Blue Ocean Startup recognizes that Innovation on its own is not enough, but rather that Innovation + Execution = Success.
To achieve that we combined the two best methodologies on each: Blue Ocean Strategy (Innovation Without Competition) and Lean Startup (Execution) to allow companies to accelerate revenues through innovation.
This document outlines a 6-path framework for creating uncontested market space. It discusses looking across alternative industries, strategic groups, the chain of buyers, complementary offerings, value appeals, and time. Key aspects include exploring customer needs satisfied by other industries, combining features of different strategic groups, focusing on various types of buyers, and addressing trends that will impact customer value over time. The framework aims to help companies develop blue ocean strategies that open new market space instead of competing head-to-head in existing markets.
The Blue Ocean Strategy outlines how to create new market space and make competition irrelevant. It discusses moving from "red oceans" of bloody competition to "blue oceans" of wide open opportunities. The key tools presented are the strategy canvas to analyze the current market space and the four actions framework to reconstruct market boundaries by eliminating or reducing certain factors while creating or raising others. Principles for formulating a blue ocean strategy include reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing the strategy requires overcoming organizational hurdles and building an execution plan.
This document discusses the concept of Blue Ocean Strategy as presented in the book of the same name by W. Chan Kim and Renee Mauborgne. It provides examples of companies like Cirque du Soleil and Netflix that created new "blue oceans" of uncontested market space rather than competing in existing "red oceans." The document outlines tools and frameworks for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, getting the strategic sequence right, overcoming organizational hurdles, building execution into strategy, and ensuring sustainability.
This is a presentation on Blue Ocean Strategies (BOS) that explains to the viewer the basic concepts of BOS and what exactly is a BOS. Most of the information is taken from the book Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant (W. Chan Kim, R. Mauborgne, 2005).
Blue Ocean Strategy Frameworks are the fusion of Low Price and Differentiation. The 4 Actions Framework is a tool that marketers can use to create a tactical advantage that can render the competition irrelevant.
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
This document outlines a 6-path framework for creating uncontested market space. It discusses looking across alternative industries, strategic groups, the chain of buyers, complementary offerings, value appeals, and time. Key aspects include exploring customer needs satisfied by other industries, combining features of different strategic groups, focusing on various types of buyers, and addressing trends that will impact customer value over time. The framework aims to help companies develop blue ocean strategies that open new market space instead of competing head-to-head in existing markets.
The Blue Ocean Strategy outlines how to create new market space and make competition irrelevant. It discusses moving from "red oceans" of bloody competition to "blue oceans" of wide open opportunities. The key tools presented are the strategy canvas to analyze the current market space and the four actions framework to reconstruct market boundaries by eliminating or reducing certain factors while creating or raising others. Principles for formulating a blue ocean strategy include reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing the strategy requires overcoming organizational hurdles and building an execution plan.
This document discusses the concept of Blue Ocean Strategy as presented in the book of the same name by W. Chan Kim and Renee Mauborgne. It provides examples of companies like Cirque du Soleil and Netflix that created new "blue oceans" of uncontested market space rather than competing in existing "red oceans." The document outlines tools and frameworks for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, getting the strategic sequence right, overcoming organizational hurdles, building execution into strategy, and ensuring sustainability.
This is a presentation on Blue Ocean Strategies (BOS) that explains to the viewer the basic concepts of BOS and what exactly is a BOS. Most of the information is taken from the book Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant (W. Chan Kim, R. Mauborgne, 2005).
Blue Ocean Strategy Frameworks are the fusion of Low Price and Differentiation. The 4 Actions Framework is a tool that marketers can use to create a tactical advantage that can render the competition irrelevant.
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
Blue green red and purple ocean strategySajna Fathima
The document discusses various ocean strategies including blue ocean strategy, red ocean strategy, purple ocean strategy, and green ocean strategy. Blue ocean strategy focuses on creating new market space rather than competing, while red ocean strategy involves competing head-to-head in existing markets. Purple ocean strategy acknowledges that blue oceans will eventually become red as competition increases, so both innovative and competitive strategies are needed. Green ocean strategy focuses on maximizing internal resources rather than copying competitors or pursuing risky growth.
