How to build a startup iCubed 2017

Strategy and Business Models – DIT PM Module 1
ROHAN PERERA
RAOMAL PERERA
rohan@LeanDisruptor.com | @LeanDisruptor | www.facebook.com/LeanDisruptor
HOW TO BUILD A STARTUP
Using Business Model Innovation

ROHAN PERERA
 Entrepreneur
 Cheqio and LyfeStyle
 Facilitator of Entrepreneurial Studies
 Godolphin Flying Start Programme, UCD Innovation
Academy, DIT New Frontiers Programme, DIT iCubed
Programme, SEI Impact Programme
 StartUp Consultant
 Zeeko, Pundit Arena, UniTuition
 Ex-Professional Poker Player
 Played Locally/Internationally and Online
 Brand Ambassador
 Cheqio (http://www.cheqio.com/othersports)
 Contact
 Rohan@leandisruptor.com
 www.linkedin.com/in/rohan-perera 2

RAOMAL PERERA
 Serial Entrepreneur
 ISOCOR (NASDAQ: icor) & Network365/Valista (Intel)
 Adjunct Professor of Entrepreneurial Studies
 INSEAD & UCD
 Business Model Innovation, Lean Startup, Leadership &
Fund Raising
 Consultant
 Clients include: MSD (Merck), HP (Hewlett Packard), IFB
(Irish Film Board), HSE (Health Service Executive), Arvato
(Bertelsman), Resmed, Openet, Glandore, SEI (Social
Entrepreneurs Ireland), DJEI (Dept of Jobs, Entreprise and
Innovation), CWIA (Cartier Women’s Initiative Awards) …
 Accolades
 Finalist Ernst & Young Entrepreneur of the Year
 Tech Pioneer World Economic Forum
 ISA Award for Outstanding Software Achievement
3

www.Facebook.com/LeanDisruptor
4

Learning Outcomes
5
• Identify the Problem/Need first before
defining the Solution.
• To introduce you to the key tools and
techniques to help you build a
successful startup or at least reduce
the risk of failure
• Learn to invent design and build
powerful new business models using a
set of business model innovation tools.
• Understand the environment in which
you operate

Your SOLUTION is NOT my PROBLEM
6
Take 2 minutes to write down the
PROBLEM/NEED you are addressing

Introduction
• Introduce yourself
• What is the problem/need that you
solve with your product idea
7

Find the Gap
How to find
opportunities that others
don’t see.
- Amy Wilkinson
10

How breakthrough ideas emerge from
small discoveries
Creative thinkers practice a set of simple but
ingenious experimental methods
• failing quickly to learn fast
• tapping into the genius of play
• engaging in highly immersed
observation
Free their minds, opening them up to making
unexpected connections and perceiving
invaluable insights.
11

Most successful entrepreneurs
don’t begin with brilliant ideas
– they discover them
13

Often (first-time) entrepreneurs feel that
step 1 involves writing a business
plan/building a slide deck and getting
funded!
14

15
Finding the Problem is the Hard Part
– Kevin Systrom & Mike Krieger (Instagram
Co_Founders)
Instagram Co-Founder Kevin Systrom believes building
solutions for most problems is the easy part; the hard part is
finding the right problem to solve. Here he opens up about
how he and fellow Co-Founder Mike Krieger identified the
problems they wanted to solve around sharing photos through
mobile devices. He also reminds entrepreneurs to embrace
simple solutions, as they can often delight users and
customers.

Pivot
SEARCH EXECUTE
Customer Development
17

Problem/
Solution Fit
Product/
Market Fit
Scale
The 3 Steps
18
18

Key Question: Do I have a problem worth solving?
Who has the problem?
What is the top problem?
How is it solved today?
Where do they have the problem or in what context do
they have a problem? (milkshake example)
When do they have the problem?
Why is it a problem? (root cause analysis. Why is the
single best word for creating value in a start-up and an
established business) - It is not possible to know what the
top problem is without knowing where, when and why
they have a problem. Also the questions may not be
answered in sequence e.g. will we find the problem and
the person with the problem at the same time?
Identify the Problem
20

