1.
Startup Science ②
"Making a successful startup is an Art.
Making a startup that doesn’t fail is a Science.”
Created by
Masa Tadokoro

2.
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project

3.
Which one is the most important
factor when you start a startup?
TimingTeam
IdeaBusiness
Model
Money
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

4.
Copyright 2017 Masayuki Tadokoro All rights reserved
Timing is the biggest key factor
for success
http://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startups_succeed#t-216631

5.
Why Now ?
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved

6.
Whether a startup will be a
success or not depends on
five factors; idea, product,
team, execution and timing.
-Sam Altman,
Y-combinator President
Copyright 2017 Masayuki Tadokoro All rights reserved

7.
Why do you want to do that
start-up now?
Why not two year from now?
Why not two years ago?
- Michael Moritz ,
Sequoia Capital
Copyright 2017 Masayuki Tadokoro All rights reserved

8.
Your target market keeps evolving;
the industry ecosystem keeps
getting more efficient. You can
achieve more and more with less
resources
-Naval Ravikant,
Angelist Founder
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=2htl-O1oDcI

9.
Question
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Do you have any Service/Product that
was unsuccessful in the market for the
reason that it was launched too early or
too late?

10.
Copyright 2017 Masayuki Tadokoro All rights reserved
Dogeball.com
Location-Based Service with a flip phone

11.
Copyright 2017 Masayuki Tadokoro All rights reserved
Timing was too Early
(Market was not matured enough –
There weren’t enough users
leveraging thisservice)
http://internet.watch.impress.co.jp/cda/news/2005/05/13/7581.html
Dogeball.com
Location-Based Service with a flip phone

12.
What is the history of the product/market,
you are tapping into?
Where is the market heading to?
What are the recent key trends or
technical break-throughs by which
a solution to the issue was realized?
Copyright 2017 Masayuki Tadokoro All rights reserved

13.
0 25 50 75 100 125
52%
18%
Computer related start-ups
% of IPO of
1983-founded
% of IPO of
1985-founded
Copyright 2017 Masayuki Tadokoro All rights reserved
Mere two years difference made
a 3X difference in success

14.
Why did Airbnb succeed?
Why was it the right timing?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

15.
After the financial crisis
in 2008, many people who
couldn't pay rent or loans,
started posting on Airbnb
Copyright 2017 Masayuki Tadokoro All rights reserved

16.
The growth curve of Airbnb
Copyright 2017 Masayuki Tadokoro All rights reserved
Financial
Crisis

17.
Copyright 2017 Masayuki Tadokoro All rights reserved
Facebook started
functioning
as authentication infra
structure

18.
Market capital of Uber;
60 billion as of 2016;
It’s been only 6 years since
they were founded
What were the timing factors？
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Uber market
capitalization
was higher
than Nissan’s

19.
Copyright 2017 Masayuki Tadokoro All rights reserved
Right
Timing!
http://heidicohen.com/67-mobile-facts-from-2013-research-charts/

20.
Sharing economy started taking off
（Sharing started becoming ‘cool’ among consumers)
Copyright 2017 Masayuki Tadokoro All rights reserved

21.
Assuming future
road map

22.
You need an ability
to read the trends
and figure out what
will come the next.
- Katsuaki Sato
CEO, Metaps

23.
Live in the future and
build something missed
In the present moment.
- Paul Buchheit
Copyright 2017 Masayuki Tadokoro All rights reserved

24.
- Larry Page
Founder of Google
”What we are creating
is not a search engine
but an Artificial Intelligence”
(Interview in 2002）
Copyright 2017 Masayuki Tadokoro All rights reserved
http://bigdata-madesimple.com/12-famous-quotes-on-artificial-intelligence-by-google-founders/

25.
The automobile Industry is rapidly changing.
We need to reform our business model and
transform our core competency from
‘Automobile’ to ‘Mobility’.”
- Mark Fields
CEO of Ford Motor inc.
Copyright 2017 Masayuki Tadokoro All rights reserved
http://www.forbes.com/sites/dougnewcomb/2015/12/20/ceo-mark-fields-on-fords-shift-from-sheet-metal-to-software-and-mobility/#65694042435a

26.
Can you find signs that will impact
how the world
will look like in 2025?

27.
Economics
What are
rule changers?
Affects the Value
Chain
Affects Demand
Structure
Regulation,
Legislation, Politics
Economical trend
Trend on how people
Spend money
Demographic Change
How Culture/Fashion/
Preference have shifted
PEST Analysis
Politics
Advance of Technological
Innovation？
How Tech giants like
Amazon, Google, Apple are
moving along
Change the Stage of
Competition
Technology
Society
Copyright 2017 Masayuki Tadokoro All rights reserved

