SlideShare a Scribd company logo
Startup Science ②
"Making a successful startup is an Art.
Making a startup that doesn’t fail is a Science.”
Created by
Masa Tadokoro
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project
Which one is the most important
factor when you start a startup?
TimingTeam
IdeaBusiness
Model
Money
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
Timing is the biggest key factor
for success
http://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startups_succeed#t-216631
Why Now ?
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
Whether a startup will be a
success or not depends on
five factors; idea, product,
team, execution and timing.
-Sam Altman,
Y-combinator President
Copyright 2017 Masayuki Tadokoro All rights reserved
Why do you want to do that
start-up now?
Why not two year from now?
Why not two years ago?
- Michael Moritz ,
Sequoia Capital
Copyright 2017 Masayuki Tadokoro All rights reserved
Your target market keeps evolving;
the industry ecosystem keeps
getting more efficient. You can
achieve more and more with less
resources
-Naval Ravikant,
Angelist Founder
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=2htl-O1oDcI
Question
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Do you have any Service/Product that
was unsuccessful in the market for the
reason that it was launched too early or
too late?
Copyright 2017 Masayuki Tadokoro All rights reserved
Dogeball.com
Location-Based Service with a flip phone
Copyright 2017 Masayuki Tadokoro All rights reserved
Timing was too Early
(Market was not matured enough –
There weren’t enough users
leveraging thisservice)
http://internet.watch.impress.co.jp/cda/news/2005/05/13/7581.html
Dogeball.com
Location-Based Service with a flip phone
What is the history of the product/market,
you are tapping into?
Where is the market heading to?
What are the recent key trends or
technical break-throughs by which
a solution to the issue was realized?
Copyright 2017 Masayuki Tadokoro All rights reserved
0 25 50 75 100 125
52%
18%
Computer related start-ups
% of IPO of
1983-founded
% of IPO of
1985-founded
Copyright 2017 Masayuki Tadokoro All rights reserved
Mere two years difference made
a 3X difference in success
Why did Airbnb succeed?
Why was it the right timing?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
After the financial crisis
in 2008, many people who
couldn't pay rent or loans,
started posting on Airbnb
Copyright 2017 Masayuki Tadokoro All rights reserved
The growth curve of Airbnb
Copyright 2017 Masayuki Tadokoro All rights reserved
Financial
Crisis
Copyright 2017 Masayuki Tadokoro All rights reserved
Facebook started
functioning
as authentication infra
structure
Market capital of Uber;
60 billion as of 2016;
It’s been only 6 years since
they were founded
What were the timing factors?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Uber market
capitalization
was higher
than Nissan’s
Copyright 2017 Masayuki Tadokoro All rights reserved
Right
Timing!
http://heidicohen.com/67-mobile-facts-from-2013-research-charts/
Sharing economy started taking off
(Sharing started becoming ‘cool’ among consumers)
Copyright 2017 Masayuki Tadokoro All rights reserved
Assuming future
road map
You need an ability
to read the trends
and figure out what
will come the next.
- Katsuaki Sato
CEO, Metaps
Live in the future and
build something missed
In the present moment.
- Paul Buchheit
Copyright 2017 Masayuki Tadokoro All rights reserved
- Larry Page
Founder of Google
”What we are creating
is not a search engine
but an Artificial Intelligence”
(Interview in 2002)
Copyright 2017 Masayuki Tadokoro All rights reserved
http://bigdata-madesimple.com/12-famous-quotes-on-artificial-intelligence-by-google-founders/
The automobile Industry is rapidly changing.
We need to reform our business model and
transform our core competency from
‘Automobile’ to ‘Mobility’.”
- Mark Fields
CEO of Ford Motor inc.
Copyright 2017 Masayuki Tadokoro All rights reserved
http://www.forbes.com/sites/dougnewcomb/2015/12/20/ceo-mark-fields-on-fords-shift-from-sheet-metal-to-software-and-mobility/#65694042435a
Can you find signs that will impact
how the world
will look like in 2025?
Economics
What are
rule changers?
Affects the Value
Chain
Affects Demand
Structure
Regulation,
Legislation, Politics
Economical trend
Trend on how people
Spend money
Demographic Change
How Culture/Fashion/
Preference have shifted
PEST Analysis
Politics
Advance of Technological
Innovation?
How Tech giants like
Amazon, Google, Apple are
moving along
Change the Stage of
Competition
Technology
Society
Copyright 2017 Masayuki Tadokoro All rights reserved
Politics:
What kinds of demand/need will be
generated due to Deregulation/regulation
going forward?
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
http://airstair.jp/minpaku-free/
Regulated Industries have
more untapped potential market.
The company which offers better products or
good UX with a ‘customer first’ perspective will
win when regulation loosen
Copyright 2017 Masayuki Tadokoro All rights reserved
Focus on
Technology Trends
Copyright 2017 Masayuki Tadokoro All rights reserved
Exercise
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Do you think there is any technology that
brings change to people’s needs and
life?
Technological Innovation
that will happen in 3 to 5 years
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved
The area where
bubble state ends
and survival battle
among players
occurs: players will
drop out unless
they create superior
products satisfying customers
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved
Surviving players chase
mass users to acquire
http://www.gartner.com/newsroom/id/3412017
Copyright 2017 Masayuki Tadokoro All rights reserved
VHS DVD Down
load
Streaming ??
80s~
90s
90s~
2000s
10s~
2015
2015~ 2020~
known of known
known of
unknown
unknown of
unknown
?
What will happen in the
world in
5 to 10 yrs?
Copyright 2017 Masayuki Tadokoro All rights reserved
VHS DVD Down
load
Streaming
80s
~90s
90s
~2000s
2010~
2015
2015~ 2020~
known of known
known of
unknown
unknown of
unknown
VR live
Streaming?
What will happen in the
world in
5 to 10 yrs?
Copyright 2017 Masayuki Tadokoro All rights reserved
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved
Is VR. eating the world?
Is A.I. eating the world?
Is message service eating the world?
Are mobile apps eating the world?
Is software eating the world?
Copyright 2017 Masayuki Tadokoro All rights reserved
Are mobile apps eating the world?
Terminated by One-
stop http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved
Is message service eating the world?
Copyright 2017 Masayuki Tadokoro All rights reserved
New Innovation Curb
Trial
Customers
Burst
Majority
Focus on UX/Tech
features capturing
Trial customers
who are sensible
to Tech
Copyright 2017 Masayuki Tadokoro All rights reserved
Late
Majority
Laggard
Pay Attention to Tech Giants'
Movements
Copyright 2017 Masayuki Tadokoro All rights reserved
Pay Attention to Tech Giants'
Product Launches
https://madeby.google.com/home/
Copyright 2017 Masayuki Tadokoro All rights reserved
Pay Attention to Tech Giants'
Product Launches
Copyright 2017 Masayuki Tadokoro All rights reserved
Pay Attention to Tech Giants’
Road Map to Future
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=vzhHCcR6hic
Copyright 2017 Masayuki Tadokoro All rights reserved
Pay Attention to Tech Giants’ M&A
Trends
Copyright 2017 Masayuki Tadokoro All rights reserved
http://news.microsoft.com/ja-jp/2016/06/14/160614-microsoft-linkedin/#sm.0001vqgu7sr5kctnuo810j6uvg2vb
Society:
How demographic and preference
Change will occur from now on?
Copyright 2017 Masayuki Tadokoro All rights reserved
Considering the future demographic transition,
in which area demand
is less than supply?
Copyright 2017 Masayuki Tadokoro All rights reserved
Demand & Supply Gap in Japanese Nursing Staff Market
Shortage of nursing staff =
Business Opportunity!
http://www.mhlw.go.jp/file/05-Shingikai-12201000-Shakaiengokyokushougaihokenfukushibu-Kikakuka/0000047617.pdf
Copyright 2017 Masayuki Tadokoro All rights reserved
Shortage of IT Staff =
Business Opportunity!
http://www.meti.go.jp/press/2016/06/20160610002/20160610002.html
Copyright 2017 Masayuki Tadokoro All rights reserved
Demand & Supply Gap in Japanese IT related Engineer Market
Transition of expectation for Service/Product/US when
Generation Z becomes the major stream from Millenials
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved
Channels delivering products are hugely
different, generation by generation
http://www.kpcb.com/internet-trends
Copyright 2017 Masayuki Tadokoro All rights reserved
Aiming at the Innovator’s Dilemma
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
破壊的イノベーション
What is a sustainable innovation?
・Sustainable Innovation takes place based
on an incumbent business model.
・Improving a product without a drastic change
・Important not to be disliked by existing customers
Copyright 2017 Masayuki Tadokoro All rights reserved
Offering services/products made more
efficient by actualized business model for
existing customers’ acualized needs will be
the focus
Focus on sustainable innovation.
Copyright 2017 Masayuki Tadokoro All rights reserved
A race to improve existing products
occurs while using resources.
Existing customers will demand
products & services
which are of higher quality with more
functionality and higher service levels at
cheaper prices.
Copyright 2017 Masayuki Tadokoro All rights reserved
Today, Apple
reinvents the telephone.
- Steve Jobs
2007. 1. 9
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=9hUIxyE2Ns8
Disruptive Innovation
・Disrupting incumbent business models
・Generating a whole new value
・Brought by disruptive technology
・Creating new markets
Copyright 2017 Masayuki Tadokoro All rights reserved
Exercise
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
What is a good example of disruptive
innovation?
Copyright 2017 Masayuki Tadokoro All rights reserved
Overconfident:
”We can crush them
anytime we want to”
Nosedive:
”OMG, our market share
is nosediving”
Too late:
WTF, there is no way
to recover
Withdraw:
Let’s withdraw
Black
Berry
How Blackberry declined
Copyright 2017 Masayuki Tadokoro All rights reserved
①One of Blackberry directors
“iPhone is not safe,
it has poor battery life and
nobody likes touch keyboards”
③ WTF, we cannot
catch up
④ How can
we withdraw?
② OMG, this is
way ahead of us
iPhone3
launches
Blackberry
is dominant
iOS takes more
market share
Blackberry
is dying..
Why can’t
large corporates bring
disruptive innovation?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
In most business opportunities,
large corporations have advantages,
since they have more abundant resources.
Start-ups cannot win in a competition
where an abundance of resources is an
important factor.
However, large corporations
cannot respond well to
disruptive innovation because
the organization is designed for
the existing business model.
They will eventually lose market share
Copyright 2017 Masayuki Tadokoro All rights reserved
A start-up can beat large corporations
since large corporates are
"too rational" and "too streamlined"
Copyright 2017 Masayuki Tadokoro All rights reserved
In large corporations,
departments with different functions are
organized not to bother each other.
Copyright 2017 Masayuki Tadokoro All rights reserved
In large corporations,
there are some cases
where the innovation department is
not allowed to talk to customers directly.
They are often not allowed to
allocate a budget without
the approval of the finance department.
Can you create precise five-
year financial projections to
get approval for your project
budget?
- Executive of
large corporate
- Executive of
large corporate
Executing the project as
planned becomes goal
Can you create precise five-
year financial projections to
get approval for your project
budget?
Apoorva, the founder of Instacart,
proposed the Instacart model to
Amazon management.
It was turned down since
the model was contradictory to what
Amazon had been hugely investing in.
i.e. warehouses and logistics
Copyright 2017 Masayuki Tadokoro All rights reserved
Deliver goods
with good logistics
Looks like bad idea
but is a good idea
Hire someone
for grocery
shopping
Good Idea to
everyone
Looks bad,
but is actually
a good one
(Secret the founder knows)
Why Instacart idea was not
approved by Amazon
“Disruptive innovation functions” should
be the focus when you create a start-up
organization
Copyright 2017 Masayuki Tadokoro All rights reserved
Start-up founders can build the product
while they are directly talking to customers
An unfair advantage of start-up
Copyright 2017 Masayuki Tadokoro All rights reserved
Joe Gebbia, Airbnb co-founder, was
engaging in customer support all day
Copyright 2017 Masayuki Tadokoro All rights reserved
Brian Chesky, co-founder of Airbnb,
went to customers' places. He talked to
homeowners/landlords one-by-one and took
room photos to promote Airbnb transactions
Copyright 2017 Masayuki Tadokoro All rights reserved
In a startup,
you don’t separate
your organization with function
The biggest unfair
advantage for startup
Customer
Community
Firm
Be a part of customer community
Customers
Founders
penetrate into
customer
community
Copyright 2017 Masayuki Tadokoro All rights reserved
Developer
Person in
Charge
You should know a secret
other people don’t know.
- Peter Theil
from “Zero to One”
Copyright 2017 Masayuki Tadokoro All rights reserved
Customer insight unknown by
others
Copyright 2017 Masayuki Tadokoro All rights reserved
Facts unknown by others
Know The “Formulae” of
Business Models
Copyright 2017 Masayuki Tadokoro All rights reserved
New
Combination
9 Startup Ideation Framework
Dis-
Intermediation
Unbundle of
Bundled
Defragment
of fragmented
Under utilized
Resources
New
perspective
ArbitrageTime machine
As-a-Service
Dis-intermediation
Before Uber, taxi drivers were unable to drive their own cars
and they were required to pay a fee to licensing taxi association
to become certified taxi drivers.
Uber diminished the intermediating process that taxi drivers had
to go though, i.e. paying the fee and getting registered license.
Anyone can become an Uber driver with their own car with a
fraction of the fee and time
Copyright 2017 Masayuki Tadokoro All rights reserved
Taxi
Driver
Intermediating
Processes
Unhappy Users
(Taxis you can not catch,
unfriendly drivers)
The Incumbent Taxi Business
Copyright 2017 Masayuki Tadokoro All rights reserved
Uber X
Driver
Better UX
Happy Users!
Copyright 2017 Masayuki Tadokoro All rights reserved
Providing a platform
which diminishes
unnecessary processes
Unbundling of Bundled
To unbundle incumbent services or
products which are ineffective as too
many functions were bundled.
For example, newspapers were
unbundled into curation, media, classified
ads and ad-sense solutions.
Copyright 2017 Masayuki Tadokoro All rights reserved
Article
Ads
Classified Ads
Boring content
Paid content
Newspaper
stand
Messanger
Boy
The Incumbent Newspaper
Business
Function and logistics are bundled
Unhappy Users
Copyright 2017 Masayuki Tadokoro All rights reserved
Easy-to find
classified ads
Search driven
Ads
Content
targeted
for each user
Optimizing for
users by unbundling
incumbent newspaper
functions.
Happy Users!
Copyright 2017 Masayuki Tadokoro All rights reserved
FinTech = Unbundling
Fintech startups are
unbundling bundled
services provided by
incumbent institutions,
i.e. commercial banks
https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/
Fintech startups are unbundling
bundled services provided by
incumbent institutions, i.e.
commercial banks
Defragment of Fragmented
Providing value by aggregating
information and functions which are
fragmented in many places
Copyright 2017 Masayuki Tadokoro All rights reserved
Unhappy User
Incumbent
purchasing process
Copyright 2017 Masayuki Tadokoro All rights reserved
It is time-consuming to find the
lowest price
Happy User !
Copyright 2017 Masayuki Tadokoro All rights reserved
With kakaku.com,
information was
aggregated in one place;
it is very easy to find
the cheapest price!
Utilizing Under-utilized
Resources
Generating cash flow by utilizing
dormant assets & resources. Airbnb
converted unused guest rooms to cash
machines for homeowners
Copyright 2017 Masayuki Tadokoro All rights reserved
No cash flow
from
unused rooms.
Unhappy User
Before AirBnB
Copyright 2017 Masayuki Tadokoro All rights reserved
Happy User!
Cash flow
by renting out
unused rooms
After AirBnB
Copyright 2017 Masayuki Tadokoro All rights reserved
Uber X
Drivers
Better UX
Happy Users!
Copyright 2017 Masayuki Tadokoro All rights reserved
Providing a platform
which diminishes
unnecessary
processes.
Uber drivers can sell
part of their time.
New Perspective
Free Yourself from Existing
Perspectives
You limit your idea when you start
thinking in existing framework or start
benchmarking with competitors
- you need to think out of the box!
High
Low
機能充実 スタンプ 編集容易性 手軽さ 実名登録
Startup Science 2017 ②
・Thrilling experience when you open a message.
・You can set message expiration period.
High
Low
機能充実 スタンプ 編集容易性 手軽さ 実名登録 消去管理 消去管理
Copyright 2017 Masayuki Tadokoro All rights reserved
Conventional
Perspective
Snapchat has brought in a
different perspective
https://techcrunch.com/video/snapchat-raises-1-8-billion-dollars-crunch-report/519622777/
Arbitrage
(Bridging supply and demand of
resources)
There is more demand for English learning in Japan than
supply. In the Philippines there are English teaching
resources
English students
- they can not study
anytime, anywhere
- Lesson fee is too
expensive
English teachers
- they don’t have many
opportunities
- they can’t earn money
since domestic market is
saturated
X
Startup Science 2017 ②
Bridging gap between two countries
=Arbitrage
English teachers
・They have opportunities
to teach
・Since there are much
more demand - so you can
set price if you are
evaluated highly
English student
・They can learn
anytime, anywhere -as
much as they want
・Lesson fee is
inexpensive
Arbitrage
(Bridging supply and demand of
resources)
There is more demand for English learning in Japan than
supply. In the Philippines there are English teaching
resources
English students
- they can not study
anytime, anywhere
- Lesson fee is too
expensive
English teachers
- they don’t have much
opportunities
- they can’t earn money
since domestic market is
saturated
X
Startup Science 2017 ②
Bridging gap between two countries
