Prenatal development occurs in three stages - the germinal stage, embryonic stage, and fetal stage. In the germinal stage from weeks 1-2, the zygote divides into cells and implants in the uterus. The embryonic stage from weeks 3-8 sees development of major organs and gender determination. The fetal stage from week 9 until birth refines organs for extrauterine life. Common issues that can impact development include genetic disorders, chromosomal abnormalities, maternal diseases, drugs/toxins, and malnutrition. Screening and some prenatal treatments exist to assess and address certain risks and anomalies.
The Early Stage Venture Series - part 1 - Paul Orlando This is part one of a talk series for early-stage startups. There are a lot of examples used in the talk that don't come out if you only view the slides, but here it is. Updates provided at: startupsunplugged.com
Ch11 life cycle and portfolio strategiesRione Drevale
The document discusses strategies for managing a company's portfolio of products and business units over their life cycles. It describes how companies can assess their competitive position and cash flow based on tools like the Boston Matrix and ABC analysis. These analyses help companies determine where to invest, consolidate, harvest or divest their products and business units as industries mature and consolidate over time.
The document discusses the corporate lifecycle model, outlining stages from infancy to death. It begins with growing stages like infancy, go-go, and adolescence where the focus is on growth, cash flow, and establishing systems. Then it shifts to aging stages like stable, aristocracy, and bureaucracy, where the organization focuses more on internal politics and form over function. The final stage is death, where the organization is fully disengaged from its environment and customers.
HOLT Cash and the Corporate Life Cycle White Paper11.2010Michael Oliveros
The document discusses cash usage and corporate life cycles from an investor's perspective. It finds:
1) During growth stages, reinvesting cash into high return projects creates shareholder value, while mature companies may create equal value by returning cash to shareholders.
2) The market values cash based on a company's investment opportunities - cash is discounted for mature firms with low opportunities.
3) As cash surplus increases beyond investment needs, risks of overinvestment, known as "agency costs", also increase as managers may pursue lower return projects against shareholders' interests.
4) Distributing excess cash through dividends or buybacks can create value when agency costs are high due to large cash surpluses and few
Week 1 - Lecture 1 - The Entrepreneurial Lifebradhapa
The document is a lecture on entrepreneurship that defines key terms like entrepreneur, small business, and opportunity. It describes different types of entrepreneurs such as founders, franchisees, artisan entrepreneurs, and opportunistic entrepreneurs. It also discusses motivations for becoming an entrepreneur like necessity or passion, and characteristics of successful entrepreneurs like commitment, leadership, and risk-taking.
This lecture discusses starting a small business and generating startup ideas. It covers identifying sources of startup ideas through opportunity recognition and entrepreneurial alertness. The document discusses different types of startup ideas and using internal and external analyses to assess opportunities. It explains strategies like broad-based, cost-based, differentiation-based, and focus strategies. Finally, it discusses assessing the feasibility of startup ideas by identifying potential fatal flaws.
Prenatal development occurs in three stages - the germinal stage, embryonic stage, and fetal stage. In the germinal stage from weeks 1-2, the zygote divides into cells and implants in the uterus. The embryonic stage from weeks 3-8 sees development of major organs and gender determination. The fetal stage from week 9 until birth refines organs for extrauterine life. Common issues that can impact development include genetic disorders, chromosomal abnormalities, maternal diseases, drugs/toxins, and malnutrition. Screening and some prenatal treatments exist to assess and address certain risks and anomalies.
The Early Stage Venture Series - part 1 - Paul Orlando This is part one of a talk series for early-stage startups. There are a lot of examples used in the talk that don't come out if you only view the slides, but here it is. Updates provided at: startupsunplugged.com
Ch11 life cycle and portfolio strategiesRione Drevale
The document discusses strategies for managing a company's portfolio of products and business units over their life cycles. It describes how companies can assess their competitive position and cash flow based on tools like the Boston Matrix and ABC analysis. These analyses help companies determine where to invest, consolidate, harvest or divest their products and business units as industries mature and consolidate over time.
The document discusses the corporate lifecycle model, outlining stages from infancy to death. It begins with growing stages like infancy, go-go, and adolescence where the focus is on growth, cash flow, and establishing systems. Then it shifts to aging stages like stable, aristocracy, and bureaucracy, where the organization focuses more on internal politics and form over function. The final stage is death, where the organization is fully disengaged from its environment and customers.