28.
Politics:
What kinds of demand/need will be
generated due to Deregulation/regulation
going forward?
Copyright 2017 Masayuki Tadokoro All rights reserved

29.
Copyright 2017 Masayuki Tadokoro All rights reserved
http://airstair.jp/minpaku-free/

30.
Regulated Industries have
more untapped potential market.
The company which offers better products or
good UX with a ‘customer first’ perspective will
win when regulation loosen
Copyright 2017 Masayuki Tadokoro All rights reserved

31.
Focus on
Technology Trends
Copyright 2017 Masayuki Tadokoro All rights reserved

32.
Exercise
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Do you think there is any technology that
brings change to people’s needs and
life?

33.
Technological Innovation
that will happen in 3 to 5 years
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved

34.
The area where
bubble state ends
and survival battle
among players
occurs: players will
drop out unless
they create superior
products satisfying customers
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved

35.
Surviving players chase
mass users to acquire
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved

36.
VHS DVD Down
load
Streaming ??
80s~
90s
90s~
2000s
10s~
2015
2015~ 2020~
known of known
known of
unknown
unknown of
unknown
?
What will happen in the
world in
5 to 10 yrs？
Copyright 2017 Masayuki Tadokoro All rights reserved

37.
VHS DVD Down
load
Streaming
80s
~90s
90s
~2000s
2010~
2015
2015~ 2020~
known of known
known of
unknown
unknown of
unknown
VR live
Streaming?
What will happen in the
world in
5 to 10 yrs?
Copyright 2017 Masayuki Tadokoro All rights reserved

38.
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved

39.
Is VR. eating the world?
Is A.I. eating the world?
Is message service eating the world?
Are mobile apps eating the world?
Is software eating the world?
Copyright 2017 Masayuki Tadokoro All rights reserved

40.
Are mobile apps eating the world?
Terminated by One-
stop http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved

41.
Is message service eating the world?
Copyright 2017 Masayuki Tadokoro All rights reserved

42.
New Innovation Curb
Trial
Customers
Burst
Majority
Focus on UX/Tech
features capturing
Trial customers
who are sensible
to Tech
Copyright 2017 Masayuki Tadokoro All rights reserved
Late
Majority
Laggard

43.
Pay Attention to Tech Giants'
Movements
Copyright 2017 Masayuki Tadokoro All rights reserved

44.
Pay Attention to Tech Giants'
Product Launches
https://madeby.google.com/home/
Copyright 2017 Masayuki Tadokoro All rights reserved

45.
Pay Attention to Tech Giants'
Product Launches
Copyright 2017 Masayuki Tadokoro All rights reserved

46.
Pay Attention to Tech Giants’
Road Map to Future
Copyright 2017 Masayuki Tadokoro All rights reserved

47.
https://www.youtube.com/watch?v=vzhHCcR6hic
Copyright 2017 Masayuki Tadokoro All rights reserved

48.
Pay Attention to Tech Giants’ M&A
Trends
Copyright 2017 Masayuki Tadokoro All rights reserved
http://news.microsoft.com/ja-jp/2016/06/14/160614-microsoft-linkedin/#sm.0001vqgu7sr5kctnuo810j6uvg2vb

49.
Society:
How demographic and preference
Change will occur from now on?
Copyright 2017 Masayuki Tadokoro All rights reserved

50.
Considering the future demographic transition,
in which area demand
is less than supply?
Copyright 2017 Masayuki Tadokoro All rights reserved

51.
Demand & Supply Gap in Japanese Nursing Staff Market
Shortage of nursing staff =
Business Opportunity!
http://www.mhlw.go.jp/file/05-Shingikai-12201000-Shakaiengokyokushougaihokenfukushibu-Kikakuka/0000047617.pdf
Copyright 2017 Masayuki Tadokoro All rights reserved

52.
Shortage of IT Staff =
Business Opportunity!
http://www.meti.go.jp/press/2016/06/20160610002/20160610002.html
Copyright 2017 Masayuki Tadokoro All rights reserved
Demand & Supply Gap in Japanese IT related Engineer Market

53.
Transition of expectation for Service/Product/US when
Generation Z becomes the major stream from Millenials
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved

54.
Channels delivering products are hugely
different, generation by generation
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved

55.
Aiming at the Innovator’s Dilemma
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

56.
破壊的イノベーション
What is a sustainable innovation?
・Sustainable Innovation takes place based
on an incumbent business model.
・Improving a product without a drastic change
・Important not to be disliked by existing customers
Copyright 2017 Masayuki Tadokoro All rights reserved

