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INNOVATE
LIKE
START-UPS
Keynote	
  Patrick	
  van	
  der	
  Pijl	
  
Turkish	
  Innova7on	
  Week	
  Istanbul,	
  	
  
Tur...
YOU CAN 
DESIGN
BUSINESS
@patrickpijl
Execute
Corporate
Search
Experiment
Forecast
Plan
Learn
NEW TOOLS "
NEW SKILLS
NEW MINDSET
John Maeda
YOUR NEXT CEO
IS A DESIGNER
STUFF THAT "
DOESN’T WORK
STUFF THAT "
DOES WORK
INTRODUCTION
WE WANTED TO
DISRUPT THE
PUBLISHING
INDUSTRY
USD
24
USD
36
USD
54
USD
81
USD
243
OVER 1 MILLION SOLD
30 TRANSLATIONS
WHY IS
BUSINESS MODELING
SO POPULAR?
UNFORESEEN
TURBULANCE IS A
CONSTANT FEATURE
IN OUR WORLD
Source:	
  Moments	
  of	
  Impact	
  
VUCA WORLD: VOLATILITY,
UNCERTAINTY, COMPLEXITY,
AND AMBIGUITY
Source:	
  Moments	
  of	
  Impact	
  
Source:	
  Moments	
  of	
  Impact	
  
LIKE AN AMUSEMENT PARK:
FULL OF THRILLING RIDES.
NOT ALL OF THEM ARE FUN…
THE WORLD HAS
CHANGED
IN PUBLISHING
FROM THIS…
TO KINDLE.
IN TRAVELING
FROM THIS…
TO TOM TOM.
IN PRODUCTION
FROM THIS…
TO TECHSHOP.
IN PUBLIC
TRANSPORT
FROM THIS…
TO UBER.
IN OWNERSHIP
FROM THIS…
TO BMW DRIVENOW.
IN RETAIL
FROM THIS…
TO AMAZON…
IN MUSIC
FROM THIS…
TO STREAMING
THE RULES OF
BUSINESS HAVE
CHANGED.
ONE SINGLE
QUESTION
WHERE IS
VALUE
CREATED?
NEW TOOLS "
NEW SKILLS
NEW MINDSET
THE BUSINESS
MODEL CANVAS
A BUSINESS MODEL
DESCRIBES THE RATIONALE
OF HOW AN ORGANIZATION
CREATES, DELIVERS AND
CAPTURES VALUE.
CUSTOMER SEGMENTS
1
VALUE PROPOSITION
2
CHANNELS
3
CUSTOMER RELATIONSHIPS
4
REVENUE STREAMS
5
KEY RESOURCES
6
KEY ACTIVITIES
7
KEY PARTNERS
8
COST STRUCTURE
9
CUSTOMER SEGMENTSKEY PARTNERS
COST STRUCTURE REVENUE STREAMSCHANNELS
CUSTOMER RELATIONSHIPS
KEY RESOURCES
VALUE PROPOSITIO...
© www.businessmodelgeneration.com
Key
partners
Key
activities
Value
proposition
Customer
relationship
Customer
segments
Ke...
“WE’RE GOING TO PROVIDE
MUSIC TO EVERYONE (ANY
TIME, ANY PLACE) IN A LEGAL
WAY”
© www.businessmodelgeneration.com
Key
partners
Key
activities
Value
proposition
Customer
relationship
Customer
segments
Ke...
© www.businessmodelgeneration.com
Key
partners
Key
activities
Value
proposition
Customer
relationship
Customer
segments
Ke...
STUFF THAT "
DOESN’T WORK
WANNA SELL
ELECTRIC CARS?
GO TO ISRAEL!
GASOLINE
7,50 A GALLON
SHAI AGASSI
NEW ECOSYSTEM
A BATTERY
SWAPPING
SYSTEM
THEY LOST
THE GAME…
850
HOW IT ALL
STARTED…
2007
END THE
GLOBAL
INDUSTRY
DEPENDENCE
ON OIL
HSBC, Morgan
Stanley, GE &
Israel Corp.
UNIQUE BUSINESS MODEL!
100.000 CARS PRODUCED
5 MINUTES ONLY!
SEPARATE THE BATTERY
AUTOMATED SWITCH STATIONS
SOLUTION
BAIT AND HOOK MODEL
REDUCED CAR PRICE
CHARGE
MONTHLY FEE
WHAT WENT
WRONG?
NO HELP
(SUBSIDY) FROM
ISRAEL
BETTER PLACE
ASSUMED
COMPATIBLE CAR
PRODUCTION BY
OTHER BRANDS
THE FLUENCE
NEW
TECHNOLOGY +
NEW BUSINESS
MODEL
SWAPPING DOES
NOT MAKE ANY
SENSE
SO, WHAT
EXACTLY IS THE
PROBLEM WE
ARE SOLVING?
QUESTION
How do start-ups use the
business model canvas
and value proposition
canvas?
A START-UP: ONETAB
ONETAB AUSTRALIA
MEET SCOTT
NEVER WON A FIGHT…
THEIR IDEA WAS…
TO MAKE SERIOUS MONEY
WITH AN APP
WATCH OUT FOR 
PIVOTS
AN IDEA"
HAS
ZERO VALUE
WHY?
BECAUSE HE "
HAD A BIG PAIN
YOU HAVE DRINKS WITH
YOUR FRIENDS
AND WHEN YOU ARE
DONE…
YOU WANT TO LEAVE
BUT THE PUB STARTED
FILLING UP…
SO THIS WAS HIS IDEA
PAY AT THE BAR WITH AN APP
SO WHERE TO
START?
QUESTION
Where would you start?
What would be your next step?
WHO IS MY CUSTOMER?
WHAT IS "
HIS/HER PAIN?
DISCOVER "
YOUR CUSTOMER
EXACTLY!
THEY VISITED "
40 PUBS
AND FOUND THE"
TOP 4 PAINS
1. BAD SERVICE"
2. BILL SETTLEMENT"
3. CARD LOST"
4. TRANSPORT
SO WHAT "
IS NEXT?
WATCH OUT!
`	
  
