Startup opportunity discovery and evaluation. In this presentation the authors of The Smarter Startup demonstrate a systematic approach to surfacing and evaluating startup ideas to increase likelihood of success. This is product strategy for startups.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
The document discusses developing a business development strategy and 2009 business plan. It focuses on reviewing performance in 2008, identifying trends and areas for improvement, conducting a SWOT analysis, defining target market sectors and key clients, developing a pricing strategy, analyzing competitors, and setting achievable yet aggressive production goals with accountability measures. The overall goal is to use the strategic planning process to guide business growth and access funding in the new year.
How to Create an Epic Pitch Deck That’ll Get You Fundedcrowdsourcia
This document provides tips for creating an effective pitch deck to get funding. It recommends including essential slides on the problem, solution, market size, go-to-market strategy, competitors, team, use of funds, and exit strategy. Each slide should be concise and visually compelling. The goal is to grab attention, demonstrate a large market opportunity, prove the competitive advantage, and show investors how their money will be used and a potential exit. Feedback from experts can help strengthen the deck before presenting to investors.
Business Model Canvas (Dr. Htet Zan Linn)Htet Zan Linn
This document provides an overview of the Business Model Canvas, which is a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model in order to plan, align management, and monitor success. The Business Model Canvas contains nine blocks that describe key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
Creating awesome value proposition using Value Proposition CanvasTathagat Varma
This document provides an overview of how to create an effective value proposition using a Value Proposition Canvas. It discusses mapping customer profiles by identifying their jobs, pains, and gains. Products and services are listed along with how they relieve pains and create gains for customers. A value proposition achieves fit when it addresses important customer needs by alleviating major pains and creating essential benefits. The Value Proposition Canvas framework helps design compelling value propositions by clearly showing how a company creates value for its customers.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
The document discusses developing a business development strategy and 2009 business plan. It focuses on reviewing performance in 2008, identifying trends and areas for improvement, conducting a SWOT analysis, defining target market sectors and key clients, developing a pricing strategy, analyzing competitors, and setting achievable yet aggressive production goals with accountability measures. The overall goal is to use the strategic planning process to guide business growth and access funding in the new year.
How to Create an Epic Pitch Deck That’ll Get You Fundedcrowdsourcia
This document provides tips for creating an effective pitch deck to get funding. It recommends including essential slides on the problem, solution, market size, go-to-market strategy, competitors, team, use of funds, and exit strategy. Each slide should be concise and visually compelling. The goal is to grab attention, demonstrate a large market opportunity, prove the competitive advantage, and show investors how their money will be used and a potential exit. Feedback from experts can help strengthen the deck before presenting to investors.
Business Model Canvas (Dr. Htet Zan Linn)Htet Zan Linn
This document provides an overview of the Business Model Canvas, which is a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model in order to plan, align management, and monitor success. The Business Model Canvas contains nine blocks that describe key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
Creating awesome value proposition using Value Proposition CanvasTathagat Varma
This document provides an overview of how to create an effective value proposition using a Value Proposition Canvas. It discusses mapping customer profiles by identifying their jobs, pains, and gains. Products and services are listed along with how they relieve pains and create gains for customers. A value proposition achieves fit when it addresses important customer needs by alleviating major pains and creating essential benefits. The Value Proposition Canvas framework helps design compelling value propositions by clearly showing how a company creates value for its customers.
The document provides an overview of startup financing options and the investment process. It discusses self-financing, debt financing, equity financing sources like angels and venture capital. It covers how VCs and angels make money, what investors look for, engaging with investors through the deal process, typical deal terms, and important factors to consider when choosing investors beyond just valuation.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
The document discusses building a minimum viable product (MVP) for a project idea. It provides examples of MVPs for Facebook, Dropbox, and Zappos and explains how they tested hypotheses with very simple initial products. The meeting's agenda is then to understand lean startup methodology and MVPs, see examples, and use story mapping to define an MVP for a semester project. Story mapping is introduced as a technique to replace feature lists with a two-dimensional map focusing on user activities and vision. Attendees will work in groups to define an MVP for a project helping users find and share healthy recipes.
The SaaS Founder’s Journey: What Matters at Each StageDavid Skok
The document discusses the three phases of a SaaS startup's lifecycle: searching for product-market fit, scaling the business, and searching for a repeatable and profitable growth model. It emphasizes the importance of recognizing what phase a startup is in and taking the appropriate actions, such as not jumping ahead or expanding sales too quickly before completing the current phase. Cash conservation is also stressed until reaching the scaling phase. Aligning sales, marketing, and other functions is highlighted as important for predictable growth. The phases and lessons provided serve as a guide for SaaS founders to strategically navigate their company's development.
This document provides guidance on pitching an idea to investors, including key elements to cover and tips for an effective presentation. It outlines the stages of product development from basic research to full deployment. Metrics like traction, market size, competition, and risks are important to address. The ideal pitch conveys a vision simply, focuses on strengths, and leaves time for questions to allow investors to assess funding fit.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
The goal is to give entrepreneurs hands-on experience with customer discovery techniques like generating hypotheses about customer needs, designing experiments to test hypotheses, and analyzing customer insights.
This document provides an overview of 31 different startup business models, including freemium, subscription, marketplace, aggregator, pay-as-you-go, fee-for-service, lock-in, API licensing, open source, data, blockchain, freeterprise, razor blade, direct-to-consumer, private label, franchise, ad-based, octopus, transactional, peer-to-peer, peer-to-peer lending, brokerage, dropshipping, space as a service, third party logistics, last mile delivery, affiliate marketing, virtual goods, cloud kitchens, and crowdsourcing business models. Each model is briefly defined and examples are provided.
This pitch deck outlines a business for an online presentation maker. It introduces the founding team and their qualifications. It describes key issues the product will address and its solution. The deck then outlines the products and services, key metrics, revenue model, competitors, competitive advantages, marketing strategy, financial plan, and contact details.
This document outlines a sales funnel model and discusses opportunities to improve lead conversion rates. It describes the traditional funnel approach of focusing on selling activities. It then introduces building a wider funnel by targeting suspects, prospects, hot prospects, and qualified leads over time. The document notes that as leads move through the funnel, the number that convert drops off significantly. It identifies that typically 96% of qualified leads are unsold, representing a major opportunity to increase sales through follow up marketing like drip campaigns.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
The document discusses sales funnels and the customer journey. It begins by defining a sales funnel as a step-by-step process used to analyze a customer's shopping journey and bring them closer to an offer through strategic sales and marketing tactics. It then discusses why sales funnels are important for acquiring customers profitably, consistent revenue, and improving business processes. The document outlines the typical stages in a sales funnel - awareness, interest, decision, action - and provides examples of tactics used at each stage. It concludes by discussing the seven steps in a typical sales process - prospecting, preparation, approach, presentation, handling objections, closing, and follow-up.
The document discusses the Business Model Canvas (BMC), a strategic management template used to describe, design, challenge, and pivot business models. It introduces the BMC framework which includes 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document then provides examples of using the BMC to develop new business models, analyze existing models using patterns, and innovate current models through pivoting different elements.
