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NATI preso vfinal
- 1. BD in theValley
- 2. Goals • Introduce the culture and values of Silicon Valley • Explain theories that inform business development practices • Share ideas on Mozilla and business development • Highlight available resources Relevant ideas for Newfoundland and Labrador?
- 3. Introduction • From Toronto – (sorry!) • Twelve years in Silicon Valley – Business Development: Mozilla, Cisco – Corporate Communications: DDN, Cisco, Applied Communications • Other activities – Mentor companies – C100 OC – Teach: Stanford, San Jose State Silicon Valley isn’t a place you work in, it is a place you contribute to
- 4. Culture of SiliconValley
- 5. What does Silicon Valley mean to you?
- 6. Traitorous Eight: Silicon Valleyfounded by a single act of betrayal Fairchild Semiconductor • Julius Blank (Xicor) • Victor Grinish (UC Berkeley, Stanford) • Jean Hoerni (Teledyne) • Eugene Kleiner (Kleiner Perkins) • Jay Last (Teledyne) • Gordon Moore (Intel) • Robert Noyce (Intel) • Sheldon Roberts (Teledyne)
- 7. Traitorous Eight: Resultingvalues • Ideas are open and portable • Execution counts • Risk/failure are acceptable • Fluid movement of people Warning: Somewhat stylized history!
- 8. Ideas vs execution First GUI? First Social Network? First Smartphone? Ideas are nothing without execution Need input to grow an idea
- 9.
- 10. Risk and failure Bounce Burnout Evolution Cyber Blood Burger Rush Darkest Fear Darkest Fear 2: Grim Oak 3: Nightmare
- 11.
- 12. Movement of people •Networks and relationships are key • Sharing and supporting ideas is at the center of Silicon Valley • Contact sport, you need to be there to play
- 13. Culture of SiliconValley • Ideas are prized, but not worshipped • Collaboration and execution are paramount • Failure is tolerated • Clique-y; need to be “in the know” Silicon Valley is relationship driven
- 14.
- 15. Lean start-up • Minimumviable product – MVP tests fundamental business hypotheses. • Continuous deployment – Code is written and put into production • Split testing – A split test: different versions of a product to customers at the same time. • Actionable metrics – What are the metrics really driving your business? – You may look at page views or customer acquisition numbers, but are they really helping you grow? • Pivot – Course correction Shamelessly stolen from Eric Ries: www.leanstartup.com
- 16. Customer development Product Development Concept/ Alpha/Beta Launch/ Product Dev. Bus. Plan Test 1st Ship Customer Development Customer Customer Customer Company Discover Validation Creation Building Shamelessly stolen from Steve Blank: www.steveblank.com
- 17. Business development mistakes • Focus on product, not customer • Sales and marketing, secondary to engineering • Don’t know how to price • Talk features, not end-user benefit • Become insular, don’t get out to talk to customers “There Are No Facts Inside Your Building, So Get Outside” -Steve Blank
- 18. Culture and Theoryin Action
- 20. Mozilla Firefox –Powering the Global Internet Mozilla Firefox Global Reach • 450+Million Users • 30% Global Market Share • 80+ Languages • #1 in Europe • 700 Employees in 15 Countries • 56% German Market Share • 3 Billion Add-Ons Downloaded • Brand Power: Firefox = • 140,000 Add-ons built by 1,000+ trust, safe, secure, fast, reliable Developers
- 21. Mozilla doing business • Browser is open, standards based; anyone can download the code • Everything is in the open, anyone can contribute • Company meetings are held online • Internet is a public benefit, made better via market forces • Exchange of ideas, friendly or competitive, is best for the user • Prefer to compete on features, UX and values We’re an extreme case Then again, we brought down a monopoly
- 22. How do wemake money? $$Ka- Ching$$
- 23. Business development fora non-profit Normal state On a partner call Even though we’re a non-profit, we’re always selling Legacy is desktop browser, we’re following the market, customers
- 24. Mozilla going mobile • Form partnerships around new products • FirefoxOS-> Carriers and OEMs • Marketplace-> Apps developers We’re leaving the building, we’re forming relationship Contributing to the discussion around mobile
- 25. Business dev forNewfoundland and Labrador Local ideas, executed globally
- 26.
- 27. C100 – anintroduction Building the next generation of global, billion dollar Canadian companies through mentorship, partnership and investment
- 28.
- 29. The C100 Mission: C100 is a private, non-profit membership organization comprised of accomplished Canadian technology entrepreneurs in Silicon Valley who are dedicated to accelerating the top Canadian technology entrepreneurs through partnership, mentorship and investment. 29
- 30. Charter Members –we’ve reached 100! 30
- 31. Highlights – ourfirst 2 years 30 Events across Canada & US 135 Start-ups participated in C100 mentoring in the Valley 100+ Charter Members (Silicon Valley based) 3000 C100 member network (North American wide) 4000+ Entrepreneurs attended C100 events in US and Canada $425,000,000 Of investment in C100 companies 31
- 32. Our events… • 48hrsin the Valley is our flagship • The CEO Tech Forum is a one-day event mentorship program where companies meet with Corporate and Business Development executives • The Accelerate Series brings together the • Grow is the premier entrepreneurial local entrepreneurial community to conference in Canada celebrate successes and to inspire them to create more. 32
- 33. The C100 inaction! 33
- 34. A few successstories… Brian Wong Lars Leckie 34
- 35.
- 36. Keep in touch! •Email: ronpiovesan@gmail.com • Twitter: @ronpiovesan • Blog: www.ronpiovesan.wordpress.com • LinkedIn: http://www.linkedin.com/in/ronpiovesan • Slideshare: http://www.slideshare.net/ronpiovesan
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Editor's Notes
- #26 Does this make sense?