Take a stab at defining the solution
Build a demo (MVP)
Test it with assumed customers
Will the solution work? (can the proposed
solution create customer value that exceeds the
cost to produce and deliver the solution to the
customer)
Who it the early adopter?
Does the pricing model work?
Define the Solution
21

Build an MVP
Soft launch to early adopters
Do they realise the unique value proposition
How will you find enough early adopters to support
learning?
Are you getting paid?
Analysis: There needs to be a bit of intuitive thinking
around the MVP. We need to ask and then guess how we
can create the most unique customer value in the shortest
amount of time with the least resources. With a bit of
thinking and an equal amount of action we have a chance
of appropriating real value in the short term
VALIDATE THE QUALITATIVELY
Validate Qualitatively
22

Launch your refined product to a larger audience
Have you built something people want?
How will you reach customers at scale
Do you have a viable business?
Analysis: A refined product needs to test both
qualitatively and quantitatively in order to find out
why the refined product creates customers’ value
and how large is the market potential?
Can this business produce (organically or through
investment) enough cash in the short term in order
that customers value - cost to produce = profit
Validate Quantitavely
23

ABC
ANN
APPROACHED
THE BANK 121314
25

You may have jumped to the
“ABC” or “12 13 14” or “financial
institution”
Conclusions
Without EVEN KNOWING or
CONSIDERING alternatives!
26

I force you to use your
rational brain only?
27

Our subjective judgements are
biased: we are far too willing to
believe research findings based
on inadequate evidence and
prone to collect too few
observations in our own
research
29

31
Knowledge is having the right answer.
Intelligence is asking the right questions
The Art of Customer Interviewing

What is a Startup?
A TEMPORARY organisation
DESIGNED to SEARCH …….
For REPEATABLE and SCALABLE
Business Models
Startups are NOT just SMALLER versions of a LARGE
Company
32

Strategy for Startups
• Planning before the Plan
• Use the Osterwalder Canvas to do two things:
– Organise our thinking
– Get out of the Building to turn the hypothesis into
facts
• SEARCH for the Business Model First and then
Write it Up (Business Plan)
33

Customer vs. Product Development
• More startups fail from a lack of
customers than from a failure of Product
Development.
• We have all the processes to manage the
Engineering Risk
• No processes to manage the Customer
Risk.
34

What is a business model?
A business model describes the rationale
of how an organisation Creates, Delivers
and Captures value
36

Why we need a shared language for
business models?
37
https://strategyzer.com/academy/cours
e/business-models-that-work-and-
value-propositions-that-sell/1/1
Note: You may need to license the online learning tool on Strategyzer to
view this clip from Osterwalder

Use of BMC in Established Companies
IMPROVE ----------------------------------INVENT
Know Problem/Know Solution -Unknown Problem/Unknown
Solution
------EXECUTE -------------------------SEARCH------------
38

41
“It is not the strongest of the
species that survive, nor the
most intelligent, but the one
most responsive to change.”
- Charles Darwin

Getting from Business Idea to Business Model
42

Getting started with the canvas
46

Facebook
Key Partnerships Key Activities Value Propositions
Key Resources
Cost Structure Revenue Streams
Customer Relationships
Channels
Customer Segments
Content Partners (TV
shows, Movies,
Music, News Articles)
Data Centre
Operations
Management
Platform
Development
Technology
Infrastructure
Facebook
Platform
Research and
Development
General and
Administrative
Marketing
and Sales
Data centre
costs
Payment
RevenuesAd Revenues
Free
Connect with your
friends, Discover &
Learn, Express
yourself
Personalised
and Social
Experiences,
Social
Distribution,
Payments
Reach, Relevance,
Social Context,
Engagement
Developer
Tools and
APIs
Facebook
Ads,
Facebook
Pages
Website,
Mobile Apps
Cross-side
Network Effects
Same-side
Network Effects
Developers
Advertisers
and
Marketers
Internet Users

