We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
A 3-day intense entrepreneurship training workshops based on different approaches; Business Model Canvas + Lean Startups, that aims at generating a sustainable business model for new startups.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
A 3-day intense entrepreneurship training workshops based on different approaches; Business Model Canvas + Lean Startups, that aims at generating a sustainable business model for new startups.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
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.
What is a Business Model? Why is having a modern Business Model important? How does Business and Technology work into a Business Model? Why is understanding your customer important? How does your products and services suit your customer?
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
Business Model - system strategy flow chart with feedback loops for lean startupKelly Schwedland
Startups are inherently difficult. Building a lean startup often involves having an idea of the business model and system strategy that can help while building the customer and process flow and allow for feedback loops to marketing and management that allows the company to flourish.
But Scaling a business requires that it is replicable. This requires systems that are not dependent on the founding team and can quickly and easily be transferred to new employees. Mapping out and documenting the systems is a quick and easy way to find holes and fill them. For More info see Michael Gerber's "The E-Myth Revisited"
Startup Fuze - Business Model, Business Plan & Revenue ModelsLuis Almanza
Presentation at Startup Fuze program of Laval University in Quebec, about:
Business Model vs Business Plan
Types of Business Models
Business Model Canvas
Lean Canvas
Revenue Models
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
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.
What is a Business Model? Why is having a modern Business Model important? How does Business and Technology work into a Business Model? Why is understanding your customer important? How does your products and services suit your customer?
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
Business Model - system strategy flow chart with feedback loops for lean startupKelly Schwedland
Startups are inherently difficult. Building a lean startup often involves having an idea of the business model and system strategy that can help while building the customer and process flow and allow for feedback loops to marketing and management that allows the company to flourish.
But Scaling a business requires that it is replicable. This requires systems that are not dependent on the founding team and can quickly and easily be transferred to new employees. Mapping out and documenting the systems is a quick and easy way to find holes and fill them. For More info see Michael Gerber's "The E-Myth Revisited"
Startup Fuze - Business Model, Business Plan & Revenue ModelsLuis Almanza
Presentation at Startup Fuze program of Laval University in Quebec, about:
Business Model vs Business Plan
Types of Business Models
Business Model Canvas
Lean Canvas
Revenue Models
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Sell First, Build Later with the Lean Startup: Fundamentals, Tools, Methods a...Ismail Berkan
"Sell First, Build Later" presentation slides cover four major concepts such as the Lean Startup, Customer Development, Agile Development and Business Modelling. Briefly, explains the fundamentals, tool sets and ten steps how to build a tech startup. Slides are from my talk at the largest meetup group for coders in Turkey, 'Istanbul Coders', (Istanbul, September 2013).
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The Lean Six Sigma methodology is one of the most effective tools for solving problems that improve customer delight as well as significantly add to the bottom line. However, Lean Six Sigma is not easy to learn and apply. Moreover, Lean Six Sigma programs are expensive. In this presentation, the Lean Six Sigma Canvas is introduced as an interface that facilitates the application of the Lean Six Sigma methodology, which is driven by the DMAIC (Define-Measure-Analyze-Improve-Control) Cycle. The Lean Six Sigma Canvas also facilitates integration of the Lean Six Sigma approach, which focuses on continuous quality improvement and waste reduction, with the Lean Startup method which focuses on continuous product innovation. The result is an all-in-one tool that can be used for cost effectively solving both tame (predictable) and wicked (unpredictable) problems.
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
This is my attempt to summarize some of the latest ideas / strategies / techniques related to lean product startups. Most of the content is based on my understanding from literature and applying these principles to my own startup
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...Rod King, Ph.D.