57.
Offering services/products made more
efficient by actualized business model for
existing customers’ acualized needs will be
the focus
Focus on sustainable innovation.
Copyright 2017 Masayuki Tadokoro All rights reserved

58.
A race to improve existing products
occurs while using resources.
Existing customers will demand
products & services
which are of higher quality with more
functionality and higher service levels at
cheaper prices.
Copyright 2017 Masayuki Tadokoro All rights reserved

59.
Today, Apple
reinvents the telephone.
- Steve Jobs
2007. 1. 9
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=9hUIxyE2Ns8

60.
Disruptive Innovation
・Disrupting incumbent business models
・Generating a whole new value
・Brought by disruptive technology
・Creating new markets
Copyright 2017 Masayuki Tadokoro All rights reserved

61.
Exercise
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
What is a good example of disruptive
innovation?

62.
Copyright 2017 Masayuki Tadokoro All rights reserved
Overconfident:
”We can crush them
anytime we want to”
Nosedive：
”OMG, our market share
is nosediving”
Too late:
WTF, there is no way
to recover
Withdraw:
Let’s withdraw

63.
Black
Berry
How Blackberry declined
Copyright 2017 Masayuki Tadokoro All rights reserved
①One of Blackberry directors
“iPhone is not safe,
it has poor battery life and
nobody likes touch keyboards”
③ WTF, we cannot
catch up
④ How can
we withdraw?
② OMG, this is
way ahead of us

64.
iPhone3
launches
Blackberry
is dominant
iOS takes more
market share
Blackberry
is dying..

65.
Why can’t
large corporates bring
disruptive innovation?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

66.
In most business opportunities,
large corporations have advantages,
since they have more abundant resources.
Start-ups cannot win in a competition
where an abundance of resources is an
important factor.
However, large corporations
cannot respond well to
disruptive innovation because
the organization is designed for
the existing business model.
They will eventually lose market share
Copyright 2017 Masayuki Tadokoro All rights reserved

67.
A start-up can beat large corporations
since large corporates are
"too rational" and "too streamlined"
Copyright 2017 Masayuki Tadokoro All rights reserved

68.
In large corporations,
departments with different functions are
organized not to bother each other.

69.
Copyright 2017 Masayuki Tadokoro All rights reserved
In large corporations,
there are some cases
where the innovation department is
not allowed to talk to customers directly.
They are often not allowed to
allocate a budget without
the approval of the finance department.

70.
Can you create precise five-
year financial projections to
get approval for your project
budget?
- Executive of
large corporate

71.
- Executive of
large corporate
Executing the project as
planned becomes goal
Can you create precise five-
year financial projections to
get approval for your project
budget?

72.
Apoorva, the founder of Instacart,
proposed the Instacart model to
Amazon management.
It was turned down since
the model was contradictory to what
Amazon had been hugely investing in.
i.e. warehouses and logistics
Copyright 2017 Masayuki Tadokoro All rights reserved

73.
Deliver goods
with good logistics
Looks like bad idea
but is a good idea
Hire someone
for grocery
shopping
Good Idea to
everyone
Looks bad,
but is actually
a good one
(Secret the founder knows)
Why Instacart idea was not
approved by Amazon

74.
“Disruptive innovation functions” should
be the focus when you create a start-up
organization
Copyright 2017 Masayuki Tadokoro All rights reserved

75.
Start-up founders can build the product
while they are directly talking to customers
An unfair advantage of start-up
Copyright 2017 Masayuki Tadokoro All rights reserved

76.
Joe Gebbia, Airbnb co-founder, was
engaging in customer support all day
Copyright 2017 Masayuki Tadokoro All rights reserved

77.
Brian Chesky, co-founder of Airbnb,
went to customers' places. He talked to
homeowners/landlords one-by-one and took
room photos to promote Airbnb transactions
Copyright 2017 Masayuki Tadokoro All rights reserved

78.
In a startup,
you don’t separate
your organization with function
The biggest unfair
advantage for startup

79.
Customer
Community
Firm
Be a part of customer community
Customers
Founders
penetrate into
customer
community
Copyright 2017 Masayuki Tadokoro All rights reserved
Developer
Person in
Charge

80.
You should know a secret
other people don’t know.
- Peter Theil
from “Zero to One”
Copyright 2017 Masayuki Tadokoro All rights reserved

81.
Customer insight unknown by
others
Copyright 2017 Masayuki Tadokoro All rights reserved
Facts unknown by others

82.
Know The “Formulae” of
Business Models
Copyright 2017 Masayuki Tadokoro All rights reserved

83.
New
Combination
9 Startup Ideation Framework
Dis-
Intermediation
Unbundle of
Bundled
Defragment
of fragmented
Under utilized
Resources
New
perspective
ArbitrageTime machine
As-a-Service