Business & consulting toolkits free sample in powerpointDonald Gest
The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.
Presenting this set of slides with name - Sales Strategy Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty six slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
The document outlines a customer development template for a sales meeting. It includes sections to understand the customer's needs, provide an overview of the company and product, demonstrate features, discuss limitations, get feedback on a potential roadmap, address objections, and next steps. The purpose is to determine if the customer is a fit and what it will take to do business with them. Key aspects covered include understanding the customer's goals and needs, showcasing key features, getting input on priority of future capabilities, addressing budget and decision process, and scheduling follow up meetings.
The document provides an overview of startup financing options and the investment process. It discusses self-financing, debt financing, equity financing sources like angels and venture capital. It covers how VCs and angels make money, what investors look for, engaging with investors through the deal process, typical deal terms, and important factors to consider when choosing investors beyond just valuation.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
The document discusses building a minimum viable product (MVP) for a project idea. It provides examples of MVPs for Facebook, Dropbox, and Zappos and explains how they tested hypotheses with very simple initial products. The meeting's agenda is then to understand lean startup methodology and MVPs, see examples, and use story mapping to define an MVP for a semester project. Story mapping is introduced as a technique to replace feature lists with a two-dimensional map focusing on user activities and vision. Attendees will work in groups to define an MVP for a project helping users find and share healthy recipes.
The SaaS Founder’s Journey: What Matters at Each StageDavid Skok
The document discusses the three phases of a SaaS startup's lifecycle: searching for product-market fit, scaling the business, and searching for a repeatable and profitable growth model. It emphasizes the importance of recognizing what phase a startup is in and taking the appropriate actions, such as not jumping ahead or expanding sales too quickly before completing the current phase. Cash conservation is also stressed until reaching the scaling phase. Aligning sales, marketing, and other functions is highlighted as important for predictable growth. The phases and lessons provided serve as a guide for SaaS founders to strategically navigate their company's development.
This document provides guidance on pitching an idea to investors, including key elements to cover and tips for an effective presentation. It outlines the stages of product development from basic research to full deployment. Metrics like traction, market size, competition, and risks are important to address. The ideal pitch conveys a vision simply, focuses on strengths, and leaves time for questions to allow investors to assess funding fit.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
The goal is to give entrepreneurs hands-on experience with customer discovery techniques like generating hypotheses about customer needs, designing experiments to test hypotheses, and analyzing customer insights.
This document provides an overview of 31 different startup business models, including freemium, subscription, marketplace, aggregator, pay-as-you-go, fee-for-service, lock-in, API licensing, open source, data, blockchain, freeterprise, razor blade, direct-to-consumer, private label, franchise, ad-based, octopus, transactional, peer-to-peer, peer-to-peer lending, brokerage, dropshipping, space as a service, third party logistics, last mile delivery, affiliate marketing, virtual goods, cloud kitchens, and crowdsourcing business models. Each model is briefly defined and examples are provided.
This pitch deck outlines a business for an online presentation maker. It introduces the founding team and their qualifications. It describes key issues the product will address and its solution. The deck then outlines the products and services, key metrics, revenue model, competitors, competitive advantages, marketing strategy, financial plan, and contact details.
This document outlines a sales funnel model and discusses opportunities to improve lead conversion rates. It describes the traditional funnel approach of focusing on selling activities. It then introduces building a wider funnel by targeting suspects, prospects, hot prospects, and qualified leads over time. The document notes that as leads move through the funnel, the number that convert drops off significantly. It identifies that typically 96% of qualified leads are unsold, representing a major opportunity to increase sales through follow up marketing like drip campaigns.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
The document discusses sales funnels and the customer journey. It begins by defining a sales funnel as a step-by-step process used to analyze a customer's shopping journey and bring them closer to an offer through strategic sales and marketing tactics. It then discusses why sales funnels are important for acquiring customers profitably, consistent revenue, and improving business processes. The document outlines the typical stages in a sales funnel - awareness, interest, decision, action - and provides examples of tactics used at each stage. It concludes by discussing the seven steps in a typical sales process - prospecting, preparation, approach, presentation, handling objections, closing, and follow-up.
The document discusses the Business Model Canvas (BMC), a strategic management template used to describe, design, challenge, and pivot business models. It introduces the BMC framework which includes 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document then provides examples of using the BMC to develop new business models, analyze existing models using patterns, and innovate current models through pivoting different elements.
Business & consulting toolkits free sample in powerpointDonald Gest
The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.
Presenting this set of slides with name - Sales Strategy Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty six slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
The document outlines a customer development template for a sales meeting. It includes sections to understand the customer's needs, provide an overview of the company and product, demonstrate features, discuss limitations, get feedback on a potential roadmap, address objections, and next steps. The purpose is to determine if the customer is a fit and what it will take to do business with them. Key aspects covered include understanding the customer's goals and needs, showcasing key features, getting input on priority of future capabilities, addressing budget and decision process, and scheduling follow up meetings.
Why do some startups succeed while so many do not? The answer is simple - Strategy. This presentation addresses the question by introducing several conceptual frameworks created to help entrepreneurs better plan and design their startup strategy.
This document provides an overview of graph databases and their use cases. It begins with definitions of graphs and graph databases. It then gives examples of how graph databases can be used for social networking, network management, and other domains where data is interconnected. It provides Cypher examples for creating and querying graph patterns in a social networking and IT network management scenario. Finally, it discusses the graph database ecosystem and how graphs can be deployed for both online transaction processing and batch processing use cases.
The document discusses the history and development of a new technology called blockchain. Blockchain first emerged with bitcoin, using cryptography to allow transactions to be securely recorded and verified in a decentralized database. It has now expanded beyond cryptocurrencies to include applications like smart contracts that can automate transactions and processes without intermediaries. The technology provides transparency and security for transactions while avoiding the need for centralized record-keeping.
A systematic approach to identifying the best startup opportunities. Rather than relying upon luck or inspiration to make an important decision about what you will spend the next several years building, it is important to define a more systematic approach of discovering opportunity (read our philosophy).
5% of Product Sales (1st to 10th level)
YOU
LEVEL
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TOTAL INCOME =
10% + 5% + 5% = 20%
OF TOTAL PRODUCT SALES
IN YOUR ORGANIZATION
YOU
LEVEL
1
3
2
3
TOTAL SALES = P1,000,000
YOUR INCOME = P200,000
YOU
LEVEL
1
3
2
3
YOU
LEVEL
1
3
2
3
YOU
LEVEL
1
3
2
3
YOU
LEVEL
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Opportunity Management: The Key to Winning OpportunitiesAltify
The document discusses opportunity management and provides a framework for winning opportunities. It introduces a 20-point framework for assessing opportunities across four key questions: 1) Is there an opportunity? 2) Can we compete? 3) Can we win? 4) Is it worth winning? Each point covers an essential factor to evaluate for qualifying opportunities. Continuous qualification is emphasized as critical to focusing on qualified opportunities and improving win rates, forecast accuracy, and quota achievement.