HOLT Cash and the Corporate Life Cycle White Paper11.2010Michael Oliveros
The document discusses cash usage and corporate life cycles from an investor's perspective. It finds:
1) During growth stages, reinvesting cash into high return projects creates shareholder value, while mature companies may create equal value by returning cash to shareholders.
2) The market values cash based on a company's investment opportunities - cash is discounted for mature firms with low opportunities.
3) As cash surplus increases beyond investment needs, risks of overinvestment, known as "agency costs", also increase as managers may pursue lower return projects against shareholders' interests.
4) Distributing excess cash through dividends or buybacks can create value when agency costs are high due to large cash surpluses and few
Week 1 - Lecture 1 - The Entrepreneurial Lifebradhapa
The document is a lecture on entrepreneurship that defines key terms like entrepreneur, small business, and opportunity. It describes different types of entrepreneurs such as founders, franchisees, artisan entrepreneurs, and opportunistic entrepreneurs. It also discusses motivations for becoming an entrepreneur like necessity or passion, and characteristics of successful entrepreneurs like commitment, leadership, and risk-taking.
This lecture discusses starting a small business and generating startup ideas. It covers identifying sources of startup ideas through opportunity recognition and entrepreneurial alertness. The document discusses different types of startup ideas and using internal and external analyses to assess opportunities. It explains strategies like broad-based, cost-based, differentiation-based, and focus strategies. Finally, it discusses assessing the feasibility of startup ideas by identifying potential fatal flaws.
This document provides advice for entrepreneurs at different stages of building and running a startup. It discusses strategies for marketing a startup before having a product, how to market to investors after meeting with them, ways to avoid getting fired by the board, and how entrepreneurs can live a happy life despite the inherent uncertainty of starting a company. The key recommendations are to develop relationships, slowly build success over time, remove uncertainty for investors, constantly work key stakeholders, and maintain a balanced life with interests outside of the startup.
1. The life cycle of an entrepreneurial venture consists of four stages: idea, growth, shakeout, and maturity.
2. In the idea stage, entrepreneurs incubate their product concept, conduct prototyping and test marketing, and start building a customer and supplier base.
3. During growth, entrepreneurs focus on expanding their market share, channels, team, and resources in order to achieve sales growth and increase market share, often with help from venture capitalists.
New-Product Development and Life-Cycle StrategiesMehmet Cihangir
The document discusses new product development and the product life cycle. It describes the 8 stages of new product development as idea generation, screening, concept development, marketing strategy development, business analysis, product development, test marketing, and commercialization. It also outlines the 5 stages of the product life cycle as development, introduction, growth, maturity, and decline. Finally, it explains how marketing strategies must change during each stage of the product life cycle.
I would like twenty minutes of your time in which I will present 50 (I know a lot) slides to review 12 Models related to Lean Startup so that I can then introduce the
‘Startup Business Planning Jigsaw’.
The twelve models are:
► Business Model Canvas - Alexander Osterwalder
► Search v's Execution - Steve Blank & Bob Dorf
► Build-Measure-Learn - Eric Ries
►Three Stages of a Startup - Ash Maurya
► MVP and Product Market Fit
►Lean Canvas - Ash Maurya
► Customer Development - Brant Cooper and Patrick Vlaskovits
► Startup Pyramid – Sean Ellis
►Get Keep Grow – Steve Blank & Bob Dorf
► Pirate Metrics – Dave McClure
►One Metric that Matters - Croll & Yoskovitz
This document is a syllabus for the course ENGR 245: The Lean Launch Pad at Stanford University. The course aims to provide students with hands-on experience in starting high-tech companies. Students will work in teams to develop product ideas, test hypotheses about their business models, and iterate based on customer feedback. Key course elements include developing business model canvases, conducting customer interviews, building minimum viable products, testing pricing and demand generation strategies, and presenting lessons learned. The course emphasizes an entrepreneurial mindset and moving projects forward rapidly through experimentation and adaptation. Students should expect a substantial time commitment of around 20 hours per week to complete out-of-class assignments. The grade is based on individual participation, team blog updates
This document outlines the syllabus for the Lean LaunchPad class, which teaches students how to transfer knowledge into products and processes that benefit society. It focuses on hands-on learning through customer discovery. Students work in teams to test hypotheses about their business ideas by talking to potential customers. Weekly presentations track their progress. The class emphasizes getting out of the lab and testing assumptions with real customers rather than writing papers. The goal is to help students learn to rapidly iterate their ideas based on customer feedback.