A large global company with 25,000 employees across 40 countries was considering implementing a Blue Ocean Strategy to address stagnating growth. However, the author argues that Blue Ocean Strategy is not actually used by any major companies because it focuses too much on managing innovation rather than innovating. A more comprehensive approach is needed that looks beyond existing industry boundaries to create new market spaces and value through disruptive innovations that raise value for both customers and the company. True blue oceans are created from the bottom-up through learning, invention, and innovative new products/services rather than top-down strategic planning.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
This document discusses the concept of Blue Ocean Strategy, which involves creating new market space and demand rather than competing in existing markets. It summarizes that a Blue Ocean talks about creating value for both the company and buyers by eliminating or reducing competitive factors while raising and creating new factors. Case studies on the US wine industry with Yellow Tail, US women's exercise with Curves, and cricket in India with the IPL are presented to illustrate how these businesses achieved differentiation and low costs to create blue oceans in their industries.
This document discusses Blue Ocean Strategy (BOS), which aims to create new market space by challenging conventional assumptions about competition. BOS reconstructs market boundaries to reach beyond existing demand. Examples provided include Cirque du Soleil creating a new circus format targeting adults, and Casella Winery marketing wine to new customers. The six paths to create blue oceans are examining alternative industries, strategic groups, buyer groups, complementary services, functional/emotional orientations, and time trends. Implementation involves workshops to develop new market spaces not constrained by existing boundaries and features.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Blue ocean strategy is the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. In this presentation I'll explain what Blue Ocean Strategy is and how we can create one. In order to create Blue Oceans, several tools and frameworks are introduced.
LG Electronics implemented a Blue Ocean strategy in India to create uncontested market space. It localized products like refrigerators to meet local needs. LG expanded its portfolio into new product categories, targeted new consumer segments, and entered emerging markets. It saw positive results in the first quarter of 2007 with double digit growth in mobile and display divisions. The Indian Premier League created a blue ocean in cricket by eliminating aspects like spectator time and unpredictability, while raising entertainment and flexibility. It attracted new audiences like families and women. KBC was also a blue ocean success by transforming the TV landscape away from repetitive dramas. It engaged viewers directly and brought in a mega star host to create a new value curve.
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
The document discusses red ocean strategy versus blue ocean strategy. It defines traditional red ocean strategy as competing within an existing market space, while blue ocean strategy creates a new uncontested market space to make competition irrelevant. It provides key points about blue ocean strategy, noting that it is based on data, pursues differentiation and low cost, and creates new industry boundaries. It also offers tools and frameworks to help break from competition and create new market space.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Blue Ocean Strategy - Universal Business School by Prof. Vijay TandonTarun Anand
The document discusses the concept of blue ocean strategy, which involves creating new market space by making competition irrelevant rather than competing head-on in existing markets. It contrasts blue ocean strategy with red ocean strategy, where competition is intense in existing markets. Blue ocean strategy uses the four actions framework of eliminate, reduce, raise and create to break the value-cost trade-off and drive costs down while increasing value for buyers. Examples are given of companies like Yellow Tail wines that successfully created blue oceans by applying this approach.
The document discusses the concepts of blue ocean strategy and red ocean strategy. Blue ocean strategy involves creating uncontested market space by making the competition irrelevant and capturing new demand. It breaks from the traditional value-cost tradeoff of competition. Red ocean strategy focuses on competing in existing markets by beating competitors.
The key aspects of blue ocean strategy are discussed, including value innovation which favors both costs and buyer value by eliminating unnecessary factors and raising new elements. A case study of the Aqua bottled water company in Indonesia is provided as an example of blue ocean strategy, where it created new demand for packaged mineral water and increased its value as a healthy natural drink.
