Originally uploaded on 2017.04.11 Explains the Lean Canvass and How to Pitch Your (Product) Idea

1. Lean Canvas Template
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Lean Canvas
- is a one page explanation of your business where all the essentials are there
- summary or essence of the whole feasibility study
Lean
- means siksik, desirable, malaman
Canvas: painter > idea > canvass > piece of art
A. Problem and Solution - This should be a well-defined problem or customer pain point
that your product or service is looking to solve. Most technical problems worth
solving can be captured in plain English, even if the solution might be more complex
to explain.
o Whose problem is it?
o Why is it a real problem and what makes it worth solving for whoever in the
business model pays for the solution?
Problem
- unmet needs
- the business must solve a particular problem
- No Problem = Unsustainable product or business
- this is stated in one paragraph
Examples:
minimizing spoilage
sustainable food
waste management
Solution
- a product or service
- it should be proprietary (the solution can be owned by you)
- can you earn on that?
Hult Prize (December 11, 2015 at de la salle university)
- Nobel prize for students
- A contest of having a same problem (crowded urban space) and coming up
with different solutions
- 1million dollars + training in Dubai, London, New York and a town in China
B. Unique Value Proposition - well-defined, realistic assessment of the “problem-
solution fit”
o What is the problem your product is trying to solve?
o Is it a problem felt by many, or just confined to the entrepreneur and friends?
o Is it a problem someone would pay to make it go away or is it a solution
looking for a problem?
Unique Selling / Value Proposition
- Problem Solution Fit (PSFit)
- how you make the consumer see your solution valuable
- includes your business model

2. Lean Canvas Template
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C. Key Metrics - Shows relevant “figures”, numbers that would be a basis for decision
making. Flexibility needs to be built into business plan. There has to be specificity
about what assumptions are being made, and which are the most critical that need
to be tested first.
o Which metrics define “go” or “no go” decisions
o Which ones define “accelerate”, “fix”, “pivot” or “close” decisions
Key Metrics
- is anything measurable (significant statistics and numbers)
- it lets you determine if it’s a GO (feasible) or NO GO (not feasible)
- or if you should change it, close it or turn around (like a pigot)
- should be included on your financial and marketing (market and population)
Rules:
27-32% costs on sales
2 days average daily sales should be enough to cover 50% of your monthly rent
3 days average daily sales should be enough to cover your salaries
D. Customer Segment - It helps to cite data drawn from legitimate customer feedback
for your business plan. Actual market information (taken from real customers using
and reacting to a real product) is of greater use than desk research, speculation, or
opinion.
Customer Segment
- will tell you who are your customers
- your customers’ profile
E. Cost Structures and Revenue Streams - Financials should show the “shape” of the
business , and how it grows and matures over time. Financial projections are not
cast is stone because forecast are almost always wrong.
Cost Structure
- cash outflow on the consumer’s side and yours
- price
Revenue Stream
- cash inflow
F. Unfair Advantage
Unfair Advantage
- will tell you what it is that you have that your competitors don’t
- aka sustainable competitive advantage