VIEW FULL-SCREEN OR DOWNLOAD. (Tall format.)
Compiled audience notes from open interviews with 3 founders: Jordan Schilpf at Gift Cannon, Isaac Strang at Shootround and Paul Nel at Coordinate Gear.
Lessons learned about testing business models with physical products, mobile response channels and event-based behaviour.
This document provides an overview of a Lean Startup event or workshop. It discusses principles of building iteratively to learn, focusing on learning goals and validating hypotheses through measurement. Key parts of the agenda include lean flow, prioritization, stakeholder analysis, and learning goals. Attendees are encouraged to limit work-in-progress, get early customer feedback, and present their weekly progress and learning goals to get advice from others. The overall message emphasizes rapid prototyping, testing assumptions, and using metrics to guide the business model rather than focusing too much on specific details.
This document provides an overview of lean startup principles and methodologies. It discusses building minimum viable products to test hypotheses, iterating based on customer feedback through continuous learning and measurement, and making course corrections quickly. The document emphasizes focusing on learning goals, validating assumptions with real customers, and advancing customer conversations to the next step of commitment whenever possible.
Startup MBA 3.1 - Funding, equity, valuationsFounder-Centric
This document discusses different types of startup funding including revenue, debt, and equity. It focuses mainly on equity funding, explaining the typical stages of funding from sweat equity to a Series A round. It provides advice on valuation ranges, giving up equity to investors and employees, and practical considerations for fundraising like timelines, dilution calculations, and negotiating terms. The key points are that equity funding involves giving ownership stakes to investors in exchange for cash, fundraising is distracting, and founders should understand valuation impacts and protect themselves in legal agreements.
Evolving Products Into New Businesses - International Institute Of Business A...Founder-Centric
A 2-hour workshop sharing some fundamental principles from the startup world, and some specific techniques around undersatnding your options, going to market, and adapting based on what you learn.
Slides from a talk I gave during ONA 2012 in San Francisco: Companies like Apple and IDEO have demonstrated the role that design thinking plays in the creation of revolutionary, game-changing products. Yet even in 2012, news design is experiencing a great stagnation: too often, our products and platforms feel more like 2006. Learn strategies to show how design thinking can actually create efficiencies in a product development process that will always be strapped for time.
This document summarizes techniques for minimizing conflict when dealing with empowered student or customer groups in academic institutions. It discusses approaching interactions with empathy, equality, and empowerment ("the 4 E's"). Specific techniques include active listening, explaining constraints politely, setting realistic expectations, and building personal relationships. The document also summarizes cognitive restructuring techniques for managing stress, such as changing one's perspective, releasing expectations and control over situations, focusing on opportunities rather than limitations, and making positive comparisons.
35 Things I Wish I Knew Before I Quit My Job (3yrs later)Ross Simmonds
The document provides 35 tips for things the author wishes someone had told him before quitting his job. Some of the key tips include: learn to say no to opportunities that will not help you focus; build relationships before quitting; read entrepreneurship books while still employed; expect things to go wrong and be prepared; maximize revenue while minimizing costs; and save money both before and after quitting your job. The tips cover a range of business advice focused on preparing to transition from full-time employment to self-employment or entrepreneurship.
VIEW FULL-SCREEN OR DOWNLOAD. (Tall format.)
Compiled audience notes from open interviews with 3 founders: Jordan Schilpf at Gift Cannon, Isaac Strang at Shootround and Paul Nel at Coordinate Gear.
Lessons learned about testing business models with physical products, mobile response channels and event-based behaviour.
This document provides an overview of a Lean Startup event or workshop. It discusses principles of building iteratively to learn, focusing on learning goals and validating hypotheses through measurement. Key parts of the agenda include lean flow, prioritization, stakeholder analysis, and learning goals. Attendees are encouraged to limit work-in-progress, get early customer feedback, and present their weekly progress and learning goals to get advice from others. The overall message emphasizes rapid prototyping, testing assumptions, and using metrics to guide the business model rather than focusing too much on specific details.
This document provides an overview of lean startup principles and methodologies. It discusses building minimum viable products to test hypotheses, iterating based on customer feedback through continuous learning and measurement, and making course corrections quickly. The document emphasizes focusing on learning goals, validating assumptions with real customers, and advancing customer conversations to the next step of commitment whenever possible.
