The document is a glossary and overview of essential concepts, methods, and risks associated with startups, underscoring the necessity for a unique management approach different from traditional corporate structures. It highlights key definitions, the importance of validating business models through experimentation, and the prevalence of failure among startups, attributing it to a lack of customer understanding and market fit. The document also emphasizes the role of tools such as the Business Model Canvas, Lean Startup methodology, and Design Thinking in navigating the challenges of starting a new venture.

1. STARTUP GLOSSARY
BEGRIFFE UND METHODEN AUS DER STARTUP-WELT
Daniel Bartel
Benjamin Bestmann
Exec I/O | Düsseldorf | 02.12.2013

2. About!
Ein Zusammenschluss aus Unternehmern und Innovatoren
DANIEL
BARTEL
Business Innovation
Evangelist
BENJAMIN
BESTMANN
DR.
WINFRIED
RICHTER
ADRIAN
THOMA
Business Innovator & Entrepreneur, davor
Serial Entrepreneur
Founder
Corporate-Executive
PROF.
DR.
NILS
HÖGSDAL
Wissenschaftlicher
Begleiter
+ UNSER NETZWERK
• STEVE BLANK (4 Steps to Epiphany)
• BOB DORF (The Startup Owners Manual)
• ALEXANDER OSTERWALDER (Business Model Generation)
• ASH MAURYA (Running Lean Series, Spark 59)
• YVES PIGNEUR & ALAN SMITH (Business Model Generation)
• ROB FITZPATRICK (The Mom Test)
• PROF. DR. GUNTER DUECK (ehem. CTO IBM)
• SAL VIRANI (Leancamp)
• uvm
Exec I/O | Düsseldorf | 02.12.2013
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3. What is a Startup?
Some Definitions
„A human institution designed to create a new product
or service under conditions of extreme uncertainty.”
- Eric Ries
„A startup is a temporary organization in search for a
scalable, repeatable, profitable business model.“
-
Exec I/O | Düsseldorf | 02.12.2013
Steve Blank
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4. Startups = Experiments
Problem (Market) = unknown
Solution (Product) = unknown
http://wallpaperscraft.com/image/pier_lake_descent_uncertainty_fog_60618_1920x1285.jpg
Exec I/O | Düsseldorf | 02.12.2013
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5. Innovation Spectrum
Sustaining vs. Disruptive Innovation
The Lean Entrepreneur, http://www.slideshare.net/slideshow/embed_code/
16699289
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6. Search vs. Execute
„Startups are not just smaller versions of big companies“
Source:
h*p://steveblank.files.wordpress.com/2010/01/business-model1.jpg
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7. One method to rule them all?
No! Startups need their own management tools
MBA = ADMINISTRATION
(perfect for running a company, but not for “designing”)
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8. Efficiency vs. Effectivity
Are you advancing a plan or are you making progress?
http://impossibleobjects.com/catalogue/cleaning-sneakers.html
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9. 90% OF ALL STARTUPS FAIL
http://www.wnd.com/2012/02/bolton-u-s-running-up-the-white-flag-to-taliban/

10. According to Ash Maurya …
66% drastically change their original plans
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11. Don‘t build products nobody wants
Why startups fail
“ Startups don’t fail because
they lack a product; they fail
because they lack customers
and a profitable business
model ”
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12. Innovation Value Chain
Proof of
Concept
Theory
BASIC
RESEARCH
APPLIED
RESEARCH
Prototype
PRE
DEVELOPMENT
DEVELOPMENT
1st Model
PRE
PRODUCTION
1st Batch
PRODUCTION
DESIGN THINKING
Empathize & Define
Ideate
Prototype & Test
LEAN STARTUP
Customer Discovery
Customer Validation & Creation
Company Building
BUSINESS MODEL GENERATION
Value Proposition Design
Exec I/O | Düsseldorf | 02.12.2013
Business Model Canvas
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13. The four stages of a Startup
Product/Market-­‐Fit
Problem/Solu1on-­‐Fit
Search
Exec I/O | Düsseldorf | 02.12.2013
Execution
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14. The four stages of a Startup
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15. The Problem of existing companies:
Our
Learning
Curve
Speed
of
Change
Past
Future
Eddies Obeng's the world after midnight rate of lerning pace of change around us
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16. Alexander Osterwalder says:
“Every Business Model has an Expiry-Date!”
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17. Lean Startup
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18. Lean?
Maximize Customer Value while minimizing waste.
In context of startups/innovation:
“Every activity that helps to learn about what
creates value for potential customers.”
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19. Lean Startup
A scientific approach to manage Disruptive Innovation
Define Hypotheses
Make assumptions about your business.
Build & Run Experiments
Test your assumptions empirically.
Learn from the Results
Pivot (change strategy) or Persevere.
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20. Build-Measure-Learn
Scientific Feedback Loop
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21. Define Hypotheses
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22. Finding a Business Model
The Business Model Canvas (Alexander Osterwalder)
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23. “Business Model Stack”
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24. Test Assumptions
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25. Get out of the Building
„There are no facts inside“ (Steve Blank)
http://www.giantbomb.com/emergency-exit/3055-4475/
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26. Systematically Test your Model
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27. Minimum Viable Product (MVP)
The minimum feature set that enables learning
Examples:
•
•
•
•
•
•
Landing Pages
Videos / Sketches
Screenshots
Paper Prototypes
Mockups & Wireframes
KickStarter
http://leanheroes.com/what-is-a-minimum-viable-product-mvp/
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28. Pretotyping (Concierge Service)
h*p://www.openideo.com/open/web-­‐start-­‐up/inspira1on/pretotype-­‐building-­‐the-­‐right-­‐it-­‐vs.-­‐building-­‐it-­‐right/
Exec I/O | Düsseldorf | 02.12.2013
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29. Pretotyping (Concierge Service)
h*p://www.openideo.com/open/web-­‐start-­‐up/inspira1on/pretotype-­‐building-­‐the-­‐right-­‐it-­‐vs.-­‐building-­‐it-­‐right/
Exec I/O | Düsseldorf | 02.12.2013
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30. Make it count
Innovation Accounting & Metrics
Example: AARRR Framework by Dave McClure
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31. Design Thinking
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32. Non-linear Process
Problem
Solution
POV
Exec I/O | Düsseldorf | 02.12.2013
h*p://humani1eslab.stanford.edu/Bootcamp/Home
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33. “64% of features and functions are
rarely or never used.”
*Source: Standish Group.
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34. © HPI / D-School und andere
empathize
define
test
ideate
prototype
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35. Huge OutCOME!
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36. Digg for needs, wishes & insights
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37. Fragen? Fragen.
BENJAMIN
BESTMANN
mail: bb@ifbi.eu
mobil: @BenBestmann
web: ifbi.eu
DANIEL
BARTEL
mail: db@ifbi.eu
twitter: @danbar87
web: ifbi.eu

38. 3 Mayor Risks
1. Product Risk: Getting the product right
2. Customer Risk: Building a path to customers
3. Market Risk: Building a viable business
è TEST THEM ALL!!!
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39. prototype: fail early and often
h*p://www.pdfpedia.com/download/12464/lecture-­‐9-­‐prototyping-­‐
pdf.html
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40. Traditional Development
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