The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
Essas dicas envolvem SEO, Redes Sociais, Mídia Impressa entre outros canais que vão potencializar seu tráfego e quem sabe gerar novos negócios.
Este material é exclusivo da Rank Monitor e com certeza vai te ajudar a prospectar seu site de uma maneira única como nunca visto fora de cursos.
Então vamos lá, não se esqueça de sempre fornecer um conteúdo relevante, isso é texto, imagens, vídeos únicos.
Essas dicas envolvem SEO, Redes Sociais, Mídia Impressa entre outros canais que vão potencializar seu tráfego e quem sabe gerar novos negócios.
Este material é exclusivo da Rank Monitor e com certeza vai te ajudar a prospectar seu site de uma maneira única como nunca visto fora de cursos.
Então vamos lá, não se esqueça de sempre fornecer um conteúdo relevante, isso é texto, imagens, vídeos únicos.
Interactive liver tumor segmentation using eSAT Journals
Abstract This literature review attempts to provide a brief overview of the most common segmentation techniques, and a comparison between them. It discusses the “Grab-Cut” technique, and" Graph Cut" techniques. GrabCut is a way to perform 2D segmentation in an image that is very user friendly. The user only need to input a very rough segmentation between foreground and background .The Graph Cut approaches to segmentation can be extended to 3-D data and can be used for segmenting 3-D volumes. Other segmentation techniques use either contour or edge segmentation to perform segmentation. The Graph Cut techniques use both contour and edge detection. Typically this is down by drawing a rectangle around the object of interest. The way that this is accomplished technically is by using a combination of Graph Cuts and statistical models of the foreground and background structure in the colour space. Grab Cut Technique use very minimum energy to separate Foreground and Background Images. Keywords - Interactive Image Segmentation, Object Selection, Foreground extraction, Graph Cut, Grab cut
Galina Alova, from Development Co-operation Directorate, and Katia Karousakis, from Environment Directorate, presented preliminary findings, from a desk-based research on reciprocal biodiversity mainstreaming at the national level in 11 partner countries.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
Interactive liver tumor segmentation using eSAT Journals
Abstract This literature review attempts to provide a brief overview of the most common segmentation techniques, and a comparison between them. It discusses the “Grab-Cut” technique, and" Graph Cut" techniques. GrabCut is a way to perform 2D segmentation in an image that is very user friendly. The user only need to input a very rough segmentation between foreground and background .The Graph Cut approaches to segmentation can be extended to 3-D data and can be used for segmenting 3-D volumes. Other segmentation techniques use either contour or edge segmentation to perform segmentation. The Graph Cut techniques use both contour and edge detection. Typically this is down by drawing a rectangle around the object of interest. The way that this is accomplished technically is by using a combination of Graph Cuts and statistical models of the foreground and background structure in the colour space. Grab Cut Technique use very minimum energy to separate Foreground and Background Images. Keywords - Interactive Image Segmentation, Object Selection, Foreground extraction, Graph Cut, Grab cut
Galina Alova, from Development Co-operation Directorate, and Katia Karousakis, from Environment Directorate, presented preliminary findings, from a desk-based research on reciprocal biodiversity mainstreaming at the national level in 11 partner countries.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
Una breve descrizione dello strumento creato nel 2008 da Alexander Osterwalder ed oggi diffuso nel mondo del business e della consulenza per facilitare i processi di design ed innovazione
Similar to How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir (20)
This talk explains the “what” and “why” of retrospectives, as well as the business value and benefits that they can bring. Examples will be given of exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving them. These are based on the successful book Getting Value out of Agile Retrospectives.
During this interactive presentation, you will explore the Scrum master’s role and you will see examples of how to do it in an effective way. Humor combined with valuable insights and ideas.
The workshop lets you explore a number of complexity oriented management methods around the topic of aligned autonomy, such as the action huddle, strategic storyline, complexity oriented delegation. We explain the purpose and the function of each method, and try them out in groups.
Marketing before having a product | Georges Abi-Aad | Lebanon Agile Tour Beirut
Startups often think of marketing as "that thing we'll do once we finish the product". But there are many benefits to starting as early as the idea stage. Discover why and how you should do it in a cheap, useful and scalable manner.