=Arbitrage
English teachers
・They have opportunities
to teach
・Since there are much
more demand - so you can
set price if you are
evaluated highly
English student
・They can learn
anytime, anywhere -as
much as they want
・Lesson fee is
inexpensive
New Combination
Providing valuable services by
combining resources which were
used in difference spaces
Air Closet
Buying magazine
and collect info,,
Shopping around by
spending tons of
money
“Ugh, I hate
this one”
“My closet is full of
Outdated fashion.
I spent too much money”
Spent too
much on
clothes,,
My closet is
full of junk,,
Your stylist
will pick up
clothe
Box will
arrive
You can
try clothes on
If you don’t
like it, pack it and
return.
You pay
6,800 yen
per month
Convenient!
Reasonable!
Stylish!
Stylist
Free
Shipping
Free
Cleaning
Free
Closet
Air Closet was realized by
combining 4 difference services
Quality of issue
Quality of
solution
High
HighLow
Low
高い
専門性
業界の
知識
High
quality
idea
Low
quality
idea
Crazy
Stylist X Free-shipping
X Free-cleaning
Operational
Experience
in EC
Supplier
network
Copyright 2017 Masayuki Tadokoro All rights reserved
Time Machine
Bringing business model/product in
one market to different market
Startup Science 2017 ②
Startup Science 2017 ②
Founded in 2011
・On-demand service for ride-share (2
wheel cars)
・Providing services in Jakarta,
Indonesia - the city with the world’s
worst traffic
Founded in 2009
・On-demand service for ride-share (4
wheel cars)
・Started in cosmopolitan areas of US
and spread to 60+ countries
Register credit
card
Enter pick-up
location
Matched drivers
will
pick up
Make a payment
and evaluate
drives
Enter pickup
location and
destination
Top-up your
money as pre-
paid
Matched driver
will come and
pick up
Make a payment
Time machine model
(Importing business model from US)
Provide services
that are not recognized
as a service until now.
Make it “As a Service"
Copyright 2017 Masayuki Tadokoro All rights reserved
Product Selling
Model
Costumers benefit of
owning the solution
Costumers utilize the
solution as a service
Sell
Partially use
according to
needs
Provide the
solution as a
service
Conserve
Benefit of owning
Benefits by
owning
own and
conserve
After making it as-
a-service
Whim(Finland)
Mobility as a service
http://maas.global/whim-the-worlds-first-all-inclusive-mobility-service-promises-to-change-urban-travel-forever/
Copyright 2017 Masayuki Tadokoro All rights reserved
Unified various transportation providers and
supplied it as a service
Copyright 2017 Masayuki Tadokoro All rights reserved
Clarifai(USA)
Deep-learning as a service
https://www.clarifai.com
Copyright 2017 Masayuki Tadokoro All rights reserved
Provide Deep-learning engine as
SaaS
Copyright 2017 Masayuki Tadokoro All rights reserved
Hachidori(Japan)
Chatbot as a service
https://hachidori.io
Copyright 2017 Masayuki Tadokoro All rights reserved
Rate structure corresponding to Bot #,
message #, support plans
Copyright 2017 Masayuki Tadokoro All rights reserved
New
Combination
9 startup ideation framework
Dis-
Intermediation
Unbundle of
Bundled
Defragment
of fragmented
Under utilized
Resources
New
perspective
ArbitrageTime machine
As-a-Service
The framework is only a base
Brush up your originality by finding
unknown secrets
There are many unknown secrets out
there. Entrepreneurs discover them and
to create businesses based on them.
- Peter Theil
Copyright 2017 Masayuki Tadokoro All rights reserved
from “Zero to One”
Calculate Total Addressable Market
TAM is short for “Total addressable market”. It
indicates the maximum market size the business
can address when all needs are met
X=
Copyright 2017 Masayuki Tadokoro All rights reserved
100 million USD per year for TAM is
standard criteria by which VCs look at
startups and decide whether they will
invest or not.
Aiming towards
large market
Other companies
also realize the
market size
The market is
getting
crowded
Startups are
at a disadvantage
due to the lack of
resources
Startup will
eventually loose
Startup should not aim
towards the market which is
already large and proven
Large corporates
have advantages
over startups
It is a competition of resources,
operation
and price of product
Current
market
size
Low
High
not
existed
Market growth potential
Low High High, but
nobody knows
Matured
space
Large corporates
hugely invested
Many start-ups
get in the space
Some startups
start to get in
the space
No one
has tapped
into yet
Copyright 2017 Masayuki Tadokoro All rights reserved
Your target
!
In your startup,
you don’t want to put yourself
in a full-scale war.
local war
is key
Amazon prepared
overwhelming selection for one specific
product - books
Facebook focused on local war - they took on
one school after the other.
We optimized our product
as we increased the number of
school accounts. We added
features and then went to
the next school after confirming
the feature worked well.
- Mark Zukerburg
CEO, Facebok
https://www.youtube.com/watch?v=MGsalg2f9js
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project
You don’t need
a detailed business plan
Copyright 2017 Masayuki Tadokoro All rights reserved
AirBnBも最初は悪いアイディアに見えた
Write a Lean Canvas
Lean canvas is
a start-up frame work
invented by Ash Maurya,
author of Running lean.
You can easily visualize start-up business models パスとは、
Copyright 2017 Masayuki Tadokoro All rights reserved
Would a Business Model Canvas be beneficial
?
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Business Model Canvas
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
A business model canvas is for, a regular corporation or intrapreneurs.
Note that you should not focus too much on key partnerships,
the key resource for a start-up is time, customer relationships are all about
talking to customers and key activities are
about building the product and talking to customers
X
X
X
Don’t Use Business Model Canvas
X
Copyright 2017 Masayuki Tadokoro All rights reserved
Not
Important
Not
Important
Not
important
Not
Important
There are three advantages in lean canvas
Agility: you can write it quickly
Simplicity: you can write important
aspects of the business in a simple manner
Mobility: you can update/share fairly easily
Ash Maurya
Author of “Running Lean”
Copyright 2017 Masayuki Tadokoro All rights reserved
1 2
3
4
5
67
8
9
This is the order you want to write lean canvas.
Copyright 2017 Masayuki Tadokoro All rights reserved
1. Issue: For target customer segment, what are the top 3 issues to
be solved
2. Customer segment: Specify users. Clarify what kind of early
adaptors that might be
3. Unique value proposition: What kind of value do you provide to
the customers?
*These three elements are most important elements in the initial
phase
1 23
Copyright 2017 Masayuki Tadokoro All rights reserved
How to Write a
Lean Canvas
Copyright 2017 Masayuki Tadokoro All rights reserved
Early adopters will determine
your business model for Plan A
The uncertainty is
whether the imagined customers’ issues are real
Copyright 2017 Masayuki Tadokoro All rights reserved
To become an expert on
customer issues and
to make something
customers want.
Copyright 2017 Masayuki Tadokoro All rights reserved
4. Solution: At the beginning, you haven’t verified whether the issue
really exists or not; try to think of a simple and valid solution
5. Channel: There are not so many options when it comes to channel
selection; you will have to collect users to talk to
6. Revenue model: You don't have to worry about it too much, but do
not provide the product for free, put a price tag on it.
*It will be changed after the product will be released; write it in a simple
manner
4
5
6
How to Write a
Lean Canvas
Copyright 2017 Masayuki Tadokoro All rights reserved
7. Cost structure: List up the costs. How much are the total costs until
the point the product is launched?
8 Key metrics: Write the key metrics of your business success. Try to
use AARRR pirate metrics.
9. Unfair advantage: This is difficult to fill-in. It can be filled in last. Write
secret, insider information, expert network, dream team, network effect,
community and current customer.
*It will be changed after the product will be released; write it in a simple
manner
8
9
7
Copyright 2017 Masayuki Tadokoro All rights reserved
How to Write a
Lean Canvas
The most precious
resource for a start-up is time.
Start-up teams who learn the most
before burning all their resources
will eventually win.
- Ash Maurya
Copyright 2017 Masayuki Tadokoro All rights reserved
❓
Exercise:
Write a lean canvas for the
dating app Tinder
Copyright 2017 Masayuki Tadokoro All rights reserved
You can start swiping people
shown on your screen.
if you like the person,
swipe right,
if not, swipe left
You download
and sign-up with
your Facebook account
Set up your
details to find the
person
you want to match
with.
Copyright 2017 Masayuki Tadokoro All rights reserved
You can start
a chat with
the person
If it is like-like between
you and your counterpart,
you’ll get a notification
“It’s a match”
You can probably
meet him/her
in person?
Copyright 2017 Masayuki Tadokoro All rights reserved
If you pay a monthly premium
for 1200 JPY or 10 USD
you can unlock the restrictions
Premium service:
You can swipe unlimited times
You can change your base location
Ads won’t be displayed
Copyright 2017 Masayuki Tadokoro All rights reserved
Let’s create a lean canvas of Tinder by
splitting into 2 teams
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
A totally unique
business model
A premium
service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
The retention rate of
premium service
Advertisement
A matching algorithm
with location/interest
User acquisition
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
Totally unique
business model
Premium service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
Retention rate of
premium service
Advertisement
Matching algorithm
with location/interest
User acquisition
Why do you use
lean canvas?
-Steve Blank
From Start-up owner’s manual
If you ask 10 people
to define
their business model,
there always will be
10 answers.
Copyright 2017 Masayuki Tadokoro All rights reserved
Lean Canvas of “Tinder”
Males/Female
s looking for
casual but
non-fake
matching
In matching site,
there are too
many fake
accounts
Authentication with
Facebook
Media
Blog
Providing
opportunity for
casual but
authentic like-
like matching
Number of sign-ups
for premium
services
Totally unique
business model
Premium service
System development
(Facebook connection
large volume process)
There are no
casual like-like
matching service
Retention rate of
premium service
Advertisement
Matching algorithm
with location/interest
User acquisition
By using lean canvas,
you can communicate
more efficiently to your team
with the same underlying
assumptions in mind
The first written plan
(Plan A on Lean Canvas)
have to be continually revised
Document sharing
Common understanding?
Document sharing
Common understanding
Common understanding
+ Convincing
Visualizing process/thoughts/
hypothesis
What is a Lean Startup?
Copyright 2017 Masayuki Tadokoro All rights reserved
With a lean startup, you build the product for a
new idea or concept quickly (build MVP) and
then iterate on a build-measure-learn cycle
based on the customer's feedback of your
product.
Your hypothesis is validated during the
iteration cycles.
By using the lean start-up method, start-up
founders will be able to find a product-market-
fit before burning up all of the resources.
Build
Ideas
Product
Mea
sure
Data
Learn
Timed
learning
comes too late
with a waterfall method.
You can learn more
by releasing
product early
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
You have to find a functioning business model
by pivoting before you burn all your resources
VP of Saleはいらない
Copyright 2017 Masayuki Tadokoro All rights reserved
http://www.slideshare.net/ashmaurya
Pivot is
to change strategy
without changing vision.
- Eric Ries
Lean Startup
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
Burning through
all the resources
before finding
the right
business model.
Achieve PMF by
finding the right
business model
through pivots
before time-out.
With a lean canvas, your team can
decide when and where to pivot.
You can make a decision with everyone
by having the same picture of the business model.
Team
Lean canvas of your startup
Copyright 2017 Masayuki Tadokoro All rights reserved
Start-up is a game you win with
your team
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
If you don't share
the same business model and
the team members are
not fully convinced by the pivot,
it may sometimes lead to
a falling out
Copyright 2017 Masayuki Tadokoro All rights reserved
Key: How much did you learn
while you are running product-iteration cycles?
Copyright 2017 Masayuki Tadokoro All rights reserved
Unpivotable
Pivotable
Copyright 2017 Masayuki Tadokoro All rights reserved
“We do nothing but makes cooking fun”
- Cookpad’s Vision
Copyright 2017 Masayuki Tadokoro All rights reserved
Make something people
want.
Paul Graham
Y Combinator, Founder
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
Easy way
to death
Hard way
to PMF
Easy way
to death
Build a product
you want to
build and then release it.
Measure vanity metrics to
justify your bias and
being reassured that
you are doing the right things.
Burning out all resources
before achieving PMF.
Copyright 2017 Masayuki Tadokoro All rights reserved
Hypothesize the customer issue
and validate it
the hard way.
Verify by directly talking to
paid customers.
Listen to
customer feedback,
especially harsh feedback,
and keep pivoting
your business model.
Achieve PMF before
burning out
all the resources
Hard way
to PMF
Idea Verification
Verify
your Idea
Create
Plan A
Build Plan A
with
Lean Canvas
Ideation
Clarify
what issue
is to be solved
Verify the
potential of
your idea
1-1 1-2 1-3 1-4
Copyright 2017 Masayuki Tadokoro All rights reserved
Know
Start-up
Meta-principles
Know
start-up
un-common
principles
Start as
a side project
The best way to come
up with a good start-up
idea is not thinking
about start-up ideas.
Paul Graham
Y Combinator, Founder
Copyright 2017 Masayuki Tadokoro All rights reserved
http://paulgraham.com/startupideas.html
Good start-up ideas often
come from a side projects.
* 71% of start-up ideas are
generated when the founders were working
at their previous company
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Your current job a side project
Responsibility
Play assigned role
Focus on urgency
Constrained with
current value chain
Present
Based on current solution
Based on current practice
Fear of failure
Overhead/Fix cost
Based on curiosity
Based on play
Focus on importance
Think out of the box
No constraint from current operation
Future
Based on new solution
Think backward from “should-be”
Be bold for challenge
Flexible cost
Copyright 2017 Masayuki Tadokoro All rights reserved
Viewpoint from
finance
Viewpoint from
customers
Viewpoint from
operations
Viewpoint
from HR
Ideation
Customer/
Problem fit
Problem/
solution fit
Product/
market fit
Growth
Ideation/
Brush up the
hypothesis
Side project to
examine its
profitability
Verbalize
quality issue
・Investigate
issues
(Interview)
・Examine User
Story
Founder
Problem
Fit
・Unit economics
(LTV>CPA)
・Burn rate
Create the
prototype
(MVP)
Build a Co-
founders
team
カスタマーの課題を
解決する
ソリューションの
仮説を作れたか
・AARRR
(Focus on
Retention
Activation)
・Churn-rate
・AARRR
( Add Virality,
Acquisition as well)
・Run the community
・Define royal
customers with
NPS(CS) measurement
・MoM growth
(MRR)
・Break-even-
point
・Runway
・Customer
Development
・Build MVP with
Build-measure-
Learn
・Pivot
・Standarize operation
・Set up the system
where developing royal
customers
・UX improvement
・Growth hack
・Operation
specializing
・Hiring/Retention
・Data-driven/Agile
team
・Training
・Learning driven
team
・Management
team forming
・Burn rate
・Stock divide
Build
hypothesis
of customer
issue
Pre-seed round
Seed round
Series A
Examine if the
solution
hypothesis solves
the customer
issue
Start as a a side project
Copyright 2017 Masayuki Tadokoro All rights reserved
専門性特化型
エンジニア
技術志向エンジニア
P/S
Fit
Fixing Co-
founder
members
Experiment/Bu
ild MVP
Pivot
Build products
Analytics
Management
Create
Ideation/
Plan A
C/P
Fit
Filtering
Co-founder
members
Ideation
P/M
Fit
Team up
(10〜 members)
Growth
Co-founder
members +α
3-10
members
s
Start-up team in each stage
Start as a a
side project
UX
Design
Vision Selling
Pre-seed round
Seed round
Series ACopyright 2017 Masayuki Tadokoro All rights reserved
Growth
Figure out
complementary
and congeniality
of each other with
brainstorming/creating
Plan A
Copyright 2017 Masayuki Tadokoro All rights reserved
Ex-coworker
Founder candidate
Ex-coworker
Founder candidate
Ex-coworker
Founder candidate
- Fixed cost for administrative operation
- You might not split share right
- The sustaining company will become one
of the purposes
Starting a private project
is good idea for startup
Disadvantages of incorporation
Facebookもa side projectから生まれた
We did not plan to incorporate
Facebook project.
We were just focusing on what
our users wanted and
built a product to fulfill them.
- Mark Zuckerburg
Facebook founder
Copyright 2017 Masayuki Tadokoro All rights reserved
Apoorva Metha,
Instacart founder,
came up with the idea
while he was an Amazon employee.
He started to
build a Beta version of Instacart
in the Amazon office cubical
Copyright 2017 Masayuki Tadokoro All rights reserved
Jerry Yang and David Filo,
Stanford graduate students in 1994,
created a portal site
while they were full-time students.
The portal site turned out to be Yahoo!
Copyright 2017 Masayuki Tadokoro All rights reserved
Steve Jobs and Steve Wozniak
were two gadget geeks;
they tried to build a machine
to enable free long-distance calls.
This turned out to be Lisa,
the 1st Apple Computer
❓
Copyright 2017 Masayuki Tadokoro All rights reserved
Copyright 2017 Masayuki Tadokoro All rights reserved
From Google’s 80/20
side project, numerous
businesses were generated
You should start with ideas,
then decide whether
you will make a company
or not.
-Sam Altman,
Y-combinator President
Copyright 2017 Masayuki Tadokoro All rights reserved
https://www.youtube.com/watch?v=CBYhVcO4WgI
No hierarchy among members
Talk over in an even relationship
The first phase is
brainstorming to dig out ideas and
discuss which concept to substantiate.
Copyright 2017 Masayuki Tadokoro All rights reserved
Team up as a project base
joining in an event like Startup
Weekend
Copyright 2017 Masayuki Tadokoro All rights reserved