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
This document provides information for mentors of the Technology Entrepreneurship course at Stanford University. It outlines that mentors will be assigned to advise one student team on their two projects - an Opportunity Assessment project to analyze a business opportunity, and an Opportunity Execution project to develop a plan to execute on that opportunity. Mentors are expected to meet with their assigned team at least three times and provide guidance, challenges, and real world experience. They may also attend student presentations. The goal is for mentors to help students think through opportunities and provide an outside perspective to help students validate their ideas.
This document provides a syllabus for the Berkeley EMBA 295T course on technology entrepreneurship and lean startups. The course aims to provide hands-on learning about starting a high-tech company through team projects. It will cover topics like business models, customer development, and agile development. Students will get experience talking to customers, partners and competitors to test hypotheses and iterate their startup ideas. The course is graded based on team and individual work, including blog updates, presentations, and a final report. It requires significant time commitment from students to test ideas outside of class.
This syllabus outlines the schedule and requirements for the NYCRIN I-Corps course taking place from September to November 2014. The course is designed to provide teams with hands-on experience commercializing innovations by engaging with customers. It will involve a kick-off workshop, 5 online classes, and a final workshop. Teams will present their progress weekly and be expected to conduct a minimum of 15 customer interviews per week. The goal is for teams to determine the commercial viability of their technology and develop a transition plan if viable.
This document provides an overview of the ASU Startup School's Customer Discovery module. It discusses discovering customer pains through interviews, developing buyer personas, and defining targeted customer segments. The module teaches the customer discovery process and how to use customer feedback to identify the market, improve the product, and increase profits. The overall Startup School program helps entrepreneurs learn fundamentals like the business model canvas, customer discovery, building an MVP, and creating a business plan to execute their idea.
The document discusses the lean startup methodology pioneered by Eric Ries in 2008. It is modeled after lean manufacturing principles and aims to help startups launch products faster with less funding through a process of building minimum viable products, testing ideas quickly with customers, and incorporating feedback through iterative improvements. The lean startup approach advocates developing a product customers want initially rather than attempting to build the perfect product. It helps impose structure on the uncertain startup process through principles like the build-measure-learn feedback loop. While the lean startup methodology has been successfully adopted by many companies, some risks include oversimplifying the process or compromising on quality in the rush to launch minimally.
This document outlines a course on customer development for startups taught at UC Berkeley's Haas School of Business. The course introduces tools for entrepreneurs and covers business model design, customer discovery, validation, creation, and company building. It challenges traditional views of sales, marketing, and business development roles. Students complete application exercises analyzing companies' business models and customer development processes. They also conduct a team research project interviewing founders about their experiences with customer development. The goal is to teach students how to search for a scalable business model by getting customer feedback, rather than focusing only on products.
This document provides an overview of an entrepreneurship course at NYU ITP that uses the Lean LaunchPad methodology. The course will be taught by Jen van der Meer and Josh Knowles and will guide student teams through developing business models and minimum viable products over the semester. The class will include exercises on the business model canvas, guest speakers, and mentors who will coach individual student teams. Students will be expected to conduct customer interviews and iterate their ideas based on feedback.
This document provides an overview of lessons from ASU Startup School on developing a business model canvas and value proposition. It encourages understanding customer needs and benefits through activities like brainstorming customer segments, mapping a customer's daily life, and ranking benefits. The goal is to complete iterations of the business model canvas, create an elevator pitch, customer discovery analysis, and minimum viable product to build a profitable company and understand growth. Additional resources on topics like design thinking, brainstorming, and the business model canvas are provided.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
The document summarizes an information session for Lean Launchpad at NYU ITP. It introduces Jen van der Meer and Josh Knowles, the teaching team, and describes Lean Launchpad's approach of applying customer development and the lean startup methodology to help students launch products. Students will work in teams over the semester to develop business models, conduct customer interviews, and build minimum viable products. The session outlines the class schedule and expectations for applying to participate in the course.
This document provides advice for entrepreneurs at different stages of building and running a startup. It discusses strategies for marketing a startup before having a product, how to market to investors after meeting with them, ways to avoid getting fired by the board, and how entrepreneurs can live a happy life despite the inherent uncertainty of starting a company. The key recommendations are to develop relationships, slowly build success over time, remove uncertainty for investors, constantly work key stakeholders, and maintain a balanced life with interests outside of the startup.