The document discusses the Bluest Ocean Strategy for emerging ICT businesses. It provides an overview of blue ocean strategy principles and frameworks such as the strategy canvas. It also presents case studies on i-mode mobile internet service and VoIP services like Vonage and Skype. The real options theory is introduced as a way to manage uncertainty in blue ocean markets and maximize the potential of experimental approaches.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing markets. It provides several analytical tools for developing a blue ocean strategy, including the strategy canvas and eliminate-reduce-raise-create grid. The strategy canvas maps out the current competitive landscape, while the grid helps companies determine which factors to eliminate, reduce, raise or create in order to break from the existing competition and open up new demand. The goal of blue ocean strategy is to make competition irrelevant through value innovation that increases buyer value and reduces costs.
This document provides an overview and agenda for a Lean Startup workshop. It discusses key concepts like customer development, agile development, validated learning, and build-measure-learn cycles. The Lean Startup methodology aims to shorten the feedback loop between new products or features and customer feedback through iterative development and experimentation.
Strategy crash course making the competition irrelevant.ppsGil Rachlin
This document outlines strategies for blue ocean startups, which combine blue ocean strategy and lean startup principles. It discusses value innovation using the ERRC framework to create an uncontested market space. Key aspects covered include using value curves to visualize differentiation, evaluating strategies based on focus, clear differentiation, and catchy slogans. The document also discusses frameworks for finding blue ocean strategies, validating strategies using buyer experience cycles, overcoming barriers to implementation, and metrics for measuring innovation using lean startup principles.
The document summarizes key points from Eric Ries' book Lean Startup. It discusses how the lean startup methodology differs from the traditional model by embracing ideas, learning quickly from customers, and pivoting based on data. The lean process focuses on developing minimum viable products, getting rapid customer feedback through experiments and metrics, and adapting quickly through small batches and a culture of continuous improvement. This validated learning process helps startups test hypotheses, reduce waste, and build sustainable businesses under conditions of uncertainty.
Blue green red and purple ocean strategySajna Fathima
The document discusses various ocean strategies including blue ocean strategy, red ocean strategy, purple ocean strategy, and green ocean strategy. Blue ocean strategy focuses on creating new market space rather than competing, while red ocean strategy involves competing head-to-head in existing markets. Purple ocean strategy acknowledges that blue oceans will eventually become red as competition increases, so both innovative and competitive strategies are needed. Green ocean strategy focuses on maximizing internal resources rather than copying competitors or pursuing risky growth.
A large global company with 25,000 employees across 40 countries was considering implementing a Blue Ocean Strategy to address stagnating growth. However, the author argues that Blue Ocean Strategy is not actually used by any major companies because it focuses too much on managing innovation rather than innovating. A more comprehensive approach is needed that looks beyond existing industry boundaries to create new market spaces and value through disruptive innovations that raise value for both customers and the company. True blue oceans are created from the bottom-up through learning, invention, and innovative new products/services rather than top-down strategic planning.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
This document discusses the concept of Blue Ocean Strategy, which involves creating new market space and demand rather than competing in existing markets. It summarizes that a Blue Ocean talks about creating value for both the company and buyers by eliminating or reducing competitive factors while raising and creating new factors. Case studies on the US wine industry with Yellow Tail, US women's exercise with Curves, and cricket in India with the IPL are presented to illustrate how these businesses achieved differentiation and low costs to create blue oceans in their industries.
This document discusses Blue Ocean Strategy (BOS), which aims to create new market space by challenging conventional assumptions about competition. BOS reconstructs market boundaries to reach beyond existing demand. Examples provided include Cirque du Soleil creating a new circus format targeting adults, and Casella Winery marketing wine to new customers. The six paths to create blue oceans are examining alternative industries, strategic groups, buyer groups, complementary services, functional/emotional orientations, and time trends. Implementation involves workshops to develop new market spaces not constrained by existing boundaries and features.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Blue ocean strategy is the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. In this presentation I'll explain what Blue Ocean Strategy is and how we can create one. In order to create Blue Oceans, several tools and frameworks are introduced.