When an individual achieves 2 case credits (CC) within 2 consecutive months, they become wholesale qualified and receive increased discounts and bonuses. As their volume and sponsored team grows, representatives can progress through multiple leadership levels including Supervisor, Assistant Supervisor, and Assistant Manager which provide higher bonuses and commissions on both personal and team volume. The example scenarios demonstrate how bonuses are calculated at each leadership level as volume increases monthly.
Webinar | Opportunity Management - Mind the Reality GapAltify
Process matters. If you don't follow a solid opportunity management process routinely, you’ll miss important signs that could end up killing deals.
Too often sales teams have vague conversations about the most challenging issues in opportunities. We’d like all sales teams to learn how to get to the heart of the matter.
Roger White, Sales Operations Manager at Level 3 Communications, EMEA, and our AVP Sales, Tim Foster explain how to surface deal vulnerabilities and wring every drop of value out of your opportunity management process.
This document outlines the Forever Living Products business opportunity. It discusses 10 income sources available through FLP including retail profit, bonuses, and residual income. FLP has a proven business model operating in over 150 countries with products in health, beauty, and home care. The opportunity allows individuals to build their business through group sales, volume bonuses, and leadership bonuses. FLP provides incentives like car programs and international travel to reward success.
This document discusses risk and opportunity analysis according to ISO 9001:2015. It defines risk as uncertainty that can have a negative impact, while opportunity can have a positive impact. It outlines the clauses in ISO 9001:2015 that address determining risks and opportunities based on understanding the organization's context, interested parties' needs and expectations, and quality management system processes. Actions to address risks and opportunities must be planned, implemented, and evaluated for effectiveness.
Opportunity Seeking In Entrepreneurship, Spotting Business OpportunitiesJorge Saguinsin
This is a lecture for entrepreneurship elective in Ateneo Graduate School in the Philippines, a leading school in MBA education. The presentation has been uploaded at slideshare for the convenience and ease of access of present and former students for the said elective. Since the presentation has been updated, the students get the newest and latest.
The most difficult part in any entrepreneurial venture is determine which business to get into. This is often stymied mostly, by seeming overcrowding and lack of opportunity in the market place. The presentation says that there are many ways to seek for those opportunities.
Business Model Canvas session @ STARTup Live Vienna #5STARTeurope
The document provides an overview of business models, including the key components of a business model canvas with 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It emphasizes that the most important things for startups are to generate cash flows as soon as possible, keep the burn rate low, think but don't overanalyze, and find wrong paths quickly. It also notes that the single most important trait of entrepreneurs is that they take action.
The document provides an overview of strategy and business models for building a startup. It discusses the importance of identifying customer problems first before defining solutions. The customer development process involves building hypotheses around a business model canvas and then getting out of the building to test assumptions with customers through experiments and data collection. This helps validate if the problem is worth solving and if the proposed solution creates value for customers.
In today's world of cut-throat competition, one needs a business model that's truly unique/innovative in order to make an impact on the market. This presentation outlines the basics of designing a good business model through 6 techniques. These techniques can be used independently or combined for the best results. The presentation is based on the book Business Model Generation by Alex Osterwalder and Yves Pigneur.
The document discusses comparing the business models of Skype and traditional telecommunications companies (telcos). It summarizes Skype's business model using the Business Model Ontology, which identifies nine elements including value proposition, customer segments, and revenue streams. It then compares Skype and telcos' business models, finding key differences in their value propositions, target customers, and core capabilities. The document also describes a Delphi study examining the disruption phases Skype caused to the telecom industry.
The document discusses six ways startups can fail and provides tips for success. It begins by outlining traditional models that implicitly assume the customer problem and product features are already known. However, the document argues startups should not assume they know these things and should instead search for an unknown business model. It recommends using customer development to test hypotheses about the problem, customer, and solution through interviews and iteration. The document advocates developing minimum viable products and being willing to pivot based on what is learned from customers.
The document outlines six common ways startups can fail and provides advice on how to succeed instead. It discusses how startups should not try to operate like large companies by following traditional models. Startups need to search for an unknown business model rather than execute a known one. The key is getting out of the building to test hypotheses through customer development, building minimal viable products, and pivoting based on feedback.
The document outlines the process of taking an idea to a successful business. It discusses that the process is non-linear and involves multiple phases, including business design, feasibility analysis, business planning, launching the business, growing the business, and exiting the business. It provides overviews of articles on different phases of the process and recommends developing a staged, gated process to plan innovations.
The document discusses two strategic logics for businesses: conventional logic and value innovation logic. Conventional logic assumes industry conditions are constant and the business aims to stay competitive by maximizing customer value. Value innovation logic assumes the industry can be shaped and aims to dramatically increase customer value to dominate the market. The document provides a comparison of the two logics across five dimensions of strategy and suggests businesses evaluate themselves to determine their strengths and weaknesses to develop an action plan.
Entrepreneurship & business modelling workshophgomersall
This document provides an overview of a workshop on entrepreneurship and business modelling hosted by Cambridge University. The workshop covers various topics relevant to starting a business such as where to start, testing your pitch, intellectual property, building a team, and business modelling. It introduces concepts like technology push versus market pull and discusses challenges of evolving research into commercialization. The workshop also discusses the importance of understanding problems from a business perspective and provides examples of how to effectively communicate your idea to others.
This document provides an overview of how to build a startup. It discusses identifying problems and opportunities, defining solutions, validating ideas with customers, and pivoting based on feedback. Key frameworks mentioned include the Lean Startup methodology, customer development process, minimum viable product, and business model canvas. The document emphasizes the importance of getting outside the building to test hypotheses with customers rather than making assumptions internally. It also notes common startup metrics and the need for fast decision making and validation through customer experiments.
2015 Vanderbilt Accelerator - The Entrepreneurial MindsetMichael Burcham
The document discusses developing an entrepreneurial mindset. It notes that most companies fail to appreciate the speed of technological disruption. An entrepreneurial mindset is needed whether working for a startup or large corporation. This mindset involves thinking with limited information, adapting quickly, and developing a competitive advantage through understanding assets, aspirations, and market realities. The document provides tools for developing this mindset, such as ideating new products/services, building a professional network, and evaluating options entrepreneurially.
This document provides an overview of how to build a startup presented by Raomal Perera. It discusses identifying problems worth solving, defining minimum viable products, validating solutions qualitatively and quantitatively, and the importance of customer development. It emphasizes getting outside the building to test hypotheses with customers rather than relying only on internal assumptions. Business model canvases and customer archetypes are presented as tools to help organize thinking and guide customer interactions.
This webinar discussed developing new business models to address changing market landscapes. It introduced the business model lifecycle and explained that organizations can transform their business models to jump to new lifecycle curves. Various business model frameworks and patterns were presented, including the Business Model Canvas. The webinar emphasized validating new business models through experiments to test desirability, feasibility, and viability before full execution. Examples of business model transformations were provided.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
Stefano Mizio innovits workshop on business model Stefano Mizio
This document summarizes a workshop on business models held on February 2nd, 2012 by Stefano Mizio. The workshop discussed how business plans differ from business models, and that startups focus on searching for a repeatable business model through iteration rather than planning. It was noted that business models can be described using nine building blocks including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The workshop emphasized testing business model hypotheses through customer interaction.
