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Opportunity Recognition
Fábio Póvoa
Fábio Póvoa
So you (think you) are/wannabe 
an… 
… 
entrepreneur 
?
Possible “answers” 
 Rich 
 No bosses 
 Famous 
 All of the above
Money ?
Hate your boss 
? 
Wonder how 
it’d be with a 
Customer ?
Customers are not 
God. 
God 
forgives.
Famous ?
Solve a problem, a pain 
Enjoy the ride 
Impact, meaninfullness 
“There’s gotta be a better way” 
Trends, technologie...
 “There’s gotta be a better way” 
 Impact, meaningfulness 
 Self-growth 
 Risk x reward attitude 
 “Carpe diem”
Can entrepreneurship be 
taught ? 
Wrong question and mindset.
Entrepreneurship is so 
f*** hard that it shall 
be... 
… learned !!
What is a 
startup ?
Startups are not 
smaller versions 
of large 
companies.
A startup is a temporary organization 
designed to search for a repeatable, 
scalable and profitable business 
model.
Lean Canvas
EXPERIENTIAL LEARNING
How to spot opportunities ?
Find a problem, for a customer 
segment, that you can solve, for 
which they will pay, on a large 
enough market.
Find a problem …
A … 
1) Problem 
2) Need 
3) 
Frustration 
is the 
foundation 
for every 
opportunity
Customers 
don’t buy what 
you sell. 
They 
purchase 
solutions to 
their 
problems.
And needs 
change all the 
time ! 
 Niche 
 Technology 
 Data 
 Connectivity 
 R&D
Take a car for instance. 
What are the need/frustr/problems 
underlying that opportunity ? 
 Moving from A to B 
 Stuff ...
555157843_b74db1b6e7_ 
o.jpg
Again, find a 
… 
1) Problem 
2) Need 
3) 
Frustration
Find a problem , for 
a customer 
segment…
A problem … is on the eyes of the 
beholder !
Don’t try to be all things to everyone ! 
Find your early 
adopters !
Scratch 
your own 
itch !
Key profile details 
 Demographics (age, sex, income, marital status, 
geo, etc) 
 Background (work, education) 
 Pains...
The day-to-day 
problem 
for those 
who have 
diabetes ?
• Empathy is… 
• Badge of honor: 
- being kicked off
Startup’s greatest 
risks: 
• technology ? 
• competition ?
Being 
ignored.
Find your early 
adopters !
Find a problem , for 
a customer 
segment, that you 
can solve…
It is NOT rocket 
science ! 
Most opps do NOT 
demand high tech, 
R&D-based solutions!
A “solution” starts with a 
simple app &/or website
… for which there are templates
… and plenty of service mktplaces …
… and plenty of service mktplaces …
… and plenty of service mktplaces …
… and plenty of service mktplaces …
… but you should always have a well-balanced 
team. (a co-founder to start!)
Find a problem, for a customer 
segment, that you can solve, for 
which they will pay…
Understand the importance of a 
business model ! 
In particular, revenue streams!
RS examples 
 Asset sale 
 Usage fee (proportional to 
usage of service) 
 Subscription (continuous 
access) 
 Renting...
RS examples (cont.) 
 Licensing (IP) 
 Intermediation fee (mktplaces) 
 Advertising (brands in front of 
people)
Time 
(attention) 
and info is 
a new 
form of 
currency !
Find a problem, for a customer 
segment, that you can solve, for 
which they will pay, on a large 
enough market.
How big is this 
opportunity ? 
Why do this matter ?
New venture payoff 
> ? 
toil, $weat, tear$
How # 
reachable 
through 
my sales 
channel? 
How big is 
the 
universe ? 
Who will 
be my 
most likely 
buyers ?
A mobile app 
example
English 
speaking 
iPhone 
owners 
Smartphon 
e owners 
worldwide 
Active Apple 
store customers 
who are 
interested
Served 
Available 
Market 
Total 
Available 
Market 
Serviceable 
Obtainable 
Market 
(aka Target Marget)
Top down: 
• Industry analysts 
• Mkt research 
• Competitor press 
releases 
• University labs 
• Investors & customer 
B...
Bottoms up: 
Usually more realistic 
for startups 
Map out your key 
metrics / drivers. 
Usually a mix of: 
4 levels of ke...
Validate: your numbers 
should be believable 
• Have others grown 
as fast ? 
• Will this startup 
perform similarly ? 
• ...
Find a problem, for a customer segment, that 
you can solve, for which they will pay, on a large 
enough market. 
Do it be...
fabio@povoa.com
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
Opportunity Recognition
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Opportunity Recognition

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How to turn ideas, problems, needs, frustration into opportunity for high growth tech startups.