More Related Content

What's hot

Startup Science ⑤
Startup Science ⑤Startup Science ⑤
Startup Science ⑤
Masa Tadokoro
 
Startup science 2018 ② Startup にとって良いアイディアとは?
Startup science 2018 ② Startup にとって良いアイディアとは?Startup science 2018 ② Startup にとって良いアイディアとは?
Startup science 2018 ② Startup にとって良いアイディアとは?
Masa Tadokoro
 
Startup science 2018 4 ビジネスモデルの型とPlanAの作成
Startup science 2018 4 ビジネスモデルの型とPlanAの作成Startup science 2018 4 ビジネスモデルの型とPlanAの作成
Startup science 2018 4 ビジネスモデルの型とPlanAの作成
Masa Tadokoro
 
Startup science 2018 9 イテレーションと計測
Startup science 2018 9 イテレーションと計測Startup science 2018 9 イテレーションと計測
Startup science 2018 9 イテレーションと計測
Masa Tadokoro
 
Startup science 2018 8 MVPを構築する
Startup science 2018 8 MVPを構築するStartup science 2018 8 MVPを構築する
Startup science 2018 8 MVPを構築する
Masa Tadokoro
 
Startup science 2018 ③ アイディアの検証
Startup science 2018 ③ アイディアの検証Startup science 2018 ③ アイディアの検証
Startup science 2018 ③ アイディアの検証
Masa Tadokoro
 
Startup Science ④
Startup Science ④Startup Science ④
Startup Science ④
Masa Tadokoro
 
Startup Science ⑥
Startup Science ⑥Startup Science ⑥
Startup Science ⑥
Masa Tadokoro
 
Startup Science ①
Startup Science ①Startup Science ①
Startup Science ①
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)3/10
Startup Science 2017 拡大版(1750page)3/10Startup Science 2017 拡大版(1750page)3/10
Startup Science 2017 拡大版(1750page)3/10
Masa Tadokoro
 
Startup science 2018 5 Customer Problem Fit
Startup science 2018 5 Customer Problem FitStartup science 2018 5 Customer Problem Fit
Startup science 2018 5 Customer Problem Fit
Masa Tadokoro
 
Startup science 2018 14 資金調達の型
Startup science 2018 14 資金調達の型Startup science 2018 14 資金調達の型
Startup science 2018 14 資金調達の型
Masa Tadokoro
 
Startup Science - スタートアップにおけるPlan Aの作り方
Startup Science - スタートアップにおけるPlan Aの作り方Startup Science - スタートアップにおけるPlan Aの作り方
Startup Science - スタートアップにおけるPlan Aの作り方
Masa Tadokoro
 
Startup Scienceの要諦 ③
Startup Scienceの要諦 ③Startup Scienceの要諦 ③
Startup Scienceの要諦 ③
Masa Tadokoro
 
Startup science 6 Problem Solution Fit
Startup science 6 Problem Solution FitStartup science 6 Problem Solution Fit
Startup science 6 Problem Solution Fit
Masa Tadokoro
 
Startup finace 2018 ① 創業時ファイナンス
Startup finace 2018 ① 創業時ファイナンスStartup finace 2018 ① 創業時ファイナンス
Startup finace 2018 ① 創業時ファイナンス
Masa Tadokoro
 
Startup science 2018 ① Startup Scienceとは何か?
Startup science 2018 ① Startup Scienceとは何か?Startup science 2018 ① Startup Scienceとは何か?
Startup science 2018 ① Startup Scienceとは何か?
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)5/10
Startup Science 2017 拡大版(1750page)5/10Startup Science 2017 拡大版(1750page)5/10
Startup Science 2017 拡大版(1750page)5/10
Masa Tadokoro
 
Startup finace 2018 ② ベンチャーファイナンスの型
Startup finace 2018 ② ベンチャーファイナンスの型Startup finace 2018 ② ベンチャーファイナンスの型
Startup finace 2018 ② ベンチャーファイナンスの型
Masa Tadokoro
 
起業家の新たな選択肢”Private IPO(M&A)"
起業家の新たな選択肢”Private IPO(M&A)"起業家の新たな選択肢”Private IPO(M&A)"
起業家の新たな選択肢”Private IPO(M&A)"
Masa Tadokoro
 

What's hot (20)

Startup Science ⑤
Startup Science ⑤Startup Science ⑤
Startup Science ⑤
 
Startup science 2018 ② Startup にとって良いアイディアとは?
Startup science 2018 ② Startup にとって良いアイディアとは?Startup science 2018 ② Startup にとって良いアイディアとは?
Startup science 2018 ② Startup にとって良いアイディアとは?
 