Group Exercise: 20 Mins
Develop a BMC for a cinema using an
A1 canvas poster.
49

Cinema
Key Resources
Channels
Customer Segments
Premier Seats
Date night
Website
maintenance
Special
screening
Subscriptions
Popcorn/drinks &
treats
Children
Mother &
Baby
Movie
Timetable
updates
Discounts
Staff
Multiplex Surround
Sound Theatre
Style Premises
Live stream
of events
Movie
Studios
Social
media
Adults
Online
Students
Couples
GroupOn
Quick clean
turnarounds
for each
screen
Website
Entertainment
General
Overheads
Cheap
night out
Family
movies
Blockbuster
movies
Advertising
Revenues
Live stream
of sports
Vendors
FamiliesPromotions
IFCO (Irish Film
Classification
Office)
Corporate
events
‘All you can eat’
movie option
License fees
Cinema
Exclusive club
(loyalty card
for unlimited
access)
Event
Organisers
Getting
Advertisors imax
Theatres
Corporates
Advertising
3D movies
High quality
sound/picture and
ambience
unavailable to your
own home
Captive
Audience
Ticket sales
Advertising
on Radio, TV,
Buses,
Billboards

Cinema
Key Resources
Channels
Customer Segments
Website
maintenance
Special
screening
Subscriptions
Popcorn/drinks &
treats
Children
Mother &
Baby
Movie
Timetable
updates
Discounts
Staff
Multiplex Surround Sound
Theater Style Premises
Live stream
of events
Movie
Studios
Social
media
Adults
Online
Students
Couples
GroupOn
Quick clean
turnarounds
for each
screen
Website
Entertainment
General
Overheads
Advertising
Revenues
Live stream
of sports
Vendors
FamiliesPromotions
IFCO (Irish Film
Classification
Office)
Grind
Schools
‘All you can eat’
movie option
License fees
Cinema
Exclusive club
(loyalty card
for unlimited
access)
Event
Organisers
Getting
Advertisors
Theaters
Corporates
Families
Colleges
Advertising
Captive
Audience
Ticket sales
Advertsing
on Radio, TV,
Buses,
Billboards
Parties
Ted Talks
Screen
/Space
Rental
Premier
Seating
3D/IMAX ticket
sales

Hypotheses or Guesses
• The canvas is a set of Hypotheses. i.e. Guesses.
• It helps us to organize our thinking! It is not
about functional organisation but about the
business.
• The real question is How do we change those
guesses into FACTS?
52

Customer Development Process
Post it to the Wall
- Create the canvas
- Make it Visible
- Use Yellow Post-It notes
with your guesses
Get Out of the Building and Test your hypotheses. There are NO
FACTS here. Talk to Customers, Partners, Vendors. Design
experiments, run tests, get data
53

What I learned…
 getting an interview right is not an easy task
 while I wanted to solve one problem I discovered another more
relevant one
 if you have a good relationship with people and you offer a proven
service they will give you a chance
 I discovered that my initial business idea was not the best idea
 through customer interviews I redefined my idea
 patience is important…I am still trying to get in touch with some of my
potential key partners
 people in our industry like to play safe where they can

Result
Pay every 6 months rather than every month
Use tangible gifts as “hooks”
Choose some major race meetings to start with
Tips and information on races and racetracks worldwide
Limit the number of TC membership to ensure the service
quality and to create a sense of exclusiveness
Consultancy, not translation or travel agency
3 job offers, 3 want to join the business, 1 willing to invest

Exercise: 20 Mins
Develop a BMC for your idea using an A1
canvas poster. Work in groups of 2 and
pick one of the projects.
56

Telling Your Story
Pitch your business model in a clear,
simple, and compelling way
57
https://youtu.be/SshglHDKQCc

rohan@LeanDisruptor.com | @LeanDisruptor | www.linkedin.com/in/raomal
ROHAN PERERA
SESSION TWO

Clayton Christensen
63
Jobs to be Done
“If you understand the job,
how to improve the product
becomes just obvious”

Jobs To Be Done
• Functional Job
– Get a task done
– e.g. business travel: accommodation, appointment, eat, sleep
• Emotional Job
– How the customer wants to feel
– e.g. business travel: stay connected with home, stay safe
• Social Job
– How the customer wants to be perceived
– e.g. business travel: look good with clients
• Supporting Job
– Purchasing and consuming value
- e.g. business travel: reserve accommodation64

