The document discusses key resources, activities, and costs for businesses. It identifies four critical resources - physical, financial, human, and intellectual resources. Physical resources include facilities, products, and supplies. Financial resources include funding sources like friends/family, crowdfunding, angels, venture capital, and grants. Human resources include qualified employees and advisors/mentors/coaches. Intellectual property that can be protected includes trademarks, copyrights, trade secrets, patents, and contractual agreements. The document then discusses metrics that matter for startups, including customer acquisition costs, operating costs, burn rate, and revenue models. It provides examples for different industries to illustrate resources, activities, and costs.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
January 2012 - Business Law & Order - James DeaneAnnArborSPARK
This is the sequel to SPARK’s popular IP–1 session in October 2011. In this installment, we will provide the keys to technology licensing and university technology transfer. Mark Malven of Dykema Gossett PLLC will start by explaining the essentials entrepreneurs need to understand about technology licensing. Jim Deane from the UofM Tech Transfer Office will then talk about the many opportunities that exist for entrepreneurs to acquire cutting edge technology from universities, and how to work with university tech transfer offices.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
Product market fit is achieved by finding the successful intersection of product iteration, competition/market and go-to-market strategy. Finding product market fit (PMF), however, is hard when these three factors confound problem solving in the search for PMF.
Fortunately, competition tends to be roughly constant over the period in which a startup is solving for PMF. To control between product iteration and GTM, go-to-market can be broken into five sub-steps in any of which product changes are small enough not to confound. This allows GTM tactics and strategy to be tested and proven or disproven.
The five steps are first sale, founder sales, first sales person, sales leadership, scaling sales - each a distinct stage that can be tested and measured. There are metrics abound to measure sales performance, but many - including funnel conversion metrics, LTV and CAC - are fuzzy and imprecise in the early stages of a startup. What matters is whether a software business is adding adequate net new revenue per cash burned as measured by monthly increase in MRR per monthly net cash burned. Cash efficiency should go up at each successive go-to-market step.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
January 2012 - Business Law & Order - James DeaneAnnArborSPARK
This is the sequel to SPARK’s popular IP–1 session in October 2011. In this installment, we will provide the keys to technology licensing and university technology transfer. Mark Malven of Dykema Gossett PLLC will start by explaining the essentials entrepreneurs need to understand about technology licensing. Jim Deane from the UofM Tech Transfer Office will then talk about the many opportunities that exist for entrepreneurs to acquire cutting edge technology from universities, and how to work with university tech transfer offices.
April 2011 - Business Law & Order - Matthew BellAnnArborSPARK
This is the much anticipated sequel to SPARK’s smash hit IP–1 session last Fall. In this installment, we have assembled a star-studded cast of IP experts to discuss the ins and outs of licensing intellectual property (IP), as well as a “best practices” approach to avoiding the dreaded “cease & desist” letter from a competitor. Matt Bell from the UofM Tech Transfer Office will talk about the many opportunities that exist for entrepreneurs to acquire cutting edge technology from universities, and to engage university researchers to solve specific technical problems. Attorney Mark G. Malven will cover IP licensing for entrepreneurs. Attorney Richard (Rick) Hoffmann will share ways that startups and emerging businesses can reduce the risk of infringing third-party IP rights.
'Right content, right time' the McAfee lead nurture programme - CRM TechnologiesB2B Marketing
McAfee is the world’s largest dedicated security technology company delivering solutions and services to end-users, private sector enterprise, the public sector and service providers. With more than 100 competitors, McAfee realised that its sales and marketing teams had to work closely together to drive revenue growth.
Using a combination of lead scoring and lead nurturing McAfee marketing decided that the best way to continue marketing to leads that were not ready to speak to a sales rep was to create an automated buyers journey.
Prospects should be put through a segmented nurturing programme giving them the right information at the right time in the buying process to enable leads to becoming sales ready over time.
McAfee turned to marketing operations agency, CRM Technologies to assist in the design, implementation and on-going refinement of the nurture programme which has led to a fourfold increase in opportunity conversion, highlighting a clear return on investment. CRM’s fundamental approach was the rationale of taking the prospect on a journey, rather than just talking to them about a product. The success of this strategy was based on the mantra of “sending the right content at the right time to the right person”.
