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6.1 company building

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Based on the book, Startup Owners Manual by Steve Blank and Bob Dorf, this touches on the final of the four steps - Company Building

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6.1 company building

  1. 1. Company Building Final of the Four Steps This presentation is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this presentation are the sole responsibility of Rick Rasmussen and do not necessarily reflect the views of USAID or the United States Government.
  2. 2. Company Building Customer Discovery Customer Validation Customer Creation • It’s now time to build a mainstream customer base • Build the company’s organization and management • Transforming customer development team into functional organizations • Creating fast-response departments Company Building
  3. 3. The Company Building Cycle Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers
  4. 4. Phase 1: Reach Mainstream Customers Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Turn earlyvangelists into mainstream customers • Manage Sales Growth by Market Type
  5. 5. Earlyvangelists  Mainstream Customers • Go-to-market strategy – – – – Do you need to educate the market? Adoption plan and costs How will competition respond? Positioning and branding? • What are your capital requirements? – What’s your cash flow / burn rate? – What’s your product lifecycle? – How quickly to hire?
  6. 6. Phase 2: Review Management / Create Mission Culture Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Board reviews the CEO and executive staff • Developing a Mission-centric organization and culture
  7. 7. CEO Characteristics by Company Stage Entrepreneurial-Driven and Discovery Mission-Oriented Management Process-Managed Execution and Growth Personal Contribution Superstar Leader Manager of plans, goals, process and personnel Time Commitment 24/7 As needed Long-term 9 to 5 Planning Opportunistic and agile Mission and goal-driven Process- and goaldriven Process Hates and eliminates As needed, driven by mission Implements and uses Management Style Autocratic, start system Distributed to departments May be bureaucratic Span of Control Hands-on Mission-driven, synchronized Distributed down to the organizations Focus High and passionate vision Brings order out of chaos Mission Focuses on fast response Execution Focuses on repeatability
  8. 8. Mission Statement elements • Why your employees come to work • What they need to do all day • How they will know they have succeeded • Contribution to corporate profit goals • KPI – Key Performance Indicators
  9. 9. Phase 3: Transitional to Functional Departments Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture • Tactical culmination of all Phase 4 the strategy Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Engineering, Marketing, Operations, Sales • All directly responsible and measurable
  10. 10. Crafting roles by department Existing Sales • • Relentless execution Market Share Resegment • • Marketing • • Business Development • Create end-user demand and drive it into the sales channel Ensure channel has the tools • Build and deliver the “whole” product • • New Generate revenue from an existing market Identify and sell to “beachead” customers in the new market segment • Help sales generate revenue in existing market Create new segment from an existing market • Adopt a niche market or tipping point strategy Build and deliver “whole” product to differentiate company and product in new segment • Build “whole” product • Identify and sell to “beachhead” customers Sell to narrow market
  11. 11. Phase 4: Build Fast-Response Departments Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture • Implement Mission-centric Phase 4 Management Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Create an “Information Culture” • Build a “Leadership Culture”
  12. 12. Mission Centric Management • Mission Intention • Employee Initiative • Mutual Trust and Communication • “Good Enough” Decision Making – Don’t worry about every last detail before pulling the trigger • Mission Synchronization
  13. 13. End Goals • Growth beyond a startup into a sustainable company • Alignment between management style and company phase • Understand your product life cycle – Continue to set up new pods of innovation – Keep using startup methodologies to refresh the company • Congratulations on getting this far. • Keep it going! • Build a great company…!

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