1. The life cycle of an entrepreneurial venture consists of four stages: idea, growth, shakeout, and maturity.
2. In the idea stage, entrepreneurs incubate their product concept, conduct prototyping and test marketing, and start building a customer and supplier base.
3. During growth, entrepreneurs focus on expanding their market share, channels, team, and resources in order to achieve sales growth and increase market share, often with help from venture capitalists.
New-Product Development and Life-Cycle StrategiesMehmet Cihangir
The document discusses new product development and the product life cycle. It describes the 8 stages of new product development as idea generation, screening, concept development, marketing strategy development, business analysis, product development, test marketing, and commercialization. It also outlines the 5 stages of the product life cycle as development, introduction, growth, maturity, and decline. Finally, it explains how marketing strategies must change during each stage of the product life cycle.
I would like twenty minutes of your time in which I will present 50 (I know a lot) slides to review 12 Models related to Lean Startup so that I can then introduce the
‘Startup Business Planning Jigsaw’.
The twelve models are:
► Business Model Canvas - Alexander Osterwalder
► Search v's Execution - Steve Blank & Bob Dorf
► Build-Measure-Learn - Eric Ries
►Three Stages of a Startup - Ash Maurya
► MVP and Product Market Fit
►Lean Canvas - Ash Maurya
► Customer Development - Brant Cooper and Patrick Vlaskovits
► Startup Pyramid – Sean Ellis
►Get Keep Grow – Steve Blank & Bob Dorf
► Pirate Metrics – Dave McClure
►One Metric that Matters - Croll & Yoskovitz
This document is a syllabus for the course ENGR 245: The Lean Launch Pad at Stanford University. The course aims to provide students with hands-on experience in starting high-tech companies. Students will work in teams to develop product ideas, test hypotheses about their business models, and iterate based on customer feedback. Key course elements include developing business model canvases, conducting customer interviews, building minimum viable products, testing pricing and demand generation strategies, and presenting lessons learned. The course emphasizes an entrepreneurial mindset and moving projects forward rapidly through experimentation and adaptation. Students should expect a substantial time commitment of around 20 hours per week to complete out-of-class assignments. The grade is based on individual participation, team blog updates
This document outlines the syllabus for the Lean LaunchPad class, which teaches students how to transfer knowledge into products and processes that benefit society. It focuses on hands-on learning through customer discovery. Students work in teams to test hypotheses about their business ideas by talking to potential customers. Weekly presentations track their progress. The class emphasizes getting out of the lab and testing assumptions with real customers rather than writing papers. The goal is to help students learn to rapidly iterate their ideas based on customer feedback.
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
This document provides information for mentors of the Technology Entrepreneurship course at Stanford University. It outlines that mentors will be assigned to advise one student team on their two projects - an Opportunity Assessment project to analyze a business opportunity, and an Opportunity Execution project to develop a plan to execute on that opportunity. Mentors are expected to meet with their assigned team at least three times and provide guidance, challenges, and real world experience. They may also attend student presentations. The goal is for mentors to help students think through opportunities and provide an outside perspective to help students validate their ideas.
This document provides a syllabus for the Berkeley EMBA 295T course on technology entrepreneurship and lean startups. The course aims to provide hands-on learning about starting a high-tech company through team projects. It will cover topics like business models, customer development, and agile development. Students will get experience talking to customers, partners and competitors to test hypotheses and iterate their startup ideas. The course is graded based on team and individual work, including blog updates, presentations, and a final report. It requires significant time commitment from students to test ideas outside of class.
This syllabus outlines the schedule and requirements for the NYCRIN I-Corps course taking place from September to November 2014. The course is designed to provide teams with hands-on experience commercializing innovations by engaging with customers. It will involve a kick-off workshop, 5 online classes, and a final workshop. Teams will present their progress weekly and be expected to conduct a minimum of 15 customer interviews per week. The goal is for teams to determine the commercial viability of their technology and develop a transition plan if viable.
This document provides an overview of the ASU Startup School's Customer Discovery module. It discusses discovering customer pains through interviews, developing buyer personas, and defining targeted customer segments. The module teaches the customer discovery process and how to use customer feedback to identify the market, improve the product, and increase profits. The overall Startup School program helps entrepreneurs learn fundamentals like the business model canvas, customer discovery, building an MVP, and creating a business plan to execute their idea.