84.
Dis-intermediation
Before Uber, taxi drivers were unable to drive their own cars
and they were required to pay a fee to licensing taxi association
to become certified taxi drivers.
Uber diminished the intermediating process that taxi drivers had
to go though, i.e. paying the fee and getting registered license.
Anyone can become an Uber driver with their own car with a
fraction of the fee and time
Copyright 2017 Masayuki Tadokoro All rights reserved

85.
Taxi
Driver
Intermediating
Processes
Unhappy Users
（Taxis you can not catch,
unfriendly drivers）
The Incumbent Taxi Business
Copyright 2017 Masayuki Tadokoro All rights reserved

86.
Uber X
Driver
Better UX
Happy Users！
Copyright 2017 Masayuki Tadokoro All rights reserved
Providing a platform
which diminishes
unnecessary processes

87.
Unbundling of Bundled
To unbundle incumbent services or
products which are ineffective as too
many functions were bundled.
For example, newspapers were
unbundled into curation, media, classified
ads and ad-sense solutions.
Copyright 2017 Masayuki Tadokoro All rights reserved

88.
Article
Ads
Classified Ads
Boring content
Paid content
Newspaper
stand
Messanger
Boy
The Incumbent Newspaper
Business
Function and logistics are bundled
Unhappy Users
Copyright 2017 Masayuki Tadokoro All rights reserved

89.
Easy-to find
classified ads
Search driven
Ads
Content
targeted
for each user
Optimizing for
users by unbundling
incumbent newspaper
functions.
Happy Users！
Copyright 2017 Masayuki Tadokoro All rights reserved

90.
FinTech ＝ Unbundling

91.
Fintech startups are
unbundling bundled
services provided by
incumbent institutions,
i.e. commercial banks
https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/

92.
Fintech startups are unbundling
bundled services provided by
incumbent institutions, i.e.
commercial banks

93.
Defragment of Fragmented
Providing value by aggregating
information and functions which are
fragmented in many places
Copyright 2017 Masayuki Tadokoro All rights reserved

94.
Unhappy User
Incumbent
purchasing process
Copyright 2017 Masayuki Tadokoro All rights reserved
It is time-consuming to find the
lowest price

95.
Happy User !
Copyright 2017 Masayuki Tadokoro All rights reserved
With kakaku.com,
information was
aggregated in one place;
it is very easy to find
the cheapest price!

96.
Utilizing Under-utilized
Resources
Generating cash flow by utilizing
dormant assets & resources. Airbnb
converted unused guest rooms to cash
machines for homeowners
Copyright 2017 Masayuki Tadokoro All rights reserved

97.
No cash flow
from
unused rooms.
Unhappy User
Before AirBnB
Copyright 2017 Masayuki Tadokoro All rights reserved

98.
Happy User!
Cash flow
by renting out
unused rooms
After AirBnB
Copyright 2017 Masayuki Tadokoro All rights reserved

99.
Uber X
Drivers
Better UX
Happy Users！
Copyright 2017 Masayuki Tadokoro All rights reserved
Providing a platform
which diminishes
unnecessary
processes.
Uber drivers can sell
part of their time.

100.
New Perspective

101.
Free Yourself from Existing
Perspectives
You limit your idea when you start
thinking in existing framework or start
benchmarking with competitors
- you need to think out of the box!

102.
High
Low
機能充実 スタンプ 編集容易性 手軽さ 実名登録

103.
・Thrilling experience when you open a message.
・You can set message expiration period.

104.
High
Low
機能充実 スタンプ 編集容易性 手軽さ 実名登録 消去管理 消去管理
Copyright 2017 Masayuki Tadokoro All rights reserved
Conventional
Perspective
Snapchat has brought in a
different perspective

105.
https://techcrunch.com/video/snapchat-raises-1-8-billion-dollars-crunch-report/519622777/

106.
Arbitrage
（Bridging supply and demand of
resources）

107.
There is more demand for English learning in Japan than
supply. In the Philippines there are English teaching
resources
English students
- they can not study
anytime, anywhere
- Lesson fee is too
expensive
English teachers
- they don’t have many
opportunities
- they can’t earn money
since domestic market is
saturated
X

108.
Bridging gap between two countries
＝Arbitrage
English teachers
・They have opportunities
to teach
・Since there are much
more demand - so you can
set price if you are
evaluated highly
English student
・They can learn
anytime, anywhere -as
much as they want
・Lesson fee is
inexpensive