This is a deep dive into the TDD world where you will discover how it helps scale the development process. The talk tackles the business side as well as the technical side of the software development to accommodate all audiences, i.e; Why you should invest in a testing "department" for example, or why you should always take a look at your tests when writing code.
How to develop your 1-page personal plan Workshop | Guillaume Warnery | LebanonAgile Tour Beirut
What you will learn at this workshop
How to "stay above the line"
• What are the 4 steps of learning
• How to improve your" Wheel of life"
• How to make your 1 page personal plan.
Come to the workshop and you will learn all of these things and more. Don't you owe it to yourself to invest some time learning how you can reach your full potential?
Agile has become mainstream in the IT industry, since that the multiplication of Agile practices which makes Agile implementation complex and uncertain, we have started to see failure in Agile implementations.
During this presentation we will start a simplification process by going back to the source of Agile, understand what Agile is and what it is not. We will discover what is the Heart of Agile, its essence, and how it embraces management
Yes, we all know the world has gone VUCA (Volatile, Uncertain, Complex and Ambiguous). But even within the Agile movement, deep inside, we still like to stick to an idea of management which is attached to concepts such as predictability, systematization, repeatability, and tries to make reality fit to this mindset.
Based on Dave Snowden’s Cynefin Framework, and in partnership with his company, we are at the moment developing a set of practical methods and tools that allow managers from, the team leader upwards to master the complex aspects of reality. This paper gives you insight into our ongoing work.
Estimation is associated with Fear, Uncertainty and Death marches. Most of us would rather not estimate. Yet, sometimes we do need estimates and commitments, even on "estimation-less" projects. Play a series of estimation games to experience how different techniques deliver very different results. Learn a few simple rules that turn you into a reliable estimator. But correct estimates aren't enough. See what else is required to deliver on your promises. Learn to deal with the destructive games people play with estimates. Estimating can be Fun, embracing Uncertainty and Delivering.
Only %13 percent of people engaged to their work. While looking at the history of management and why modern management does not meet needs of today’s complex works at the same time we will look at what are the motivation factors for us? How self-organization correlated to motivation? What is the role of managers in self-organization and how can they support.
Recognition: The philosopher’s stone of every improvement in the Agile team a...Agile Tour Beirut
Come and discover the philosopher’s stone of every constant improvement
The philosopher’s stone lies in turning any cheap metals into precious metals, or into silver.
Does a team (be it an Agile team or not) essentially needs recognition to become well-performing?
What are the challenges of recognition? What is the impact of recognition on the performance of men and women, teams, and companies?
What is the positive influence of this strong improvement lever on Agile practices? How could a company make its first step towards becoming, or not, an Agile company through a recognition strategy?
According to thorough studies, recognition is a vital lever for the improvement of any company’s performance. In fact, recognition is in the heart of many Agile practices. But what if recognition weren’t the essential factor?
A recognition strategy is a key factor for an Agile corporate transformation.
How to simulate the office, online! – Lisette SutherlandAgile Tour Beirut
Increase the togetherness on your remote team by simulating the “human-ness” that we have when working in the same place.
To combat the “out of sight, out of mind” mentality, remote teams need to work harder to increase that sense of team and improve communication. In this workshop we will explore the various tools and techniques we can use to simulate the office, online!
You will learn:
How to create a high bandwidth workspace
Tools that allows you to communicate reliably
Techniques for keeping everyone on the same page
This workshop will be given remotely by Lisette Sutherland, Director of Collaboration Superpowers & locally faciliated by Pierre Hervouet. Join us and see the latest technologies and best practices for working together from anywhere.
Audience: anyone who have to deal with remote, distributed teams, stakeholders.
Scrum is the most popular Agile Framework; during this presentation the attendees will understand the value, and an overview of the powerful scrum framework: its roles, its artifacts and its ceremonies
How can one improve public action when one knows how to build digital products in an agile fashion?
By building them where no one expects them anymore: in the heart of the State.
The State Startups are an experiment of the French government, aiming at solving specific problems between the government and a segment of the beneficiaries under six months.