Jobs To Be Done – Generic jobs
• Search or seek information
• Fix or repair something
• Satisfy my emotional needs
• Protect property or information
• Achieve objective efficiently
• Compare or evaluate alternative
• Offer somebody else advice
• Convey an image (of success)
• Transfer ownership rights
• Evaluate performance
• Achieve main objective
• Reduce stress65

“People buy products and services to get jobs
done. As people complete these jobs, they
have certain measurable outcomes that they
are attempting to achieve. It links a company's
value creation activities to customer-defined
metrics.” - Ulwick
OUTCOME-DRIVEN
INNOVATION
66

Exercise: 20 Mins
Develop a VP canvas for Airbnb. Assume
you are the Owner of the Apartment
Work in groups of 3.
67

Exercise: 20 Mins Each
Develop a VP canvas for a CS in your
BMC
Work in groups of 2.
75

Airbnb
Key Resources
Channels
Customer Segments
Creating
technological
infrastructure
and design
bloggers
Marketing
Easy to use
Investors
Legal
institutions
Marketing
Free membership
Travel community
operators
Insurance
companies
Community of
home providers
and travellers
Platform development
& design
Customer
service
Maintenance of
the payment
system
Individual travellers
Commission renters (6-12%
of booking fee)
Data base with
accommodations
Property
insurance
coverage
Blog
Community
management
Rental of
unique spaces
PR
Product
development
Management
of
international
Mobile app
Human
resources
Brand
Social
media
Trustful &
reliable
platform
People who want to
rent out their place
Commission
home/apartment owners
(3% of each booked
place)
24/7
support
team
Use of unused
value
Website

Review: Customer Development Process
78
Post it to the Wall
- Create the canvas
- Make it Visible
- Use Yellow Post-It notes
with your guesses
Get Out of the Building and Test your hypotheses. There are NO
FACTS here. Talk to Customers, Partners, Vendors. Design
experiments, run tests, get data

Back and forth between Business Model
and Value Proposition
79
Note: You may need to license the online learning tool on Strategyzer to
view this clip from Osterwalder
https://strategyzer.com/platform/training/
courses/mastering-business-models/1/1/4

81
Environment Map
Helps you understand the
context in which you create
your business
Business Modelling Tools – Zoom Out

The Environment
https://youtu.be/7O36YBn9x_4?list=PLTZNT3Bcgb3-KaBCUY-V0yfMj54UsrELb
82

Objective
• The objective of this workshop exercise is to
visualize and map out everything that is going on in
your business model’s environment (the Market
Forces, the Key Trends, the Industry Forces, and
the Macroeconomic Forces).
• It is an immersion into the Business Model Design
Space, which will help you prepare for your quest
for new and innovative business models.
• By making it visual you will develop a more
tangible understanding of your environment.
83

Outcome
–A visual map of your Business
Model Design Space.
–Deep discussions about your
business model’s environment
leading to a shared understanding.
–A starting point to design
innovative business models or
redesign current one.
84

Why this is Important?
• No individual alone in your organization could
paint a holistic picture of your business model’s
environment and design space. Only by mapping
out each specialist’s knowledge you can develop
a shared understanding of your environment.
• A visual map of your business model’s
environment with markets, trends, customer
needs, competitors, and more will make things
more tangible and it will allow you to uncover new
associations, discover new patterns, and
ultimately lead to new business model ideas.
85

• Does your model have a
Competitive Edge Today?
Tomorrow?
• Is your model prepared for Emerging
Trends?
• Is your model in line with Evolving
Customer Needs?
• How will your model adjust to Macro
Economic Shifts?
86

Market Issues
Identifies key issues driving and transforming your market from
Customer and Offer perspectives
Market Segments
Identifies the major market segments, describes their
attractiveness and seeks to spot new segments
Needs & Demands
Outlines market needs and analyzes how well they are served
Switching Costs
Describes elements related to customers switching business to
competitors
Revenue Attractiveness
Identifies elements related to revenue attractiveness and pricing
power
MARKET FORCES
87

KEY TRENDS
Technology Trends
Identifies technology trends that could threaten your
business model or enable it to evolve or improve
Regulatory Trends
Describes regulations and regulatory trends that
influence your business model
Societal & Cultural Trends
Identifies major societal trends that may influence your
business model
Socioeconomic Trends
Outlines major socioeconomic trends relevant to your
business model 88