109.
Arbitrage
（Bridging supply and demand of
resources）

110.
There is more demand for English learning in Japan than
supply. In the Philippines there are English teaching
resources
English students
- they can not study
anytime, anywhere
- Lesson fee is too
expensive
English teachers
- they don’t have much
opportunities
- they can’t earn money
since domestic market is
saturated
X

111.
Bridging gap between two countries
＝Arbitrage
English teachers
・They have opportunities
to teach
・Since there are much
more demand - so you can
set price if you are
evaluated highly
English student
・They can learn
anytime, anywhere -as
much as they want
・Lesson fee is
inexpensive

112.
New Combination
Providing valuable services by
combining resources which were
used in difference spaces

113.
Air Closet

114.
Buying magazine
and collect info,,
Shopping around by
spending tons of
money
“Ugh, I hate
this one”
“My closet is full of
Outdated fashion.
I spent too much money”
Spent too
much on
clothes,,
My closet is
full of junk,,

115.
Your stylist
will pick up
clothe
Box will
arrive
You can
try clothes on
If you don’t
like it, pack it and
return.
You pay
6,800 yen
per month
Convenient！
Reasonable！
Stylish！

116.
Stylist
Free
Shipping
Free
Cleaning
Free
Closet
Air Closet was realized by
combining 4 difference services

117.
Quality of issue
Quality of
solution
High
HighLow
Low
高い
専門性
業界の
知識
High
quality
idea
Low
quality
idea
Crazy
Stylist X Free-shipping
X Free-cleaning
Operational
Experience
in EC
Supplier
network
Copyright 2017 Masayuki Tadokoro All rights reserved

118.
Time Machine
Bringing business model/product in
one market to different market

119.
Founded in 2011
・On-demand service for ride-share (2
wheel cars)
・Providing services in Jakarta,
Indonesia - the city with the world’s
worst traffic
Founded in 2009
・On-demand service for ride-share (4
wheel cars)
・Started in cosmopolitan areas of US
and spread to 60+ countries

120.
Register credit
card
Enter pick-up
location
Matched drivers
will
pick up
Make a payment
and evaluate
drives

121.
Enter pickup
location and
destination
Top-up your
money as pre-
paid
Matched driver
will come and
pick up
Make a payment

122.
Time machine model
（Importing business model from US）

123.
Provide services
that are not recognized
as a service until now.
Make it “As a Service"
Copyright 2017 Masayuki Tadokoro All rights reserved

124.
Product Selling
Model
Costumers benefit of
owning the solution
Costumers utilize the
solution as a service
Sell
Partially use
according to
needs
Provide the
solution as a
service
Conserve
Benefit of owning
Benefits by
owning
own and
conserve
After making it as-
a-service

125.
Whim(Finland）
Mobility as a service
http://maas.global/whim-the-worlds-first-all-inclusive-mobility-service-promises-to-change-urban-travel-forever/
Copyright 2017 Masayuki Tadokoro All rights reserved

126.
Unified various transportation providers and
supplied it as a service
Copyright 2017 Masayuki Tadokoro All rights reserved

127.
Clarifai(USA）
Deep-learning as a service
https://www.clarifai.com
Copyright 2017 Masayuki Tadokoro All rights reserved

128.
Provide Deep-learning engine as
SaaS
Copyright 2017 Masayuki Tadokoro All rights reserved

129.
Hachidori(Japan）
Chatbot as a service
https://hachidori.io
Copyright 2017 Masayuki Tadokoro All rights reserved

130.
Rate structure corresponding to Bot #,
message #, support plans
Copyright 2017 Masayuki Tadokoro All rights reserved

131.
New
Combination
9 startup ideation framework
Dis-
Intermediation
Unbundle of
Bundled
Defragment
of fragmented
Under utilized
Resources
New
perspective
ArbitrageTime machine
As-a-Service

132.
The framework is only a base

133.
Brush up your originality by finding
unknown secrets

134.
There are many unknown secrets out
there. Entrepreneurs discover them and
to create businesses based on them.
- Peter Theil
Copyright 2017 Masayuki Tadokoro All rights reserved
from “Zero to One”

135.
Calculate Total Addressable Market
TAM is short for “Total addressable market”. It
indicates the maximum market size the business
can address when all needs are met
X＝
Copyright 2017 Masayuki Tadokoro All rights reserved
100 million USD per year for TAM is
standard criteria by which VCs look at
startups and decide whether they will
invest or not.

