More Related Content Similar to Lean Startup & Business Modelling (20) Lean Startup & Business Modelling4. What is a Startup?
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7. Startup is a temporary organization created to search for a
repeatable and scalable business model – Steve Blank
Startup
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9. Build – Measure - Learn Customer Development
Business Model Canvas Lean Canvas
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10. The Lean Way: Lean means not cheap. Lean advocates wise usage of resources – Avoid wastage
1. Think Big – Start Small – Scale Fast
2. Entrepreneurship is Management (Discipline)
3. Validated Learning
4. Innovation Accounting
5. Build – Measure - Learn
Lean Methodology
Every startup is a grand experiment that attempts to
answer a KEY Questions.
Question is not “Can this product be build?”
Real question is “Should this product be build
and can we create a sustainable / scalable business?”
Lean Principles
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11. Customer Discovery:
• Customer hypothesis (Canvas)
• Test Hypothesis (Problem vs Solution)
• Product Market fit (Fit or Pivot)
Customer Validation:
• MVP
• Build - Measure – Learn
• Verify repeatable + Scalable model or Pivot
Lean Methodology
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14. Hypothesis validation exercise
“Let’s get real - Get out of the building”
User Demographic User response Validated Invalidated Our Comment
Our hypothesis is that
Team:
We will ask
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17. • The core of startup (over)valuation hype is that start-
ups are surviving on VC/PE/angel money and not on
its own earned profits. When that source eventually
dries up, some will go belly up. Only those with
business models that generate real cash profits will
survive
– Indianweb2.com
– http://www.indianweb2.com/2015/10/21/bubble-burst-begins-housing-com-valuation-plunges-to-less-than-50-
million/
• Brings you clarity on what you know, and what you don’t know
• Helps you test, validate and make changes, tweaks, pivots
• Gives you a BIG picture of your business
Why Do you need Business Model?
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18. • Alexander
Osterwalder
• “A business model
describes the
rationale of how an
organization creates,
delivers and captures
value.”
Business Model Canvas
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21. Customer Segment
Whose problem are we solving?
Who are we creating value for?
Customer User Influencer
Group/Profile customers based on
• Common needs and problems
• Common behavior
• Demographic (Age, Gender, etc)
• Common attributes (Social, Economical,
Geo, Education, occupation)
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23. Value Proposition
“People don’t like to be sold, but they love to buy” – Jeffrey Gitomer
What value do
we deliver to
our customer?
What
alternatives
customer has?
Why us over
competition?
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25. Delivery Channel
How efficiently we deliver our Value Proposition
to our Customer Segment?
Touchpoints Direct/Indirect
Add Value, Handle
Complexity, Move
Volume
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26. DirectIndirect
Channel Types
• In person
• Phone
• Own Store
• Mobile/Web
• Distributors, Dealers,
Agents
• Franchise, Retailers
• Affiliates
• OEM
• Platform (App stores)
1
2
3
4
5
Awareness
Evaluate
Purchase
Delivery
After sales
Delivery Channel
How do we help customer in her journey from Awareness to After sales
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29. Customer Relationship
In person Self service Phone/Remote
Communities Automated …
• CAC – Customer Acquisition Cost
• LTV – Life Time Value
• Churn Rate : Customer dropping rate
• LTV = [(Revenue – Support Cost)/Retention Period ]– Acquisition Cost
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30. Revenue Stream
“Price is driven by the Value
and not by the Cost”
How do you make money?
How frequently?
How long?
Revenue Model Pricing Alternatives
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31. Revenue Streams
Asset sale Subscription
Usage fee
Rent/Lease
Licensing (IP) Brokerage Advertising
Freemium Commission …
Fixed: List price, Value price, Volume price, Sp price
Dynamic: Realtime, Yield, Auction
One time Per Interval Sp. Pricing Packaged
ModelPrice
Frequency
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32. Key Resources
What are the Most
important assets required to
make business model work?
Goal is to identify indispensible assets
Human
Physical
Financial Intellectual
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33. Key Resources
Physical
Financial
Land, Factory, Machines, Office, etc
Initial funds, External capital, line of credit
Patents, TM, Customer list, Specific
Knowledge, Experts, contracts, etc
Skilled, qualified, advisors, etc
Intellectual
Human
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35. Key Activities
Must Should do
Market research
R&D
Sales/Marketing
Product
Development
Strategy
Planning
Fundraising
Investment
Operations
IP/Branding HR/ Recrutment Customer Dev
Outsource
Deligate
Differentactivities
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36. - Which gaps/weakness you have where partners can add value?
- Which non-core things you can outsource
Key Partners
Why What When
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37. Key Partners
Optimize
Business Model
Bring Efficiency Reduce Risk
Economy of
scale
Faster GTM Win-Win
Companies create alliances to optimize their business models, reduce
risks, or acquire resources
Strategic
alliances
Joint ventures
Suppliers
Vendors
Channel
partners
Coopetition Influencers
WhyWho
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38. Cost Structure
What are the most important costs in our business? Which key resources or
key activities are most expensive?
Model Types Unitonomics
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39. Cost Structure
Value driven Cost driven
Initial Cost
Sunk Cost
Fixed Cost Recurring Cost
Model
Variable Cost
Type
Unitonomics
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40. Left Brain Right Brain
Market Side
Emotions, Value
Product Side
Logic, efficiency
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41. • Direct sales
• e/mCommerce
• Franchise / Dealership / Distributor / Retailer
• Freemium
• Auction
• Affiliate
• Aggregation
• MLM
• Not for profit
• Ad Based
• Research / Consultancy
Types of business models
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42. We are into business of _________________
We help _<Type of customers>__ people
in / to __<Value your product/service create >___
by providing/using __<your product>
Startup Pitch
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43. We help companies
achieve productive innovation
through
Collaborative innovation platform called “Canvazify”
And strategic consultancy
We are in business of “innovation management”.
Startup Pitch
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45. Your Startup Digital toolkit
Track the evolution of your startup journey
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Canvazify.com