The Business Model Archetypes are seven fundamental business “personalities” upon which any business model can be developed. By providing the context of all available models, it becomes easier to see how businesses relate and directions in which businesses can pivot. In this article, we’ll discuss the model and the archetypes, as well as describe use patterns where the models might benefit entrepreneurs and product strategists who use the model.
How to create a pitch deck - Sequoia Capital Pitch Deck TemplateAhmad El-Saeed
This document provides guidance on creating an effective pitch deck, outlining the key sections to include such as company purpose, problem, solution, market size, competition, product, business model, team, and financials. Each section is then described in more detail, with recommendations on what specific information and analysis to present. Key recommendations include defining the company's mission, describing customer pain points, demonstrating the value proposition to address those pains, analyzing market trends and size, researching competitors, and providing details on the product, revenue model, team experience and financial projections.
Digital Transformation is a concept that is complex and confusing. Digital transformation is effectively business model transformation enabled by technology. Starting with understanding your business model and forces impacting it can significantly reduce the uncertainty associated with your transformation journey.
The document provides guidance on describing, assessing, and improving a business model. It explains that understanding and innovating one's business model is crucial for competing effectively today. The document then outlines a three step process: 1) Describe the current business model using nine building blocks including customer segments, value propositions, channels, and costs, 2) Assess the strengths, weaknesses, opportunities and threats of the current model, and 3) Improve and innovate the business model based on the assessment. Each of the nine building blocks is then explained in more detail to help with the description step.
Similar to Startup Opportunity Discovery & Evaluation (SXSW) (20)
2. Sonya Zhang
Professor
INTRODUCTION
Introductions
Neal Cabage
Entrepreneur, Product Manager
Digital product architect. Founded
ProductCamp.LA and PMA.LA. Built
and sold two startups. Authored the
book, The Smarter Startup.
PhD in Information Systems and
Technology, M.S. in Computer
Science, and MBA. Researched
Internet Entrepreneurship and
Digital Product Strategy.
3. THE SMARTER STARTUP
PRODUCT STRATEGY FOR STARTUPS
The Smarter Startup looks at why some
startups succeed while others fail. By taking a
more strategic approach to entrepreneurship,
founders can improve their own outcomes.
Written by Neal Cabage and Sonya Zhang, PhD,
and published by Pearsons/NewRiders.
INTRODUCTION
Our Book
7. Diligent Negligent
SuccessFailure
IS HARD WORK THE ANSWER?
Hard work alone is NOT a reliable
predictor of success. Hard working
people sometimes fail and negligent
people sometimes succeed.
There’s more to the story!
PROBLEM STATEMENT
Conventional Wisdom
NOT ENTIRELY
8. x
Working hard is analogous to throwing a ball hard. The velocity is an important part of
reaching the target, but you cannot ignore other interactive forces like gravity and drag.
Gravity
(0ming)
Direc0on
(customer
need)
What Is the Whole Story?
PROBLEM STATEMENT
Drag
(compe00on)
Velocity
(hard
work)
9. Work Smart, Not Just Hard
Timing
Customer Product
CompetitionStartup
Opportunity
Finance Team
We cannot work simply work hard and
expect to have a desirable outcome.
There are many dynamics at play that
all determine whether we’re likely to
succeed. Some may get lucky but
they are the exception not the rule.
INTRODUCTION
11. We’ve developed a method for
systematically discovering startup
opportunities by leveraging the
Business Model Archetypes model
and the Startup Opportunity
Scorecard to identify ideas and
objectively evaluate them.
FRAMEWORK OVERVIEW
Startup Opportunity Framework
Opportunity Scorecard
Finance
Timing Competition
Team
ProductCustomer
Idea Idea
Idea
Business Model Archetypes
VerticalMarkets
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
+ =
Business Model Archetypes Startup Opportunity Scorecard
Ideation Matrix Evalaution Matrix
#1
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
IDEATION PROCESS EVALUATION PROCESS
12. Opportunity Scorecard
Finance
Timing Competition
Team
ProductCustomer
Idea Idea
Idea
Business Model Archetypes
VerticalMarkets
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
+ =
Ideation Matrix Evalaution Matrix
#1
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
IDEATION PROCESS EVALUATION PROCESS
FRAMEWORK OVERVIEW
Startup Opportunity Framework
Start by considering the possible
business model archetypes (eg
personalities) for every market actor
you’re considering serving. Take
note of all of the possibilities you
uncover in the ideation matrix.
STEP 1: IDEATION
13. Opportunity Scorecard
Finance
Timing Competition
Team
ProductCustomer
Idea Idea
Idea
Business Model Archetypes
VerticalMarkets
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
+ =
IDEATION PROCESS EVALUATION PROCESS
Ideation Matrix Evalaution Matrix
#1
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
FRAMEWORK OVERVIEW
Startup Opportunity Framework
Objectively evaluate all of the ideas
you’ve developed against a set of
entrepreneurial heuristics that will
help you to identify weaknesses.
Based on this, score each idea to
determine the best idea.
STEP 2: EVALUATION
15. Describes 7 abstract business model
archetypes (fundamental personalities)
from which every business model is
inherited. Two prototypes (applied
examples) are given for each archetype.
This represents a holistic view of the
possibilities.
BUSINESS MODEL ARCHETYPES
Business Model
Archetypes
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
prototypes:
• e-commerce
• lead generation
prototypes:
• software
• content
prototypes:
• service platform
• service agency
prototypes:
• ad network
• dropship program
prototypes:
• content as a service
• software as service
prototypes:
• products market
• services market
prototypes:
• technology platform
• media platform
16. BUSINESS MODEL ARCHETYPES
Business Models Everywhere!
BRICKS & CLICKS
COLLECTIVE
CUT OUT THE MIDDLE MAN
DIRECT SALES
DISTRIBUTION MODEL
VALUE ADDED RESELLER
FREE IN, FREE OUT
FREEMIUM
AUCTION / ONLINE AUCTION
ALL-IN-ONE
LOW-COST BARRIER
LOYALTY
MONOPOLISTIC
MULTI-LEVEL MARKETING
NETWORK EFFECTS
PRO OPEN SOURCE
PYRAMID SCHEME
RAZOR & BLADES
SERVITIZATION OF PRODUCTS
SUBSCRIPTION
etcetera,
etcetera
…
There
are
many
disparate
business
models
that
were
defined
in
isola0on
but
nothing
comprehensive
that
describes
the
fundamentally
unique
paCerns
in
a
single
and
concise
framework
that
suited
our
needs.
17. Carl Jung
Psychologist
BUSINESS MODEL ARCHETYPES
What is an Archetype?
A philosophical idea, referring to pure
forms which embody the fundamental
characteristics of a thing.
The concept was based on Carl Jung’s Personality Archetypes which describes fundamental
personalities and roles that we draw from to develop our own unique personality.