LG Electronics implemented a Blue Ocean strategy in India to create uncontested market space. It localized products like refrigerators to meet local needs. LG expanded its portfolio into new product categories, targeted new consumer segments, and entered emerging markets. It saw positive results in the first quarter of 2007 with double digit growth in mobile and display divisions. The Indian Premier League created a blue ocean in cricket by eliminating aspects like spectator time and unpredictability, while raising entertainment and flexibility. It attracted new audiences like families and women. KBC was also a blue ocean success by transforming the TV landscape away from repetitive dramas. It engaged viewers directly and brought in a mega star host to create a new value curve.
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
The document discusses red ocean strategy versus blue ocean strategy. It defines traditional red ocean strategy as competing within an existing market space, while blue ocean strategy creates a new uncontested market space to make competition irrelevant. It provides key points about blue ocean strategy, noting that it is based on data, pursues differentiation and low cost, and creates new industry boundaries. It also offers tools and frameworks to help break from competition and create new market space.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Blue Ocean Strategy - Universal Business School by Prof. Vijay TandonTarun Anand
The document discusses the concept of blue ocean strategy, which involves creating new market space by making competition irrelevant rather than competing head-on in existing markets. It contrasts blue ocean strategy with red ocean strategy, where competition is intense in existing markets. Blue ocean strategy uses the four actions framework of eliminate, reduce, raise and create to break the value-cost trade-off and drive costs down while increasing value for buyers. Examples are given of companies like Yellow Tail wines that successfully created blue oceans by applying this approach.
The document discusses the concepts of blue ocean strategy and red ocean strategy. Blue ocean strategy involves creating uncontested market space by making the competition irrelevant and capturing new demand. It breaks from the traditional value-cost tradeoff of competition. Red ocean strategy focuses on competing in existing markets by beating competitors.
The key aspects of blue ocean strategy are discussed, including value innovation which favors both costs and buyer value by eliminating unnecessary factors and raising new elements. A case study of the Aqua bottled water company in Indonesia is provided as an example of blue ocean strategy, where it created new demand for packaged mineral water and increased its value as a healthy natural drink.
The document discusses the Bluest Ocean Strategy for emerging ICT businesses. It provides an overview of blue ocean strategy principles and frameworks such as the strategy canvas. It also presents case studies on i-mode mobile internet service and VoIP services like Vonage and Skype. The real options theory is introduced as a way to manage uncertainty in blue ocean markets and maximize the potential of experimental approaches.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing markets. It provides several analytical tools for developing a blue ocean strategy, including the strategy canvas and eliminate-reduce-raise-create grid. The strategy canvas maps out the current competitive landscape, while the grid helps companies determine which factors to eliminate, reduce, raise or create in order to break from the existing competition and open up new demand. The goal of blue ocean strategy is to make competition irrelevant through value innovation that increases buyer value and reduces costs.
This document provides an overview and agenda for a Lean Startup workshop. It discusses key concepts like customer development, agile development, validated learning, and build-measure-learn cycles. The Lean Startup methodology aims to shorten the feedback loop between new products or features and customer feedback through iterative development and experimentation.
Strategy crash course making the competition irrelevant.ppsGil Rachlin
This document outlines strategies for blue ocean startups, which combine blue ocean strategy and lean startup principles. It discusses value innovation using the ERRC framework to create an uncontested market space. Key aspects covered include using value curves to visualize differentiation, evaluating strategies based on focus, clear differentiation, and catchy slogans. The document also discusses frameworks for finding blue ocean strategies, validating strategies using buyer experience cycles, overcoming barriers to implementation, and metrics for measuring innovation using lean startup principles.
