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Business Model - Startup Seminars
This document provides guidance on developing a successful business model and venture design. It emphasizes identifying customer needs and problems, leveraging founder advantages, getting customer feedback, and testing solutions. Revenue models should define the value exchange with customers, including deliverables, payment, and risk allocation. The key is achieving clarity on the customer's real needs and how the venture's solution addresses them within the founder's capabilities.
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Business Model - Startup Seminars
- 1. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved BUSINESS MODEL DESIGN TOOLS @PSTURROCK
- 2. Image from “BusinessModel Generation” Osterwalder & Pigneur
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- 6. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved VENTURE DESIGN IN THREE ACTS I. Why does the world need your product or service? II. What difference does your product or service make? III. How are you going to make it happen?
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- 9. WHERE DO I START? Photo credit Ryan McGuire gratisography.com
- 10. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved Who already has an idea?
- 11. 1. FIND ANEED 2. LEVERAGE YOUR ADVANTAGES “IF I BUILD IT, THEY WILL COME”
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- 13. –Guy Kawasaki “Make Meaning” –Paul Graham “Make stuff people want”
- 14. “TOO MANY ENTREPRENEURSWHO FOLLOW THE LEAN METHODOLOGY GET STUCK IN A PRODUCT SPIN, CONSUMED WITH MAKING AND HONING THEIR MINIMUM VIABLE PRODUCT. WHILE THE MVP IS CRITICAL, IT’S MISSING ITS DANCE PARTNER, THE MINIMUM VIABLE SEGMENT.” Michael Skok, North Bridge Venture Partners
- 15. SEGMENTATION BY JOBTO BE DONE image by Dylan Walters flickr.com
- 16. J O BT O B E D O N E • Circumstance is more important than customer demographics, product attributes, technology • Good innovation solve problems with no previous solution or only inadequate ones. • Jobs are never about function • What are the social and emotional dimensions?
- 17. TEXT JOB TO BEDONE ▸ Goal ▸ Motivation ▸ Alternatives ▸ Constraints ▸ Budgets ▸ Margins ▸ Culture & Process
- 18. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved G E T O U T O F T H E B U I L D I N G !
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- 21. T H EB E S T C U S T O M E R S 1. Have a problem 2. Know they have it 3. Have a budget 4. Are hacking their own solution “The Mom Test” Rob Fitzpatrick
- 22. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved WHY: What’s the gap?
- 23. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved Kim & Mauborgne “Blue Ocean Strategy” 0 1 2 3 4 5 Affordability Weight Display Power Telephony Laptops Smartphones
- 24. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved Kim & Mauborgne “Blue Ocean Strategy” 0 1 2 3 4 5 Affordability Weight Display Power Telephony Laptops Smartphones Ipad
- 25. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved via Seth Godin
- 26. VALUE POSITIONING ▸ Difference ▸Risk ▸ Convenience ▸ Cost (not the same as price)
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- 29. CAPABILITIES DEMAND INTERESTS ‣ Like todo ‣ Curious about ‣ Care about ‣ Skills ‣ Connections ‣ Resources ‣ Protagonist ‣ Gap ‣ Money Photo credit: Dani Alvarez Cañellas via VisualHunt / CC BY-NC-ND Copyright © Slingshot Venture Development Ltd. 2016 All rights reserved
- 31. Sources of Innovation 1.Market insight (epiphanies) 2. Business model innovation 3. Technology 4. Design
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- 33. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved WHAT IS A REVENUE MODEL? ▸ Value Exchange Contract ▸ Deliverables ▸ Payment ▸ Risk Allocation ▸ Subset of Value Proposition ▸ Defines Revenue Streams & Unit Economics
- 34. DELIVERABLES - Features - Service -Property rights
- 35. TEXT BASIC MODELS ▸ AssetSale ▸ Licensing ▸ Usage ▸ Intermediation ▸ Auction ▸ Subscription ▸ Advertising ▸ Consulting ▸ Freemium Deliverables Service Rights Commitment Termination Renewal Guarantees Price Payment Terms
- 36. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved Revenue = Customers x Unit Price x Frequency
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- 38. One Customer Intimacy 150Twelve 1000+ The Journeyfrom Niche to Scale Product Innovation Operational Excellence Service Experience Product
- 39. Examples ‣ McDonald’s ‣ Amazon ‣The iPod ‣ Dropbox ‣ AirbnB ‣ Metro ‣ Zipcar ‣ Uber ‣ ?
- 40. Copyright © SlingshotVenture Development Ltd. 2016 All rights reserved THE KEY CHALLENGE: CLARITY ▸ What does your customer really need or want? ▸ What part of your solution is relevant? ▸ Articulate connection between solution & needs ▸ Make sure your difference fits your capabilities
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