Startup MBA 3.1 - Funding, equity, valuationsFounder-Centric
This document discusses different types of startup funding including revenue, debt, and equity. It focuses mainly on equity funding, explaining the typical stages of funding from sweat equity to a Series A round. It provides advice on valuation ranges, giving up equity to investors and employees, and practical considerations for fundraising like timelines, dilution calculations, and negotiating terms. The key points are that equity funding involves giving ownership stakes to investors in exchange for cash, fundraising is distracting, and founders should understand valuation impacts and protect themselves in legal agreements.
Evolving Products Into New Businesses - International Institute Of Business A...Founder-Centric
A 2-hour workshop sharing some fundamental principles from the startup world, and some specific techniques around undersatnding your options, going to market, and adapting based on what you learn.
Slides from a talk I gave during ONA 2012 in San Francisco: Companies like Apple and IDEO have demonstrated the role that design thinking plays in the creation of revolutionary, game-changing products. Yet even in 2012, news design is experiencing a great stagnation: too often, our products and platforms feel more like 2006. Learn strategies to show how design thinking can actually create efficiencies in a product development process that will always be strapped for time.
This document summarizes techniques for minimizing conflict when dealing with empowered student or customer groups in academic institutions. It discusses approaching interactions with empathy, equality, and empowerment ("the 4 E's"). Specific techniques include active listening, explaining constraints politely, setting realistic expectations, and building personal relationships. The document also summarizes cognitive restructuring techniques for managing stress, such as changing one's perspective, releasing expectations and control over situations, focusing on opportunities rather than limitations, and making positive comparisons.
35 Things I Wish I Knew Before I Quit My Job (3yrs later)Ross Simmonds
The document provides 35 tips for things the author wishes someone had told him before quitting his job. Some of the key tips include: learn to say no to opportunities that will not help you focus; build relationships before quitting; read entrepreneurship books while still employed; expect things to go wrong and be prepared; maximize revenue while minimizing costs; and save money both before and after quitting your job. The tips cover a range of business advice focused on preparing to transition from full-time employment to self-employment or entrepreneurship.
24 Ways to Outgrow and Outlearn Everyone (Including the Competition)Étienne Garbugli
This document provides tips for how to continuously outgrow and outlearn others. It suggests being proactive in deciding what you want to learn, seeking experiences outside your comfort zone, and having postmortems after important events to deconstruct successes and failures. It also recommends not being afraid to admit what you don't know, integrating feedback loops, writing down what you learn, and prioritizing areas of focus since it's impossible to be an expert at everything. The overall message is about making a conscious effort to always keep learning from a variety of sources.
Seth Godin in 'This Is Marketing' brings together all his jotted down thoughts of last two decades on marketing from 'Permission Marketing', 'Purple Cow', 'Tribe', 'Knock Knock', 'Marketers are Liars' and MarketingSeminar and so many more. 'This Is Marketing' will serve as a compass for all marketers young and old on how to do marketing in a way that fulfills them. Created this deck as a reference notes for myself with key principles distilled from the book
Learn the key skills, traits, and competencies of an entrepreneur or intraprenuer. Walk away knowing the difference between an entrepreneur and an intrapreneur, and how both view uncertainty, failure, the future, getting things done, pivoting, life-long learning, ambiguity, change, problem solving, critical thinking, and thinking outside in. Explore what goes into a business model canvas. Get a 10,000 foot view of design thinking, being customer centric, and being empathetic with others. Learn what an MVP is and the important role it plays in launching a startup. Leave being big, bold, and ready to create, make, do, and innovate.
Joey Shurtleff co-founded Veechi Corp after studying at Stanford. He discusses his background and experience working at Overstock and Aggregate Knowledge. He then summarizes Veechi's products and progress, including raising a Series A round. Shurtleff provides advice for aspiring entrepreneurs, stressing the importance of understanding your market, competition, strengths, revenue model, and audience. He emphasizes the challenges of startups but also their potential rewards. Shurtleff concludes by offering to answer any questions.
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
Lean Startup Workshop for Startups, Entrepreneurs and IntrapreneursRammohan Reddy
The document provides an overview of the Lean Startup methodology. It discusses concepts like the minimum viable product (MVP), validating hypotheses through customer interviews, pivoting based on learning, and using business model canvases to test assumptions. The key stages of the Lean Startup process are the discovery stage, where problems are identified and hypotheses formed, and the validation stage, where hypotheses are tested through customer experiments to determine whether to pivot or persevere. Effective customer interviews are emphasized as a way to gain insights and minimize time to pivot or progress.