The beneficiaries can be citizens claiming their rights to benefits (mes-aides.gouv.fr), companies replying to a public call for tenders (mps.apientreprise.fr), entrepreneurs trying to budget hires (embauche.sgmap.fr), transparency actors accessing public open data (data.gouv.fr).
It's quite easy to take an electronic device, write "to do" "in-progress" and "done" on it and thinking that's Kanban. It's almost easy to draw a board with more columns, add swim lines, make a collection of work limits on it, measuring a lot of stuff and call it Kanban. In the real life it's a bit different.
"How to start my Kanban" are small patterns emerging from 10 years field word with my teams.
"How to start my kanban" gives you the opportunity to emerge in coaching real world and focus on human interactions and effectiveness.
We will start by understanding how people work. Then we will understand how people are working together. Then we will see the "whole".
Delivery is the key. So we design our board nimble enough to change, large enough to reveal the blockers.
"How to start my kanban" gives you the keys to agile effectiveness of high performing teams.
DevOps is a new term emerging from the collision of two major related trends. The first was also called “agile system administration” or “agile operations”; it sprang from applying newer Agile and Lean approaches to operations work. The second is a much expanded understanding of the value of collaboration between development and operations staff throughout all stages of the development lifecycle when creating and operating a service, and how important operations has become in our increasingly service-oriented world
During this presentation attendees will discover mindset, principles and challenges of DevOps
How to reduce product release cycles down to 4 weeks – Youssif AsfourAgile Tour Beirut
At one company, we were asked to re-architect our business and operations support system to invoice clients “in advance” instead of “in the arrears” – and we succeed in doing that – despite the complexity of the business – in less than four weeks. At another software company, we were able to reduce the product release cycle from 2 years down to 4 weeks. In this talk, I will share the “tricks” and techniques we used to create an agile environment – people, process and systems – to deliver high quality products in 4 week cycles
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
10. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
11. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
12. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
13. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
14. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
15. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
16. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
17. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
$$$
18. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
19. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERS
20. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERSEYES
21. EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
Google
WEBSITE
SELF
SERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERSEYES
$$$$$$
26. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
27. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
28. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
29. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
30. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
SATELLITES
31. SATELLITES
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
32. SATELLITES
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
33. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
34. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
66
SATELLITES
35. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
66
SATELLITES
SALES
36. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
66
SATELLITES
SALES
MAINTENANCE
37. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
66
SATELLITES
SALES
MAINTENANCE
GOVERNMENTS
38. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEP
POCKETS
PERSONAL
ASSITANCE
CALL FROM
ANYWHERE
$3000
EACH
$7 / MIN
15
ROCKETS SATELLITES
66
SATELLITES
SALES
MAINTENANCE
GOVERNMENTS
$6
BILLION
44. Validate Problem
Validate Solution
Validate Business Model
Get Ready To Sell
Sell
Develop Company
& Product Position
Deep Assessment:
Pivot-or-proceed
Do We Have Facts That
The Company Can Scale?
PHASE 3
Grow Customer
Base & Demand
Preparation Develop Business
Model & Hypotheses
◉ Estimate the total market opportunity for the company
◉ Set long-term vision, product strategy, and 18-month schedule
◉ Develop hypotheses for customer segments, value proposition, product features
and benefits and what’s a high fidelity MVP like?
