raise some
funds.
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 yrs
work experience. Bachelors or higher.
25. How to make it?
Find your product/market fit before
you run out of money.
THAT’S IT.
30. Grocery home delivery within a 30-min window
choosed by the customer but..
..they didnt considered that many working
customers would like their groceries delivered at
home and at night.
31. Burned
$ 800.000.000
CNET named it the largest dot-com flop in history
32. Burned
$ 5.000.000.000
For satellite-based
phone system
that nobody wanted
Yes, satellites are that expensive..
34. Setup the right milestones
1. 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?
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
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?
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?
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 Structure
Where 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?