Startup science 2018 4 ビジネスモデルの型とPlanAの作成
Startup science 2018 4 ビジネスモデルの型とPlanAの作成Startup science 2018 4 ビジネスモデルの型とPlanAの作成
Startup science 2018 4 ビジネスモデルの型とPlanAの作成
 
Startup science 2018 9 イテレーションと計測
Startup science 2018 9 イテレーションと計測Startup science 2018 9 イテレーションと計測
Startup science 2018 9 イテレーションと計測
 
Startup science 2018 8 MVPを構築する
Startup science 2018 8 MVPを構築するStartup science 2018 8 MVPを構築する
Startup science 2018 8 MVPを構築する
 
Startup science 2018 ③ アイディアの検証
Startup science 2018 ③ アイディアの検証Startup science 2018 ③ アイディアの検証
Startup science 2018 ③ アイディアの検証
 
Startup Science ④
Startup Science ④Startup Science ④
Startup Science ④
 
Startup Science ⑥
Startup Science ⑥Startup Science ⑥
Startup Science ⑥
 
Startup Science ①
Startup Science ①Startup Science ①
Startup Science ①
 
Startup Science 2017 拡大版(1750page)3/10
Startup Science 2017 拡大版(1750page)3/10Startup Science 2017 拡大版(1750page)3/10
Startup Science 2017 拡大版(1750page)3/10
 
Startup science 2018 5 Customer Problem Fit
Startup science 2018 5 Customer Problem FitStartup science 2018 5 Customer Problem Fit
Startup science 2018 5 Customer Problem Fit
 
Startup science 2018 14 資金調達の型
Startup science 2018 14 資金調達の型Startup science 2018 14 資金調達の型
Startup science 2018 14 資金調達の型
 
Startup Science - スタートアップにおけるPlan Aの作り方
Startup Science - スタートアップにおけるPlan Aの作り方Startup Science - スタートアップにおけるPlan Aの作り方
Startup Science - スタートアップにおけるPlan Aの作り方
 
Startup Scienceの要諦 ③
Startup Scienceの要諦 ③Startup Scienceの要諦 ③
Startup Scienceの要諦 ③
 
Startup science 6 Problem Solution Fit
Startup science 6 Problem Solution FitStartup science 6 Problem Solution Fit
Startup science 6 Problem Solution Fit
 
Startup finace 2018 ① 創業時ファイナンス
Startup finace 2018 ① 創業時ファイナンスStartup finace 2018 ① 創業時ファイナンス
Startup finace 2018 ① 創業時ファイナンス
 
Startup science 2018 ① Startup Scienceとは何か?
Startup science 2018 ① Startup Scienceとは何か?Startup science 2018 ① Startup Scienceとは何か?
Startup science 2018 ① Startup Scienceとは何か?
 
Startup Science 2017 拡大版(1750page)5/10
Startup Science 2017 拡大版(1750page)5/10Startup Science 2017 拡大版(1750page)5/10
Startup Science 2017 拡大版(1750page)5/10
 
Startup finace 2018 ② ベンチャーファイナンスの型
Startup finace 2018 ② ベンチャーファイナンスの型Startup finace 2018 ② ベンチャーファイナンスの型
Startup finace 2018 ② ベンチャーファイナンスの型
 
起業家の新たな選択肢”Private IPO(M&A)"
起業家の新たな選択肢”Private IPO(M&A)"起業家の新たな選択肢”Private IPO(M&A)"
起業家の新たな選択肢”Private IPO(M&A)"
 

Viewers also liked

Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワークStartup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
Masa Tadokoro
 
Startup Science - Pivotとは何か?
Startup Science - Pivotとは何か?Startup Science - Pivotとは何か?
Startup Science - Pivotとは何か?
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)8/10
Startup Science 2017 拡大版(1750page)8/10Startup Science 2017 拡大版(1750page)8/10
Startup Science 2017 拡大版(1750page)8/10
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)6/10
Startup Science 2017 拡大版(1750page)6/10Startup Science 2017 拡大版(1750page)6/10
Startup Science 2017 拡大版(1750page)6/10
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)7/10
Startup Science 2017 拡大版(1750page)7/10Startup Science 2017 拡大版(1750page)7/10
Startup Science 2017 拡大版(1750page)7/10
Masa Tadokoro
 
Startup Science 2017 拡大版(1750page)4/10
Startup Science 2017 拡大版(1750page)4/10Startup Science 2017 拡大版(1750page)4/10
Startup Science 2017 拡大版(1750page)4/10
Masa Tadokoro
 

Viewers also liked (6)

Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワークStartup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
Startup Science - スタートアップ立ち上げに使える9つのビジネスモデルフレームワーク
 
Startup Science - Pivotとは何か?
Startup Science - Pivotとは何か?Startup Science - Pivotとは何か?
Startup Science - Pivotとは何か?
 
Startup Science 2017 拡大版(1750page)8/10
Startup Science 2017 拡大版(1750page)8/10Startup Science 2017 拡大版(1750page)8/10
Startup Science 2017 拡大版(1750page)8/10
 
Startup Science 2017 拡大版(1750page)6/10
Startup Science 2017 拡大版(1750page)6/10Startup Science 2017 拡大版(1750page)6/10
Startup Science 2017 拡大版(1750page)6/10
 
Startup Science 2017 拡大版(1750page)7/10
Startup Science 2017 拡大版(1750page)7/10Startup Science 2017 拡大版(1750page)7/10
Startup Science 2017 拡大版(1750page)7/10
 
Startup Science 2017 拡大版(1750page)4/10
Startup Science 2017 拡大版(1750page)4/10Startup Science 2017 拡大版(1750page)4/10
Startup Science 2017 拡大版(1750page)4/10
 

Similar to Startup Science 2017 ②

Ai revolution for human capital for government v2
Ai revolution for human capital for government v2Ai revolution for human capital for government v2
Ai revolution for human capital for government v2
Liew Wei Da Andrew
 
Designing and Building a Winning Digital Strategy
Designing and Building a Winning Digital StrategyDesigning and Building a Winning Digital Strategy
Designing and Building a Winning Digital Strategy
Modyo.com
 
Thailand Fintech landscape 2016 special report by techsauce
Thailand Fintech landscape 2016 special report by techsauce Thailand Fintech landscape 2016 special report by techsauce
Thailand Fintech landscape 2016 special report by techsauce
Techsauce Media
 
The 10 best construction tech solution providers 2018
The 10 best construction tech solution providers 2018The 10 best construction tech solution providers 2018
The 10 best construction tech solution providers 2018
Insights success media and technology pvt ltd
 
The revolutionary companies to watch edition 1
The revolutionary companies to watch edition 1The revolutionary companies to watch edition 1
The revolutionary companies to watch edition 1
Merry D'souza
 
UX: A Ten Year Retrospective
UX: A Ten Year RetrospectiveUX: A Ten Year Retrospective
UX: A Ten Year Retrospective
Michael Vaughn
 
Trl jaist 20180304 v6
Trl jaist 20180304 v6Trl jaist 20180304 v6
Trl jaist 20180304 v6
ISSIP
 
The leadership in the new digital age carved by the fourth industrial revolu...
The leadership in the new digital age carved by  the fourth industrial revolu...The leadership in the new digital age carved by  the fourth industrial revolu...
The leadership in the new digital age carved by the fourth industrial revolu...
Osaka University
 
Kazakhstan digital media_at_svl 20191018 v5
Kazakhstan digital media_at_svl 20191018 v5Kazakhstan digital media_at_svl 20191018 v5
Kazakhstan digital media_at_svl 20191018 v5
ISSIP
 
Thai tech startup ecosystem report 2017
Thai tech startup ecosystem report 2017Thai tech startup ecosystem report 2017
Thai tech startup ecosystem report 2017
Techsauce Media
 
The 20 most admired companies to watch 2018
The 20 most admired companies to watch 2018The 20 most admired companies to watch 2018
The 20 most admired companies to watch 2018
Insights success media and technology pvt ltd
 
Influencer(KOL) Search Tool in Japan by CoDigital
Influencer(KOL) Search Tool in Japan by CoDigitalInfluencer(KOL) Search Tool in Japan by CoDigital
Influencer(KOL) Search Tool in Japan by CoDigital
CoDigital
 
Influencer(KOL) Search Tool in Japan by CoDigital (2023)
Influencer(KOL) Search Tool in Japan by CoDigital (2023)Influencer(KOL) Search Tool in Japan by CoDigital (2023)
Influencer(KOL) Search Tool in Japan by CoDigital (2023)
Takeshi Sawaki
 
Why Lean is NOT Enough by Nigel Thurlow, Toyota Connected
Why Lean is NOT Enough by Nigel Thurlow, Toyota ConnectedWhy Lean is NOT Enough by Nigel Thurlow, Toyota Connected
Why Lean is NOT Enough by Nigel Thurlow, Toyota Connected
Institut Lean France
 
HR in disruptive world
HR in disruptive worldHR in disruptive world
HR in disruptive world
Tas Chantree
 
Tenni Theurer
Tenni TheurerTenni Theurer
Tenni Theurer
Hilary Ip
 
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
TMT Outlook 2017:  A new wave of advances offer opportunities and challengesTMT Outlook 2017:  A new wave of advances offer opportunities and challenges
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
Deloitte United States
 
02 馬來西亞聯網商務服務趨勢 calvin yeap
02 馬來西亞聯網商務服務趨勢 calvin yeap02 馬來西亞聯網商務服務趨勢 calvin yeap
02 馬來西亞聯網商務服務趨勢 calvin yeap
Kuan Chung Chang
 
Blockchain practical advice to prepare for the next big industry disruptor-...
Blockchain   practical advice to prepare for the next big industry disruptor-...Blockchain   practical advice to prepare for the next big industry disruptor-...
Blockchain practical advice to prepare for the next big industry disruptor-...
Prem Naraindas
 
New World Technologies 2020 and Beyond - Preview
New World Technologies 2020 and Beyond - PreviewNew World Technologies 2020 and Beyond - Preview
New World Technologies 2020 and Beyond - Preview
Bizzmaxx
 

Similar to Startup Science 2017 ② (20)

Ai revolution for human capital for government v2
Ai revolution for human capital for government v2Ai revolution for human capital for government v2
Ai revolution for human capital for government v2
 
Designing and Building a Winning Digital Strategy
Designing and Building a Winning Digital StrategyDesigning and Building a Winning Digital Strategy
Designing and Building a Winning Digital Strategy
 
Thailand Fintech landscape 2016 special report by techsauce
Thailand Fintech landscape 2016 special report by techsauce Thailand Fintech landscape 2016 special report by techsauce
Thailand Fintech landscape 2016 special report by techsauce
 
The 10 best construction tech solution providers 2018
The 10 best construction tech solution providers 2018The 10 best construction tech solution providers 2018
The 10 best construction tech solution providers 2018
 
The revolutionary companies to watch edition 1
The revolutionary companies to watch edition 1The revolutionary companies to watch edition 1
The revolutionary companies to watch edition 1
 
UX: A Ten Year Retrospective
UX: A Ten Year RetrospectiveUX: A Ten Year Retrospective
UX: A Ten Year Retrospective
 
Trl jaist 20180304 v6
Trl jaist 20180304 v6Trl jaist 20180304 v6
Trl jaist 20180304 v6
 
The leadership in the new digital age carved by the fourth industrial revolu...
The leadership in the new digital age carved by  the fourth industrial revolu...The leadership in the new digital age carved by  the fourth industrial revolu...
The leadership in the new digital age carved by the fourth industrial revolu...
 