Pitch Like a Pro: Learn to Pitch Startup Ideas to the WorldDr. Melissa Sassi
How can you pitch like a pro? How can you share your business idea or startup with the world? What about your hackathon project? This is the formula I use for rocking all the pitches I do.
When you come to the Wednesday Pitch Day event, this presentation may help you in preparing and killing the first event.
Remember - this is a FIVE MINUTE pitch - but this presentation is actually much, MUCH longer.
10 Ways Your Boss Kills Employee MotivationOfficevibe
This document outlines 10 ways that bosses can kill employee motivation, including micromanaging employees, focusing only on mistakes, dismissing new ideas, holding useless meetings, making empty promises, telling inappropriate jokes, not keeping their word, measuring employee success in the wrong way, setting unrealistic deadlines, and playing favorites. The document encourages bosses to listen to employee concerns to better motivate them.
Would you rather be a success, or a failure? You can either be successful, unsuccessful, or a failure. Read this to know which would you rather be and which would you rather not be.
Landing a Big Fish: Key Strategies for the Acquisition of Large Brands and Fo...Shane Pearlman
Land the Big Fish: Strategies for the Acquisition of Large Brands & Fortune 500
Slides from a short 20 minute version of this talk: http://cl.ly/GJwF
Session Description: We work with some of the biggest brands in the world to build them intricate WordPress & Mobile solutions. I often get asked how we land the big fish.
This document provides 13 lessons learned from 25 years of consulting in sales and marketing. It discusses the importance of never stopping selling, knowing customers inside and out, starting with clear goals, focusing on key performance indicators over vanity metrics, ensuring marketing and sales teams are aligned, and more. The overall message is that success comes from truly understanding customers, having a well-defined process, and continuously learning from both successes and failures.
My contribution to this world of startups, to all people like me and my friends. "The Designer's Guide to Startup Weekend".
Soon also on Behance, Dribble and Visual.ly.
Enjoy it and, please, let me know if it was helpful for you :)
The document discusses the Lean Startup theory and how it can help address common startup failures. It notes that today's environment for startups is more challenging due to tighter financing. It outlines five common startup traps, including assuming the customer and features are known and burning cash without understanding customer needs. The Lean Startup theory advocates testing ideas with customers early through rapid experiments, identifying problems to solve, and pivoting if customers are not enthusiastic. The document provides an example of how Nordstrom applied Lean Startup principles through quick one-week iterations and simple experiments. It encourages the reader to apply these principles to their own work.
The document discusses how to build a customer-driven product team. It recommends structuring teams with 3 people (engineer, tech lead, engineer) to allow for autonomy and accountability. Each team is paired with a product manager, designer, and marketer to gather customer feedback and iterate quickly. The approach scales by having teams own products end-to-end and share metrics with internal stakeholders. Continuous delivery is key, with teams shipping updates daily to get quick feedback. This creates a feedback loop that puts customers first.
The document provides advice and lessons learned from becoming an entrepreneur and starting a company. It discusses common misconceptions about entrepreneurship, such as thinking you can do it alone or that venture capital is evil. It also offers tips for starting a company, such as choosing an idea you are passionate about, understanding how to fund a startup through various options like friends/family or venture capital, picking a great team, and launching early with a minimal product to begin learning. The overall message is that starting a company is a learning process and not to believe common myths about what it takes to be a successful entrepreneur.
This document provides tips for landing a first customer. It advises starting by offering potential customers a simple, free piece of help related to the problem being solved rather than immediately introducing the product or service. This builds trust by showing understanding of their complex needs. The next step is to listen to learn about their situation and solutions tried before leveling with them about options considered. The goal is for the customer and business to collaboratively develop a solution, with the business explaining what their product can and cannot do. Introducing the product fully only after understanding the customer's needs and determining if trust has been built.
This presentation was given at the Pecha Kucha Night San Jose - March 31st, 2015
It is the lessons learnt from a series of startups I have been involved in from 2002.