136.
Aiming towards
large market
Other companies
also realize the
market size
The market is
getting
crowded
Startups are
at a disadvantage
due to the lack of
resources
Startup will
eventually loose
Startup should not aim
towards the market which is
already large and proven
Large corporates
have advantages
over startups
It is a competition of resources,
operation
and price of product

137.
Current
market
size
Low
High
not
existed
Market growth potential
Low High High, but
nobody knows
Matured
space
Large corporates
hugely invested
Many start-ups
get in the space
Some startups
start to get in
the space
No one
has tapped
into yet
Copyright 2017 Masayuki Tadokoro All rights reserved
Your target
！

138.
In your startup,
you don’t want to put yourself
in a full-scale war.

139.
local war
is key

140.
Amazon prepared
overwhelming selection for one specific
product - books

141.
Facebook focused on local war - they took on
one school after the other.

142.
We optimized our product
as we increased the number of
school accounts. We added
features and then went to
the next school after confirming
the feature worked well.
- Mark Zukerburg
CEO, Facebok
https://www.youtube.com/watch?v=MGsalg2f9js

143.
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project

144.
You don’t need
a detailed business plan
Copyright 2017 Masayuki Tadokoro All rights reserved

145.
AirBnBも最初は悪いアイディアに見えた
Write a Lean Canvas
Lean canvas is
a start-up frame work
invented by Ash Maurya,
author of Running lean.
You can easily visualize start-up business models パスとは、
Copyright 2017 Masayuki Tadokoro All rights reserved

146.
Would a Business Model Canvas be beneficial
？
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

147.
Business Model Canvas
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

148.
A business model canvas is for, a regular corporation or intrapreneurs.
Note that you should not focus too much on key partnerships,
the key resource for a start-up is time, customer relationships are all about
talking to customers and key activities are
about building the product and talking to customers
X
X
X
Don’t Use Business Model Canvas
X
Copyright 2017 Masayuki Tadokoro All rights reserved
Not
Important
Not
Important
Not
important
Not
Important

149.
There are three advantages in lean canvas
Agility: you can write it quickly
Simplicity: you can write important
aspects of the business in a simple manner
Mobility: you can update/share fairly easily
Ash Maurya
Author of “Running Lean”
Copyright 2017 Masayuki Tadokoro All rights reserved

150.
１ ２
３
４
５
６７
８
９
This is the order you want to write lean canvas.
Copyright 2017 Masayuki Tadokoro All rights reserved

151.
1. Issue: For target customer segment, what are the top 3 issues to
be solved
2. Customer segment: Specify users. Clarify what kind of early
adaptors that might be
3. Unique value proposition: What kind of value do you provide to
the customers?
*These three elements are most important elements in the initial
phase
１ ２３
Copyright 2017 Masayuki Tadokoro All rights reserved
How to Write a
Lean Canvas

152.
Copyright 2017 Masayuki Tadokoro All rights reserved
Early adopters will determine
your business model for Plan A

153.
The uncertainty is
whether the imagined customers’ issues are real
Copyright 2017 Masayuki Tadokoro All rights reserved

154.
To become an expert on
customer issues and
to make something
customers want.
Copyright 2017 Masayuki Tadokoro All rights reserved

155.
4. Solution: At the beginning, you haven’t verified whether the issue
really exists or not; try to think of a simple and valid solution
5. Channel: There are not so many options when it comes to channel
selection; you will have to collect users to talk to
6. Revenue model: You don't have to worry about it too much, but do
not provide the product for free, put a price tag on it.
*It will be changed after the product will be released; write it in a simple
manner
４
５
６
How to Write a
Lean Canvas
Copyright 2017 Masayuki Tadokoro All rights reserved

156.
7. Cost structure: List up the costs. How much are the total costs until
the point the product is launched?
8 Key metrics: Write the key metrics of your business success. Try to
use AARRR pirate metrics.
9. Unfair advantage: This is difficult to fill-in. It can be filled in last. Write
secret, insider information, expert network, dream team, network effect,
community and current customer.
*It will be changed after the product will be released; write it in a simple
manner
８
９
７
Copyright 2017 Masayuki Tadokoro All rights reserved
How to Write a
Lean Canvas

157.
The most precious
resource for a start-up is time.
Start-up teams who learn the most
before burning all their resources
will eventually win.
- Ash Maurya
Copyright 2017 Masayuki Tadokoro All rights reserved

158.
❓
Exercise：
Write a lean canvas for the
dating app Tinder
Copyright 2017 Masayuki Tadokoro All rights reserved

159.
You can start swiping people
shown on your screen.
if you like the person,
swipe right,
if not, swipe left
You download
and sign-up with
your Facebook account
Set up your
details to find the
person
you want to match
with.
Copyright 2017 Masayuki Tadokoro All rights reserved

