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Day one accelerator kickoff days

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Material presented at the DayOne Accelerator kickoff days.
This includes introductions to working as a team, business model and value proposition canvases and how to test your hypothesis and become a learning organisation.
The material is of course not complete without the accompanying discussion. It builds upon material from Strategyzer.com and leanstack who of course retain their original copyright.
More info on the program at https://www.dayone.swiss/dayone/dayone-accelerator.html

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Day one accelerator kickoff days

  1. 1. 3 What are three things about Switzerland that you know?
  2. 2. Backstories
  3. 3. 5
  4. 4. 6
  5. 5. ● ● ● ● ● ● 7
  6. 6. ● ● ○ ○ ○ ○ 8
  7. 7. 9
  8. 8. 10
  9. 9. Saskia Cecchi Rahel Schneider Daniel Meier Gabriel Schweizer
  10. 10. 13
  11. 11. 15
  12. 12. 16
  13. 13. DayOne mission
  14. 14. 19
  15. 15. DayOne vs traditional accelerator …
  16. 16. Value Proposition Canvas Business Model Canvas
  17. 17. DayOne Accelerator Activities Overview • • • •
  18. 18. Mentoring - Business coach, Domain experts & advisors
  19. 19. Some more dates
  20. 20. Program details to be open and shared Regular updates Opportunity to share your experience Engage community
  21. 21. ➢ ➢ ➢ ➢ ➢ ➢
  22. 22. STAGE 1 business idea & strategy STAGE 2 market & revenue STAGE 3 operations & financing RAW IDEA SOLID CASE ready to pitch in front of investors Building solid business cases with expert advice
  23. 23. New Venture Assessment Answer high level strategic questions to fill information gaps in your business case
  24. 24. New Venture Assessment Examplary expert for overall business case assessment • PhD in Biochemsitry from MPI for Biochemsitry / TU Munich • Master in Business Administration from Wirtschaftsfachschule Zurich • 10 years experience as CEO/CFO in life sciences startups • 6 years Head of/ Partner at Venture Capital Firms • 2013 Startup Coach with KTI/CTI • 2014 started own consultancy firm Marsa Corporate Finance GmbH • since 2018 Accredited Startup Coach with Innosuisse
  25. 25. New Venture Assessment Experts Areas of support: Regulatory Affairs, Public Affairs, Medical Affairs, Legal & Compliance, Pharmacovigilance, Quality Assurance, Market Access and Commercialization • Master in Biology and Master in Business Administration from Vienna • Global regulatory positions at Sanochemia, Baxter, Roche, Kuros • Adjunct instructor regulatory affairs at George Washington University • CEO at SFL Regulatory Affairs & Scientific Communication Ltd.
  26. 26. New Venture Assessment Experts Areas of support: patent strategy with countries, cost and time schedule • Diploma in Physics from University of Karlsruhe • German & European Patent & Trademark Attorney since 1997 • With Vossius & Partner since 2014 (attained Swiss approval) • Expert in computer soft- & hardware, processor design, medtech • Consulted a large number of startups and SMEs
  27. 27. UNDERSTANDING THE CUSTOMERS INTRO TO CUSTOMER’S PROFILE AND VALUE MAP
  28. 28. observedesign
  29. 29. “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!” - Theodore Levitt
  30. 30. JOBS TO BE DONE CUSTOMER’S PROFILE WHAT CUSTOMERS ARE TRYING TO GET DONE IN THEIR WORK AND IN THEIR LIVES? Customer Jobs • FUNCTIONAL • SOCIAL • EMOTIONAL
  31. 31. PAINS CUSTOMER’S PROFILE BAD OUTCOMES, RISKS AND OBSTACLES RELATED TO CUSTOMER JOBS Customer Pains • UNDESIRED OUTCOMES • OBSTACLES • RISKS
  32. 32. GAINS CUSTOMER’S PROFILE OUTCOMES CUSTOMERS WANTS TO ACHIEVE OR THE CONCRETE BENEFITS THEY ARE SEEKING Customer Gains • DESIRED • UNEXPECTED
  33. 33. • • • • • ●
  34. 34. observedesign
  35. 35. 56 Value Map – Value Proposition Product and services A list of all the Products and Services a value proposition is built around.