INDUSTRY FORCES
Competitors (Incumbents)
Identifies incumbent competitors and their relative strengths
New entrants (Insurgents)
Identifies new insurgent players and determines whether they
compete with a business model different from yours
Substitute Products & Services
Describes potential substitutes for your offers- including those
from other markets and industries
Stakeholders
Specifies which actors influence your organization and business
model
Suppliers & other Value Chain Actors
Describes Potential substitutes for your offers- including those
from other markets and industries 89

MACRO ECONOMIC FORCES
Global Market Conditions
Outlines current overall conditions from a
macroeconomic perspective
Capital Markets
Describes current capital market conditions as they
relate to your capital needs
Commodities and Other Resources
Highlights current prices and price trends for resources
required for your business model
Economic Infrastructure
Describes the economic infrastructure of the market in
which your business operates 90

Case Study: Owlet
Owlet Infant Health Tracker Takes The Wearable
Revolution Into The Crib
91
Note: You may need to license the online learning tool on
Strategyzer to view this clip from Osterwalder

rohan@LeanDisruptor.com | @LeanDisruptor | www.linkedin.com/in/raomal
ROHAN PERERA
THANK YOU!

Additional Resources: Books
94

Additional Resources
95
BMC Online Tools:
Strategyzer
https://canvanizer.com/ (free tool)
Stattys Notes; http://www.stattys.com/
- A new generation of adhesive notes with a unique "Write
and Slide" function.

“Studies comparing successful and
unsuccessful innovation have found that the
primary discriminator was the degree to
which the user needs were fully
understood.”
– David Garvin, Harvard Business School
98

#1 Target
customer
segment
#2
Customer
segment
also
overseas
market new
set of
customers
• Who are your
most
important
customers?
• What are
their
archetype?
• What jobs do
they want
you to get
done for
them?
Customer Segments
99

Customer Persona/Archetypes
Profile
• Position/Title
• Age/Sex
• Role
• Discretionary budget
• Motivations
• Role models
100
•Who are you?
•How do you buy?
•What matters to you?
•Who influences you?

Customer Archetypes
Meet Paul, Sheetal and Barbara
Paul-RegularExerciser
• 20 – 45
• Aim to maintain and
track active lifestyle
• Looking for
inspiration on diet &
exercise regimes
• Gets a buzz from
exercising
Sheetal-SpiritualHealth
•
• 30 – 55
• Already follows a
healthy lifestyle
• Interested in
alternative
medicines/
treatments
• Believes eating well
is as important as
exercise
Barbara-On-OffDieter
•
• 30 +
• Yo-yo dieter, has
tried many of the fad
diets but never stuck
to one
• Needs tips and
motivation to keep
up a healthy lifestyle
• Irregular or
infrequent exerciser
101

Customer Types
 Saboteurs
 Intermediaries (OEM’s and resellers)
104

Q: Consider Selling Business Intelligence
Software into a large business. Which types
of customers are the following?
1. CFO
2. CIO
3. Report Users
4. Line of Business
Management
5. Business Intelligence Group
inside IT
a. Economic byer
b. Influencer
c. Recommender
d. Decision maker
e. Saboteur
105

Q: Consider Selling Business Intelligence
Software into a large business. Which types
of customers are the following?
1. CFO
2. CIO
3. Report Users
4. Line of Business
Management
5. Business Intelligence
Group inside IT
a. Economic byer
b. Influencer
c. Recommender
d. Decision maker
e. Saboteur
106

MULTI-SIDED MODEL
Buyer/Payer (e.g. Google)
Two sided markets – Buyers/Payees
1.Workers/Recruiters - LinkedIn
2.Banks/Merchants - Visa
3.Sellers/Buyers - eBay
4.Readers/Advertisers - New York Times
Each has its own value proposition
Each has its own revenue streams
One segment cannot exist without the other
107

Corporate? Consumer?
 Business to Business (B to B)
–Use or buy inside a company
 Business to Consumer (B to C)
–Use or buy for themselves
 Business to Business to Consumer (B to B
to C)
–Sell a business to get to a consumer
–Other Multi-sided Markets with multiple
customers
108