How do you ensure growth is good growth? How do you build a durable business that can withstand the challenges that come up? Tolithia Kornweibel, CRO (previously CMO) of Gusto, discusses a CMO-CRO working model that works for long-term, durable growth.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
24 Ways to Outgrow and Outlearn Everyone (Including the Competition)Étienne Garbugli
This document provides tips for how to continuously outgrow and outlearn others. It suggests being proactive in deciding what you want to learn, seeking experiences outside your comfort zone, and having postmortems after important events to deconstruct successes and failures. It also recommends not being afraid to admit what you don't know, integrating feedback loops, writing down what you learn, and prioritizing areas of focus since it's impossible to be an expert at everything. The overall message is about making a conscious effort to always keep learning from a variety of sources.
Seth Godin in 'This Is Marketing' brings together all his jotted down thoughts of last two decades on marketing from 'Permission Marketing', 'Purple Cow', 'Tribe', 'Knock Knock', 'Marketers are Liars' and MarketingSeminar and so many more. 'This Is Marketing' will serve as a compass for all marketers young and old on how to do marketing in a way that fulfills them. Created this deck as a reference notes for myself with key principles distilled from the book
Learn the key skills, traits, and competencies of an entrepreneur or intraprenuer. Walk away knowing the difference between an entrepreneur and an intrapreneur, and how both view uncertainty, failure, the future, getting things done, pivoting, life-long learning, ambiguity, change, problem solving, critical thinking, and thinking outside in. Explore what goes into a business model canvas. Get a 10,000 foot view of design thinking, being customer centric, and being empathetic with others. Learn what an MVP is and the important role it plays in launching a startup. Leave being big, bold, and ready to create, make, do, and innovate.
Joey Shurtleff co-founded Veechi Corp after studying at Stanford. He discusses his background and experience working at Overstock and Aggregate Knowledge. He then summarizes Veechi's products and progress, including raising a Series A round. Shurtleff provides advice for aspiring entrepreneurs, stressing the importance of understanding your market, competition, strengths, revenue model, and audience. He emphasizes the challenges of startups but also their potential rewards. Shurtleff concludes by offering to answer any questions.
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
Lean Startup Workshop for Startups, Entrepreneurs and IntrapreneursRammohan Reddy
The document provides an overview of the Lean Startup methodology. It discusses concepts like the minimum viable product (MVP), validating hypotheses through customer interviews, pivoting based on learning, and using business model canvases to test assumptions. The key stages of the Lean Startup process are the discovery stage, where problems are identified and hypotheses formed, and the validation stage, where hypotheses are tested through customer experiments to determine whether to pivot or persevere. Effective customer interviews are emphasized as a way to gain insights and minimize time to pivot or progress.
Pitch Like a Pro: Learn to Pitch Startup Ideas to the WorldDr. Melissa Sassi
How can you pitch like a pro? How can you share your business idea or startup with the world? What about your hackathon project? This is the formula I use for rocking all the pitches I do.
When you come to the Wednesday Pitch Day event, this presentation may help you in preparing and killing the first event.
Remember - this is a FIVE MINUTE pitch - but this presentation is actually much, MUCH longer.
10 Ways Your Boss Kills Employee MotivationOfficevibe
This document outlines 10 ways that bosses can kill employee motivation, including micromanaging employees, focusing only on mistakes, dismissing new ideas, holding useless meetings, making empty promises, telling inappropriate jokes, not keeping their word, measuring employee success in the wrong way, setting unrealistic deadlines, and playing favorites. The document encourages bosses to listen to employee concerns to better motivate them.
Would you rather be a success, or a failure? You can either be successful, unsuccessful, or a failure. Read this to know which would you rather be and which would you rather not be.
Landing a Big Fish: Key Strategies for the Acquisition of Large Brands and Fo...Shane Pearlman
Land the Big Fish: Strategies for the Acquisition of Large Brands & Fortune 500
Slides from a short 20 minute version of this talk: http://cl.ly/GJwF
Session Description: We work with some of the biggest brands in the world to build them intricate WordPress & Mobile solutions. I often get asked how we land the big fish.
This document provides 13 lessons learned from 25 years of consulting in sales and marketing. It discusses the importance of never stopping selling, knowing customers inside and out, starting with clear goals, focusing on key performance indicators over vanity metrics, ensuring marketing and sales teams are aligned, and more. The overall message is that success comes from truly understanding customers, having a well-defined process, and continuously learning from both successes and failures.
My contribution to this world of startups, to all people like me and my friends. "The Designer's Guide to Startup Weekend".
Soon also on Behance, Dribble and Visual.ly.
