SlideShare a Scribd company logo
BMC
Workshop
André Marquet, Nov 2014
MY VIDEO TUTOR #1
CASE STUDY
1. Think about a cool name that
encompasses what you want to
provide.
2. Grasp the overall technical ambition
to show an MVP on Sunday
(negotiate with developers).
3. Braindump by having everyone
discuss the level approach towards
the solution.
4. Define a roadmap of tasks (use
Kanban).
FRIDAY
MY VIDEO TUTOR #2
a.k.a. tutor.co
1. Sketch the first version of BM canvas,
research competitors.
2. Design the offline/ online questionnaires.
3. Get out to the street to validate assumptions,
and board on potential customers/ users.
4. Plan on how acquire your first customers,
incorporate assumptions.
5. Sketch on paper the early user interfaces.
6. Do a landing page, social media.
7. Thinking about systems architecture (e.g.
how to integrate w/ FIWARE).
SATURDAY
The offer for the free .CO
domain registration can be
redeemed at www.go.co/
startupweekend using the
following code:
SW141103361
VTUTOR.IO #3
1. Sketch the second version of BM canvas.
2. Do the first sales to fools, friends and
family
3. If no computer MVP is possible have a
mechanical turk one instead
4. Prepare your pitch deck
5. Train your pitch
6. Upload your pitch deck
7. Convince the jury you should win!
SUNDAY
Judging Criteria
Validation
Execution
& Design
Business
Model
LIFE IS NOT FAIR
Judging Criteria
•Did your team get out and talk to customers?
Are you actually solving a problem?
•What’s your clear value proposition to that
customer?
Validation
Execution
& Design
Business
Model
Judging Criteria
•Did you work well as a team?
•Do you have a prototype (paper is ok)?
•Do you have an MVP to present (can you demo)?
•Design Matters!
Validation
Execution
& Design
Business
Model
Judging Criteria
•Does your solution solve a core need?
•Why is it unique?
•How will you differentiate yourself from your
competition (did you identify competition)?
Validation
Execution
& Design
Business
Model
• Project Planning
• Business Plan Workshop
Agenda
Business Plan?
No Plan Survives the
Impact with Reality
We Need a Leaner
Approach
“Design the business
model is as much or
even more important
that building the
product”
Alex Osterwalder
Business model canvas   sw lisbon14
Exercice #1
“Define what is a Business Model in 1 minute”
Exercice #1
“What elements were on your definition?”
Key
Activities
Customer
Relationship
Customer
Segments
Key
Partnerships
Cost 

Structure
Key
Resources
Value
Proposition Distribution
Channels
Revenue
Streams
Business model canvas   sw lisbon14
Only Hypothesis
How to fill it?
Customer Segments
Answer 5 questions
1. Who are our most important
customers?
2. Who are our users?
3. Who’s influencing them? Who
decides?
4. Which are the customers’
more important habits?
5. What type of customer
segments should we
address?
Persona
Example for
Customer
Segment
• Representation as realistic as
possible of the main
characteristics of our
customers.
• It is recommended to create at
least one persona per each
customer segment.
Value Proposition
Answer 5 questions
1. What exact problem are we
trying to solve?
2. Is this a relevant (real)
problem?
3. What is the solution that are
developing?
4. How much value are we
delivering to the client?
5. Are are the main features of
our value proposition?
How to answer them?
Testing hypothesis.
How to validate
assumptions?
We can use 2 approaches:
• Interviews
• Surveys
Interviews: Solving a Real
Problem?
Hypothesis List of problems
Test
Interview 20 people and verify if
there is a match between the
problems the team has
identified and the answers.
It is validated if
There is a positive match for the
top 5 problems.
Interviews: Creating a
Real Solution?
Hypothesis List of solutions
Test
Interview 20 people and verify if
there is a match between the
solutions the team has
identified and the answers.
It is validated if
There is a positive match for the
top 5 solutions.
Surveys
• Serve to test different
hypothesis, namely those
related with customer
segments, value proposition,
distribution channels,
partnerships, and revenue
streams.