FEATURITIS!
"
YOU NEED TO FIND"
THE MINIMUM VIABLE
PRODUCT
SO WHAT "
IS NEXT?
IT IS NOT ABOUT"
THE PRODUCT
IT IS NOT ABOUT"
THE SERVICE
"
IT IS ABOUT THE
BUSINESS MODEL,
STUPID!
QUESTION
What would the business model
options look like for Onetab?
Think about 3 different business model
options for On...
WHAT DOES THE"
#1st BUSINESS MODEL"
LOOK LIKE?
© www.businessmodelgeneration.com
Key
partners
Key
activities
Value
proposition
Customer
relationship
Customer
segments
Ke...
WHAT IS OUR"
KEY ASSUMPTION
HERE?
DRINKERS WANT"
TO PAY 99c FOR AN
APP TO BUY BEERS
WHAT THEY
LEARNED…
CREDITCARD	
  
HANDLING	
  IS	
  A	
  PAIN	
  
IN	
  THE	
  ASS!	
  
THEY MAKE LIFE
EASIER FOR BOTH
WHAT DOES IT"
LOOK LIKE?
WE NEED TO DESIGN"
A VALUE PROPOSITION
FOR VENUES TOO
WHAT DOES THE"
NEXT BUSINESS MODEL"
LOOK LIKE?
© www.businessmodelgeneration.com
Key
partners
Key
activities
Value
proposition
Customer
relationship
Customer
segments
Ke...
BUT WHAT ABOUT
DISTRIBUTION?
WHAT DOES THEIR"
NEXT BEST MODEL"
LOOK LIKE?
POWER OF DATA. 
“IN GOD WE TRUST. FOR EVERYTHING"
ELSE THERE’S DATA.”
`	
  