Gcsv2011 using career portfolios-anna graf williams and emily sellersServe Indiana
This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service and Volunteerism (GCSV11). This proposal was approved by the Indiana Commission on Community Service and Volunteerism (ICCSV) and other community partners. Sharing this document is a courtesy extended by the OFBCI to conference attendees who may want to reference materials covered at the GCSV11, and the OFBCI in no way not responsible for specific content within.
How to Distribute and License Your App for Commercial Success - Dreamforce 20...Salesforce Partners
You've built a killer Force.com app, but how do you get it into the hands of prospects and customers? Come to this session to learn how ISVforce technologies enable you to distribute and license your Force.com commercial apps with ease. Learn how to configure and provision free trials for prospects, publish your app to the AppExchange, manage licenses with the License Management App, and more! This session is primarily for product managers, architects, and developers
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
A comprehensive overview of B2B lead gen using social media. Covers: skills needed, traditional marketing role, landing pages/homepages, tips and tricks, getting started, the buyers' journey,trends, strategies, lead generation, lead nurturing, content, content marketing
Randy Clark - a Black Belt and PowerSteering Software's Director of Six Sigma - shares best practice advice for how Process Excellence leaders can guarantee repeated victory with project replication, the process of taking successful projects and duplicating the results in other locations or business areas. View the slides to learn valuable tips to help your organization repeat the projects proven to yield financial touchdowns, significantly increase project completion percentages, and eliminate time consuming and costly fumbles.
Similar to Nsf online lecture 8 resources and costs (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Embracing GenAI - A Strategic ImperativePeter Windle
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A Strategic Approach: GenAI in EducationPeter Windle
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11. Physical Resources
• company facilities
– office space, company location
• product/services
– supply of silicon wafers or iron ore, or
thousands of feet of warehouse space?
• Many physical goods are capital intensive
12. Financial Resources
• Friends and Family
• Crowdfunding
• Angels
• Venture Capital
• Corporate partners
• Others: SBA or SBIR grants
• Lease-lines
• Factoring
• Vendor-financing
14. Mentors, Teachers, Coaches
• Mentors, teachers, coaches advance your
personal career
– If you want to learn a specific subject find a teacher
– If you want to hone specific skills or reach an exact
goal hire a coach
– If you want to get smarter and better over your career
find someone who cares about you enough to be a
mentor
15. Advisors
• Advisors are people you need to help advance
your company’s success
– Founders fail when they believe their visions are facts
– Listening to experienced advice can help you sort
through whether your vision is a hallucination
– Getting an advisory board (by expanding your circle
of accumulated wisdom past their investors) is so
important that it’s an explicit step in the Customer
Development process
19. Executive Traits by Stage
Entrepreneurial- Mission-Oriented Process-Managed
Driven Learning and Management Execution and Growth
Discovery
Personal Superstar Leader Manager of plans,
Contribution goals, process, and
personnel
Time Commitment 24/7 As needed Long term 9 to 5
Planning Opportunistic and Mission- and goal- Process-, and goal-
agile driven driven
Process Hates and eliminates As needed, driven Implements and uses
by mission
Management Style Autocratic, star Distributed to May be bureaucratic
system departments
Span of Control Hands-on Mission-driven, Distributed down the
synchronized organization
Focus High and passionate Mission Execution
vision
Uncertainty/Chaos Brings order out of Focuses on fast Focuses on
chaos response repeatability
24. Trademark protects branding & marks
• Trademark gives you the right to prevent others from
using “confusingly similar” marks and logos
• Trademark protection lasts as long as you use the mark
• The more you use the mark, the stronger your protection
• Trademark registration is optional, but has significant
advantages if approved
• Country by country
25. Copyright protects creative
works of authorship
• Copyright gives right to prevent others from copying,
distributing or making derivatives of your work
– Protects “expressions” of ideas but does not protect the
underlying ideas
• (Way) more than just technology:
– songs, books, movies, photos, etc.
• Copyright protection lasts practically forever
• Copyright does not prevent independent development
• Registration is optional, but is required to sue for
infringement
26. Trade Secrets
• Information that is kept secret and has economic
value to the business
• Coke recipe, customer lists, product road maps.