Kazakhstan digital media_at_svl 20191018 v5
Kazakhstan digital media_at_svl 20191018 v5Kazakhstan digital media_at_svl 20191018 v5
Kazakhstan digital media_at_svl 20191018 v5
 
Thai tech startup ecosystem report 2017
Thai tech startup ecosystem report 2017Thai tech startup ecosystem report 2017
Thai tech startup ecosystem report 2017
 
The 20 most admired companies to watch 2018
The 20 most admired companies to watch 2018The 20 most admired companies to watch 2018
The 20 most admired companies to watch 2018
 
Influencer(KOL) Search Tool in Japan by CoDigital
Influencer(KOL) Search Tool in Japan by CoDigitalInfluencer(KOL) Search Tool in Japan by CoDigital
Influencer(KOL) Search Tool in Japan by CoDigital
 
Influencer(KOL) Search Tool in Japan by CoDigital (2023)
Influencer(KOL) Search Tool in Japan by CoDigital (2023)Influencer(KOL) Search Tool in Japan by CoDigital (2023)
Influencer(KOL) Search Tool in Japan by CoDigital (2023)
 
Why Lean is NOT Enough by Nigel Thurlow, Toyota Connected
Why Lean is NOT Enough by Nigel Thurlow, Toyota ConnectedWhy Lean is NOT Enough by Nigel Thurlow, Toyota Connected
Why Lean is NOT Enough by Nigel Thurlow, Toyota Connected
 
HR in disruptive world
HR in disruptive worldHR in disruptive world
HR in disruptive world
 
Tenni Theurer
Tenni TheurerTenni Theurer
Tenni Theurer
 
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
TMT Outlook 2017:  A new wave of advances offer opportunities and challengesTMT Outlook 2017:  A new wave of advances offer opportunities and challenges
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
 
02 馬來西亞聯網商務服務趨勢 calvin yeap
02 馬來西亞聯網商務服務趨勢 calvin yeap02 馬來西亞聯網商務服務趨勢 calvin yeap
02 馬來西亞聯網商務服務趨勢 calvin yeap
 
Blockchain practical advice to prepare for the next big industry disruptor-...
Blockchain   practical advice to prepare for the next big industry disruptor-...Blockchain   practical advice to prepare for the next big industry disruptor-...
Blockchain practical advice to prepare for the next big industry disruptor-...
 
New World Technologies 2020 and Beyond - Preview
New World Technologies 2020 and Beyond - PreviewNew World Technologies 2020 and Beyond - Preview
New World Technologies 2020 and Beyond - Preview
 

More from Masa Tadokoro

ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
Masa Tadokoro
 
MVV1
MVV1MVV1
資金調達の極意②
資金調達の極意②資金調達の極意②
資金調達の極意②
Masa Tadokoro
 
資金調達の極意①
資金調達の極意①資金調達の極意①
資金調達の極意①
Masa Tadokoro
 
Open innovation 2018_0820 2
Open innovation 2018_0820 2Open innovation 2018_0820 2
Open innovation 2018_0820 2
Masa Tadokoro
 
Open innovation 2018_0820_1
Open innovation 2018_0820_1Open innovation 2018_0820_1
Open innovation 2018_0820_1
Masa Tadokoro
 
Open innovation 2018_0820_2
Open innovation 2018_0820_2Open innovation 2018_0820_2
Open innovation 2018_0820_2
Masa Tadokoro
 
Pivotの極意
Pivotの極意Pivotの極意
Pivotの極意
Masa Tadokoro
 
Fit24
Fit24Fit24
Fit26
Fit26Fit26
Fit4
Fit4 Fit4
Fit28
Fit28 Fit28
Fit17
Fit17Fit17
Fit23
Fit23Fit23
Fit16
Fit16 Fit16
Fit6
Fit6 Fit6
Fit27
Fit27 Fit27
Fit18
Fit18 Fit18
Fit15
Fit15 Fit15

More from Masa Tadokoro (20)

ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
ストーリーでわかる「起業の科学」ハマりやすい57のワナスライド sd用
 
MVV1
MVV1MVV1
MVV1
 
資金調達の極意②
資金調達の極意②資金調達の極意②
資金調達の極意②
 
資金調達の極意①
資金調達の極意①資金調達の極意①
資金調達の極意①
 
Open innovation 2018_0820 2
Open innovation 2018_0820 2Open innovation 2018_0820 2
Open innovation 2018_0820 2
 
Open innovation 2018_0820_1
Open innovation 2018_0820_1Open innovation 2018_0820_1
Open innovation 2018_0820_1
 
Open innovation 2018_0820_2
Open innovation 2018_0820_2Open innovation 2018_0820_2
Open innovation 2018_0820_2
 
Pivotの極意
Pivotの極意Pivotの極意
Pivotの極意
 
Fit8
Fit8Fit8
Fit8
 
Fit24
Fit24Fit24
Fit24
 
Fit26
Fit26Fit26
Fit26
 
Fit4
Fit4 Fit4
Fit4
 
Fit28
Fit28 Fit28
Fit28
 
Fit17
Fit17Fit17
Fit17
 
Fit23
Fit23Fit23
Fit23
 
Fit16
Fit16 Fit16
Fit16
 
Fit6
Fit6 Fit6
Fit6
 
Fit27
Fit27 Fit27
Fit27
 
Fit18
Fit18 Fit18
Fit18
 
Fit15
Fit15 Fit15
Fit15
 

Recently uploaded

Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
maigasapphire
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
itnewsafrica
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
unosafeads
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
James AH Campbell
 
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
Rajesh Math
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
Brian Frerichs
 
Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
Matteo Carbone
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
PraghyaBhandari
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Razin Mustafiz
 
Transforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptxTransforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptx
limocaptaincom
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
mcdopex6
 
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Lynch Creek Farm
 

Recently uploaded (20)

Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
 
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
 
Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
 
Transforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptxTransforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptx
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
 