SECURED INVESTMENT
`	
  
CELEBRATION!
MANUFACTURER
FROM EUROPE
A CORPORATE: WAVIN/Pilsa
MEET ORHUN ÇAPANOĞLU
QUESTION
LOOKED AT THE
NUMBERS
WROTE THE PLAN
WHAT THEY
WANTED?
WHO IS OUR
CUSTOMER?
WHAT IS THEIR
PROBLEM?
WE FIRST STARTED
TO INNOVATE
ONLINE
3D PRINTING
DIRECT TO
CONSUMER
a consumer
eco system
water &
resourcescommunication
design waste
finally things connect!
HELP THE "
PLUMBER
Q&A
montage
manual
knowledge
desk
certificates &
education
job
central
order
central
personal
contact point
montage
manual
...
QUESTION
Which one do you fall in
love with?
1 – online"
2 – 3D printing"
3 – direct"
4 - plumber
HOW CAN YOU "
TEST YOUR
ASSUMPTIONS?
LET’S GO ON
SAFARI!
ROLAND
TRAVEL GUIDE
SUAT (ISTANBUL)
OBSERVER
INTERVIEWER
OYKU (ISTANBUL)
OBSERVER
NOTE-TAKER
WATCH FIRST,
THEN ASK
LOOK FOR NEEDS,
NOT SOLUTIONS
RECORD THE
OBVIOUS
OUR EYES OUR EARS
CAMERA NOTEBOOK AND PEN
DAY 1"
MECHANICAL
CONTRACTORS
DAY 2"
INSTALLERS
ONE OF
CETIN’S
TEAMS
(2 PEOPLE) IS
WORKING IN
THIS
DAY 3"
DISTRIBUTORS
TO SUMMARIZE
WHAT WE LEARNED
CONTRACTORS ARE NOT CUSTOMERS
IT’S NOT ABOUT ONLINE…
QUALITY WAS BAD…
IT’S ABOUT EDUCATION!
DISTRIBUTION IS KEY!
CONFIDENTIAL	
   214	
  
CONFIDENTIAL	
   215	
  
CONFIDENTIAL	
   216	
  
AMCO
CONFIDENTIAL	
   217	
  
CONFIDENTIAL	
   218	
  
CONFIDENTIAL	
   219	
  
THE WAVIN PILSA ACADEMY
TO SUMMARIZE
USE TOOLS"
DEVELOP SKILLS
THIINK LIKE A
DESIGNER!
FIND"
REAL PAIN"
FROM CUSTOMERS
SOLVE PROBLEMS"
FOR MANY
BUILD SCALE!
GET YOUR
BUSINESS MODEL
RIGHT!
JFDI YOURSELF!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
How to Innovate like start-ups!
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How to Innovate like start-ups!

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Keynote at Turkish Innovation Week Istanbul, Turkey on 3rd of December 2015. How you can act like a start-up and innovate like crazy with new tools, skills and mindset.

I will show what you can learn from an Australian start-up like Onetab and how a Dutch/Turkish company Wavin-Pilsa applied this thinking successfully.

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How to Innovate like start-ups!