Enjoy it and, please, let me know if it was helpful for you :)
The document discusses the Lean Startup theory and how it can help address common startup failures. It notes that today's environment for startups is more challenging due to tighter financing. It outlines five common startup traps, including assuming the customer and features are known and burning cash without understanding customer needs. The Lean Startup theory advocates testing ideas with customers early through rapid experiments, identifying problems to solve, and pivoting if customers are not enthusiastic. The document provides an example of how Nordstrom applied Lean Startup principles through quick one-week iterations and simple experiments. It encourages the reader to apply these principles to their own work.
The document discusses how to build a customer-driven product team. It recommends structuring teams with 3 people (engineer, tech lead, engineer) to allow for autonomy and accountability. Each team is paired with a product manager, designer, and marketer to gather customer feedback and iterate quickly. The approach scales by having teams own products end-to-end and share metrics with internal stakeholders. Continuous delivery is key, with teams shipping updates daily to get quick feedback. This creates a feedback loop that puts customers first.
The document provides advice and lessons learned from becoming an entrepreneur and starting a company. It discusses common misconceptions about entrepreneurship, such as thinking you can do it alone or that venture capital is evil. It also offers tips for starting a company, such as choosing an idea you are passionate about, understanding how to fund a startup through various options like friends/family or venture capital, picking a great team, and launching early with a minimal product to begin learning. The overall message is that starting a company is a learning process and not to believe common myths about what it takes to be a successful entrepreneur.
This document provides tips for landing a first customer. It advises starting by offering potential customers a simple, free piece of help related to the problem being solved rather than immediately introducing the product or service. This builds trust by showing understanding of their complex needs. The next step is to listen to learn about their situation and solutions tried before leveling with them about options considered. The goal is for the customer and business to collaboratively develop a solution, with the business explaining what their product can and cannot do. Introducing the product fully only after understanding the customer's needs and determining if trust has been built.
This presentation was given at the Pecha Kucha Night San Jose - March 31st, 2015
It is the lessons learnt from a series of startups I have been involved in from 2002.
How do you ensure growth is good growth? How do you build a durable business that can withstand the challenges that come up? Tolithia Kornweibel, CRO (previously CMO) of Gusto, discusses a CMO-CRO working model that works for long-term, durable growth.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Fundraising Strategy - useful tools that really work IoF 2011Simon Burne
This is intended to provide you with a range of tools to apply directly to developing effective strategies that deliver real results. All the tools have been tried and tested and have been proven to work. Not all of them will be right for you but you're guaranteed to come away with some tools that you'll want to use straight away.
50 Sales Lessons from 3 Years in B2B SaaSEvan Lewis
The document provides 50 sales lessons learned over 3 years in B2B SaaS sales and tactics for improving sales performance. It covers key areas like deal cycles and closing, sales management, sales operations, and post-sales alignment. The lessons include tips for prospecting, qualifying leads, negotiating deals, managing a sales team, using sales tools, and ensuring customer success after a sale is closed. The document aims to distill the author's experience into concise and actionable advice for other salespeople.
How to make your corporate management think and act like a startup. (by @boar...Board of Innovation
The document provides guidance for corporate management teams to think and act more like startups. It recommends building a minimum viable product quickly without extensive upfront planning, then measuring how customers interact with it to test assumptions. The key is to learn from failures by optimizing the product based on metrics and customer feedback, rather than getting bogged down in reporting and meetings. An iterative process of building, measuring, and learning is advocated over traditional business planning.
This is my presentation to the International Society of Arboriculture (ISA), in Rhode Island, June 2009. It contains many examples of how to run a more profitable tree care business.
It was referenced in the podcast interview with Todd on ArborViews at http://www.isa-arbor.com/podcast/PodcastDetail.aspx?ID=8
We sent out our Summer Newsletter last week – so in case you didn’t get it, lost it or burnt it, here is a e-copy to browse on-line.
If you don’t receive a hard copy but would like to do so in future, drop me a note and I will arrange it for the next edition.
……..likewise, if you do receive the hard copy but would prefer not to, do let me know!!