© 2004 Valista Ltd. confidential information.109
 top up
my phone
 subscribe to a
newspaper
 book a flight
download
a report
 book a hotel
pay a bill
 cancel a check
 top-up kid’s
phones
 vote online
 top-up my phone
 download a
new game
 buy an MP3
 download
a voucher
 change my ringtone
 play the lottery
 check my
phone credit
12
6
39
1
2
4
57
8
10
11
on the move at home
at play at work
premium services for subscribers
about Valista

“No one cares how much you know, until
they know how much you care”
– Theodore Roosevelt
EMPATHY MAPS
110

Value proposition
• Which of our
customer’s
problems are we
helping to solve?
• Which Customer
needs are we
satisfying?
• What are the key
features of our
product that match
customers
problem/need?
What jobs do
they want done
, what's a good
outcomes for
them
What are
competitive
options and
how do I
differentiate
over others
111

Through what
mechanism
will your service
(product) be
delivered to your
client?
How will we GET,
KEEP and GROW
Customers? How will I
get the Value
to my
Customers?
How best to
communicat
e to each
customer
segment
Channels & Customer Relationships
113

Two Critical Channel Questions
How do you want to sell your product?1
is subtle, but more important than the first:
How does your customer want to buy your
product?
2
114

How Many Will You Sell?
• How many can your channel sell?
• How much will the channel cost?
• How many customer activations?
• Revenue? Churn/Attrition rate?
customers/?
• How much will it cost to acquire a
customer?
• How many units will they buy from
each of these efforts?
123

Where Is The Money Coming From?
Revenue Model Choices
Bits
Physical
Product
Web Physical
Channel
 Direct Sales
 Products
 Subscription
 Upsell/Next Sell
 Ancillary Sales:
• Referral revenue
• Affiliate revenue
• E-mail list rentals
• Back-end offers
 Direct Sales
 Products
 Service
 Referrals
 Leasing
 Direct Sales
 Products
 Subscription
 Add-on services
 Referrals
124

“Direct” Revenue Models
 Sales: Product, app, or service sales
 Subscriptions: SAAS, games, monthly
subscription
 Freemium: use the product for free:
upsell/conversion
 Pay-per-use: revenue on a “per use” basis
 Virtual goods: selling virtual goods
 Advertising sales: unique and/or large
audience
125

“Ancillary” Revenue Models
 Referral revenue: pay for referring traffic/customers
to other web or mobile sites or products.
 Affiliate revenue: finder’s fees/commissions from
other sites for directing customers to make
purchases at the affiliated site
 E-mail list rentals: rent your customer email lists to
advertiser partners
 Back-end offers: add-on sales items from other
companies as part of their registration or purchase
confirmation processes, or “sell” their existing traffic
to a company that strives to monetize it and share
the resulting revenue
126

the tactics you use to set the
price in each customer
segment
Pricing Model
127

How Do We Price The Product?
Pricing Model Choices
128

 Product-based pricing
 Competitive pricing
 Volume pricing
 Value pricing
 Portfolio pricing
 The “razor/razor blade” model
 Subscription
 Time/Hourly Billing
 Leasing
Pricing Models - Physical
129

 Product-based pricing
 Subscriptions
 Freemium
 Pay-per-use
 Virtual goods
 Advertising sales
Pricing Models – Web/Mobile/Cloud
130

Other Words We Use In The Place Of Price
 Fee
 Commission
 Subscription
 Toll
 Interest
 Rent
 Tax
 Shipping
131

MVP
A Minimum Viable Product (MVP) is
“that product which has just those
features and no more that allows you
to ship a product that early adopters
see and, at least some of whom
resonate with, pay you money for, and
start to give you feedback on”
138

MVP #1 Explainer video
Explainer video is a short video that explains
what your product does and why people should
buy it.
A simple, 90 seconds animation is sufficient.
e.g. Dropbox
How to make an explainer video
139

MVP #2 A Landing Place
A landing page is a web page where
visitors “land” after clicking a link from
an ad, e-mail or another type of a
campaign.
140