• They are also a good source of
email addresses for direct
email marketing.
• There are lot of online tools,
but you can always do street
surveys as well.
Surveys: 5 Best Practices
1. Don’t do more than 10 questions.
2. Ask the most important questions at the beginning
of the survey
3. Use direct and clear phrasing
4. Only ask 1 open question per survey.
5. Ask demographic questions at the end of the
survey
Distribution Channels
Answer 5 questions
1. How are we going to
communicate the value
proposition?
2. How are we going to deliver
the product to the
customer?
3. What are the customer
favorite channels?
4. Is there any integration
between different channels?
5. What are the channels that
deliver the most bang for
buck?
Channels Stream
Marketing
Sales
Distribution
Post-sales Support
Free Marketing Channels
Company Customer
Web Site
Email Marketing
Blogs
Social Media
Communities
Search Engine Optimization
Viral Marketing
Paid Marketing Channels
Company Customer
PPC
Direct Mail
Tele-Marketing
Search Engine Marketing
Press & Online Advertising
Events & Fairs
TV/ Radio
Sales Channels
Company Customer
Internet
Phone-sales
Sales Force
Value-Added Resellers (VARs)
Agents
Distributors
Retailers
Customer Relationships
Answer 5 questions
1. How are we going to get
customers?
2. How are we going to retain
customers?
3. How are we going to grow our
customer base?
4. What kind of relationship do
customers prefer?
5. Is there any integration with
the rest of the business
model?
Revenue Sources
Answer 5 questions
1. What are types of revenue
sources? (examples)
2. What are the pricing models?
3. How much are customers
willing to pay?
4. What customers value the
most?
5. What it the share of each
source on the total revenue?
Leasing
Sale
Pay per usage
Fixed Rent
Pre-paid
Royalties
Freemium
Intermediation
Advertising
Key Activities
Answer 5 questions
1. What are the critical activities
of our business?
2. How can they be optimized?
3. Which activities can we
automate?
4. Which activities should we
outsource?
5. Which activities should we
keep doing once in a while
to keep in touch with
reality?
Key Resources
Answer 5 questions
1. What are the critical
resources?
2. How can I minimize risk?
3. What are the common
characteristics of critical
resources?
4. How can I obtain my critical
resources?
5. How can I keep my critical
resources?
Key Partnerships
Answer 5 questions
1. Who are our critical partners?
2. Who are our critical suppliers?
3. Which key resources are we
buying from suppliers and
partners?
4. What kind of partnerships
should we seek?
5. What is the best cluster/
supply-chain where I should
be located?
Cost Structure
Answer 5 questions
1. What is the resulting cost
structure?
2. Which resources have the
most impact on the costs?
3. What are the most expensive
activities?
4. Can you cut some costs via
partnerships?
5. Can you have a leaner cost
structure?
Nespresso
Exercice #2
Nespresso
Nespresso radically
changed the business
model of expresso
coffee.
Instructions
• Each member puts up to 3 post-is on the spaces
corresponding to each component of the Business
Model (15 mins)
• Don’t forget to validate the consistency of the
model by taking out post-its that are duplicated.
• Point a team leader to do the presentation of the
BM
• Present the Business Model to the group (5 mins)
Business model canvas   sw lisbon14
empresas
particulares (fãs
do Expresso)
87#
Expresso em
Case
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
88"
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
89#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
90#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
91#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
distribuição
“B2C”
marketing
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
92#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
93#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
fabricantes de
maquinas de
café
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
94#
Expresso em
Casa
empresas
Expresso na
Empresa
particulares (fãs
do Expresso)
Clube Nespresso
fabricantes de
maquinas de
café
distribuição
“B2C”
marketing
produção
canais de
distribuição
patentes
instalações de
produção
produção
distribuição
“B2C” marketing
vendas de
maquinas
Nespresso
venda de
cápsulas
Nespresso
central telefónica
Nespresso.com
lojas Nespresso
encomenda via
correio
…lojas de “retail”
95#
NOW GO
FOR THE WIN!

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