18. PRODUCT
TANGIBLE SOLUTION
SERVICE
CUSTOM SOLUTION
TRADE
CONNECT BUYERS & SELLERS
The Business Model Archetypes framework
takes a step back from specific business
models to say there are 7 abstract archetypes
(fundamental personalities) from which every
business inherits. Two prototypes (examples)
are given for each archetype. This represents
a holistic view of the possibilities.
BUSINESS MODEL ARCHETYPES
Primary Archetypes
19. BUSINESS MODEL ARCHETYPES
Product Archetype
PROTOTYPES WITH EXAMPLES
TRADE
PRODUCT
SERVICE Software:
• Rovio (mobile apps)
• AheadWorks (plugins)
• WooThemes (themes)
Content:
• AdvantageMedia (ebooks)
• DemandMedia (articles)
• MakerStudios (videos)
Develop a tangible good and sell on a one-time fee
basis (purchase or license). Requires high up-front sunk
capital but is able to leverage economies of scale.
20. BUSINESS MODEL ARCHETYPES
Service Archetype
Doing work for a client and monetized on a per-use
basis. Professionals or technicians with expert
knowledge and skills in a specific domain provides
intangible solutions to clients.
PROTOTYPES WITH EXAMPLES
TRADE
SERVICE
PRODUCT
Platform as a Service:
• SendGrid (email)
• MaxMind (geo ip)
• DemandWare (eCom)
Service Agency:
• BlueAcorn (magento)
• Appirio (salesforce)
• ReachLocal (adwords)
21. PRODUCT
TRADE
SERVICE
BUSINESS MODEL ARCHETYPES
Trade Archetype
Connecting prospective buyers with a product they
seek to buy and making profit on the spread
between what a buyer will pay versus the cost of
acquisition.
PROTOTYPES WITH EXAMPLES
LeadGen:
• Lending Tree (financial)
• Capterra (software)
• Shopzilla (consumer)
Ecommerce:
• Target.com (retail)
• Kinerase.com(source)
• Intellius (data)
22. Carl Jung
Psychologist
The meeting of two personalities (archetypes) is like the contact of
two chemical substances; if there is any reaction, both are transformed.
BUSINESS MODEL ARCHETYPES
Secondary Archetypes
23. MARKETPLACE
TANGIBLE SOLUTION
SUBSCRIPTION
CUSTOM SOLUTION
BROKERAGE
CONNECT BUYERS & SELLERS
The Business Model Archetypes framework
takes a step back from specific business
models to say there are 7 abstract archetypes
(fundamental personalities) from which every
business inherits. Two prototypes (examples)
are given for each archetype. This represents
a holistic view of the possibilities.
BUSINESS MODEL ARCHETYPES
Secondary Archetypes
ECOSYSTEM
CONNECT BUYERS & SELLERS
24. SERVICE TRADE
BUSINESS MODEL ARCHETYPES
Brokerage Archetype
BROKERAGE
PROTOTYPES WITH EXAMPLES
Ad Network
• DoubleClick (cpm)
• Kontera (in-text)
• Chitika (ppc)
Dropship
• Doba (dropship)
• Ordoro (dropship)
• Simplx (dropship)
Sourcing on behalf of a client for a retainer or per-
transaction fee. The client then profits from any
arbitrage spread rather than the sourcing partner.
25. TRADE PRODUCT
BUSINESS MODEL ARCHETYPES
Marketplace Archetype
MARKETPLACE
PROTOTYPES WITH EXAMPLES
Service Marketplace
• oDesk (outsourcing)
• Elance (freelancing)
• Care.com (nannies)
Product Marketplace
• eBay (auction)
• Etsy (crafts)
• ThemeForest (themes)
Create a platform that facilitates trade, rather than
actually trading. This is a network effects business
that depends heavily on bringing together sufficient
demand and supply.
26. SERVICE PRODUCT
BUSINESS MODEL ARCHETYPES
Subscription Archetype
SUBSCRIPTION
PROTOTYPES WITH EXAMPLES
Content as Service:
• Ancestry.com (genealogy)
• Lynda.com (education)
• Match.com (dating)
Software as Service:
• Mint.com (finance)
• Wordpress.com (site)
• HubSpot.com (mktg)
Building, maintaining, and supporting an online
product in an on-going fashion rather than a one-
time sell. Customers pay a monthly subscription
service and benefit from continued improvements.
27. SERVICE
TRADE PRODUCT
BUSINESS MODEL ARCHETYPES
Ecosystem Archetype
ECOSYSTEM
PROTOTYPES WITH EXAMPLES
Media Platform:
• Facebook (social)
• Google (search)
• Yahoo (content)
Technology Platform:
• Apple (hardware/OS)
• Magento (eCommerce)
• SalesForce (CRM)
A mature market leader begins as another archetype
but expands as a result of success. What may begin
as a product will also develop a marketplace,
services, and even a program for ISV vendors.
28. BUSINESS MODEL ARCHETYPES
Business Model
Archetypes
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
prototypes:
• e-commerce
• lead generation
prototypes:
• software
• content
prototypes:
• service platform
• service agency
prototypes:
• ad network
• dropship program
prototypes:
• content as a service
• software as service
prototypes:
• products market
• services market
prototypes:
• technology platform
• media platform
Primary archetypes Review:
• Trade, Product, Service
Secondary archetypes Review:
• Product + Trade = Marketplace
• Service + Trade = Brokerage
• Product + Service = Subscription
• Product + Service + Trade = Ecosystem
29. Business Models
Archetypes
Ideation
Matrix
Evaluation
Matrix
Opportunity Discovery Process
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
STEP BY STEP PROCESS
Idea #1 Idea #2 Idea #3
Idea #4 Idea #5 Idea #6
Idea #7 Idea #8 Idea #9
Business Model Archetypes
VerticalMarkets
Identifies the spectrum of
fundamental business
“personalities” that you can
consider consider when
defining your own unique
business model.
Identify an applied business
concept for every archetype
personality, across all of the
vertical markets you are
considering.
Grade each of the ideas
you’ve identified in the
ideation matrix, based on the
six scorecard success criteria
and compare to determine
the best opportunity.
6
6 Market
Dynamics
The 6 market dynamics are a
set of known impact that
need to be considered for
success that can be used to
evaluate an ideas potential.
30. Take a systematic approach to
identifying all the possible
opportunities. You will identify a
startup idea for every business model
archetype, for each business vertical
you are considering. Once you have
done this, you can begin to evaluate
these ideas.
Ideation Matrix
Idea #1 Idea #2 Idea #3
Idea #4 Idea #5 Idea #6
Idea #7 Idea #8 Idea #9
Business Model ArchetypesVerticalMarkets
STEP BY STEP PROCESS
31. IDEATION MATRIX
Create a matrix with the business model archetypes across the x-axis, and vertical market
segments you’re interested in exploring on the y-axis. Cancel out any business model archetypes
you already know aren’t a good fit for your team.
Identifying Opportunity
Product Service Trade Subscrip3on Marketplace Brokerage Ecosystem
Real
Estate
Agents
Real
Estate
Brokers
Property
Managers
Can’t
Start
Here!