The document summarizes key points from Eric Ries' book Lean Startup. It discusses how the lean startup methodology differs from the traditional model by embracing ideas, learning quickly from customers, and pivoting based on data. The lean process focuses on developing minimum viable products, getting rapid customer feedback through experiments and metrics, and adapting quickly through small batches and a culture of continuous improvement. This validated learning process helps startups test hypotheses, reduce waste, and build sustainable businesses under conditions of uncertainty.
This document provides biographies of three speakers, Jeremy Halpern, Christopher Mirabile, and Gail Hoffman, who will be presenting on pitching business plans and startups. It then outlines some key slides and content that should be included in the presentation, such as an introduction slide with the company logo and contact information, a value proposition slide summarizing the company's strengths and direction, a problem/opportunity slide describing the problem being solved and metrics around its magnitude and impact, and a product/service solution slide explaining how the company's offering addresses the problem. The presentation aims to provide entrepreneurs guidance on effectively communicating their business idea to investors.
This document discusses the concept of product-market fit and how startups can achieve it through lean startup principles. It recommends that startups rapidly test hypotheses with minimum viable products to validate their business model with customers before scaling. The document outlines tools and techniques for customer development and discovery. It contrasts the pre- and post-product market fit stages and uses the example of Foursquare to illustrate how achieving product-market fit shaped its growth challenges.
What goes into a pitch deck? Jeremy Halpern of Nutter McClennen and Fish tells us. Want to learn more? Check out the October 24 Fast Track: http://www.thecapitalnetwork.org/programs/venture-fast-track/
Slides to the growth hacking workshop I recently gave for AAU students in Prague. We covered the Lean Canvas, getting to product-market fit, Wow! moment, growth marketing, and the analytics you should be focused on.
The document provides information on funding and financials for startups. It discusses three stages of funding - incubation, follow-up, and venture. Each stage has a target number of companies/founders, typical investment amounts, and objectives like developing an MVP or expanding distribution. Financial statements like the income statement and balance sheet are also covered, along with basic startup financial models and key elements to consider.
Tips for would-be founders, technical or non-technical, before rolling up their sleeves and develop their products! From various ways of "pretotyping" to accurately gauge target customer's response, lean method, minimum viable product, feature selection, planning a product with robust data cycle, coping with delays, and guiding a team of rockstar engineers to build the right product and build the product right. Some personal experienced shared at the end as case studies.
This document outlines a presentation on product management and achieving product-market fit. The presentation covers key concepts like the customer development process, lean startup theory, and crossing the chasm. It discusses tools and techniques for validating ideas with customers before and after achieving product-market fit. An exercise about strategic choices for Blackberry 10 is included to help attendees practice applying the concepts. The overall goal is to help attendees devise an approach for rapidly achieving product-market fit and avoiding wasting resources.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Lean Startup for Healthcare: Workshop at Healthbox Orthogonal
This document discusses how to use Lean Startup principles and practices to innovate healthcare products faster. It introduces Lean Startup, which focuses on rapidly testing assumptions and reducing risks through customer feedback. Key aspects covered include building minimum viable products (MVPs), conducting problem and solution interviews, and the goal of achieving product-market fit by increasing customer lifetime value and decreasing customer acquisition costs after launching. The document provides an overview of the Lean Startup process and emphasizes getting customer input early through various validation techniques.
The document discusses using lean startup principles to innovate healthcare products faster. It introduces lean startup, which accepts uncertainty and focuses on rapidly reducing risks through customer development and minimum viable products. The lean startup path involves questioning assumptions, building MVPs, and conducting fast learning loops to validate the problem and solution with customers. This helps discover a business model before running out of money and time.
Product Strategy - How to figure out a plan for your product?Julie Knibbe
- What is product strategy?
- How do you evaluate your current position and performance (KPIs, metrics, Kano..)
- Can you be agile and have a vision?
- How to master the art of roadmapping when you have to juggle short term gains and longer term projects?
The document discusses the Lean Startup method of building a minimum viable product (MVP) to validate ideas with customers using the least amount of effort. It provides examples of different types of MVPs like landing pages, basic webpages, crowd funding, mockups, and videos that companies have used to test hypotheses and gather customer feedback with minimal resources. The goal of an MVP is to begin the learning process as quickly as possible to determine if a product idea is valid before extensive development.