Best wishes
Simon
Here is an e-copy of our Summer Newsletter. The World Cup is still on but we don’t want to tempt providence by saying anything else! We hope you enjoy it and have a go at the crossword. If you would like a hard copy of the newsletter in future, do please let us know
The document outlines the first step of the Duct Tape Marketing System - developing a strategy before tactics. It emphasizes that having a clear marketing strategy focused on the ideal client and differentiation is essential. The strategy involves narrowly defining the ideal client through understanding highly profitable and referring clients. It also involves finding ways to differentiate the business from competitors through interviews with satisfied customers to understand unique value propositions. With the right strategy in place, a business can then surround it with effective marketing tactics.
The document outlines a 7 step system for small business marketing success called the Duct Tape Marketing System. Step 3 discusses the importance of publishing educational content to build trust and educate potential customers. It recommends using a blog, social media profiles, and participating in review sites to generate helpful, trust-building content on a consistent basis. The goal is to position the business as a knowledgeable resource that potential customers will turn to for information and advice.
The document discusses how to create a strong brand through focusing on feelings and experiences rather than just numbers. It emphasizes developing an authentic brand story that is lived internally and told externally. Various touchpoints and ways to engage employees and customers are examined. Metrics are presented showing that high employee engagement leads to much better business outcomes like customer loyalty, profitability, productivity and quality. The overarching message is that an emotionally compelling brand story consistently brought to life through the customer experience is key to success.
Toronto - Strategic Planning for Club Owners & General Managersghfcadmin
The document discusses strategic planning for club owners and general managers. It covers factors like demographics, economics, operational characteristics, competitors, and developing a strategy. It emphasizes the importance of having a clearly defined strategy, flawless execution, a performance-oriented culture, and a flexible organization structure. It also discusses developing a vision, mission, core purpose, culture, and values to guide the business and shape its future direction over the long run.
What the CEO Really Thinks of MarketingDave Kellogg
Most CEOs do not understand marketing and see it as a cost center that may not provide clear returns. Marketing can protect itself by clearly demonstrating its value in making sales easier through helpful initiatives, using metrics to show impact, being accountable for goals, and periodically conducting ROI analysis to show how marketing influences sales over time in business-to-business environments.
The document provides an overview of entrepreneurship and the entrepreneurial process. It defines key terms like entrepreneur, entrepreneurship, and discusses frameworks like the entrepreneurial operating system. It also covers topics like developing a business idea, creating a minimum viable product, conducting market research, and financing a startup. The document aims to equip readers with the essential knowledge to understand and pursue entrepreneurship.
How to hack 10,000 student engagements: Four simple steps to highlight your p...Sarah Khan
This document outlines an agenda for a presentation on marketing engagement using the MENT framework. The presentation includes an introduction, looking at the CONNECT stage of engagement to get to know attendees, an overview of the MENT framework to develop marketing decisions, a case study of how the framework was applied, and a question and answer period. The case study focuses on how the presenter increased engagement and brand awareness for an university incubator program through applying the stages of the MENT framework around introduction, surveys, email automation, events and maximizing engagement. Metrics are shared showing the program's success in various engagement areas.
This document discusses six critical thinking skills that are important for career success: interpretation, analysis, inference, evaluation, explanation, and self-regulation. For each skill, the document provides a definition in layman's terms, an example of how the skill could be applied in a professional context, and an "application exercise" to help the reader practice and develop that skill. The overall purpose is to explain what critical thinking skills are, why they are important for careers, and how to actively work on improving them.
The document discusses adopting an Agile approach to marketing. It defines key Agile marketing concepts like scrums, sprints, user stories and burn down charts. It also discusses common mistakes like assuming Agile allows for less resources, lacking executive support, ignoring other marketing activities, and not celebrating successes. The document advocates adopting Agile principles like frequent communication, quick iterations and using data to improve.
The document provides tips for effective marketing writing based on a presentation given by Debra A. Mackey. Some key tips include knowing your audience and their needs, focusing on the client/reader rather than yourself, using feelings and benefits over features to motivate action, keeping messages simple, being positive, and including a clear call to action. The overall message is that marketing should put the client/reader first and motivate them using simple, authentic language tailored to their needs and feelings.
Similar to Foundation principles Emerge Education (20)
How To Make The Most Of Sofia - Eleven Demo DayFounder-Centric
Dimitar Stanimiroff from StackExchange and others in Bulgaria helped the author with their Lean event and LeanSpark conference. Jon Bradford introduced the author to Eleven accelerator where the author did workshops. Stanislav Sirakov from LauncHub invited the author back to teach. Now the author regularly teaches at Eleven and Launchub. The author is encouraged to live in Sofia by Mihaelena Damianova who helps find an apartment. The summary identifies several individuals in Bulgaria's startup community that helped and supported the author.