160.
You can start
a chat with
the person
If it is like-like between
you and your counterpart,
you’ll get a notification
“It’s a match”
You can probably
meet him/her
in person?
Copyright 2017 Masayuki Tadokoro All rights reserved

161.
If you pay a monthly premium
for 1200 JPY or 10 USD
you can unlock the restrictions
Premium service:
You can swipe unlimited times
You can change your base location
Ads won’t be displayed
Copyright 2017 Masayuki Tadokoro All rights reserved

162.
Let’s create a lean canvas of Tinder by
splitting into 2 teams
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

163.
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
A totally unique
business model
A premium
service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
The retention rate of
premium service
Advertisement
A matching algorithm
with location/interest
User acquisition

164.
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
Totally unique
business model
Premium service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
Retention rate of
premium service
Advertisement
Matching algorithm
with location/interest
User acquisition
Why do you use
lean canvas?

165.
-Steve Blank
From Start-up owner’s manual
If you ask 10 people
to define
their business model,
there always will be
10 answers.
Copyright 2017 Masayuki Tadokoro All rights reserved

166.
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
Totally unique
business model
Premium service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
Retention rate of
premium service
Advertisement
Matching algorithm
with location/interest
User acquisition
By using lean canvas,
you can communicate
more efficiently to your team
with the same underlying
assumptions in mind

167.
The first written plan
（Plan A on Lean Canvas）
have to be continually revised

168.
Document sharing
Common understanding?

169.
Document sharing
Common understanding

170.
Common understanding
＋ Convincing
Visualizing process/thoughts/
hypothesis

171.
What is a Lean Startup?
Copyright 2017 Masayuki Tadokoro All rights reserved
With a lean startup, you build the product for a
new idea or concept quickly (build MVP) and
then iterate on a build-measure-learn cycle
based on the customer's feedback of your
product.
Your hypothesis is validated during the
iteration cycles.
By using the lean start-up method, start-up
founders will be able to find a product-market-
fit before burning up all of the resources.
Build
Ideas
Product
Mea
sure
Data
Learn

172.
Timed
learning
comes too late
with a waterfall method.
You can learn more
by releasing
product early
Copyright 2017 Masayuki Tadokoro All rights reserved

173.
Copyright 2017 Masayuki Tadokoro All rights reserved
You have to find a functioning business model
by pivoting before you burn all your resources

174.
VP of Saleはいらない
Copyright 2017 Masayuki Tadokoro All rights reserved
http://www.slideshare.net/ashmaurya

175.
Pivot is
to change strategy
without changing vision.
- Eric Ries
Lean Startup
Copyright 2017 Masayuki Tadokoro All rights reserved

176.
Copyright 2017 Masayuki Tadokoro All rights reserved
Burning through
all the resources
before finding
the right
business model.
Achieve PMF by
finding the right
business model
through pivots
before time-out.

177.
With a lean canvas, your team can
decide when and where to pivot.
You can make a decision with everyone
by having the same picture of the business model.
Team
Lean canvas of your startup
Copyright 2017 Masayuki Tadokoro All rights reserved

178.
Start-up is a game you win with
your team
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

179.
If you don't share
the same business model and
the team members are
not fully convinced by the pivot,
it may sometimes lead to
a falling out
Copyright 2017 Masayuki Tadokoro All rights reserved

180.
Key: How much did you learn
while you are running product-iteration cycles?
Copyright 2017 Masayuki Tadokoro All rights reserved

181.
Unpivotable
Pivotable
Copyright 2017 Masayuki Tadokoro All rights reserved

182.
“We do nothing but makes cooking fun”
- Cookpad’s Vision
Copyright 2017 Masayuki Tadokoro All rights reserved

183.
Make something people
want.
Paul Graham
Y Combinator, Founder
Copyright 2017 Masayuki Tadokoro All rights reserved

184.
Copyright 2017 Masayuki Tadokoro All rights reserved
Easy way
to death
Hard way
to PMF

185.
Easy way
to death
Build a product
you want to
build and then release it.
Measure vanity metrics to
justify your bias and
being reassured that
you are doing the right things.
Burning out all resources
before achieving PMF.
Copyright 2017 Masayuki Tadokoro All rights reserved
Hypothesize the customer issue
and validate it
the hard way.
Verify by directly talking to
paid customers.
Listen to
customer feedback,
especially harsh feedback,
and keep pivoting
your business model.
Achieve PMF before
burning out
all the resources
Hard way
to PMF

186.
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project

187.
The best way to come
up with a good start-up
idea is not thinking
about start-up ideas.
Paul Graham
Y Combinator, Founder
Copyright 2017 Masayuki Tadokoro All rights reserved
http://paulgraham.com/startupideas.html