The document discusses the lean startup methodology pioneered by Eric Ries in 2008. It is modeled after lean manufacturing principles and aims to help startups launch products faster with less funding through a process of building minimum viable products, testing ideas quickly with customers, and incorporating feedback through iterative improvements. The lean startup approach advocates developing a product customers want initially rather than attempting to build the perfect product. It helps impose structure on the uncertain startup process through principles like the build-measure-learn feedback loop. While the lean startup methodology has been successfully adopted by many companies, some risks include oversimplifying the process or compromising on quality in the rush to launch minimally.
This document outlines a course on customer development for startups taught at UC Berkeley's Haas School of Business. The course introduces tools for entrepreneurs and covers business model design, customer discovery, validation, creation, and company building. It challenges traditional views of sales, marketing, and business development roles. Students complete application exercises analyzing companies' business models and customer development processes. They also conduct a team research project interviewing founders about their experiences with customer development. The goal is to teach students how to search for a scalable business model by getting customer feedback, rather than focusing only on products.
This document provides an overview of an entrepreneurship course at NYU ITP that uses the Lean LaunchPad methodology. The course will be taught by Jen van der Meer and Josh Knowles and will guide student teams through developing business models and minimum viable products over the semester. The class will include exercises on the business model canvas, guest speakers, and mentors who will coach individual student teams. Students will be expected to conduct customer interviews and iterate their ideas based on feedback.
This document provides an overview of lessons from ASU Startup School on developing a business model canvas and value proposition. It encourages understanding customer needs and benefits through activities like brainstorming customer segments, mapping a customer's daily life, and ranking benefits. The goal is to complete iterations of the business model canvas, create an elevator pitch, customer discovery analysis, and minimum viable product to build a profitable company and understand growth. Additional resources on topics like design thinking, brainstorming, and the business model canvas are provided.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
The document summarizes an information session for Lean Launchpad at NYU ITP. It introduces Jen van der Meer and Josh Knowles, the teaching team, and describes Lean Launchpad's approach of applying customer development and the lean startup methodology to help students launch products. Students will work in teams over the semester to develop business models, conduct customer interviews, and build minimum viable products. The session outlines the class schedule and expectations for applying to participate in the course.
SIX QUESTIONS TO ASK YOURSELF BEFORE LAUNCHING YOUR STARTUP.Ajay Batra
Launching a Startup is an empowering and uplifting experience. But it can also be a daunting task to juggle so many tasks and solve innumerable challenges daily.
Are you ready for it? Do you know that to do?
Use the 5-level roadmap (Startup Maturity Model) to know where you are, and to plan your next steps towards the launch of your high-performing startup.
This document provides information about the Business Building Diploma course offered by Edukite. The 6.5 hour course teaches methods and techniques for building, maintaining, and promoting a business. It includes 8 modules covering topics like financial projections, marketing, venture capital, and business ideas. Students must complete 5 assignments to pass. Completing the course earns a certificate, but an official certification can also be obtained for £49. The course has high reviews and was credited by the University of Oxford.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
Why the lean startup changes everything even for business schools and social ...impact100EFG
The document discusses how the Lean Startup methodology can change everything about how new products, services and enterprises are developed. It explains key aspects of the Lean Startup approach including building minimum viable products to test assumptions, launching early, and failing fast. The document argues that applying Lean Startup principles can improve success rates of startups from 20-30% to 60-70%. It also discusses implications for social enterprises and business schools, predicting that more schools will transform into "Social Business Schools" that teach Lean Startup and support students in creating social businesses.
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This document discusses financing options for startups, including:
1. Bootstrapping using savings, credit cards, or loans from friends and family is common and allows founders to take tiny bets with money they can afford to lose.
2. Other options include crowdfunding sites, angel investors, venture capital, and traditional lenders like banks - though banks often don't lend to startups with less than two years of business or for small loans.
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This document discusses acquiring and retaining customers. It introduces the concepts of the "Get, Keep, Grow" funnel for acquiring new customers, keeping existing customers happy, and growing customer lifetime value. Key metrics for measuring customer acquisition include the cost of acquiring new customers (CAC) and the lifetime value (LTV) of customers. Word-of-mouth marketing strategies like targeting influencers, building communities, being a thought leader, and growth hacking can help reduce customer acquisition costs. Maintaining high customer retention requires reducing attrition through loyalty programs, quality service, and product updates. Increasing revenue involves upselling, cross-selling, and expanding customer lifetime value over time.
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Lean Venture Series: Stage 1 Lesson 1
1. Lean Venture Series 2/9/16 1
Stage 1, Lesson 1: Introduction
to Entrepreneurship
2. workshop agenda
01 introduction
02 learning objectives
03 what is entrepreneurship and who can be an
entrepreneur?