Startup MBA 2.3 - Customer development and early-stage salesFounder-Centric
This document discusses customer development and how to avoid getting "bad data" when talking to customers. It outlines four types of bad data: compliments, fluff, ideas, and trivia. It provides examples of each and advises how to redirect conversations to get more useful feedback. The document also explains how conversations can go wrong by being too formal, exposing ego, or being too pitch-focused. It emphasizes learning over selling and provides questions that adhere to the "Mom Test" of getting concrete examples and specifics rather than opinions.
This document provides advice on developing a sticky community funnel for marketing a startup. It discusses focusing on retaining existing users rather than acquiring new ones through paid or viral channels at an early stage. The community funnel process involves traffic arriving, being given a free gift to create value, exchanging contact permission for a larger gift, staying in touch through valuable content, converting subscribers to paid customers, and retaining/upselling customers. It stresses having clear goals and targets, a simple daily content creation process, and measuring results. Examples given include creating daily inspirational posts and weekly newsletters for writers to help authors. Batching content creation and outsourcing tasks is advised to reduce costs.
The document discusses the principles of lean startup methodology. It introduces three main principles: 1) Our startup is a pile of guesses, 2) The faster we can bounce our guesses off the market, the better we'll do, and 3) Learning is progress; building stuff isn't. Groups then discuss applying these principles to startup ideas and challenges.
This document discusses different types of minimum viable products (MVPs) and how they can be used to test business hypotheses. It describes exploration, pitch, concierge, and prototype MVPs. Exploration MVPs involve basic websites or apps to test problems or customer segments. Pitch MVPs use landing pages to test customer pain points and willingness to pay. Concierge MVPs provide personalized demos or trials to test solutions. Prototype MVPs create novel solutions when other methods can't be used. The key is choosing the MVP type best suited to test critical hypotheses as quickly and inexpensively as possible through customer feedback.
Startup MBA 2.1 - Business models - prototyping and moat designFounder-Centric
Zappos survived against larger competitors like Amazon by focusing exclusively on shoes. They built shoe-specific logistics and fulfillment capabilities to provide a fast, cheap return process. Through great customer service and a positive company culture, Zappos also developed strong brand loyalty among shoe buyers in the US.
This document provides information about advisors for startups, including the types of advisors that could help with technical issues, industry credibility, customers, general startup strategy, and operations, legal, or financial matters. It recommends advisors for important long-term needs or those requiring senior experience, but with limited hours per month. The document also suggests equity compensation ranges of 1-2% before funding and 0.5-1% after funding, as well as an expected time commitment of 1-4 hours per month from advisors.
This document summarizes information about Founder Centric, a business that provides business model design and mentoring services to founders. It lists the names and roles of the Founder Centric team members. It also provides examples of business model design exercises and frameworks they use to help clients identify assumptions, spot better options, know what to test, and balance focus and opportunity. The document emphasizes the importance of understanding business models holistically and embracing challenges as opportunities to learn and improve.
This document provides guidance on building minimum viable products (MVPs) and discusses various approaches to launching startups efficiently including exploration, pitching ideas, and acting as a concierge to help founders. It emphasizes the importance of launching quickly, stripping features, knowing your customers, managing risks, and designing MVPs to test hypotheses. Questions are provided throughout to help guide reflection on how to focus products and address challenges.
This document provides guidance on conducting customer development interviews to learn about customers' needs and problems. It discusses a two-stage learning process of collecting information through observation and experimentation, then analyzing the findings. It emphasizes exploring customers' specific past experiences over generalizations. Sample questions are categorized as softball, anchor, or deflection questions to build rapport, explore issues in depth, or redirect conversations. The document cautions against taking compliments at face value and stresses looking for commitments to next steps as signals of interest. The overall goal is to understand customers and confirm the right problems are being solved before proceeding further.
Advanced Business Model Design - Pirate Summit 2013Founder-Centric
It's a fallacy that startups have innovative business models. Even when startups use business model innovation tools, they generally don't progress to a level where they are deploying and validating advantageous business model innovations. Here are some more advantanced techniques that work from our experience, working in-depth with 15 accelerators and 3 universities at foundercentric.com
This document discusses business models and the importance of understanding how all parts of a business model work together. It emphasizes using tools like the Business Model Canvas to help map out key aspects of a business like infrastructure, customers, partnerships, revenue streams, and costs. The document provides examples of using these tools to prototype different business model options, identify risks, and guide business strategy and experimentation. It stresses testing assumptions, gathering customer feedback, and continually learning and adapting the business model based on what works.