◉ Develop hypotheses for distribution channels
◉ Set an initial Market Type and positioning hypothesis
◉ Develop hypotheses for customer relationships: Strategies and tactics to Get,
Keep, and Grow customers
◉ Identify key resources required, and develop hypotheses for what each will cost,
and how it’ll be found and secured
◉ Develop hypotheses for key partners, and the company's 'Value exchange' with
each
◉ Develop revenue and pricing hypotheses and pricing tactics
◉ Design experiments for testing the hypotheses
◉ Develop a process to collect results and analyse the data
◉ Continuously run the experiments
◉ Build a low fidelity MVP to quantify interest in a solution to the problem
◉ Run low fidelity MVP, collect data, and reinforce learnings with live interviews
◉ Gather and gain in-depth understanding of customer segments
◉ Gather and gain in-depth understanding of the market environment
◉ Assemble all learnings, assess the data and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule
◉ Design a high fidelity MVP to quantify the intensity of customers’
enthusiasm for the product
◉ Identify critical metrics to determine customer enthusiasm and build
them into the high fidelity MVP
◉ Assemble all learnings from day one, assess the data (focused around
customer enthusiasm) and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery
schedule accordingly
◉ Begin to identify initial list of advisory board members
◉ Pause all efforts to verify Product/Market Fit. Deeply assess each question: Serious
problem/need? Does product addresses problem/need? Are there enough
customers? Pivot or proceed. Update the business model canvas accordingly
◉ Develop a detailed understanding of who the customers are, how we reach them, and
what it costs to get them. Update the business model canvas accordingly
◉ Determine if the company can be profitable: Reasonable estimate of the company’s
revenue forecast across 4–8 quarters. Update the business model canvas accordingly
◉ Collect all learnings for all-hands-on-deck pivot or proceed meeting
◉ All stakeholders meet to deeply assessment whether the modified hypotheses
provide a solid foundation for moving forward to larger-scale testing and test-selling
(How much can the company scale and how?)
◉ Craft company positioning statement: clear, compelling message explaining why
the company is different and the product is worth buying
◉ Devise plans for getting customers to the app to sign up or buy: Aquire and
activation plans
◉ Create a polished High Fidelity MVP which will be used to generate a steady stream
of customer and product behavior data to refine the business model and product
◉ Determine which key business metrics to measure and develop a system or
dashboard for collecting and monitoring data
◉ Hire a dedicated analytics expert on the senior management team
◉ Formally engage advisors who can facilitate high-level introductions and are
top-notch “out of the box” thinkers
◉ Assemble all data, reports, questionnaires, map, diagrams, business model
components, etc., for full review
◉ Use facts gathered to validate the business model and ensure all business model
hypotheses have been converted into facts
◉ Ensure the startup can become a profitable, scalable business before it runs out of
money
◉ Further validate the business model to determine if the company is making the best bet
possible, and that the revenue is as high and costs as low as they can realistically be
◉ Decide whether to execute the business model and start creating demand and building
a user base
◉ Agreement among investors, founders, and team on commitment to the process outlined here.
◉ Initial agreement on Market Type & appropriate funding needs (Re-segmented Market)
◉ Cash burn rate in # of months (Runway). Is there enough funding for 2-3 pivots?
◉ Agree on approximate time frame
◉ Agree on exit criteria for customer discovery
◉ Agreement on founders being present during customer interviews
◉ Agreement on who leads the team
◉ Agreement on responsibilities and roles-to-be-aquired (Is this the right team)
◉ Agreement on 3 to 5 Core Values of the founding team. What does the company believe in?
◉ Develop a plan that defines acquisition metrics to optimize,
and how customer behavior will be monitored and optimized
◉ Implement the plan and optimise continuously by testing
and improving the plan
◉ Optimize “Keep” And “Grow” Results, and validate sales
potential of app
◉ Test Sell Traffic Partners: Get deals or firm commitments from
prospective traffic partners
◉ Formalize the product’s positioning through customer validation
◉ Ensure product positioning matches company’s market type through customer
validation
◉ Develop Company Positioning statement that fully articulates the company’s
vision and mission
◉ Validate product and company positioning, and product features through detailed
feedback about the marketplace and product from key analysts and influencers
PHASE 1
Validate
Problem,
Solution, &
Business
Model
PHASE 2:
Validate
How Much
We Can Scale
& How
46. Validate Problem
Validate Solution
Validate Business Model
Get Ready To Sell
Sell
Develop Company
& Product Position
Deep Assessment:
Pivot-or-proceed
Do We Have Facts That
The Company Can Scale?
PHASE 3
Grow Customer
Base & Demand
Preparation Develop Business
Model & Hypotheses
◉ Estimate the total market opportunity for the company
◉ Set long-term vision, product strategy, and 18-month schedule
◉ Develop hypotheses for customer segments, value proposition, product features
and benefits and what’s a high fidelity MVP like?