Don’t
Possess
Trade
Func0onal
skills
32. IDEATION MATRIX
Develop a business idea for each market actor that you’re considering, for each of the
business model archetypes. Fill them into the grid.
Identifying Opportunity
Product Service Subscrip3on Marketplace Brokerage
Real
Estate
Agents
Real
Estate
Brokers
Property
Managers
IDX
Wordpress
Theme
Marke0ng
CRM
Property
Search
Site
Virtual
Assistant
Lead
Genera0on
34. Business Models
Archetypes
Ideation
Matrix
Startup
Heuristics
Evaluation
Matrix
Opportunity Discovery Process
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
Idea Idea
Idea
Business Model Archetypes
VerticalMarkets
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
STEP BY STEP PROCESS
Identifies the spectrum of
fundamental business
“personalities” that you can
consider consider when
defining your own unique
business model.
Identify an applied business
concept for every archetype
personality, across all of the
vertical markets you are
considering.
Grade each of the ideas
you’ve identified in the
ideation matrix, based on the
six scorecard success criteria
and compare to determine
the best opportunity.
The 6 market dynamics are a
set of known impact that
need to be considered for
success that can be used to
evaluate an ideas potential.
6
35. STARTUP STRATEGY
The 6 Market Dynamics
THE FUNDAMENTAL CRITERIA
START HERE
There are 6 fundamental market dynamics
to consider when developing a startup
concept. We’ve developed 18 startup
heuristcis (3 per market dynamics).
customer
product
compe00on
0ming
financial
team
The
6
Market
Dynamics
37. WHAT’S A GOOD CUSTOMER?
The ideal customer wants something the
market hasn’t yet delivered. The size of
this market should match your ability to
compete and ability to deliver justify
solving the problem. Validate you can
control means of customer acquisition
along the way.
STARTUP SCORECARD
Customer Criteria
UNMET NEED OR DESIRE
Unsatisfied Customer Desire
RIGHT-SIZE MARKET OR SEGMENT
Need to Segment? Too Niche?
RELIABLE ACCESS TO CUSTOMERS
Diversified Channels? Gatekeepers?
38. FOCUS ON HELPING OTHERS
FOCUS ON CREATING VALUE
The best opportunities come from helping
others. Find a need or desire that is not yet
solved, where the customer is so passionate
they’d happily pay for a solution. This approach
is much more likely to create real value than
copying an existing solution.
CUSTOMER CRITERIA
Unmet Need or Desire
39. CUSTOMER CRITERIA
Right-Size Market (or segment)
BIG FISH STRATEGY
PURSUE QUIET NICHES
BIG MARKET STRATEGY
PURSUE LARGE MARKETS
Select a market to service that meets your needs and abilities. You must have enough opportunity to warrant
the effort. Be weary of large markets however, if you do not have significant fund and plans to be aggressive.
40. MARKET MANIPULATION
GOVERNMENT, MONOPOLIES
CHANNEL DEPENDENCE
SINGLE POINT OF FAILURE
0
5000
10000
15000
20000
25000
30000
35000
March April May June July
CUSTOMER CRITERIA
Reliable Access to Customers
A sustainable business requires control over customer supply. Don’t rely on a single marketing channel (Google
SEO). Government or monopolistic manipulation of markets can also be challenging (Online Gambling).
41. WHAT’S A GOOD PRODUCT?
A good product will be a direct response to
a customer need or desire. If the value is
well articulated and the customer is
passionate about your new solution, the
reason to buy will be compelling. Consider
deterrents also – are their high switch
costs and is the solution easy to use and
understand?
STARTUP SCORECARD
Product Criteria
CUSTOMER FOCUSED SOLUTION
Solves Unmet Need or Desire?
LOW BARRIERS TO ADOPTION
Low Switch Cost, Usability
CLEAR VALUE PROPOSITION
Compelling Reason to Buy
42. PRODUCT CRITERIA
Customer Focused Solution
ADDRESS NEED OR DESIRE
FOCUS ON CLEAR GOAL
KEEP IT SIMPLE!
DON’T AMBIGUATE THE VALUE
The purpose of your product is to create value by addressing a specific need or desire. Stay Zen focused.
Don’t ambiguate the value created with distracting features that aren’t aligned with the goal.
43. Albert Einstein
Physicist, Professor
Any intelligent fool can make things bigger and more complex... It takes a
touch of genius - and a lot of courage to move in the opposite direction.
PRODUCT CRITERIA
Customer Focused Solution
44. PRODUCT CRITERIA
Low Barriers to Adoption
LEARNING CURVE
INVESTED TIME & NEW COSTS
FINANCIAL IMPACT
PRIOR INVESTMENT & NEW COSTS
WORKFLOW INTEGRATION
DOES IT EASILY INTEGRATE?
Even if you create new value, customers may hesitate to adopt your product if they’ve already invested
too much in an existing solution that is good enough, or if adopting your solution is too disruptive.
45. Easy Workflow
Integration
Addt’l Benefits
(value chain)
Solves My
Problem
Existing
Investments
Learning
Curve
IS THE VALUE CLEAR?
VALUE = BENEFIT - COST
PRODUCT CRITERIA
Clear Value Proposition
Perceived
value
must
exceed
cost.
If
you
can
clearly
describe
your
product
is
beneficial
and
a
compelling
case
for
purchasing
it,
then
you
have
created
sufficient
value
to
overcome
cost.
Theodore
Levitt
People don’t want quarter-
inch drills. They want
quarter-inch holes.
46. WHAT IS GOOD TIMING?
Every market has a natural lifecycle
driven by innovation and circumstance.
Look for new demand or interest in
something that wasn’t possible just a
couple years ago. Be a “fast follower”
into a validated emerging market rather
than speculating on new opportunity.
STARTUP SCORECARD
Timing Criteria
RECENT INNOVATION ENABLER
Was it Possible 2-5 Years Ago?
DEMAND ALREADY ESTABLISHED
Build It & They Might Not Come!
NO SIGNS OF COMMODITZATION
Shrinking Margins. More Products
47. Every market has a natural lifecycle driven by innovation and circumstance. Look for something that
wasn’t possible just a couple years ago ramp up before the market capitulates (supply > demand).
TIMING CRITERIA
Innovation Life Cycle
Innovators
(2.5 %)
Early adopters
(13.5 %)
Early majority
(34 %)
Laggards
(16 %)
Late majority
(34 %)
48. Opportunity to enter diminishes as the market matures. Geoff Moore suggests entering at “the
chasm” after demand is validated but still early enough to ramp before the market capitulates.
TIMING CRITERIA
Innovation Life Cycle
Innovators
(2.5 %)
Early adopters
(13.5 %)
Early majority
(34 %)
Laggards
(16 %)
Late majority
(34 %)
Chasm
New Entrant Opportunity
Ideal point to
enter a market
49. Every market has a natural lifecycle driven by innovation and circumstance. Look for something that
wasn’t possible just a couple years ago ramp up before the market capitulated (supply > demand).