  1. INNOVATE LIKE START-UPS Keynote  Patrick  van  der  Pijl   Turkish  Innova7on  Week  Istanbul,     Turkey  3-­‐5th  December  2015  
  2. YOU CAN DESIGN BUSINESS @patrickpijl
  3. Execute Corporate Search Experiment Forecast Plan Learn
  4. NEW TOOLS " NEW SKILLS NEW MINDSET
  5. John Maeda YOUR NEXT CEO IS A DESIGNER
  6. STUFF THAT " DOESN’T WORK
  7. STUFF THAT " DOES WORK
  8. INTRODUCTION
  9. WE WANTED TO DISRUPT THE PUBLISHING INDUSTRY
  10. USD 24
  11. USD 36
  12. USD 54
  13. USD 81
  14. USD 243
  15. OVER 1 MILLION SOLD 30 TRANSLATIONS
  16. WHY IS BUSINESS MODELING SO POPULAR?
  17. UNFORESEEN TURBULANCE IS A CONSTANT FEATURE IN OUR WORLD Source:  Moments  of  Impact  
  18. VUCA WORLD: VOLATILITY, UNCERTAINTY, COMPLEXITY, AND AMBIGUITY Source:  Moments  of  Impact  
  19. Source:  Moments  of  Impact   LIKE AN AMUSEMENT PARK: FULL OF THRILLING RIDES. NOT ALL OF THEM ARE FUN…
  20. THE WORLD HAS CHANGED
  21. IN PUBLISHING
  22. FROM THIS…
  23. TO KINDLE.
  24. IN TRAVELING
  25. FROM THIS…
  26. TO TOM TOM.
  27. IN PRODUCTION
  28. FROM THIS…
  29. TO TECHSHOP.
  30. IN PUBLIC TRANSPORT
  31. FROM THIS…
  32. TO UBER.
  33. IN OWNERSHIP
  34. FROM THIS…
  35. TO BMW DRIVENOW.
  36. IN RETAIL
  37. FROM THIS…
  38. TO AMAZON…
  39. IN MUSIC
  40. FROM THIS…
  41. TO STREAMING
  42. THE RULES OF BUSINESS HAVE CHANGED.
  43. ONE SINGLE QUESTION
  44. WHERE IS VALUE CREATED?
  45. NEW TOOLS " NEW SKILLS NEW MINDSET
  46. THE BUSINESS MODEL CANVAS
  47. A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS AND CAPTURES VALUE.
  48. CUSTOMER SEGMENTS 1
  49. VALUE PROPOSITION 2
  50. CHANNELS 3
  51. CUSTOMER RELATIONSHIPS 4
  52. REVENUE STREAMS 5
  53. KEY RESOURCES 6
  54. KEY ACTIVITIES 7
  55. KEY PARTNERS 8
  56. COST STRUCTURE 9
  57. CUSTOMER SEGMENTSKEY PARTNERS COST STRUCTURE REVENUE STREAMSCHANNELS CUSTOMER RELATIONSHIPS KEY RESOURCES VALUE PROPOSITIONSKEY ACTIVITIES
  58. © www.businessmodelgeneration.com Key partners Key activities Value proposition Customer relationship Customer segments Key resources Cost structure Revenue streams Channels Business Model Canvas
  59. “WE’RE GOING TO PROVIDE MUSIC TO EVERYONE (ANY TIME, ANY PLACE) IN A LEGAL WAY”
  60. © www.businessmodelgeneration.com Key partners Key activities Value proposition Customer relationship Customer segments Key resources Cost structure Revenue streams Channels Business Model Spotify (Free)   streaming   music   PlaLorm   developm.  &   maintenance   Licensing   agreements   SoPware  and   network   engineers   Rightholders   (labels  and   publishers)   Adver7sers   Internet  +  PC   Free   Subscrip7on   fees   Ad  fees  Royal7es  to   rightholders   Salaries   Bandwith   cost   Automated   online   rela7onship   Global  music   fans   Adver7sing   PlaLorm  and   brand   Bandwith   costs  