In 2011, Eric Ries published his groundbreaking book, "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses." In his review of the book, Steve Blank commented: "The roadmap for innovation for the twenty-first century. The Ideas in 'The Lean Startup' will help create the next industrial revolution." Tim O'Reilly added: "I imagine the Lean Startup principles applied to government programs, to health care, and to solving the world's greatest problems." In spite of the high acclaim for Ries's "The Lean Startup," entrepreneurs and organizations struggle to translate into reality key ideas and principles of the Lean Startup Method. Many entrepreneurs don't know where to begin and the tools that must be applied to achieve the goal of continuous innovation while creating radically successful businesses. In short, Ries's book lacks tools for simply translating its ideas into reality. Several tools have emerged to help translate Lean Startup ideas into practice. Popular tools include the Business Model Canvas, Lean Canvas, and Validation Board. However, none of these tools can be used to holistically present or illustrate the Lean Startup Methodology as presented in the book, "The Lean Startup." Tools such as the Business Model Canvas, Lean Canvas, and Validation Board cannot be simultaneously applied at the level of business strategy, business modeling, and execution in a Lean Startup project. In short, single level and static tools such as the Business Model Canvas, Lean Canvas, and Validation Board do not adequately reflect and feature the rich contents of the Lean Startup book. It is this void that the Lean Startup Model fills. The Leaner Startup Model provides the only template for systematically translating Eric Ries's Lean Startup ideas, principles, and method into reality. The Lean Startup Model provides the only dynamic business model framework that explicitly integrates the Product Innovation (Agile Development) Model, Customer Development (Marketing) Model, and Innovation Accounting (Financial Profit) Model of the Lean Startup Method. The dynamic framework of the Leaner Startup Model facilitates deep understanding and exploration of Lean Startup ideas including the following: Lean Strategy (Vision-Strategy-Product) Pyramid; Build-Measure-Learn Feedback Loop; Minimum Viable Product; Pivot; Product-Market Fit; Value Hypothesis; Growth Hypothesis; Engines of Growth. The goal of the Leaner Startup Model is to provide an all-in-one template that helps more entrepreneurs and organizations to use continuous innovation to create "Radically Successful Businesses (RSB)." Use of an all-in-one template as well as a 'de facto' standard template facilitates communication between different Leaner Startup Practitioners as well as tremendously saves time, money, and energy in Leaner Startup projects. So, what do you think about having a standard template for the Lean Startup Method?
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?
We look forward to hearing from you.
Best regards.
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
9 Steps to Repeatable, Scalable, & Profitable GrowthDavid Skok
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
Business Strategy when innovating your businessAlberto Peralta
Brief summary of the strategies and tactics to be used for innovative busieness when facing uncertainty and volatility. Combines strategy, tactics and Lean Startup to make growth a reality.
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
3 Essential Metrics For Event MarketersOpus Agency
Event Marketers own some of the most immersive and powerful touchpoints in the customer experience landscape, which puts us under increasing pressure to demonstrate return on investment. But are we losing focus on the Customer Experience and how that is linked to ROI?
Opus Chief Strategy Officer Pat McClellan explores how best to meet audience needs, while making the experience easy and enjoyable. Citing emerging research, historical trends, industry thought leaders, and the recent paradigm shift of getting ketchup out of the bottle, McClellan provides tangible and thought-provoking tips and KPIs you can use on your next event.
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/
Technology and innovation for competitivenessMotaz Agamawi
Technology and Its Proper Management is What Creates Wealth for Nations, Enterprises and Individuals.
Competitiveness is no longer a matter of choice but a matter of survival in a global marketplace
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Nissan.com domain name case is very interesting and it includes many point of views and
different argument. In this paper, we are going to state the facts from each party point of view
including Nissan computer and Nissan Motors, in addition to general public point of view,
lawyer’s point of view an Internet Analysis for Nissan.com will be included and finally our
conclusion.
Since apple establishment in 1975
apple is changing the world as we
normally know. In this paper we are analysis Apple continues innovation practices including organization culture.
Essential of Technology Entrep. & Innovation-Chapter ten financing strategy ...Motaz Agamawi
In chapter ten, we are introducing the concepts of the financial strategy including the dept and equity alternatives.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter nine smart selling and ...Motaz Agamawi
In chapter nine, we are introducing the concepts of selling and customer relation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation-Chapter seven what is marketingMotaz Agamawi
In chapter seven, we are discussing the essential concepts of marketing.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter six creating business ...Motaz Agamawi
In chapter six, we are introducing the concepts of how to create business from opportunities.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter two entrepreneurship a...Motaz Agamawi
In chapter two we are discussing the relation between entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter five process of techno...Motaz Agamawi
In chapter five we are discussing the process of technology innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter three critical factors...Motaz Agamawi
In chapter three, we are discussing the critical factors of management of technology.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter four technology life c...Motaz Agamawi
In chapter four of the course we are discussing the technology life cycle.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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• Four (4) workplace discipline methods you should consider
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
What we will do in this
workshop?2
We will go together through a journey
on how we can build a competitive startup.