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
 

Startup Science 2017 ②

  • 1. Startup Science ② "Making a successful startup is an Art. Making a startup that doesn’t fail is a Science.” Created by Masa Tadokoro
  • 2. Idea Verification Verify your Idea Create Plan A Build Plan A with Lean Canvas Ideation Clarify what issue is to be solved Verify the potential of your idea 1-1 1-2 1-3 1-4 Copyright 2017 Masayuki Tadokoro All rights reserved Know Start-up Meta-principles Know start-up un-common principles Start as a side project
  • 3. Which one is the most important factor when you start a startup? TimingTeam IdeaBusiness Model Money ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 4. Copyright 2017 Masayuki Tadokoro All rights reserved Timing is the biggest key factor for success http://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startups_succeed#t-216631
  • 5. Why Now ? Copyright 2017 Masayuki Tadokoro All rights reserved Copyright 2017 Masayuki Tadokoro All rights reserved
  • 6. Whether a startup will be a success or not depends on five factors; idea, product, team, execution and timing. -Sam Altman, Y-combinator President Copyright 2017 Masayuki Tadokoro All rights reserved
  • 7. Why do you want to do that start-up now? Why not two year from now? Why not two years ago? - Michael Moritz , Sequoia Capital Copyright 2017 Masayuki Tadokoro All rights reserved
  • 8. Your target market keeps evolving; the industry ecosystem keeps getting more efficient. You can achieve more and more with less resources -Naval Ravikant, Angelist Founder Copyright 2017 Masayuki Tadokoro All rights reserved https://www.youtube.com/watch?v=2htl-O1oDcI
  • 9. Question ❓ Copyright 2017 Masayuki Tadokoro All rights reserved Do you have any Service/Product that was unsuccessful in the market for the reason that it was launched too early or too late?
  • 10. Copyright 2017 Masayuki Tadokoro All rights reserved Dogeball.com Location-Based Service with a flip phone
  • 11. Copyright 2017 Masayuki Tadokoro All rights reserved Timing was too Early (Market was not matured enough – There weren’t enough users leveraging thisservice) http://internet.watch.impress.co.jp/cda/news/2005/05/13/7581.html Dogeball.com Location-Based Service with a flip phone
  • 12. What is the history of the product/market, you are tapping into? Where is the market heading to? What are the recent key trends or technical break-throughs by which a solution to the issue was realized? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 13. 0 25 50 75 100 125 52% 18% Computer related start-ups % of IPO of 1983-founded % of IPO of 1985-founded Copyright 2017 Masayuki Tadokoro All rights reserved Mere two years difference made a 3X difference in success
  • 14. Why did Airbnb succeed? Why was it the right timing? ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 15. After the financial crisis in 2008, many people who couldn't pay rent or loans, started posting on Airbnb Copyright 2017 Masayuki Tadokoro All rights reserved
  • 16. The growth curve of Airbnb Copyright 2017 Masayuki Tadokoro All rights reserved Financial Crisis
  • 17. Copyright 2017 Masayuki Tadokoro All rights reserved Facebook started functioning as authentication infra structure
  • 18. Market capital of Uber; 60 billion as of 2016; It’s been only 6 years since they were founded What were the timing factors? ❓ Copyright 2017 Masayuki Tadokoro All rights reserved Uber market capitalization was higher than Nissan’s
  • 19. Copyright 2017 Masayuki Tadokoro All rights reserved Right Timing! http://heidicohen.com/67-mobile-facts-from-2013-research-charts/
  • 20. Sharing economy started taking off (Sharing started becoming ‘cool’ among consumers) Copyright 2017 Masayuki Tadokoro All rights reserved
  • 22. You need an ability to read the trends and figure out what will come the next. - Katsuaki Sato CEO, Metaps
  • 23. Live in the future and build something missed In the present moment. - Paul Buchheit Copyright 2017 Masayuki Tadokoro All rights reserved
  • 24. - Larry Page Founder of Google ”What we are creating is not a search engine but an Artificial Intelligence” (Interview in 2002) Copyright 2017 Masayuki Tadokoro All rights reserved http://bigdata-madesimple.com/12-famous-quotes-on-artificial-intelligence-by-google-founders/
  • 25. The automobile Industry is rapidly changing. We need to reform our business model and transform our core competency from ‘Automobile’ to ‘Mobility’.” - Mark Fields CEO of Ford Motor inc. Copyright 2017 Masayuki Tadokoro All rights reserved http://www.forbes.com/sites/dougnewcomb/2015/12/20/ceo-mark-fields-on-fords-shift-from-sheet-metal-to-software-and-mobility/#65694042435a
  • 26. Can you find signs that will impact how the world will look like in 2025?
  • 27. Economics What are rule changers? Affects the Value Chain Affects Demand Structure Regulation, Legislation, Politics Economical trend Trend on how people Spend money Demographic Change How Culture/Fashion/ Preference have shifted PEST Analysis Politics Advance of Technological Innovation? How Tech giants like Amazon, Google, Apple are moving along Change the Stage of Competition Technology Society Copyright 2017 Masayuki Tadokoro All rights reserved
  • 28. Politics: What kinds of demand/need will be generated due to Deregulation/regulation going forward? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 29. Copyright 2017 Masayuki Tadokoro All rights reserved http://airstair.jp/minpaku-free/
  • 30. Regulated Industries have more untapped potential market. The company which offers better products or good UX with a ‘customer first’ perspective will win when regulation loosen Copyright 2017 Masayuki Tadokoro All rights reserved
  • 31. Focus on Technology Trends Copyright 2017 Masayuki Tadokoro All rights reserved
  • 32. Exercise ❓ Copyright 2017 Masayuki Tadokoro All rights reserved Do you think there is any technology that brings change to people’s needs and life?
  • 33. Technological Innovation that will happen in 3 to 5 years http://www.gartner.com/newsroom/id/3412017 Copyright 2017 Masayuki Tadokoro All rights reserved
  • 34. The area where bubble state ends and survival battle among players occurs: players will drop out unless they create superior products satisfying customers http://www.gartner.com/newsroom/id/3412017 Copyright 2017 Masayuki Tadokoro All rights reserved
  • 35. Surviving players chase mass users to acquire http://www.gartner.com/newsroom/id/3412017 Copyright 2017 Masayuki Tadokoro All rights reserved
  • 36. VHS DVD Down load Streaming ?? 80s~ 90s 90s~ 2000s 10s~ 2015 2015~ 2020~ known of known known of unknown unknown of unknown ? What will happen in the world in 5 to 10 yrs? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 37. VHS DVD Down load Streaming 80s ~90s 90s ~2000s 2010~ 2015 2015~ 2020~ known of known known of unknown unknown of unknown VR live Streaming? What will happen in the world in 5 to 10 yrs? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 39. Is VR. eating the world? Is A.I. eating the world? Is message service eating the world? Are mobile apps eating the world? Is software eating the world? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 40. Are mobile apps eating the world? Terminated by One- stop http://www.kpcb.com/internet-trends Copyright 2017 Masayuki Tadokoro All rights reserved
  • 41. Is message service eating the world? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 42. New Innovation Curb Trial Customers Burst Majority Focus on UX/Tech features capturing Trial customers who are sensible to Tech Copyright 2017 Masayuki Tadokoro All rights reserved Late Majority Laggard
  • 43. Pay Attention to Tech Giants' Movements Copyright 2017 Masayuki Tadokoro All rights reserved
  • 44. Pay Attention to Tech Giants' Product Launches https://madeby.google.com/home/ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 45. Pay Attention to Tech Giants' Product Launches Copyright 2017 Masayuki Tadokoro All rights reserved
  • 46. Pay Attention to Tech Giants’ Road Map to Future Copyright 2017 Masayuki Tadokoro All rights reserved
  • 48. Pay Attention to Tech Giants’ M&A Trends Copyright 2017 Masayuki Tadokoro All rights reserved http://news.microsoft.com/ja-jp/2016/06/14/160614-microsoft-linkedin/#sm.0001vqgu7sr5kctnuo810j6uvg2vb
  • 49. Society: How demographic and preference Change will occur from now on? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 50. Considering the future demographic transition, in which area demand is less than supply? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 51. Demand & Supply Gap in Japanese Nursing Staff Market Shortage of nursing staff = Business Opportunity! http://www.mhlw.go.jp/file/05-Shingikai-12201000-Shakaiengokyokushougaihokenfukushibu-Kikakuka/0000047617.pdf Copyright 2017 Masayuki Tadokoro All rights reserved
  • 52. Shortage of IT Staff = Business Opportunity! http://www.meti.go.jp/press/2016/06/20160610002/20160610002.html Copyright 2017 Masayuki Tadokoro All rights reserved Demand & Supply Gap in Japanese IT related Engineer Market
  • 53. Transition of expectation for Service/Product/US when Generation Z becomes the major stream from Millenials http://www.kpcb.com/internet-trends Copyright 2017 Masayuki Tadokoro All rights reserved
  • 54. Channels delivering products are hugely different, generation by generation http://www.kpcb.com/internet-trends Copyright 2017 Masayuki Tadokoro All rights reserved
  • 55. Aiming at the Innovator’s Dilemma ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 56. 破壊的イノベーション What is a sustainable innovation? ・Sustainable Innovation takes place based on an incumbent business model. ・Improving a product without a drastic change ・Important not to be disliked by existing customers Copyright 2017 Masayuki Tadokoro All rights reserved
  • 57. Offering services/products made more efficient by actualized business model for existing customers’ acualized needs will be the focus Focus on sustainable innovation. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 58. A race to improve existing products occurs while using resources. Existing customers will demand products & services which are of higher quality with more functionality and higher service levels at cheaper prices. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 59. Today, Apple reinvents the telephone. - Steve Jobs 2007. 1. 9 Copyright 2017 Masayuki Tadokoro All rights reserved https://www.youtube.com/watch?v=9hUIxyE2Ns8
  • 60. Disruptive Innovation ・Disrupting incumbent business models ・Generating a whole new value ・Brought by disruptive technology ・Creating new markets Copyright 2017 Masayuki Tadokoro All rights reserved
  • 61. Exercise ❓ Copyright 2017 Masayuki Tadokoro All rights reserved What is a good example of disruptive innovation?
  • 62. Copyright 2017 Masayuki Tadokoro All rights reserved Overconfident: ”We can crush them anytime we want to” Nosedive: ”OMG, our market share is nosediving” Too late: WTF, there is no way to recover Withdraw: Let’s withdraw
  • 63. Black Berry How Blackberry declined Copyright 2017 Masayuki Tadokoro All rights reserved ①One of Blackberry directors “iPhone is not safe, it has poor battery life and nobody likes touch keyboards” ③ WTF, we cannot catch up ④ How can we withdraw? ② OMG, this is way ahead of us
  • 64. iPhone3 launches Blackberry is dominant iOS takes more market share Blackberry is dying..
  • 65. Why can’t large corporates bring disruptive innovation? ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 66. In most business opportunities, large corporations have advantages, since they have more abundant resources. Start-ups cannot win in a competition where an abundance of resources is an important factor. However, large corporations cannot respond well to disruptive innovation because the organization is designed for the existing business model. They will eventually lose market share Copyright 2017 Masayuki Tadokoro All rights reserved
  • 67. A start-up can beat large corporations since large corporates are "too rational" and "too streamlined" Copyright 2017 Masayuki Tadokoro All rights reserved
  • 68. In large corporations, departments with different functions are organized not to bother each other.
  • 69. Copyright 2017 Masayuki Tadokoro All rights reserved In large corporations, there are some cases where the innovation department is not allowed to talk to customers directly. They are often not allowed to allocate a budget without the approval of the finance department.
  • 70. Can you create precise five- year financial projections to get approval for your project budget? - Executive of large corporate
  • 71. - Executive of large corporate Executing the project as planned becomes goal Can you create precise five- year financial projections to get approval for your project budget?
  • 72. Apoorva, the founder of Instacart, proposed the Instacart model to Amazon management. It was turned down since the model was contradictory to what Amazon had been hugely investing in. i.e. warehouses and logistics Copyright 2017 Masayuki Tadokoro All rights reserved
  • 73. Deliver goods with good logistics Looks like bad idea but is a good idea Hire someone for grocery shopping Good Idea to everyone Looks bad, but is actually a good one (Secret the founder knows) Why Instacart idea was not approved by Amazon
  • 74. “Disruptive innovation functions” should be the focus when you create a start-up organization Copyright 2017 Masayuki Tadokoro All rights reserved
  • 75. Start-up founders can build the product while they are directly talking to customers An unfair advantage of start-up Copyright 2017 Masayuki Tadokoro All rights reserved
  • 76. Joe Gebbia, Airbnb co-founder, was engaging in customer support all day Copyright 2017 Masayuki Tadokoro All rights reserved
  • 77. Brian Chesky, co-founder of Airbnb, went to customers' places. He talked to homeowners/landlords one-by-one and took room photos to promote Airbnb transactions Copyright 2017 Masayuki Tadokoro All rights reserved
  • 78. In a startup, you don’t separate your organization with function The biggest unfair advantage for startup
  • 79. Customer Community Firm Be a part of customer community Customers Founders penetrate into customer community Copyright 2017 Masayuki Tadokoro All rights reserved Developer Person in Charge
  • 80. You should know a secret other people don’t know. - Peter Theil from “Zero to One” Copyright 2017 Masayuki Tadokoro All rights reserved
  • 81. Customer insight unknown by others Copyright 2017 Masayuki Tadokoro All rights reserved Facts unknown by others
  • 82. Know The “Formulae” of Business Models Copyright 2017 Masayuki Tadokoro All rights reserved
  • 83. New Combination 9 Startup Ideation Framework Dis- Intermediation Unbundle of Bundled Defragment of fragmented Under utilized Resources New perspective ArbitrageTime machine As-a-Service
  • 84. Dis-intermediation Before Uber, taxi drivers were unable to drive their own cars and they were required to pay a fee to licensing taxi association to become certified taxi drivers. Uber diminished the intermediating process that taxi drivers had to go though, i.e. paying the fee and getting registered license. Anyone can become an Uber driver with their own car with a fraction of the fee and time Copyright 2017 Masayuki Tadokoro All rights reserved
  • 85. Taxi Driver Intermediating Processes Unhappy Users (Taxis you can not catch, unfriendly drivers) The Incumbent Taxi Business Copyright 2017 Masayuki Tadokoro All rights reserved
  • 86. Uber X Driver Better UX Happy Users! Copyright 2017 Masayuki Tadokoro All rights reserved Providing a platform which diminishes unnecessary processes
  • 87. Unbundling of Bundled To unbundle incumbent services or products which are ineffective as too many functions were bundled. For example, newspapers were unbundled into curation, media, classified ads and ad-sense solutions. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 88. Article Ads Classified Ads Boring content Paid content Newspaper stand Messanger Boy The Incumbent Newspaper Business Function and logistics are bundled Unhappy Users Copyright 2017 Masayuki Tadokoro All rights reserved
  • 89. Easy-to find classified ads Search driven Ads Content targeted for each user Optimizing for users by unbundling incumbent newspaper functions. Happy Users! Copyright 2017 Masayuki Tadokoro All rights reserved
  • 91. Fintech startups are unbundling bundled services provided by incumbent institutions, i.e. commercial banks https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/
  • 92. Fintech startups are unbundling bundled services provided by incumbent institutions, i.e. commercial banks
  • 93. Defragment of Fragmented Providing value by aggregating information and functions which are fragmented in many places Copyright 2017 Masayuki Tadokoro All rights reserved
  • 94. Unhappy User Incumbent purchasing process Copyright 2017 Masayuki Tadokoro All rights reserved It is time-consuming to find the lowest price
  • 95. Happy User ! Copyright 2017 Masayuki Tadokoro All rights reserved With kakaku.com, information was aggregated in one place; it is very easy to find the cheapest price!
  • 96. Utilizing Under-utilized Resources Generating cash flow by utilizing dormant assets & resources. Airbnb converted unused guest rooms to cash machines for homeowners Copyright 2017 Masayuki Tadokoro All rights reserved
  • 97. No cash flow from unused rooms. Unhappy User Before AirBnB Copyright 2017 Masayuki Tadokoro All rights reserved
  • 98. Happy User! Cash flow by renting out unused rooms After AirBnB Copyright 2017 Masayuki Tadokoro All rights reserved
  • 99. Uber X Drivers Better UX Happy Users! Copyright 2017 Masayuki Tadokoro All rights reserved Providing a platform which diminishes unnecessary processes. Uber drivers can sell part of their time.
  • 101. Free Yourself from Existing Perspectives You limit your idea when you start thinking in existing framework or start benchmarking with competitors - you need to think out of the box!
  • 104. ・Thrilling experience when you open a message. ・You can set message expiration period.
  • 105. High Low 機能充実 スタンプ 編集容易性 手軽さ 実名登録 消去管理 消去管理 Copyright 2017 Masayuki Tadokoro All rights reserved Conventional Perspective Snapchat has brought in a different perspective
  • 107. Arbitrage (Bridging supply and demand of resources)
  • 108. There is more demand for English learning in Japan than supply. In the Philippines there are English teaching resources English students - they can not study anytime, anywhere - Lesson fee is too expensive English teachers - they don’t have many opportunities - they can’t earn money since domestic market is saturated X
  • 110. Bridging gap between two countries =Arbitrage English teachers ・They have opportunities to teach ・Since there are much more demand - so you can set price if you are evaluated highly English student ・They can learn anytime, anywhere -as much as they want ・Lesson fee is inexpensive
  • 111. Arbitrage (Bridging supply and demand of resources)
  • 112. There is more demand for English learning in Japan than supply. In the Philippines there are English teaching resources English students - they can not study anytime, anywhere - Lesson fee is too expensive English teachers - they don’t have much opportunities - they can’t earn money since domestic market is saturated X
  • 114. Bridging gap between two countries =Arbitrage English teachers ・They have opportunities to teach ・Since there are much more demand - so you can set price if you are evaluated highly English student ・They can learn anytime, anywhere -as much as they want ・Lesson fee is inexpensive