04 The business model canvas
05 summary and next steps
Lean Venture Series 2/9/16 2
5. learning objectives for this lesson
01 define what startup school is and how you can
use it to help with different kinds of projects
02 identify how to use an entrepreneurship road map
03 explain why the entrepreneurship road map is
beneficial
Lean Venture Series 2/9/16 5
6. learning objectives for series as a whole
01 adopt and practice an entrepreneurial mindset
LEARN AND GROW YOUR SKILLS
Lean Venture Series 2/9/16 6
7. learning objectives for series as a whole
02 recognize, apply, and synthesize entrepreneurship
terminology and the various components of the
entrepreneurial process and mindset
APPLY WHAT YOU LEARN IN PRACTICAL WAYS
Lean Venture Series 2/9/16 7
8. learning objectives for series as a whole
03 learn to access and leverage community resources
to support startup creation / business growth
SAVE TIME & MONEY BY TAPPING AVAILABLE HELP
INSTEAD OF SPINNING YOUR WHEELS
JOIN A COMMUNITY OF PRACTICE
Lean Venture Series 2/9/16 8
9. learning objectives for series as a whole
04 create a successful startup of any form using
knowledge and resources gained in this series
AND / OR
IDENTIFY AND LEVERAGE OPPORTUNITIES FOR
GROWTH & INNOVATION
Lean Venture Series 2/9/16 9
10. learning objectives for series as a whole
05 generate solutions to real-life problems by
synthesizing new and existing information and
resources using the entrepreneurial process and
mindset.
APPLY WHAT YOU LEARN TO SOLVE PROBLEMS THAT
ARE CRITICAL TO YOU IN REALIZING YOUR PASSION!
Lean Venture Series 2/9/16 10
11. CLARIFICATION:
The Burlington County Library System and Rowan
College at Burlington County’s Workforce
Development Institute are using the Arizona State
University “Startup School” (ASU SuS) as a basis for
this Lean Venture Series (LVS).
Lean Venture Series 2/9/16 11
“startup school”
13. brainstorm activity
01 Who do you think of as successful
entrepreneurs?
02 What attitudes and behaviors do you think
are important for an entrepreneur?
https://www.ted.com/talks/maya_penn_meet_a_young_entrepreneur_cartoonist_designer_activist?language=en
Lean Venture Series 2/9/16 13
14. 01 confidence
02 delegator
03 determination
04 disruptor
05 independent
06 knowledge
07 profitability
08 relationship
09 risk
10 selling
entrepreneurial mindset: top 10 traits of an
entrepreneur
Lean Venture Series 2/9/16 14
15. can entrepreneurship be taught??
Lean Venture Series 2/9/16 15
Startup success can be
engineered by following the
process, which means it can
be learned, which means it
can be taught.” - Eric Ries
17. what is LEAN STARTUP???
Lean Venture Series 2/9/16 17
• start-up: a temporary organization
designed to search for a repeatable
and scalable business
18. 3 Key Principles: LEAN STARTUP
Lean Venture Series 2/9/16 18
• You are starting with a series of hypotheses that must be
validated.
• Get out of the building (Customer Development)
• Talk to customers
• Minimum Viable Product
• Build – Measure – Learn loop
Emphasis on speed & nimbleness
• “Agile development” – develop offerings iteratively –
iterate/pivot the model
https://hbr.org/2013/05/why-the-lean-start-up-changes-everything
20. The Business Model Canvas in 2 minutes:
• Roadmap for building a business model
• Sketching out your hypotheses
Video Link
Lean Venture Series 2/9/16 20
25. review material
01 what is Startup School and how can you use
it to help with different kinds of projects?
02 what is entrepreneurship and who is/can be
an entrepreneur?
03 how do we use the Business Model Canvas?
Lean Venture Series 2/9/16 25
26. assignments -- handout
01 sketch out a Business Model Canvas
02 see handout for other work
Lean Venture Series 2/9/16 26
27. tips for business model canvas
• sketch out in one sitting
• ok to leave sections blank
• be concise
• think in the present
• be customer-centric
• next lesson – prioritizing customer problems
• draw pictures
Lean Venture Series 2/9/16 27
First, rather than engaging in months of planning and research, entrepreneurs accept that all they have on day one is a series of untested hypotheses—basically, good guesses. So instead of writing an intricate business plan, founders summarize their hypotheses in a framework called a business model canvas