◉ Develop hypotheses for distribution channels
◉ Set an initial Market Type and positioning hypothesis
◉ Develop hypotheses for customer relationships: Strategies and tactics to Get,
Keep, and Grow customers
◉ Identify key resources required, and develop hypotheses for what each will cost,
and how it’ll be found and secured
◉ Develop hypotheses for key partners, and the company's 'Value exchange' with
each
◉ Develop revenue and pricing hypotheses and pricing tactics
◉ Design experiments for testing the hypotheses
◉ Develop a process to collect results and analyse the data
◉ Continuously run the experiments
◉ Build a low fidelity MVP to quantify interest in a solution to the problem
◉ Run low fidelity MVP, collect data, and reinforce learnings with live interviews
◉ Gather and gain in-depth understanding of customer segments
◉ Gather and gain in-depth understanding of the market environment
◉ Assemble all learnings, assess the data and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule
◉ Design a high fidelity MVP to quantify the intensity of customers’
enthusiasm for the product
◉ Identify critical metrics to determine customer enthusiasm and build
them into the high fidelity MVP
◉ Assemble all learnings from day one, assess the data (focused around
customer enthusiasm) and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery
schedule accordingly
◉ Begin to identify initial list of advisory board members
◉ Pause all efforts to verify Product/Market Fit. Deeply assess each question: Serious
problem/need? Does product addresses problem/need? Are there enough
customers? Pivot or proceed. Update the business model canvas accordingly
◉ Develop a detailed understanding of who the customers are, how we reach them, and
what it costs to get them. Update the business model canvas accordingly
◉ Determine if the company can be profitable: Reasonable estimate of the company’s
revenue forecast across 4–8 quarters. Update the business model canvas accordingly
◉ Collect all learnings for all-hands-on-deck pivot or proceed meeting
◉ All stakeholders meet to deeply assessment whether the modified hypotheses
provide a solid foundation for moving forward to larger-scale testing and test-selling
(How much can the company scale and how?)
◉ Craft company positioning statement: clear, compelling message explaining why
the company is different and the product is worth buying
◉ Devise plans for getting customers to the app to sign up or buy: Aquire and
activation plans
◉ Create a polished High Fidelity MVP which will be used to generate a steady stream
of customer and product behavior data to refine the business model and product
◉ Determine which key business metrics to measure and develop a system or
dashboard for collecting and monitoring data
◉ Hire a dedicated analytics expert on the senior management team
◉ Formally engage advisors who can facilitate high-level introductions and are
top-notch “out of the box” thinkers
◉ Assemble all data, reports, questionnaires, map, diagrams, business model
components, etc., for full review
◉ Use facts gathered to validate the business model and ensure all business model
hypotheses have been converted into facts
◉ Ensure the startup can become a profitable, scalable business before it runs out of
money
◉ Further validate the business model to determine if the company is making the best bet
possible, and that the revenue is as high and costs as low as they can realistically be
◉ Decide whether to execute the business model and start creating demand and building
a user base
◉ Agreement among investors, founders, and team on commitment to the process outlined here.
◉ Initial agreement on Market Type & appropriate funding needs (Re-segmented Market)
◉ Cash burn rate in # of months (Runway). Is there enough funding for 2-3 pivots?
◉ Agree on approximate time frame
◉ Agree on exit criteria for customer discovery
◉ Agreement on founders being present during customer interviews
◉ Agreement on who leads the team
◉ Agreement on responsibilities and roles-to-be-aquired (Is this the right team)
◉ Agreement on 3 to 5 Core Values of the founding team. What does the company believe in?
◉ Develop a plan that defines acquisition metrics to optimize,
and how customer behavior will be monitored and optimized
◉ Implement the plan and optimise continuously by testing
and improving the plan
◉ Optimize “Keep” And “Grow” Results, and validate sales
potential of app
◉ Test Sell Traffic Partners: Get deals or firm commitments from
prospective traffic partners
◉ Formalize the product’s positioning through customer validation
◉ Ensure product positioning matches company’s market type through customer
validation
◉ Develop Company Positioning statement that fully articulates the company’s
vision and mission
◉ Validate product and company positioning, and product features through detailed
feedback about the marketplace and product from key analysts and influencers
PHASE 1
Validate
Problem,
Solution, &
Business
Model
PHASE 2:
Validate
How Much
We Can Scale
& How