MVP #2 A Landing Page
• Craft your Landing Page
• Set up a Google AdWord campaign and drive traffic
to your new landing page. Even here you can let the
AdWord engine rotate different messages and test
what works best on your prospects
• Set up Google Analytics. The most important thing to
measure is conversions – percent of visitors that sign
up (or perform another desired action)
• Set up a chat to make it easy for the visitors to raise
questions
• Set up a service like Qualaroo to survey your visitors
141

MVP #3 Wizard of Oz
A “Wizard of Oz” MVP is when you put up a
front that looks like a real working product, but
you manually carry out product functions. It’s
also known as “Flinstoning”.
Zappos shoes is the biggest online shoe
retailer, with annual sales exceeding $1 billion.
In his Lean Startup book, Eric Ries describes
how the founder started with a Wizard of Oz
product.
142

MVP #4 The Concierge MVP
Instead of providing a product, you start
with a manual service. But not just any
service! The service should consist of
exactly the same steps people would go
through with your product.
143

MVP #5 Piecemeal MVP
This strategy is a blend between the “Wizard
of Oz” and “Concierge” approaches. Again,
you emulate the steps people would go
through using your product – as you envision
it.
144

MVP #6 Crowd Funding
Sell it before you build it.
The basic idea is simple: launch a crowd
funding campaign on platforms such as
Kickstarter or IndieGoGo. Not only will you
validate if customers want to buy your product,
but you will also raise money.
145

Valencia
Key Resources
Channels
Customer Segments
Recruiting
volunteers
Volunteers
Schools
Publishing
Training
tutors
In-school projects: Help
teachers get students
excited about literary
arts
Donors
Partnerships
Teaching and
programme
management 826 news
Volunteers
Giving volunteers the
possibility to do good
‘for
purpose’
(non-profit)
network
Published
work of the
students
Self-
publishing and
selling books
written by the
kids
Donations
(financial and
in kind)
Managing
partnerships
In-school
projects
After-school tutoring: One-
on-one support on writing
skills
Newsletter
Social
Media
Store and
tutoring space
on 826 valencia
street, San
Francisco,
California,
94110
Word of
mouth
Volunteers
Teachers
Fundraising
events
Website
Kids 6-18 years
old
Sales from the
pirate supply
store
Donors
Opportunity to make
difference to children’s
lives
Rent
Staff
Procurement for
the shop

HBO
Key Resources
Channels
Customer Segments
iTunes
Original
Programming
Home
Customers
HBO.com
HBO on
demand
HBO Go:
streaming
content
HBO Go
app
Network
Cable
Providers
Premium
Television
T.V Stations
International TV
Stations buying it's
content
Content ie. Originally
produced TV series
and movies
Based on
loyalty and
customer
satisfaction
Original
Programming Distributions
Cinemax for
international
distribution
Basic fee
subscription
Licensing
original
programming
content
Email
marketing
Social media
engagement
Individual
channel
subscriptionPackages
Infrastructure
DVD sales of the
original
programming
content
Original Programming
ie. TV series production
e.g sopranos, boardwalk
empire, six feet under
TV ads
Promotions
Exclusive
content

TED
Key Resources
Channels
Customer Segments
TEDx
events
Translators TEDx organisers
TED
community
Possibility
to translate
TED talks
TED Radio
Hour, TV
programs,
DVDs,Books
Innovators
Individuals and
organisations
looking for
inspiration
Coverage of a
wide range of
topics
People with curious
and open mindset,
change makers
Online
conversation/
social media
Possibility to
organise a local
TEDx event
Distribution
partners (e.g
youtube,
netflix)
mobile apps
TED
conference
Spreading of
ideas that can
change attitudes
and life
Free knowledge
and information
Brand
Speakers
Creating
solutions to
global
problems
Talks
available on
multiple
channels
Developers
Sponsors
Speakers
Ticket sales for
conference
Conference
management
Community
management
Communication
and design
Advertisements
Organisers of TEDx
events
Partnership
management
Fundraising
TED
programs
management
Private
donations
Human resources
Global
social
network
Sponsorships
Organisation of
the
conferences
Technological
maintenance
AdvertiserCaptive
audience

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