• No registration required
• Can last for as long as you take reasonable
steps to keep confidential
27. Contract
• Protection agreed to by contract
• No registration process
• You have whatever protection is defined in the contract
(e.g., NDA gives you certain rights to protection of your
confidential information)
• The protection lasts for the time period defined in the
contract
28. Patents
• A government granted monopoly
– prevents others from making, using or selling your invention
– Even if the other’s infringement was innocent or accidental
• Invention must be non-obvious
• Protection lasts typically for 15-20 years
• Application and examination is required
– Typical cost for application and exam is $10-30k
– Typical time for application and exam is 1-4 years
• Must file in U.S. within one year of sale, offer for sale,
public disclosure or public use
• Provisional application alternative
29. What Can be Patented?
• Just about anything . . .
– Circuits, hardware
– Software, applied algorithms
– Formulas, designs
– User interfaces
– Applications, systems
– Business processes (sometimes)
• But not these . . .
– Scientific principles
– Pure mathematical algorithms
• And, pending Supreme Court Case raises concerns regarding
patentability of “methods” inventions
31. Search vs. Execution Metrics
• Existing companies execute plans
• Startups search for them
• Income Statement, Balance Sheet, etc are
execution documents
• You first need to derive the metrics that matter
32. Metrics That Matter
• Value proposition: product cost, mkt size/share, competition?
• Customer Relationships: customer acquisition costs, conversion
rates, lifetime value?
• Market Type: revenue curves
• Operating Costs: basic operating costs of the business?
• Channel: Channel margin, promotion, shelf-space charges?
• Revenue Streams: average selling price, # of customers/year,
achievable revenue?
• Burn Rate: per month? When will the company run out of cash?
34. Intellectual Property
Does Y Does Y Will they
Y
Harvard Harvard license it
own it? want it? to us?
N N N
Proceed with
Extreme Pivot patent filing
and pre-
clinical trials
N
Does Does Will they
Berkeley Y Berkeley Y license it Y
own it? want it? to us?
N N
Meeting with Berkeley Technology Transfer at LBNL (This
Week)
Meeting with Harvard Technology Office (Next Week) Class 7 - Update 3.12.2012
36. We’ve hit our first milestones
Mar 2013
Jun 2011 Dec 2011 Jun 2012 First unit
Technology Track
Post-processed Real-time First unit
Prototype
Image recognition image
recognition
Customer Discovery Track
Select 1st Testing agreement Customer trial and
target crop with top producer customer order
Finance Track
Friends and Seed Round Series A
Applied
family round for grants
$125 K $800 K $3-5 M
F&F Seed Series
A
Confidential
47. Product User Digital Hub Digital Lifestyle Digital Platform
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
build whole differentiated
component High-end
devices both solutions for markets
makers, shipping & mass market
logistic suppliers h/w & s/w differentiated
customers -
professional &
consumer
KEY DISTRIBUTION
brand -
RESOURCES CHANNELS
Apple, PowerM online store
ac, iMac
COST STRUCTURE REVENUE STREAMS
Computers, s
Invest in
oftware &
R&D
services
48. Product User Digital Hub Digital Lifestyle Digital Platform
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
build whole differentiated
component High-end
devices both solutions for markets
makers, shipping & mass market
logistic suppliers h/w & s/w differentiated
customers -
professional &
consumer
KEY DISTRIBUTION
brand -
RESOURCES CHANNELS
Apple, PowerM online store
ac, iMac
COST STRUCTURE REVENUE STREAMS
Computers, s
Invest in
oftware &
R&D
services
49. Product User
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
component build whole High-end
makers solutions for differentiated
devices both differentiated markets mass market
h/w & s/w customers -
Shipping & professional &
logistic consumer
suppliers
KEY DISTRIBUTION
brand -
RESOURCES CHANNELS
Apple, PowerM
Wholesalers, ret
ac, iMac
ailers, re-sellers
innovative online store
designers
IP & patents
&
agreements
COST STRUCTURE REVENUE STREAMS
Computers, s
Invest in
oftware &
R&D
services
50. Product User Digital Hub
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
KEY DISTRIBUTION
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
51. Product User Digital Hub Digital Lifestyle
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
KEY DISTRIBUTION
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
52. Product User Digital Hub Digital Lifestyle Digital Platform
PARTNER KEY VALUE CUSTOMER CUSTOMER
NETWORK ACTIVITIES PROPOSITON RELATIONSHIPS SEGMENTS
KEY DISTRIBUTION
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
Editor's Notes
Are we sure its 5%-10% of revenue and not of profit? ---- Dr. Conti was quoted as saying 5-10% of revenue, but he may have meant profit.