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Opportunity Recognition

  1. 1. Opportunity Recognition
  2. 2. Fábio Póvoa
  3. 3. Fábio Póvoa
  4. 4. So you (think you) are/wannabe an… … entrepreneur ?
  5. 5. Possible “answers”  Rich  No bosses  Famous  All of the above
  6. 6. Money ?
  7. 7. Hate your boss ? Wonder how it’d be with a Customer ?
  8. 8. Customers are not God. God forgives.
  9. 9. Famous ?
  10. 10. Solve a problem, a pain Enjoy the ride Impact, meaninfullness “There’s gotta be a better way” Trends, technologies, changes Your skills + innovation + an unmet mkt need
  11. 11.  “There’s gotta be a better way”  Impact, meaningfulness  Self-growth  Risk x reward attitude  “Carpe diem”
  12. 12. Can entrepreneurship be taught ? Wrong question and mindset.
  13. 13. Entrepreneurship is so f*** hard that it shall be... … learned !!
  14. 14. What is a startup ?
  15. 15. Startups are not smaller versions of large companies.
  16. 16. A startup is a temporary organization designed to search for a repeatable, scalable and profitable business model.
  17. 17. Lean Canvas
  18. 18. EXPERIENTIAL LEARNING
  19. 19. How to spot opportunities ?
  20. 20. Find a problem, for a customer segment, that you can solve, for which they will pay, on a large enough market.
  21. 21. Find a problem …
  22. 22. A … 1) Problem 2) Need 3) Frustration is the foundation for every opportunity
  23. 23. Customers don’t buy what you sell. They purchase solutions to their problems.
  24. 24. And needs change all the time !  Niche  Technology  Data  Connectivity  R&D
  25. 25. Take a car for instance. What are the need/frustr/problems underlying that opportunity ?  Moving from A to B  Stuff  People
  26. 26. 555157843_b74db1b6e7_ o.jpg
  27. 27. Again, find a … 1) Problem 2) Need 3) Frustration
  28. 28. Find a problem , for a customer segment…
  29. 29. A problem … is on the eyes of the beholder !
  30. 30. Don’t try to be all things to everyone ! Find your early adopters !
  31. 31. Scratch your own itch !
  32. 32. Key profile details  Demographics (age, sex, income, marital status, geo, etc)  Background (work, education)  Pains & gains | Roles & challenges  Media consumption / places most likely to find info  Influencers  Role in purchase process  users / payers / regulators  Other key info for YOUR CS profile  Tech awareness  ??
  33. 33. The day-to-day problem for those who have diabetes ?
  34. 34. • Empathy is… • Badge of honor: - being kicked off
  35. 35. Startup’s greatest risks: • technology ? • competition ?
  36. 36. Being ignored.
  37. 37. Find your early adopters !
  38. 38. Find a problem , for a customer segment, that you can solve…
  39. 39. It is NOT rocket science ! Most opps do NOT demand high tech, R&D-based solutions!
  40. 40. A “solution” starts with a simple app &/or website
  41. 41. … for which there are templates
  42. 42. … and plenty of service mktplaces …
  43. 43. … and plenty of service mktplaces …
  44. 44. … and plenty of service mktplaces …
  45. 45. … and plenty of service mktplaces …
  46. 46. … but you should always have a well-balanced team. (a co-founder to start!)
  47. 47. Find a problem, for a customer segment, that you can solve, for which they will pay…
  48. 48. Understand the importance of a business model ! In particular, revenue streams!
  49. 49. RS examples  Asset sale  Usage fee (proportional to usage of service)  Subscription (continuous access)  Renting (temp access)
  50. 50. RS examples (cont.)  Licensing (IP)  Intermediation fee (mktplaces)  Advertising (brands in front of people)
  51. 51. Time (attention) and info is a new form of currency !
  52. 52. Find a problem, for a customer segment, that you can solve, for which they will pay, on a large enough market.
  53. 53. How big is this opportunity ? Why do this matter ?
  54. 54. New venture payoff > ? toil, $weat, tear$
  55. 55. How # reachable through my sales channel? How big is the universe ? Who will be my most likely buyers ?
  56. 56. A mobile app example
  57. 57. English speaking iPhone owners Smartphon e owners worldwide Active Apple store customers who are interested
  58. 58. Served Available Market Total Available Market Serviceable Obtainable Market (aka Target Marget)
  59. 59. Top down: • Industry analysts • Mkt research • Competitor press releases • University labs • Investors & customer Beware: mkt research firms are great at predicting infos the past. (If they were good at predicting the future, they’d be running hedge funds)
  60. 60. Bottoms up: Usually more realistic for startups Map out your key metrics / drivers. Usually a mix of: 4 levels of key metrics: 1. eyeballs, page views, downloads, referrals, hours, etc 2. Gain / conversion / churn metrics 3. Transaction recurrence
  61. 61. Validate: your numbers should be believable • Have others grown as fast ? • Will this startup perform similarly ? • Do a top down sizing : are you bigger than the mkt ? Are you f***ing growing faster than F did ?
  62. 62. Find a problem, for a customer segment, that you can solve, for which they will pay, on a large enough market. Do it better than current alternatives, grow revenues faster than expenses, and try to avoid regulation.
  63. 63. fabio@povoa.com

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