The final keynote on how bad advice finds it way into startups, the damage it does and what we can do about it. For more information, I've written up the Halo Effect at http://www.saintsal.com/2013/05/bad-advice-halo-effect/
The document provides information about customer development and learning from customers. It discusses 5 tools for customer development: 1) Having your top 3 questions, 2) Asking softball, anchor, and deflection questions, 3) Using the "Mom Test" to get factual information from customers rather than opinions, 4) Knowing what types of signals to look for in customer responses, and 5) Recording customer quotes on index cards. The overall message is that customer development involves learning from customers rather than selling to them.
This document outlines an agenda for a entrepreneurship training program run by Founder Centric. The day includes sessions on iterative teaching, workshops and assignments, the design process and goals, getting feedback, and managing risks. Assignments described include developing personal inventories of skills and resources, conducting customer interviews, optimizing an MVP, and launching constrained startup projects over 1-2 weeks. The document emphasizes adapting curriculum flexibly to student needs, using peer support and optional modules, and avoiding common pitfalls like getting stuck on inconsequential details.
The document discusses growing a business efficiently by focusing on specific customer segments and limiting work in progress. It provides tips for defining customers, such as drilling down to understand their goals, obstacles, and current solutions. The document emphasizes zooming in on early adopters and specific customer types that can be defined in a single word and are easily findable.
Startups are learning organizations that go through two stages: discovery and validation. In discovery, they aim to learn about the industry and problem they are addressing, as well as determine if there is customer demand. In validation, they work to confirm they are building the right product and that customers will pay for it. Effective startup learning involves talking to potential customers, understanding their problems, and getting commitments for next steps rather than just opinions.
Time is the most precious resource for startups. While early strategies often focus too much on minor details, overlooking the big picture can lead businesses to fail despite marketing successes. Using Osterwalder's Business Model Canvas as a framework allows startups to examine their overall business model and identify potential issues, helping ensure all parts work coherently together to achieve long-term viability over short-term gains.
The document discusses various growth engines and key metrics for startups, including sticky user experiences, paid acquisition, virality, acquisition, activation, retention, referrals, and revenue. It provides templates for brainstorming these topics using option cards with one idea per card. It also discusses evaluating business model prototypes using post-its to represent different options that can be moved around.
Keep focused on the next step. Build the minimum viable thing to test your hypothesis. Start simply by breaking down your idea into small pieces and building one piece at a time using low fidelity prototypes. Meet weekly in a Braintrust meeting to share progress, learning goals, and get feedback from fellow founders on risks and learning methods.
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2. CI
ER
EX
SE
Do not open the kit until I say GO!
Build the tallest freestanding structure.The
entire marshmallow must be on the very top.
You’ll have 18 minutes.
Use as much or as little of the kit contents as
you want, but nothing else!
4. Our job is to bring
ourselves the bad
news sooner.
5. 1st timers
Care too much about their ideas,
and look for certainty in process.
Experienced founders
Care more about opportunity cost,
and look for certainty in evidence.
24. Specific customer definitions
help find them quickly, and
point out scalable channels to
reach them.
Specific value propositions are
more compelling and help you
get early traction.
Zoom in!
39. CI
ER
EX
Individually, what are the
company milestones for the
next year? Goals? Walkaway conditions?
One per card. Include dates.
SE
Risk Tolerance
40. CI
ER
EX
As a group, create a single
timeline out of all the cards.
Star any that don’t feel right
or don’t fit for discussion at
the pub tonight.
SE
Risk Tolerance
75. SE
(Hint: use the Canvas or metrics
to make sure it’s relevant.)
CI
ER
What big make-or-break risks
or idea is the one you want to
nail down this week?
EX
Pick a
learning goal
76. Start with your
learning goal.
Build
Learn
Pick a learning goal.
Pick a measurement.
Draw your MVP on a blank sheet.
Measure
83. Take a look at the
customers’ world
Looking at different aspects of
their lives, we’ll examine our own
beliefs about them, who they are
– and if they really exist, how to
frame our value in their context.