  • 115. New Combination Providing valuable services by combining resources which were used in difference spaces
  • 117. Buying magazine and collect info,, Shopping around by spending tons of money “Ugh, I hate this one” “My closet is full of Outdated fashion. I spent too much money” Spent too much on clothes,, My closet is full of junk,,
  • 118. Your stylist will pick up clothe Box will arrive You can try clothes on If you don’t like it, pack it and return. You pay 6,800 yen per month Convenient! Reasonable! Stylish!
  • 119. Stylist Free Shipping Free Cleaning Free Closet Air Closet was realized by combining 4 difference services
  • 120. Quality of issue Quality of solution High HighLow Low 高い 専門性 業界の 知識 High quality idea Low quality idea Crazy Stylist X Free-shipping X Free-cleaning Operational Experience in EC Supplier network Copyright 2017 Masayuki Tadokoro All rights reserved
  • 121. Time Machine Bringing business model/product in one market to different market
  • 124. Founded in 2011 ・On-demand service for ride-share (2 wheel cars) ・Providing services in Jakarta, Indonesia - the city with the world’s worst traffic Founded in 2009 ・On-demand service for ride-share (4 wheel cars) ・Started in cosmopolitan areas of US and spread to 60+ countries
  • 125. Register credit card Enter pick-up location Matched drivers will pick up Make a payment and evaluate drives
  • 126. Enter pickup location and destination Top-up your money as pre- paid Matched driver will come and pick up Make a payment
  • 127. Time machine model (Importing business model from US)
  • 128. Provide services that are not recognized as a service until now. Make it “As a Service" Copyright 2017 Masayuki Tadokoro All rights reserved
  • 129. Product Selling Model Costumers benefit of owning the solution Costumers utilize the solution as a service Sell Partially use according to needs Provide the solution as a service Conserve Benefit of owning Benefits by owning own and conserve After making it as- a-service
  • 130. Whim(Finland) Mobility as a service http://maas.global/whim-the-worlds-first-all-inclusive-mobility-service-promises-to-change-urban-travel-forever/ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 131. Unified various transportation providers and supplied it as a service Copyright 2017 Masayuki Tadokoro All rights reserved
  • 132. Clarifai(USA) Deep-learning as a service https://www.clarifai.com Copyright 2017 Masayuki Tadokoro All rights reserved
  • 133. Provide Deep-learning engine as SaaS Copyright 2017 Masayuki Tadokoro All rights reserved
  • 134. Hachidori(Japan) Chatbot as a service https://hachidori.io Copyright 2017 Masayuki Tadokoro All rights reserved
  • 135. Rate structure corresponding to Bot #, message #, support plans Copyright 2017 Masayuki Tadokoro All rights reserved
  • 136. New Combination 9 startup ideation framework Dis- Intermediation Unbundle of Bundled Defragment of fragmented Under utilized Resources New perspective ArbitrageTime machine As-a-Service
  • 137. The framework is only a base
  • 138. Brush up your originality by finding unknown secrets
  • 139. There are many unknown secrets out there. Entrepreneurs discover them and to create businesses based on them. - Peter Theil Copyright 2017 Masayuki Tadokoro All rights reserved from “Zero to One”
  • 140. Calculate Total Addressable Market TAM is short for “Total addressable market”. It indicates the maximum market size the business can address when all needs are met X= Copyright 2017 Masayuki Tadokoro All rights reserved 100 million USD per year for TAM is standard criteria by which VCs look at startups and decide whether they will invest or not.
  • 141. Aiming towards large market Other companies also realize the market size The market is getting crowded Startups are at a disadvantage due to the lack of resources Startup will eventually loose Startup should not aim towards the market which is already large and proven Large corporates have advantages over startups It is a competition of resources, operation and price of product
  • 142. Current market size Low High not existed Market growth potential Low High High, but nobody knows Matured space Large corporates hugely invested Many start-ups get in the space Some startups start to get in the space No one has tapped into yet Copyright 2017 Masayuki Tadokoro All rights reserved Your target !
  • 143. In your startup, you don’t want to put yourself in a full-scale war.
  • 145. Amazon prepared overwhelming selection for one specific product - books
  • 146. Facebook focused on local war - they took on one school after the other.
  • 147. We optimized our product as we increased the number of school accounts. We added features and then went to the next school after confirming the feature worked well. - Mark Zukerburg CEO, Facebok https://www.youtube.com/watch?v=MGsalg2f9js
  • 148. Idea Verification Verify your Idea Create Plan A Build Plan A with Lean Canvas Ideation Clarify what issue is to be solved Verify the potential of your idea 1-1 1-2 1-3 1-4 Copyright 2017 Masayuki Tadokoro All rights reserved Know Start-up Meta-principles Know start-up un-common principles Start as a side project
  • 149. You don’t need a detailed business plan Copyright 2017 Masayuki Tadokoro All rights reserved
  • 150. AirBnBも最初は悪いアイディアに見えた Write a Lean Canvas Lean canvas is a start-up frame work invented by Ash Maurya, author of Running lean. You can easily visualize start-up business models パスとは、 Copyright 2017 Masayuki Tadokoro All rights reserved
  • 151. Would a Business Model Canvas be beneficial ? ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 152. Business Model Canvas ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 153. A business model canvas is for, a regular corporation or intrapreneurs. Note that you should not focus too much on key partnerships, the key resource for a start-up is time, customer relationships are all about talking to customers and key activities are about building the product and talking to customers X X X Don’t Use Business Model Canvas X Copyright 2017 Masayuki Tadokoro All rights reserved Not Important Not Important Not important Not Important
  • 154. There are three advantages in lean canvas Agility: you can write it quickly Simplicity: you can write important aspects of the business in a simple manner Mobility: you can update/share fairly easily Ash Maurya Author of “Running Lean” Copyright 2017 Masayuki Tadokoro All rights reserved
  • 155. 1 2 3 4 5 67 8 9 This is the order you want to write lean canvas. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 156. 1. Issue: For target customer segment, what are the top 3 issues to be solved 2. Customer segment: Specify users. Clarify what kind of early adaptors that might be 3. Unique value proposition: What kind of value do you provide to the customers? *These three elements are most important elements in the initial phase 1 23 Copyright 2017 Masayuki Tadokoro All rights reserved How to Write a Lean Canvas
  • 157. Copyright 2017 Masayuki Tadokoro All rights reserved Early adopters will determine your business model for Plan A
  • 158. The uncertainty is whether the imagined customers’ issues are real Copyright 2017 Masayuki Tadokoro All rights reserved
  • 159. To become an expert on customer issues and to make something customers want. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 160. 4. Solution: At the beginning, you haven’t verified whether the issue really exists or not; try to think of a simple and valid solution 5. Channel: There are not so many options when it comes to channel selection; you will have to collect users to talk to 6. Revenue model: You don't have to worry about it too much, but do not provide the product for free, put a price tag on it. *It will be changed after the product will be released; write it in a simple manner 4 5 6 How to Write a Lean Canvas Copyright 2017 Masayuki Tadokoro All rights reserved
  • 161. 7. Cost structure: List up the costs. How much are the total costs until the point the product is launched? 8 Key metrics: Write the key metrics of your business success. Try to use AARRR pirate metrics. 9. Unfair advantage: This is difficult to fill-in. It can be filled in last. Write secret, insider information, expert network, dream team, network effect, community and current customer. *It will be changed after the product will be released; write it in a simple manner 8 9 7 Copyright 2017 Masayuki Tadokoro All rights reserved How to Write a Lean Canvas
  • 162. The most precious resource for a start-up is time. Start-up teams who learn the most before burning all their resources will eventually win. - Ash Maurya Copyright 2017 Masayuki Tadokoro All rights reserved
  • 163. ❓ Exercise: Write a lean canvas for the dating app Tinder Copyright 2017 Masayuki Tadokoro All rights reserved
  • 164. You can start swiping people shown on your screen. if you like the person, swipe right, if not, swipe left You download and sign-up with your Facebook account Set up your details to find the person you want to match with. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 165. You can start a chat with the person If it is like-like between you and your counterpart, you’ll get a notification “It’s a match” You can probably meet him/her in person? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 166. If you pay a monthly premium for 1200 JPY or 10 USD you can unlock the restrictions Premium service: You can swipe unlimited times You can change your base location Ads won’t be displayed Copyright 2017 Masayuki Tadokoro All rights reserved
  • 167. Let’s create a lean canvas of Tinder by splitting into 2 teams ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 168. Lean Canvas of “Tinder” Males/Female s looking for casual but non-fake matching In matching site, there are too many fake accounts Authentication with Facebook Media Blog Providing opportunity for casual but authentic like- like matching Number of sign-ups for premium services A totally unique business model A premium service System development (Facebook connection large volume process) There are no casual like-like matching service The retention rate of premium service Advertisement A matching algorithm with location/interest User acquisition
  • 169. Lean Canvas of “Tinder” Males/Female s looking for casual but non-fake matching In matching site, there are too many fake accounts Authentication with Facebook Media Blog Providing opportunity for casual but authentic like- like matching Number of sign-ups for premium services Totally unique business model Premium service System development (Facebook connection large volume process) There are no casual like-like matching service Retention rate of premium service Advertisement Matching algorithm with location/interest User acquisition Why do you use lean canvas?
  • 170. -Steve Blank From Start-up owner’s manual If you ask 10 people to define their business model, there always will be 10 answers. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 171. Lean Canvas of “Tinder” Males/Female s looking for casual but non-fake matching In matching site, there are too many fake accounts Authentication with Facebook Media Blog Providing opportunity for casual but authentic like- like matching Number of sign-ups for premium services Totally unique business model Premium service System development (Facebook connection large volume process) There are no casual like-like matching service Retention rate of premium service Advertisement Matching algorithm with location/interest User acquisition By using lean canvas, you can communicate more efficiently to your team with the same underlying assumptions in mind
  • 172. The first written plan (Plan A on Lean Canvas) have to be continually revised
  • 175. Common understanding + Convincing Visualizing process/thoughts/ hypothesis
  • 176. What is a Lean Startup? Copyright 2017 Masayuki Tadokoro All rights reserved With a lean startup, you build the product for a new idea or concept quickly (build MVP) and then iterate on a build-measure-learn cycle based on the customer's feedback of your product. Your hypothesis is validated during the iteration cycles. By using the lean start-up method, start-up founders will be able to find a product-market- fit before burning up all of the resources. Build Ideas Product Mea sure Data Learn
  • 177. Timed learning comes too late with a waterfall method. You can learn more by releasing product early Copyright 2017 Masayuki Tadokoro All rights reserved
  • 178. Copyright 2017 Masayuki Tadokoro All rights reserved You have to find a functioning business model by pivoting before you burn all your resources
  • 179. VP of Saleはいらない Copyright 2017 Masayuki Tadokoro All rights reserved http://www.slideshare.net/ashmaurya
  • 180. Pivot is to change strategy without changing vision. - Eric Ries Lean Startup Copyright 2017 Masayuki Tadokoro All rights reserved
  • 181. Copyright 2017 Masayuki Tadokoro All rights reserved Burning through all the resources before finding the right business model. Achieve PMF by finding the right business model through pivots before time-out.
  • 182. With a lean canvas, your team can decide when and where to pivot. You can make a decision with everyone by having the same picture of the business model. Team Lean canvas of your startup Copyright 2017 Masayuki Tadokoro All rights reserved
  • 183. Start-up is a game you win with your team ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 184. If you don't share the same business model and the team members are not fully convinced by the pivot, it may sometimes lead to a falling out Copyright 2017 Masayuki Tadokoro All rights reserved
  • 185. Key: How much did you learn while you are running product-iteration cycles? Copyright 2017 Masayuki Tadokoro All rights reserved
  • 186. Unpivotable Pivotable Copyright 2017 Masayuki Tadokoro All rights reserved
  • 187. “We do nothing but makes cooking fun” - Cookpad’s Vision Copyright 2017 Masayuki Tadokoro All rights reserved
  • 188. Make something people want. Paul Graham Y Combinator, Founder Copyright 2017 Masayuki Tadokoro All rights reserved
  • 189. Copyright 2017 Masayuki Tadokoro All rights reserved Easy way to death Hard way to PMF
  • 190. Easy way to death Build a product you want to build and then release it. Measure vanity metrics to justify your bias and being reassured that you are doing the right things. Burning out all resources before achieving PMF. Copyright 2017 Masayuki Tadokoro All rights reserved Hypothesize the customer issue and validate it the hard way. Verify by directly talking to paid customers. Listen to customer feedback, especially harsh feedback, and keep pivoting your business model. Achieve PMF before burning out all the resources Hard way to PMF
  • 191. Idea Verification Verify your Idea Create Plan A Build Plan A with Lean Canvas Ideation Clarify what issue is to be solved Verify the potential of your idea 1-1 1-2 1-3 1-4 Copyright 2017 Masayuki Tadokoro All rights reserved Know Start-up Meta-principles Know start-up un-common principles Start as a side project
  • 192. The best way to come up with a good start-up idea is not thinking about start-up ideas. Paul Graham Y Combinator, Founder Copyright 2017 Masayuki Tadokoro All rights reserved http://paulgraham.com/startupideas.html
  • 193. Good start-up ideas often come from a side projects. * 71% of start-up ideas are generated when the founders were working at their previous company ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 194. Your current job a side project Responsibility Play assigned role Focus on urgency Constrained with current value chain Present Based on current solution Based on current practice Fear of failure Overhead/Fix cost Based on curiosity Based on play Focus on importance Think out of the box No constraint from current operation Future Based on new solution Think backward from “should-be” Be bold for challenge Flexible cost Copyright 2017 Masayuki Tadokoro All rights reserved
  • 195. Viewpoint from finance Viewpoint from customers Viewpoint from operations Viewpoint from HR Ideation Customer/ Problem fit Problem/ solution fit Product/ market fit Growth Ideation/ Brush up the hypothesis Side project to examine its profitability Verbalize quality issue ・Investigate issues (Interview) ・Examine User Story Founder Problem Fit ・Unit economics (LTV>CPA) ・Burn rate Create the prototype (MVP) Build a Co- founders team カスタマーの課題を 解決する ソリューションの 仮説を作れたか ・AARRR (Focus on Retention Activation) ・Churn-rate ・AARRR ( Add Virality, Acquisition as well) ・Run the community ・Define royal customers with NPS(CS) measurement ・MoM growth (MRR) ・Break-even- point ・Runway ・Customer Development ・Build MVP with Build-measure- Learn ・Pivot ・Standarize operation ・Set up the system where developing royal customers ・UX improvement ・Growth hack ・Operation specializing ・Hiring/Retention ・Data-driven/Agile team ・Training ・Learning driven team ・Management team forming ・Burn rate ・Stock divide Build hypothesis of customer issue Pre-seed round Seed round Series A Examine if the solution hypothesis solves the customer issue Start as a a side project Copyright 2017 Masayuki Tadokoro All rights reserved
  • 196. 専門性特化型 エンジニア 技術志向エンジニア P/S Fit Fixing Co- founder members Experiment/Bu ild MVP Pivot Build products Analytics Management Create Ideation/ Plan A C/P Fit Filtering Co-founder members Ideation P/M Fit Team up (10〜 members) Growth Co-founder members +α 3-10 members s Start-up team in each stage Start as a a side project UX Design Vision Selling Pre-seed round Seed round Series ACopyright 2017 Masayuki Tadokoro All rights reserved Growth
  • 197. Figure out complementary and congeniality of each other with brainstorming/creating Plan A Copyright 2017 Masayuki Tadokoro All rights reserved Ex-coworker Founder candidate Ex-coworker Founder candidate Ex-coworker Founder candidate
  • 198. - Fixed cost for administrative operation - You might not split share right - The sustaining company will become one of the purposes Starting a private project is good idea for startup Disadvantages of incorporation
  • 199. Facebookもa side projectから生まれた We did not plan to incorporate Facebook project. We were just focusing on what our users wanted and built a product to fulfill them. - Mark Zuckerburg Facebook founder Copyright 2017 Masayuki Tadokoro All rights reserved
  • 200. Apoorva Metha, Instacart founder, came up with the idea while he was an Amazon employee. He started to build a Beta version of Instacart in the Amazon office cubical Copyright 2017 Masayuki Tadokoro All rights reserved
  • 201. Jerry Yang and David Filo, Stanford graduate students in 1994, created a portal site while they were full-time students. The portal site turned out to be Yahoo! Copyright 2017 Masayuki Tadokoro All rights reserved
  • 202. Steve Jobs and Steve Wozniak were two gadget geeks; they tried to build a machine to enable free long-distance calls. This turned out to be Lisa, the 1st Apple Computer ❓ Copyright 2017 Masayuki Tadokoro All rights reserved
  • 203. Copyright 2017 Masayuki Tadokoro All rights reserved From Google’s 80/20 side project, numerous businesses were generated
  • 204. You should start with ideas, then decide whether you will make a company or not. -Sam Altman, Y-combinator President Copyright 2017 Masayuki Tadokoro All rights reserved https://www.youtube.com/watch?v=CBYhVcO4WgI
  • 205. No hierarchy among members Talk over in an even relationship The first phase is brainstorming to dig out ideas and discuss which concept to substantiate. Copyright 2017 Masayuki Tadokoro All rights reserved
  • 206. Team up as a project base joining in an event like Startup Weekend Copyright 2017 Masayuki Tadokoro All rights reserved