We are going to explore together the different stages we
need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be
able to go deeper, we will just try to identify what we
need to do.
Setting Expectations…
3. 3
Our real Objective is how to
reach Competitiveness
Through the
Commercializing
technologies (ideas) which
creates wealth for
5. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
What’s A Company?
A business organization which sells a
product or service in exchange for
revenue and profit
5
6. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
How Are Companies
Organized?
Companies are organized around
Business Models
6
7. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
What’s a Business Model?
A business model describes all the parts of
the company necessary to make money
7
8. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
What About My Technology?
Your technology is one of the many critical
pieces necessary to build a company.
It is part of the “Value Proposition”
8
Customers don’t care about your
technology
They are trying to solve a problem
9. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
What’s A Startup?
A startup is a temporary organization
designed to search for a repeatable and
scalable business model
9
11. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
How to Build A Startup
Idea
Business Model
Size Opportunity
Customer Development
11
12. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Process of Build A Startup
Idea
Size of the
Opportunity
Business
Model(s)
Customer
Discovery
Customer
Validation
Business
Model(s)
Size of the
Opportunity
13. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Lets Start with the Business
Model
Idea
Business
Model(s)
Size of the
Opportunity
Customer
Discovery
Customer
Validation
14. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
what are those parts? what
parts is a business model
composed of?
26. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Business
Model Canvas
27. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
to describe, challenge,
design, and invent
business models more
systematically
28. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Business Model Canvas
building
block
building
block
building
block
building
block
building
block
building
block
building
block
building
block
building
block
building
block
building
blockbuilding
block
building
block
building
block
29. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup 29
Nespresso
machines
Nespresso
.com
1 x
machine
sales
distribution
channels
coffee
production
facilites
B2C
distribution
production
Nespresso
club
Nespresso
pods
30. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
what is the most powerful about
Business Model Canvas?
using a shared language, with the
ability to continuously revisit,
update and enhance in a spiral
manner.
31. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Lets have a deeper look on
Customer Development
Idea
Business
Model(s)
Size of the
Opportunity
Customer
Discovery
Customer
Validation
32. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Customer Development
Get Out of the Building and Search
for the Business Model
You Have Your Idea and initial Business Model
33. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Customer Development
Process
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
34. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Minimum Viable Product
(MVP)
•Smallest feature set that gets you the most …
- orders, learning, feedback, failure…
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
35. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Customer Development
Process
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Pivot
36. A Pivot is the change of one or
more Business Model Canvas
Components
37. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Pivot
• The heart of Customer Development
• Iteration without crisis
• Fast, agile and opportunistic
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Pivot
38. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Pivot Cycle Time Matters
• Speed of cycle minimizes cash needs
• Minimum feature set speeds up cycle time
• Near instantaneous customer feedback drives feature set
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Pivot
39. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Customer Development
Process
Customer Discovery
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Bus Model
Canvas
Extract
Hypotheses
Test
Problem
Test
Solution
Pivot or
Proceed
40. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
The Customer Development
Process
Customer Validation
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Get Ready
to Sell
Sell, Sell,
Sell
Positioning
Pivot or
Proceed
41. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Lets have a deeper look on
How to Size the Opportunity
Idea
Business
Model(s)
Size of the
Opportunity
Customer
Discovery
Customer
Validation
42. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Market/Opportunity Analysis
How Big is It?: Market/Opportunity Analysis
Identify a Customer and Market Need
Size the Market
Competitors
Growth Potential
43. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
How Big is the Pie?
Total Available Market
Total Available Market
• How many people would want/need
the product?
• How large is the market be
(in $’s) if they all bought?
• How many units would that be?
How Do I Find Out?