188.
Good start-up ideas often
come from a side projects.
* 71% of start-up ideas are
generated when the founders were working
at their previous company
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

189.
Your current job a side project
Responsibility
Play assigned role
Focus on urgency
Constrained with
current value chain
Present
Based on current solution
Based on current practice
Fear of failure
Overhead/Fix cost
Based on curiosity
Based on play
Focus on importance
Think out of the box
No constraint from current operation
Future
Based on new solution
Think backward from “should-be”
Be bold for challenge
Flexible cost
Copyright 2017 Masayuki Tadokoro All rights reserved

190.
Viewpoint from
finance
Viewpoint from
customers
Viewpoint from
operations
Viewpoint
from HR
Ideation
Customer/
Problem fit
Problem/
solution fit
Product/
market fit
Growth
Ideation/
Brush up the
hypothesis
Side project to
examine its
profitability
Verbalize
quality issue
・Investigate
issues
（Interview）
・Examine User
Story
Founder
Problem
Fit
・Unit economics
(LTV>CPA)
・Burn rate
Create the
prototype
(MVP)
Build a Co-
founders
team
カスタマーの課題を
解決する
ソリューションの
仮説を作れたか
・AARRR
（Focus on
Retention
Activation）
・Churn-rate
・AARRR
( Add Virality,
Acquisition as well)
・Run the community
・Define royal
customers with
NPS(CS) measurement
・MoM growth
(MRR)
・Break-even-
point
・Runway
・Customer
Development
・Build MVP with
Build-measure-
Learn
・Pivot
・Standarize operation
・Set up the system
where developing royal
customers
・UX improvement
・Growth hack
・Operation
specializing
・Hiring/Retention
・Data-driven/Agile
team
・Training
・Learning driven
team
・Management
team forming
・Burn rate
・Stock divide
Build
hypothesis
of customer
issue
Pre-seed round
Seed round
Series A
Examine if the
solution
hypothesis solves
the customer
issue
Start as a a side project
Copyright 2017 Masayuki Tadokoro All rights reserved

191.
専門性特化型
エンジニア
技術志向エンジニア
P/S
Fit
Fixing Co-
founder
members
Experiment/Bu
ild MVP
Pivot
Build products
Analytics
Management
Create
Ideation/
Plan A
C/P
Fit
Filtering
Co-founder
members
Ideation
P/M
Fit
Team up
(10〜 members）
Growth
Co-founder
members +α
３-10
members
s
Start-up team in each stage
Start as a a
side project
UX
Design
Vision Selling
Pre-seed round
Seed round
Series ACopyright 2017 Masayuki Tadokoro All rights reserved
Growth

192.
Figure out
complementary
and congeniality
of each other with
brainstorming/creating
Plan A
Copyright 2017 Masayuki Tadokoro All rights reserved
Ex-coworker
Founder candidate
Ex-coworker
Founder candidate
Ex-coworker
Founder candidate

193.
- Fixed cost for administrative operation
- You might not split share right
- The sustaining company will become one
of the purposes
Starting a private project
is good idea for startup
Disadvantages of incorporation

194.
Facebookもa side projectから生まれた
We did not plan to incorporate
Facebook project.
We were just focusing on what
our users wanted and
built a product to fulfill them.
- Mark Zuckerburg
Facebook founder
Copyright 2017 Masayuki Tadokoro All rights reserved

195.
Apoorva Metha,
Instacart founder,
came up with the idea
while he was an Amazon employee.
He started to
build a Beta version of Instacart
in the Amazon office cubical
Copyright 2017 Masayuki Tadokoro All rights reserved

196.
Jerry Yang and David Filo,
Stanford graduate students in 1994,
created a portal site
while they were full-time students.
The portal site turned out to be Yahoo!
Copyright 2017 Masayuki Tadokoro All rights reserved

197.
Steve Jobs and Steve Wozniak
were two gadget geeks;
they tried to build a machine
to enable free long-distance calls.
This turned out to be Lisa,
the 1st Apple Computer
❓
Copyright 2017 Masayuki Tadokoro All rights reserved

198.
Copyright 2017 Masayuki Tadokoro All rights reserved
From Google’s 80/20
side project, numerous
businesses were generated

199.
You should start with ideas,
then decide whether
you will make a company
or not.
-Sam Altman,
Y-combinator President
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=CBYhVcO4WgI

200.
No hierarchy among members
Talk over in an even relationship
The first phase is
brainstorming to dig out ideas and
discuss which concept to substantiate.
Copyright 2017 Masayuki Tadokoro All rights reserved

201.
Team up as a project base
joining in an event like Startup
Weekend
Copyright 2017 Masayuki Tadokoro All rights reserved