  61. © www.businessmodelgeneration.com Key partners Key activities Value proposition Customer relationship Customer segments Key resources Cost structure Revenue streams Channels Business Model Spotify (Free)   streaming   music   PlaLorm   developm.  &   maintenance   Licensing   agreements   SoPware  and   network   engineers   Rightholders   (labels  and   publishers)   Adver7sers   Internet  +  PC   Ad  fees   Subscrip7on   fees   Daypass  Royal7es  to   rightholders   Salaries   Bandwith   costs   Automated   online   rela7onship   Global  music   fans   Adver7sing   PlaLorm  and   brand   Free   “Free  drives   paid”   Streaming   services   Access  to   music   Royal7es   A  legal  way   Two  par7es   One  funding   the  other  
  62. STUFF THAT " DOESN’T WORK
  63. WANNA SELL ELECTRIC CARS?
  64. GO TO ISRAEL!
  65. GASOLINE 7,50 A GALLON
  66. SHAI AGASSI
  67. NEW ECOSYSTEM
  68. A BATTERY SWAPPING SYSTEM
  69. THEY LOST THE GAME…
  70. 850
  71. HOW IT ALL STARTED…
  72. 2007
  73. END THE GLOBAL INDUSTRY DEPENDENCE ON OIL
  74. HSBC, Morgan Stanley, GE & Israel Corp.
  75. UNIQUE BUSINESS MODEL!
  76. 100.000 CARS PRODUCED
  77. 5 MINUTES ONLY!
  78. SEPARATE THE BATTERY
  79. AUTOMATED SWITCH STATIONS
  80. SOLUTION
  81. BAIT AND HOOK MODEL
  82. REDUCED CAR PRICE
  83. CHARGE MONTHLY FEE
  84. WHAT WENT WRONG?
  85. NO HELP (SUBSIDY) FROM ISRAEL
  86. BETTER PLACE ASSUMED COMPATIBLE CAR PRODUCTION BY OTHER BRANDS
  87. THE FLUENCE
  88. NEW TECHNOLOGY + NEW BUSINESS MODEL
  89. SWAPPING DOES NOT MAKE ANY SENSE
  90. SO, WHAT EXACTLY IS THE PROBLEM WE ARE SOLVING?
  91. QUESTION How do start-ups use the business model canvas and value proposition canvas?
  92. A START-UP: ONETAB
  93. ONETAB AUSTRALIA
  94. MEET SCOTT
  95. NEVER WON A FIGHT…
  96. THEIR IDEA WAS…
  97. TO MAKE SERIOUS MONEY
  98. WITH AN APP
  99. WATCH OUT FOR PIVOTS
  100. AN IDEA" HAS ZERO VALUE
  101. WHY?
  102. BECAUSE HE " HAD A BIG PAIN
  103. YOU HAVE DRINKS WITH YOUR FRIENDS
  104. AND WHEN YOU ARE DONE…
  105. YOU WANT TO LEAVE
  106. BUT THE PUB STARTED FILLING UP…
  107. SO THIS WAS HIS IDEA
  108. PAY AT THE BAR WITH AN APP
  109. SO WHERE TO START?
  110. QUESTION Where would you start? What would be your next step?
  111. WHO IS MY CUSTOMER?
  112. WHAT IS " HIS/HER PAIN?
  113. DISCOVER " YOUR CUSTOMER
  114. EXACTLY!
  115. THEY VISITED " 40 PUBS
  116. AND FOUND THE" TOP 4 PAINS
  117. 1. BAD SERVICE" 2. BILL SETTLEMENT" 3. CARD LOST" 4. TRANSPORT
  118. SO WHAT " IS NEXT?
  119. WATCH OUT!
  120. `   FEATURITIS!
  121. " YOU NEED TO FIND" THE MINIMUM VIABLE PRODUCT
  122. SO WHAT " IS NEXT?
  123. IT IS NOT ABOUT" THE PRODUCT
  124. IT IS NOT ABOUT" THE SERVICE
  125. " IT IS ABOUT THE BUSINESS MODEL, STUPID!
  126. QUESTION What would the business model options look like for Onetab? Think about 3 different business model options for Onetab.
  127. WHAT DOES THE" #1st BUSINESS MODEL" LOOK LIKE?
  128. © www.businessmodelgeneration.com Key partners Key activities Value proposition Customer relationship Customer segments Key resources Cost structure Revenue streams Channels Business Model Onetab #1 Develop  &   maintain  app   Drinkers   App  stores   App   download   fees   People   App   developm.   Social  media   Really  cool   app  for   buying   drinks   Dev  Team  
