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Fine Tuning the Business
model
Vivek Agarwal
Feb 21, 2014
4 Questions for Biz Plan
• Who is your customer?
• Why will he pay you?
• How will you reach them?
• How large and profita...
Two sides to every Coin
(you have to die to go to heaven!)
You got to answer this question first

OR

Jim Morrison

Narayan Murthy
What do you want your pie to look like?
Scenario 1

Scenario 2

1

Total Value – 10 cr

Total Value – 1000 cr

Your share ...
Watch the size

Must match your capability level

V/s

• Smaller scope
• Too small for the “big guys”

… with killer poten...
What is the model

Innovation

Efficiency
What is the right rate of growth for you?
How much should you plan

Ready. Aim. Fire.

FIRE. FIRE. FIRE

OR
How do you balance this
“World Class
Execution
Takes time”

“I have to meet
my monthly
payroll”
Watch who you listen to

“Core
Competence”

v/s

“Customer is
asking for
services we
currently do
not provide”
Can there be TOO much Focus?

“We know
how to service
this market”

v/s

“There are
many more
tempting
opportunities”
The Age-old debate!
Quality v/s Speed
One Thought

Minimum Viable Product
(MVP)
MVP
• Simplified Offering that reveals how real customers – not
cloistered focus groups-respond
• Actionable Metrics – not...
Customer Segments
• Enterprise v/s consumer
• Best Value Proposition
• Large v/s Small

16
Product – Value Proposition
• What is the key problem that it is
solving?
• Are there too many features / Services?
• Is t...
Channels
• Not an easy answer
• Scalability, reach, profitability
• Variable v/s Fixed costs

18
Cost Structure
• Fixed v/s Variable
• Components
• Relative importance

19
Revenue Streams

• One-time v/s annuity
• Growth potential
• Objective

20
Key Activities
• Customers
• Fund Raising
• External Stakeholders

21
22
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Startup Accelerator 2014: Indentifying gaps and refining business models by Vivek Agarwal_21st Feb 2014

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Startup Accelerator 2014: Indentifying gaps and refining business models by Vivek Agarwal_21st Feb 2014

  1. 1. Fine Tuning the Business model Vivek Agarwal Feb 21, 2014
  2. 2. 4 Questions for Biz Plan • Who is your customer? • Why will he pay you? • How will you reach them? • How large and profitable can it be?
  3. 3. Two sides to every Coin (you have to die to go to heaven!)
  4. 4. You got to answer this question first OR Jim Morrison Narayan Murthy
  5. 5. What do you want your pie to look like? Scenario 1 Scenario 2 1 Total Value – 10 cr Total Value – 1000 cr Your share – 100% Your share – 10% Your value – 10 cr Your value – 100 cr
  6. 6. Watch the size Must match your capability level V/s • Smaller scope • Too small for the “big guys” … with killer potential! • Need time to acquire capability
  7. 7. What is the model Innovation Efficiency
  8. 8. What is the right rate of growth for you?
  9. 9. How much should you plan Ready. Aim. Fire. FIRE. FIRE. FIRE OR
  10. 10. How do you balance this “World Class Execution Takes time” “I have to meet my monthly payroll”
  11. 11. Watch who you listen to “Core Competence” v/s “Customer is asking for services we currently do not provide”
  12. 12. Can there be TOO much Focus? “We know how to service this market” v/s “There are many more tempting opportunities”
  13. 13. The Age-old debate! Quality v/s Speed
  14. 14. One Thought Minimum Viable Product (MVP)
  15. 15. MVP • Simplified Offering that reveals how real customers – not cloistered focus groups-respond • Actionable Metrics – not “Vanity Metrics” • Iterating through a “Build-Learn-Measure-Loop”
  16. 16. Customer Segments • Enterprise v/s consumer • Best Value Proposition • Large v/s Small 16
  17. 17. Product – Value Proposition • What is the key problem that it is solving? • Are there too many features / Services? • Is the offering too complex? 17
  18. 18. Channels • Not an easy answer • Scalability, reach, profitability • Variable v/s Fixed costs 18
  19. 19. Cost Structure • Fixed v/s Variable • Components • Relative importance 19
  20. 20. Revenue Streams • One-time v/s annuity • Growth potential • Objective 20
  21. 21. Key Activities • Customers • Fund Raising • External Stakeholders 21
  22. 22. 22

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