• Industry Analysts – Gartner, Forrester
• Wall Street Analysts – Goldman, Morgan
44. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
How Big is My Slice?
Served Available Market
• How many people need/can use product?
• How many people have the money to
buy the product
• How large would the market be (in $’s)
if they all bought?
• How many units would that be?
How Do I Find Out?
• Talk to potential customers
Served
Available
Market
Total
Available
Market
45. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
How Much Can I Eat?
Target Market
• Who am I going to sell to in year 1, 2 & 3?
• How many customers is that?
• How large is the market be
(in $’s) if they all bought?
• How many units would that be?
How Do I Find Out?
• Talk to potential customers
• Identify and talk to channel partners
• Identify and talk to competitors
Total
Available
Market Target
Market
Served
Available
Market
46. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Market Size: Summary
Market Size Questions:
How big can this market be?
How much of it can we get?
Market growth rate
Market structure (Mature or in flux?)
Most important: Talk to Customers and Sales Channel
Next important: Market size by competitive approximation
analyst reports are great
And : Market research firms Like Forester, Gartner
48. To Reach Competitive Startup
Which creates Wealth.
You must put time and effort
To build your Business Model
Which is equal or greater than, what you have done
To build your technology
Idea
(Inventio
n)
Team
Busine
ss
Model
Wealth
Creatio
n
49. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
Recommended Resources and
Readings
Books
Business Model Generation: http://www.businessmodelgeneration.com
The Four Steps to the Epiphany:
http://www.amazon.com/gp/product/0976470705/ref=as_li_tf_tl?ie=UTF8&tag=wwwsteveblank-
20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0976470705
Crossing the Chasm: http://www.amazon.com/Crossing-Chasm-Marketing-Disruptive-
Mainstream/dp/0060517123/ref=sr_1_1?s=books&ie=UTF8&qid=1349623397&sr=1-
1&keywords=crossing+the+chasm
The Innovators Solution: http://www.amazon.com/Innovators-Solution-Creating-Sustaining-
Successful/dp/1578518520/ref=sr_1_1?s=books&ie=UTF8&qid=1349623444&sr=1-
1&keywords=the+innovators+solution
Customized Management of Technology: http://www.amazon.com/Customized-Management-Technology-
Tarek-Khalil/dp/0073228982/ref=sr_1_1?s=books&ie=UTF8&qid=1349623481&sr=1-
1&keywords=Customized+Management+of+Technology
Steve Blank Online Resources
Steve Blank Online Website: http://steveblank.com
Steve Blank Online Course Syllabus: http://www.slideshare.net/sblank/tagged/syllabus
Steve Blank Online Free Course “How to build a Startup”:
http://www.udacity.com/overview/Course/ep245/CourseRev/1
50. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
About Motaz Al-Agamawi
Motaz Al-Agamawi is an information technology professional with ten years of
combined experience as a technology commercialization expert and entrepreneur.
As of today Motaz is a Board Member in Information Systems International Services-
ISIS and Arabic Information Systems- INFO ARAB, Founder of IB- Interneting
Behavior a startup company. Prior to that Motaz was the Vice President for Business
Development in ISIS. During his professional career he was able to commercialize
technologies to several fortune five hundred companies.
Since 2009, Motaz has conducted several undergraduate and professional training
courses focusing on entrepreneurship, innovation and management of technology.
He has also mentored several startups and many of them has succeeded to close
venture deals and won international entrepreneurship awards. One of those
companies has won the second prize in the Idea to Product international context in
2012. Motaz consider himself a technologist, who has the adequate knowledge and
experience to propose and customize the adequate technologies to serve the target
customer segment business objectives and strategies.
Motaz is holding a B.Sc. in Computer Science and expected to complete his M.Sc. in
Management of Technology in Spring 2013. He has received several awards
51. Business Model Design By: Motaz Al-AgamawiFor Competitive Startup
51
thank you…
51
For More Information and Further Discussions
Al-Motaz Bellah Alaa Al-Agamawi
Email: magamawi@gmail.com
Linkedin Profile: http://www.linkedin.com/in/motazalagamawi
It will be my pleasure to continue the discussion with you through:
SlideShare Profile:
http://www.slideshare.net/magamawi