  129. WHAT IS OUR" KEY ASSUMPTION HERE?
  130. DRINKERS WANT" TO PAY 99c FOR AN APP TO BUY BEERS
  131. WHAT THEY LEARNED…
  132. CREDITCARD   HANDLING  IS  A  PAIN   IN  THE  ASS!  
  133. THEY MAKE LIFE EASIER FOR BOTH
  134. WHAT DOES IT" LOOK LIKE?
  135. WE NEED TO DESIGN" A VALUE PROPOSITION FOR VENUES TOO
  136. WHAT DOES THE" NEXT BUSINESS MODEL" LOOK LIKE?
  137. © www.businessmodelgeneration.com Key partners Key activities Value proposition Customer relationship Customer segments Key resources Cost structure Revenue streams Channels Business Model Onetab #2 Develop   customer   base   Drinkers   App  stores   Pay  per  use  People   App   developm.   Social  Media   Keep  the  night   moving,  no   worries  about   paying   Marketeers   &  Dev  Team   ONE  TAB  APP   Faster  order   process  &   more  sales   Staff   Free  App  store   fees   POS  soPware   provider  (H&L   Australia)   Develop  &   maintain  app  
  138. BUT WHAT ABOUT DISTRIBUTION?
  139. WHAT DOES THEIR" NEXT BEST MODEL" LOOK LIKE?
  140. POWER OF DATA. “IN GOD WE TRUST. FOR EVERYTHING" ELSE THERE’S DATA.”
  141. `   SECURED INVESTMENT
  142. `   CELEBRATION!
  143. MANUFACTURER FROM EUROPE
  144. A CORPORATE: WAVIN/Pilsa
  145. MEET ORHUN ÇAPANOĞLU
  146. QUESTION
  147. LOOKED AT THE NUMBERS
  148. WROTE THE PLAN
  149. WHAT THEY WANTED?
  150. WHO IS OUR CUSTOMER?
  151. WHAT IS THEIR PROBLEM?
  152. WE FIRST STARTED TO INNOVATE
  153. ONLINE
  154. 3D PRINTING
  155. DIRECT TO CONSUMER
  156. a consumer eco system water & resourcescommunication design waste finally things connect!
  157. HELP THE " PLUMBER
  158. Q&A montage manual knowledge desk certificates & education job central order central personal contact point montage manual plumber central AMCO AMCO
  159. QUESTION Which one do you fall in love with?
  160. 1 – online" 2 – 3D printing" 3 – direct" 4 - plumber
  161. HOW CAN YOU " TEST YOUR ASSUMPTIONS?
  162. LET’S GO ON SAFARI!
  163. ROLAND TRAVEL GUIDE SUAT (ISTANBUL) OBSERVER INTERVIEWER OYKU (ISTANBUL) OBSERVER NOTE-TAKER
  164. WATCH FIRST, THEN ASK LOOK FOR NEEDS, NOT SOLUTIONS RECORD THE OBVIOUS
  165. OUR EYES OUR EARS CAMERA NOTEBOOK AND PEN
  166. DAY 1" MECHANICAL CONTRACTORS
  167. DAY 2" INSTALLERS
  168. ONE OF CETIN’S TEAMS (2 PEOPLE) IS WORKING IN THIS
  169. DAY 3" DISTRIBUTORS
  170. TO SUMMARIZE
  171. WHAT WE LEARNED
  172. CONTRACTORS ARE NOT CUSTOMERS
  173. IT’S NOT ABOUT ONLINE…
  174. QUALITY WAS BAD…
  175. IT’S ABOUT EDUCATION!
  176. DISTRIBUTION IS KEY!
  177. CONFIDENTIAL   214  
  178. CONFIDENTIAL   215  
  179. CONFIDENTIAL   216   AMCO
  180. CONFIDENTIAL   217  
  181. CONFIDENTIAL   218  
  182. CONFIDENTIAL   219  
  183. THE WAVIN PILSA ACADEMY
  184. TO SUMMARIZE
  185. USE TOOLS" DEVELOP SKILLS THIINK LIKE A DESIGNER!
  186. FIND" REAL PAIN" FROM CUSTOMERS
  187. SOLVE PROBLEMS" FOR MANY BUILD SCALE!
  188. GET YOUR BUSINESS MODEL RIGHT!
  189. JFDI YOURSELF!

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