TIMING CRITERIA
Innovation Life Cycle
Innovators
(2.5 %)
Early adopters
(13.5 %)
Early majority
(34 %)
Laggards
(16 %)
Late majority
(34 %)
The Golden Era The
Squeeze
ConsolidationEarly Movers
Capitulation
*
50. Nicholas Carr
Harvard Business Review, 2003
TIMING CRITERIA
Commoditization of Technology
It is difficult to imagine a more perfect commodity than a byte of data.
As information technology’s power and ubiquity have grown, its
strategic importance has diminished.
51. What cost $5 million to
accomplish 10 years ago can
now be done with less than
$5,000. Mark Suster observed
that commoditization and
availability of more building
blocks has radically reduced
cost and risk of developing a
software product.
Commoditized
Technology
$5,000,000
$500,000
$50,000
$5,000
2000
2005
2009
2012
Open Source Software
The Cloud
Hosting Commoditized
52. As cost has fallen, so has the
competitive barrier to entry.
Competitive positioning is now the
key strategic issue, not
technological capability for most
consumer Internet products. How
do you cut through the noise?
Commonplace
Commodity
2000 2002 2004 2006 2008 2010 2012 2013
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&#!$!!!$!!!"
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Data From NetCraft 2013 Web Server Survey
53. GOOD COMPETITIVE LANDSCAPE?
Avoid being marginalized by excessive
undifferentiated competition. That
drives margin compression, commodi-
tization and market consolidation.
Look for inefficient markets where
there’s still ‘play’ and find ways to
develop a sustainable competitive
advantage.
STARTUP SCORECARD
Competition Criteria
CLEAR MARKET INEFFICIENCY
Stagnant or Fragmented Market
LOW BARRIERS TO ENTRY
Easy & Cheap to Compete?
DIFFERENTIABLE POSITION
Something Special or Different?
54. COMPETITION CRITERIA
Inefficient Market
FRAGMENTED MARKET
NO CLEAR MARKET LEADER
NEW MARKET
DEMAND EXCEEDS SUPPLY
STAGNANT MARKET
READY FOR DISRUPTION?
When a market is efficient, a single entity captures
all of the value of a market. Look instead for a
market that isn’t efficient either because it is new,
stagnant of splintered (fragmented).
55. Avoid a fight you cannot win! A market can be much harder to enter if a
competitor already has a mature offering that you must catch up to.
THINGS TO AVOID
• Existing Economies of Scale
• Existing Mature Product (feature set)
• Well-Established Brand (halo)
• Price Competition
COMPETITION CRITERIA
Low Barriers to Entry
56. Sun Tzu
War Strategist, Wrote The Art of War
The general who makes many calculations before battle is wise. He who
knows when he can fight and when he cannot will be victorious.
COMPETITION CRITERIA
Low Barriers to Entry
57. SEGMENTED MARKET
FOCUS ON SPECIFIC CUSTOMER
LOW PRICE LEADERSHIP
FOCUS ON VOLUME & COMMITY
DIFFERENTIATED PRODUCT
DISRUPTIVE OR INNOVATIVE
HOW ARE YOU DIFFERENT?
WHAT MAKES YOU SPECIAL?
COMPETITION CRITERIA
Differentiable Position
In order to be a desirable signal that stands out against a background of noise, you need to have a
compelling value to some customers that others do not. There are 3 viable positioning strategies.
Porter’s Generic Competitive Strategies
58. GOOD FINANCIAL PROFILE?
Look for opportunities to maximize
returns without excess capital risk.
Look for opportunities to start cheap
and to realize higher margins through
focused efforts and economies of scale.
Avoid locking up too much capital.
STARTUP SCORECARD
Financial Criteria
LOW SUNK COSTS
Up Front Capital at Risk?
WORKING CAPITAL FLOAT
Gap Between Payable/Receivables
ECONOMIES OF SCALE
Margins Increase With Volume?
59. How much up-front capital must you commit to
develop this product or business? Sunk capital
represents risk since you don’t know if you’ll get it
back, as well as opportunity cost since that money
could be committed to other opportunities.
FINANCIAL CRITERIA
Low Sunk Costs
HOW MUCH CAPITAL RISK?
OPPORTUNITY COST
60. Some businesses require large cash
outlay every month and payment can
take 3-4 months to arrive. As a
result the business may need to have
cash or credit to cover the gap of 3-4
months of operating costs. This is
both a cost (interest) and a risk!
Working
Capital Float
DO YOU NEED A LINE OF CREDIT?
WHAT’S THE COST & RISK?
Accounts
Receivable
60 - 120 Day
"Capital
Float"Accounts
Payable
61. Look for opportunities where profits
increase with volume (scale). Supply,
development, and distribution costs all
diminish on a per-unit basis when working
in volume. As a result profit margins and
competitive advantage both increase.
Economies
of Scale
Quantity
Profits
Marginal Cost
Scalable
Profits
62. WHAT’S GOOD TEAM FIT?
Just because an opportunity exists,
doesn’t mean your team is likely to
succeed. Does your team have an
inherent competitive advantage for the
endeavor? Do you possess deep
knowledge, technical skills to deliver, &
access to key partners and resources?
STARTUP SCORECARD
Team Fit Criteria
SUBJECT MATTER EXPERTISE
Deep Knowledge of Market?
FUNCTIONAL COMPETENCE
Technical Skills to Deliver
SUPPLIER PARTNERSHIPS
Access to Materials at Good Cost
63. TEAM-FIT CRITERIA
The Hacker & The Hustler
“The Hacker”
Technical skills to design &
develop a well-crafted and
scalable solution.
“The Hustler”
Knowledge of customer or desire, and
understanding of market dynamics to
effectively position an offering.
A team deep needs subject matter expertise and technical skills to design a solution, in order to
succeed. It is difficult for a single person to be efficient at “heads up” and “heads down” work.
The Functional ExpertSubject Matter Expert
64. TEAM-FIT CRITERIA
Supplier Partnerships
Preferred Sourcing
Are you able to procure
supplies at competitive prices?
If affiliate mktg, can you get
preferred commissions?
Available Data APIs
Are you able to access the data
or integration APIs needed to
build your product?
Outsourced Vendors
If planning to manufacture
physical products or software, do
you have a quality vendor you
can rely on?
Consider the dependencies you may have on external sources of materials, data, and services. Do
you have access to the necessary resources to deliver your product and to price competitively?
65. Evaluate your startup idea across the six market
dynamics and be mindful of the attributes
described in each one. Give yourself a letter
grade and then an overall score, for the idea. This
provides a structured approach to evaluating the
opportunity and helps to improve objectivity by
accounting for a full spectrum of important
criteria and reducing blind spots.