The document outlines the flow and activities of an entrepreneurship workshop at IE. It describes the stages of the workshop which include checking in, identifying needs and opportunities, interviewing users and customers, brainstorming ideas, creating lean canvases and prototypes. Participants work in teams to come up with ideas like providing clean water or baby incubators to low-income communities. The workshop teaches entrepreneurial skills like empathizing with users, prototyping ideas quickly and learning from failures.
This document provides an overview of the Lean Startup methodology developed by Eric Ries. It discusses that a startup is an organization designed to create a new product or service under conditions of uncertainty. The Lean Startup methodology advocates for the build-measure-learn feedback loop to test hypotheses, build minimum viable products, measure customer feedback, and iterate based on validated learning. It provides examples of how companies like Airbnb have used this process and discusses when to pivot or persevere based on measured metrics.
The document provides guidance for startups on focusing on customers and markets from the beginning. It emphasizes that startups fail more often due to a lack of customers rather than product development failures. It outlines 8 steps startups should take, including developing a sales roadmap, validating customer needs, iterating based on customer feedback, getting help from outside sources, creating pitch decks and funding materials, preparing for due diligence, and ensuring the company is built for long-term success through customer focus and market fit. The overarching message is that startups must prioritize gaining customers and market traction over solely focusing on product development.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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Blue ocean startup 101 - Intro
1. Blue Ocean Startup:
Innovation + Execution = Success
Gil Rachlin
www.linkedin.com/in/gilrachlin
@gilrachlin
www.blueoceanstartup.com
http://www.skillshare.com/profile/Gil-Rachlin/5240900
2. Blue Ocean Startup?
Blue Ocean Startup
Innovate Execute
Blue Ocean Strategy Lean Startup
W. Chan Kim / Renée Mauborgne • Eric Ries •
Make the competition irrelevant Allocate resources as
DIFFERENTIATION and LOW COST = efficiently as possible:
Value innovation
• Develop MVP
• Validated Learning
• Build Measure Learn
- Blue Ocean Startup- 2
3. Innovative and strategic Companies
What made them Different from other players?
- Blue Ocean Startup- 3
4. Three Characteristics of a good strategy
Focus Split Catchy
Clear differentiation Slogan
from existing trend
• friendly service, Speed and frequency
• “Speed of a plane at the price of a car anytime
you need it”
• The digital entertainment center of your world
• "Welcome to the digital music revolution." (2004)
• Monthly subscription, No late fee, no due dates
• “Save gas and time. Let Netflix deliver your movies
again”
How to create innovation?
- Blue Ocean Startup- 4
6. Innovate - Build – Measure – Learn
• Focus on Customer Value
• Focus on Conversions, sales and profits
• Set your Base Line and Time Frame Ideas/
BOS
Innovation
Learn /
Insights Build /
Two Hypothesis: Resources
• Value Creation
Hypothesis - BOS
• Growth Engine
Hypothesis / Drivers
(Growth Engine: Viral,
Sticky, Paid) Product /
Data / MVP
Reports
Base Line
Measure /
• Product Analytics: Metrics
• Customer Analytics
• Marketing Analytics
- Blue Ocean Startup- From Lean Startup Loop 6
7. Measurement Types / Innovation Accounting:
• Vanity Metrics
– e.g. PageViews, Unique Visitors,1 Million Messages per day,
funding
• Actionable Metrics - Cause and Effect (vs. Vanity)
– Help make decisions: a/b testing, pricing, cost per acquisition.
– Focus on Customer Value, Conversions, sales and profits
– Set your Base Line and Time Frame
– E.g. when we shipped feature X, did it affect customer
behavior?
• Cohort Analysis
– Go to the lowest level of analysis on groups of users with
something in common.
