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56.
CreatingStart-UpSuccess 101AlexOsterwalder.com SteveBlank.com@business_design @sgblankContribution by Alan Smith @thinksmith

57.
this presentation combines two global bestsellers +BusinessModelGeneration.com StevenBlank.com/books.html

58.
So what makes for asuccessful start-up?

59.
Start with a brilliantfounder like...

60.
Mike, 34StanfordAlumnus

61.
he used to be an...

62.
ExperiencedExec

63.
All his operatingexperience built upsome...

64.
...outstandingcredentials!

65.
One day Mike has...

66.
A “killer”product idea!

67.
A “killer”product idea!he’s reallypassionate about it

68.
Mike’s experienced.He knows how to test hisidea using...

69.
...marketresearch

70.
The research looks good!Mike moves forward, andwrites a fantastic....

71.
Great!Based on the credentials,research, and plan, Mike hassecured the final piece...

72.
...VC Funding!

73.
Money in hand,Mike get’s started on

74.
...building his start-up.

75.
He makes the headlinesof every major...

76.
... and is invited to give...

77.
...keynote talks

78.
Mike and hisstart-up are on a roll!

79.
How likely is hisbusiness tosucceed?

80.
Despite the experience,research and plan...

81.
...Mikeslipped up.

82.
Let’s help Mikewith 5 things he didn’t know. 29

83.
1 No business plan survives the first customer contact.

84.
Sticking to a planningdocument works for aknown future, not for astart-up context.Plan’s fail in start-ups.

85.
2 It’s the business model, stupid.

86.
Hey Mike, your plan wasto build a company, butdid your plan include aBusiness Model?

87.
“A business model describesthe rationale of how an organizationcreates, delivers, and captures value”

88.
Here are the 9 building blocks ofa business model:

89.
CUSTOMER SEGMENTSwhich customers and users are you serving?which jobs do they really want to get done? images by JAM

90.
VALUE PROPOSITIONS what are you offering them? what is that getting done for them? do they care? images by JAM

91.
CHANNELShow does each customer segment want to be reached? through which interaction points? images by JAM

92.
CUSTOMER RELATIONSHIPSwhat relationships are you establishing with each segment? personal? automated? acquisitive? retentive? images by JAM

93.
REVENUE STREAMS what are customers really willing to pay for? how?are you generating transactional or recurring revenues? images by JAM

94.
KEY RESOURCESwhich resources underpin your b.model? which assets are essential? images by JAM

95.
KEY ACTIVITIESwhich activities do you need to perform well in your b.model? what is crucial? images by JAM

96.
KEY PARTNERSwhich partners and suppliers leverage your model? who do you need to rely on? images by JAM

97.
COST STRUCTUREwhat is the resulting cost structure?which key elements drive your costs? images by JAM

98.
key value customer activities proposition relationships key customerpartners segments cost revenuestructure key streams resources channels images by JAM

99.
“Hmm, interesting so what do I make of that?”

100.
use it as a tool to...

101.
sketch out your business model

102.
building block

103.
building block building building block blockbuilding block

104.
building block building block building block building buildingbuilding block block block building block building building block block buildin g building block building block block

105.
This tool is called theBusiness Model Canvas(download with instructions atwww.businessmodelgeneration.com/downloads)

106.
3 Take time to think through alternative possibilities.

107.
the same technology, product, or servicecan have numerous business models

108.
try sketching out alternativebusiness models by askingyourself...

109.
transactional vs. product vs. service scale vs. scoperecurring revenues blue ocean vs. redniche market vs. ocean direct sales vs.mass market indirect sales personal vs.capital expenditure vs. automated open vs. closedpartnership disruptive vs. difficult questions human intensive vs. incrementalacquisition vs. retention system intensive tailor-made vs. mass physical vs. virtual productionone customer segmentvs. another copyright vs. copyleft fixed vs. variablepaid vs. free costsdistributed vs. in-sourcing vs. out- advertising vs.centralized sourcing sales

110.
only make a first choice after prototypingand thinking through several models...

111.
OK. You’ve got your model,but you’re not done yet...

112.
4 Your business model idea is just a set of hypotheses.

113.
a business model might look great onpaper... building block building buildin block g block building block block building block ... but be buildin block g building building block honest that it’s block buildin block g building build block blocing k buildin block g

114.
... just a set of hypotheses guess guess guess guess guessguess guess guess guess guess guess guess

115.
...so you need to get out of thebuilding and...

116.
test each hypothesis(e.g. with customers)

117.
this business model testing process iscalled Customer Developmentcustomer customer customer companydiscovery validation creation building pivot

118.
two different phases...

119.
searchcustomer customer customer companydiscovery validation creation building pivot execution

120.
and it starts with...

121.
... verifyingeveryhypothesis customer customer customer company discovery validation creation building pivot

122.
test your hypotheses product market type competition

123.
test your hypotheses problem customer user payer

124.
test your hypotheses channel

125.
test your hypotheses demand creation problem channel product customer(customer) market type user(problem) competition channel payer validate business pricing model model

126.
to accomplish this you will need a specialand agile ...

127.
customerdevelopmentteam

128.
A team that ...

129.
... gets out of thebuilding!

130.
... to test and adapt your model agile business model demand adaptation creation problem channel product customer(customer) market type user (problem) competition payer customer development channel team validate business pricing model model

131.
you need to adapt thebusiness model untilyou can prove it workscustomer customer customer companydiscovery validation creation building pivot

132.
“How do I provea businessmodel works?”

133.
One example of “proving” isconcluding the ...

134.
... sales of a “minimum viablefeature set”

135.
This adaptation process is called ...

136.
the pivotcustomer customer customer companydiscovery validation creation building pivot (repeat * until proven)

137.
so do you have any “factual” proof?

138.
Congratulations!

139.
You finished the searchprocess!

140.
So don’t ever forget ...

141.
5 Don’t build your company, until you’ve verified your Business Model

142.
or you’ll risk ...

143.
Burning your cash whilesearching for a workingbusiness model

144.
execution is not search

145.
execution follows search

146.
Build when you’ve foundyour model

147.
only then execute:

148.
scale your marketingcustomer customer customer companydiscovery validation creation building pivot execution

149.
and build your org structurescustomer customer customer companydiscovery validation creation building pivot execution

150.
1 No business plan survives the first customer contact.2 It’s the business model, stupid.3 Take time to think through alternative possibilities4 Your business model idea is just a set of hypotheses.5 Don’t build your company, until you’ve verified your Business Model

151.
you can read more about business models and thecustomer development process here: +BusinessModelGeneration.com StevenBlank.com/books.html

152.
GoodLuck!BusinessModelGeneration.com StevenBlank.com/books.htmlAlexOsterwalder.com SteveBlank.com@business_design @sgblankContribution by Alan Smith @thinksmith