Evaluating a
Startup IdeaA
B
D
B
A
B
B-‐
Startup Scorecard
Finance
• Low Capital Requirement
• Clear Profit Model
• Economies of Scale
Finance Score ______
Timing
• Recent Innovation Enabler
• Demand Already Established
• No Signs of Commoditization
Timing Score ______
Competition
• Clear Market Inefficiency
• Low Barriers to Entry
• Differentiable Position
Competition Score ______
Team
• Subject Matter Expertise
• Functional Competence
• Supplier Partnerships
Team Score ______
Product
• Customer Focused Solution
• Low Barriers to Adoption
• Clear Value Proposition
Product Score ______
Customer
• Unmet Need or Desire
• Right Size Market or Segment
• Reliable Customer Channels
Customer Score ______
Overall Score _______
SmarterStartup.org
Title _____________________________________________________________________
A A
B- B+
D A-
B
Real Estate IDX Integrated CRM
66. Business Models
Archetypes
Ideation
Matrix
Evaluation
Matrix
Opportunity Discovery Process
Trade
Product
Service
Marketplace
Ecosystem
Subscription
Brokerage
Idea Idea
Idea
Business Model Archetypes
VerticalMarkets
STEP BY STEP PROCESS
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
Identifies the spectrum of
fundamental business
“personalities” that you can
consider consider when
defining your own unique
business model.
Identify an applied business
concept for every archetype
personality, across all of the
vertical markets you are
considering.
Grade each of the ideas
you’ve identified in the
ideation matrix, based on the
six scorecard success criteria
and compare to determine
the best opportunity.
6
6 Market
Dynamics
The 6 market dynamics are a
set of known impact that
need to be considered for
success that can be used to
evaluate an ideas potential.
67. The last step of the process is to take
all of the ideas we generated in the
ideation matrix (step 2) and grade them
using the Startup Opportunity
Scorecard. This will provide an easy
point of comparison of strengths and
weaknesses of the opportunities being
considered and facilitate a decision.
STEP BY STEP PROCESS
Evaluation Matrix
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
68. EVALUATION MATRIX
Score Your Ideas
Customer
Product
Timing
Compe33on
Finance
Team
Overall
IDX
WordPress
Theme C
B
B
B
A
A
Virtual
Assistant
Marke3ng
CRM
Property
Search
Site
Lead
Genera3on
Now we’ll evaluate each idea against each of the 6 market dynamics. We’ll be able to see relative
strengths and weaknesses and will give a final overall score accordingly.
69. EVALUATION MATRIX
Score Your Ideas
Customer
Product
Timing
Compe33on
Finance
Team
Overall
IDX
WordPress
Theme C
B
B
B
A
A
B+
Virtual
Assistant
Marke3ng
CRM
Property
Search
Site
Lead
Genera3on
Now we’ll evaluate each idea against each of the 6 market dynamics. We’ll be able to see relative
strengths and weaknesses and will give a final overall score accordingly.
70. EVALUATION MATRIX
Score Your Ideas
Customer
Product
Timing
Compe33on
Finance
Team
Overall
IDX
WordPress
Theme C
B
B
B
A
A
B+
Virtual
Assistant C
C
B
B
C
C
C+
Marke3ng
CRM C
C
D
D
C
A
C-‐
Property
Search
Site C
A
D
F
D
A
D+
Lead
Genera3on C
A
B
B
B
B
B
Now we’ll evaluate each idea against each of the 6 market dynamics. We’ll be able to see relative
strengths and weaknesses and will give a final overall score accordingly.
71. Now we’ll evaluate each idea against each of the 6 market dynamics. We’ll be able to see relative
strengths and weaknesses and will give a final overall score accordingly.
EVALUATION MATRIX
Score Your Ideas
Customer
Product
Timing
Compe33on
Finance
Team
Overall
IDX
WordPress
Theme C
B
B
B
A
A
B+
Virtual
Assistant C
C
B
B
C
C
C+
Marke3ng
CRM C
C
D
D
C
A
C-‐
Property
Search
Site C
A
D
F
D
A
D+
Lead
Genera3on C
A
B
B
B
B
B
Think
twice
about
any
idea
that
earns
only
a
D
or
F
–
this
may
mean
its
non-‐viable.
WARNING!
72. EVALUATION MATRIX
Score Your Ideas
Customer
Product
Timing
Compe33on
Finance
Team
Overall
IDX
WordPress
Theme C
B
B
B
A
A
B+
Virtual
Assistant C
C
B
B
C
C
C+
Marke3ng
CRM C
C
D
D
C
A
C-‐
Property
Search
Site C
A
D
F
D
A
D+
Lead
Genera3on C
A
B
B
B
B
B
Two
ideas
that
pass
the
test.
You
could
choose
one
of
these
or
keep
searching.
CONGRATULATIONS!
73. IDX WordPress Themes
IDEA #1
EVALUATION MATRIX
Selecting an Idea
Lead Generation
IDEA #2
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
In the final analysis, there are two ideas from our original pool that appear to be most viable. They
have the best overall score and also do not have a particular challenge on any single criteria.
74. IDX WordPress Themes
IDEA #1
EVALUATION MATRIX
Selecting an Idea
Lead Generation
IDEA #2
A B+ F
A
A-
Scorecard Criteria
BusinessIdeas
In the final analysis, there are two ideas from our original pool that appear to be most viable. They
have the best overall score and also do not have a particular challenge on any single criteria.Select the idea you’re going to explore
(first).
75. Mark Twain
Author
VISION DEFINITION
Finally, Define Your Vision
I didn't have time to write a short
letter, so I wrote a long one instead.
A concise statement about a complex topic requires an investment of time and the
clarity of thought. That critical analysis can reveal weaknesses in a plan, before you
begin developing it. Its time to do this for your new startup.
76. Once you’ve decided on your
idea, its time to begin clarifying
the idea, who you’re serving,
and how you’ll position yourself
in the competitive marketplace.
Defining Your
Startup Vision
VISION DEFINITION
77. Once you’ve decided on your
idea, its time to begin clarifying
the idea, who you’re serving,
and how you’ll position yourself
in the competitive marketplace.
Defining Your
Startup Vision
VISION DEFINITION
Vision Definition
Answer each question concisely in the Vision Definition worksheet. It
takes effort to distill your thoughts into small soundbytes that answer
these questions but it is a necessary step on the way to clarity. Once
that is done, compose a 3-4 sentence elevator pitch you can share
with client prospects and investors.
78. Successful Real Estate agents,
earning $100k / year
1. Phone sales & webinars
2. Conferences
Marketing Automation CRM
Software Product
WordPress Theme *Product*
(not SaaS) for the DIY agent
Tech disruption. First mover
(the Spark API for IDX)
1. Me (product/tech)
2. John (BizDev/Sales)
1. Spark Platorm API
2. Access to all MLS IDX Feeds
$50,000 to build core product
$50,000 line of credit
IDX Website/CRM software for serious RE agents to capture & nurture online leads and
grow their business. Built on Wordpress so they can"own the system, not rent". First-mover advantage by
integratingthe Spark IDX API which makes it possible.
Real Estate IDX WordPress Themes May 9
IDX System to capture &
nurture online leads
1. Own don't Rent (your website)
2. Beautiful original design
79. PREPARED FOR SXSWi 2014
BY NEAL CABAGE & SONYA ZHANG, PhD
Thank You!
NealCabage.com SonyaZhang.com