- Blue Ocean Startup- 7
8. Cohort Analysis:
Core engagement metric:
Time on Site
Cohort retention
• Did you make product alteration that only Week 3 cohort is exposed to?
• Did you change your advertising that week?
• Does Week 3 correspond with any major holidays or events?
Courtesy of: http://jonathonbalogh.com/2012/03/24/introduction-to-cohort-analysis-for-startups/
- Blue Ocean Startup- 8
9. Engine of Growth Funnel Metrics: AARRR
Initial MVP After Product
Optimization
Engine of Growth Viral Paid
Acquisition: Visit Site / 5% 1 7%
Registration Rate
Activation: Sign Up 17% 90%
Retention: Come Back 0.5 5%
Referral: Invite Friends 0.3 4%
Revenue: Buys Product 1% 11%
Lifetime Value One time payment $9.99 per month for
backup
10. When to Innovate again?
Innovate when the barriers go down!
Natural Monopoly / Legal Barriers (e.g. Patents) / Sales Volume
Consumer loyalty to Innovative companies etc.
Or else….?!
Borders and Barnes &Nobles: Amazon –
Blue Ocean – In Store Service Repeated Blue Ocean:
Nook – Too late? - Online book store to
- Online market place to
- Mobile book to
- Online cloud
Blockbuster: Netflix–
Blue Ocean – Rental of movies for Repeated Blue Ocean:
few dollars Instead of high cost of - Subscription (no late fees)
movies. - Online Streaming
Subscription / Streaming – Too late?
- Blue Ocean Startup- 10
11. Remember:
• Innovate
• Execute
• Repeat
Remember:
If you get over the hill, you’ll begin to pick up speed!!!
Stay Hungry, Stay Foolish!
Steve Jobs.
- Blue Ocean Startup- 11
13. Value Innovation
Overall strategy of all company activities to bring value
to themselves and to customers
Industry Customers
1) What is our industry? Players? 1) Who are our clients?
2) Industry elements? Characteristics? 2) Main usage of offering?
- Blue Ocean Startup- 13
14. Example: Apple iTunes – ERRC Elements
Eliminate: Raise:
• Buy Whole CD for one song • Best Sound Quality
• Control on Usage and
Usage learning
• Availability for users (one
place to find all)
• UI, Browse, Search
New
Value
Curve
Reduce: Create:
• Price per song (+Try Before • Complement with iPod/
you buy) Mac
• Liberal Licensing to
download digital content
- Blue Ocean Startup- 14
15. Example: Apple iTunes’ Value Curve Visualization
Eliminate Reduce Raise Create
- Blue Ocean Startup- 15
16. What is Measured?
KPI – Key Performance Indicators
• Product Analytics:
– Insights to usage patterns, bug paths etc.
– Improve product roadmap, customer service
etc.
• Customer Analytics
– Customer behavior to optimize services for
customers and dealers.
• Marketing Analytics
– Keyword bidding to improve performance and
reduce costs
– Weblog data to offer additional services etc.
- Blue Ocean Startup- 16
17. Important tips:
• Marketing Goal
- Not reduced cost acquire customers and maximize your
profits
• Metrics depend on Industry / business type
- Focus on Customer Value
- Focus on Conversions, sales and profits
- Set your Base Line and Time Frame
• Examples:
- Profitability of Each Customer (Life Time Customer Value)
- Cost of Acquiring New Customers
- Repeat Purchase Rate of Existing Customers
- At least 1000 orders/impressions/clicks for 3% margin of error
- Blue Ocean Startup- 17
Editor's Notes
Make it Visual… Perhaps place the circle of the Lean Startup
Make it Visual……
Add the Cirque Du Soleil slogan and focus
Let the students create the list of elements – Show it to them in the table and then in the graph – Show them the final evaluation.
Let the students create the list of elements – Show it to them in the table and then in the graph – Show them the final evaluation.
Consider keeping this as the Cirque Du Soleil and put Southwest Airlines as an exercise for the end to fill in full
Consider making the example visual of what he did.