  36. 36. 57 Value Map – Pain Relievers They describe how the products and services alleviate customer pains. Pain Relievers
  37. 37. 58 Value Map – Gain Creators They describe how the products and services create customer gains. Gain Creators
  38. 38. Value Proposition Canvas 59 ? FIT ?Fit is achieved when Value Map meets Customer Profile
  39. 39. • • • • ●
  40. 40.
  41. 41. What are the pillars of Google’s Business Model?
  42. 42. What are the Pillars of Google’s Business Model?
  43. 43. Business Model Users globally Advertisers Automated Automated 0.- Keyword auctionIT Bandwidth Google.com Adwords Find information Large audience Telecom infrastructure (pipes) IT infrastructure IP (algorithms) User base Software development Network development
  44. 44. CUSTOMER SEGMENTS The Customer Segments building block defines the different groups of people or organizations an enterprise aims to reach and serve
  45. 45. VALUE PROPO-SITIONS CUSTOMER SEGMENTS The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment
  46. 46. VALUE PROPO-SITIONS CUSTOMER SEGMENTS CHANNELS The Channels Building Block describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition
  47. 47. CUSTOMER SEGMENTS CHANNELS VALUE PROPO SITIONS CUSTOMER RELATIONSHIPS The Customer Relationships Building Block describes the types of relationships a company establishes with specific Customer Segments
  48. 48. • •
  49. 49. CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY ACTIVITIES REVENUE STREAMS The Key Activities Building Block describes the most important things a company must do to make its business model work
  50. 50. CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIES REVENUE STREAMS The Key Resources Building Block describes the most important assets required to make a business model work
  51. 51. CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIESKEY PARTNER- SHIPS The Key Partnerships Building Block describes the network of suppliers and partners that make the business model work
  52. 52. • •
  53. 53. CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIESKEY PARTNER- SHIPS REVENUE STREAMS
  54. 54. COST STRUCTURE CUSTOMER SEGMENTS CHANNELS VALUE PROPO-SITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIESKEY PARTNER-SHIPS REVENUE STREAMS The Cost Structure describes all costs incurred to operate a business model
  55. 55. • •
  56. 56. ● ●
  57. 57. ● ● ● ●
  58. 58. ● ● ○ ○ ○ ○ ○
  59. 59. ● ● ● ●
  60. 60. • • • • • • • • • • • • • • • • • •
  61. 61. • •
  62. 62. Hypothesis Hypothesis Hypothesis Hypothesis HypothesisHypothesis Hypothesis Hypothesis Hypothesis Hypothesis
  63. 63. Hypothesis Hypothesis Hypothesis Hypothesis HypothesisHypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis
  64. 64. Hypothesis Hypothesis Hypothesis Hypothesis HypothesisHypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis
  65. 65. 109 COST STRUCTURE CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIESKEY PARTNERSHIPS REVENUE STREAMS DESIRABILITY (Human) FEASIBILITY (TECHNICAL) VIABILITY (FINANCE)
  66. 66. Cost structure 110 COST STRUCTURE CUSTOMER SEGMENTS CHANNELS VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES KEY ACTIVITIESKEY PARTNERSHIPS REVENUE STREAMS
  67. 67. • • •
  68. 68. 112 “In Leanstartup, everything a startup does is an experiment designed to achieve validated learning” Eric Ries, Lean Startup
  69. 69. 113
  70. 70. Rule # 1 Test in the quickest and cheapest way
  71. 71. Rule # 2 What people say and do are two different things
  72. 72. Example tests - Desirability, Viability, Feasibility • • • •
  73. 73. • •
  74. 74. Jan Feb March April May June POST IT COLOR CODED PER ACTIVITY TYPE : EXPERIMENT, MEETINGS AND CONFERENCES, VISITS…
  75. 75. ➢ ➢ ➢ ➢ ➢ ➢ ○ ➢ ➢
  76. 76. ➢ ➢ ➢ ➢ ➢ ➢

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