Editor's Notes

  1. https://www.youtube.com/watch?v=qAws7eXItMk
  2. Which one is the most important factor when you do startup?
  3. Timing is the biggest key for success http://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startups_succeed#t-216631 he single biggest reason why startups succeed
  4. Success of startups are depending on five factors; idea, product, team, execution and timing http://genius.com/Sam-altman-lecture-1-how-to-start-a-startup-annotated
  5. Why do you do that start up now? Why not two year from now, why not two years ago?
  6. Target market keeps evolving;the industry ecosystem keeps getting more efficient; you can achieve more and more with less and less resources
  7. Exercise Looking back your career, write something which you have domain expertise which other people typically do not have Write one thing you are struggling with the area that needs to be improved
  8. What is the history of the product/market? Where is the market heading as going forward What are the recent key trends by which solution to issue was enabled? Start-up founderが聞くべきこと
  9. Computer related start-up % of IPO of 1983-founded % of IPO of 1985-founded 3x IPOs in 1983!
  10. Why Airbnb succeeded?
  11. Many people who cannot pay lent or loan started using Airbnb after financial crisis airbnbはリーマンショックの後という絶妙なタイミングだった。
  12. Growth curve of Airbnb http://www.leighdrogen.com/wp-content/uploads/2013/06/airbnbinfographic.png
  13. Facebook started functioning as credential infra-structure Facebookが多くの社会の与信インフラとして機能したから
  14. Uber market capital; 50 billion; they founded only 5 years ago What were the timing factors? http://www.wsj.com/articles/uber-valued-at-more-than-50-billion-1438367457 Nissan
  15. 隠れた市場成長率の高さ、 ・カテゴリーできない ・Fragmentされている ・大手のプレーヤーが参入して失敗している ・ビジネスモデルが明らかではない
  16. Sharing economy started taking off Sharing has becoming cool among consumers
  17. You need an ability to read the trend and find out what will come the next
  18. Live in the future and build something missed in present moment
  19. Fordは会見のなかでも明らかにしたように、「自動運転は大きな時代変革のなかの“一つの要素”」という見解を示している。自動車産業を取り巻く社会環境は大きく変化しており、それに対応して事業形態を大きく見直し、「Automobile」から「Mobility」へと事業の核を転換していくのだという。それを具現化するのが、昨年の「CES 2017」のキーノートスピーチでフィールズCEOが提唱した事業戦略、「Ford Smart Mobility」だ。
  20. Can you find signs that will impact how the world will look like in 2025?
  21. Politics: 規制緩和 Economics: 人の購買 Society: どの部分の需要が増えるか Technology: どのプラットフォームが支配的になるか
  22. http://airstair.jp/minpaku-free/
  23. Exercise Is Looking back your career, write something which you have domain expertise which other people typically do not have Write one thing you are struggling with the area that needs to be improved
  24. Technical innovation about
  25. software - message - API - A.I - マークアンダーリーセンがいっていた。
  26. internet report 2016
  27. https://ferret-plus.com/1261
  28. こちらはビッグバンディスラプショント言われる新しい現象。 アーリーマジョリティーの代わりに、 トライアルカスタマーという試しに使う人が登場して、 その後にバーストマジョリティーに感染して、一気にその市場を席巻する というモデル
  29. http://news.microsoft.com/ja-jp/2016/06/14/160614-microsoft-linkedin/#sm.0001vqgu7sr5kctnuo810j6uvg2vb
  30. Aiming at innovator’s dilemma
  31. What is sustainable innovation? Innovation takes place based on incumbent value standard To improve the product without drastic change It’s important not to be disliked by current customers
  32. ここでは、既知のKPIがキーアクティビティーになる
  33. Today, Apple reinvent telephone “
  34. Disruptive innovation Disrupting incumbent technology and generate whole new value It is brought by disruptive technology It create new market
  35. Exercise Looking back your career, write something which you have domain expertise which other people typically do not have Write one thing you are struggling with the area that needs to be improved
  36. Overconfident: We can crush them anytime we want to Nose-dive OMG, our market share is nose-diving Too late: There is no way to recover Withdraw: Let’s withdraw from the market Disruption cycle http://techcrunch.com/2014/01/19/uber-and-disruption/ http://jp.wsj.com/articles/SB12219608320597343816204581008912136442404 http://www.gizmodo.jp/2015/06/ceoiphone.html
  37. Disruption cycle Blackberry: iPhone is not safe, poor battery and nobody likes touch keyboard OMG, this is way up there We cannot catch up How can we withdraw? http://techcrunch.com/2014/01/19/uber-and-disruption/ http://jp.wsj.com/articles/SB12219608320597343816204581008912136442404 http://www.gizmodo.jp/2015/06/ceoiphone.html
  38. 2007年はBBシェアが圧倒的だった 2009年頃に勢いがついた
  39. Why many corporate cannot bring disruptive innovation? Apple is exceptional case, since he brought innovation with top-down approach
  40. In most of business opportunities, large corporates have advantages since they have much more resources; start-up cannot compete in the competition where the resource richfullness counts. However, these large corporate fails not by responding to disruptive innovation; they have optimized organization for incumbert value chain
  41. Start-up can beat large corporate since large corporates are “too rational”
  42. Start-upの一番の強みは、顧客の声(ニーズ)をベースにして、プロダクトを構築できるところである。(大企業はsales/marketing/developmentがsiloされている)
  43. 皆さんの会社ではどうですか?
  44. In order to approve budget, write up precise five-year financial projections
  45. Executing project as planned had become goal
  46. Apoorva, founder of Instacart, proposed Instacart model to Amazon management; it was turned down since the model was to defy what Amazon had been invested, i.e. warehouses and logistics
  47. Disruptive innovation functions should be centered in the start-up organization http://diamond.jp/articles/-/58187?page=3
  48. Unfair advantage of start-up Start-up founders can build the product while they are talking customers directly Start-up founders
  49. Joe Gebbia, Airbnb co-founder, was engaging in customer support for all day
  50. Brian Chesky, co-founder of Airbnb, went customer’s place; talked to home-landlord customers one by one and took a room photo to promote Airbnb business
  51. In startup, you don’t separate your organization with function Start-upの一番の強みは、顧客の声(ニーズ)をベースにして、プロダクトを構築できるところである。(大企業はsales/marketing/developmentがsiloされている) もしブラックベリーがスタートアップのように運営されていたら 衰退しなかったかもしれない
  52. “You should know the secret other people don’t know”
  53. Disruptive innovation functions should be centered in the start-up organization http://diamond.jp/articles/-/58187?page=3
  54. 8 startup ideation framework 今日はゼロからイチのビジネスを発想するための 9つのフレームワークを紹介させていただきます。
  55. Before Uber, taxi drivers were unable to drive their own car and were required to pay a fee to a licensed taxi operator to get their certified car. Uber has dis-intermediated the need for taxi drivers to pay that fee, and now they can become an UberX driver with their own car.
  56. 20,000 USD fee to get license ! http://www.circu.co.jp/x_book_magazine/526
  57. http://www.circu.co.jp/x_book_magazine/526 Avg. Hourly Salary 19 USD
  58. To unbundle of incumbent service/product which is ineffective as too many functions were added. For example, news paper was unbundled into curation media, classified ads and adsense solutions
  59. Incumbent newspaper business
  60. Optimizing for users by unbundling incumbent newspaper functions
  61. 最近流行っているFintechという言葉をご存知ですか?
  62. Fintech startups are unbundling bundled services provided by commercial banks Fintechの本質も、unbundleです、 従来のやり方ではモバイル・インターネット時代では最適化されていないものを unbundleして最適化するというものです。 https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/
  63. 日本でも同様のことが起きています。 最大大手のMUFGなどが提供するサービスも、 それぞれで強いスタートアップが台頭してきている状況
  64. Providing values by aggregating information/functions which are fragmented at many places
  65. Incumbent purchasing process
  66. With kakaku.com, information was aggregated; it is easy to find the cheapest price tag! Lowest Price!
  67. Generate revenue by utilizing dormant asset/resources; Airbnb enabled unused guest rooms to cash-machines
  68. Cashing out due to used rooms
  69. Cashing in by renting out rooms
  70. Uber driver can sell part of their time http://www.circu.co.jp/x_book_magazine/526 Uber Drivers drive avg. 10 hours/w
  71. Ideation 戦略的自由度 既存の戦略があり、そのフレームの中での発想になってしまっている。 いかにしてそこから自由になるか? ライバルと比較したり、ベンチマーキングしてもだめである。 そこで戦略的な自由度を持たすことが大事である 未来から考えてみて 現在の競争軸はなんなのかを洗い出してみる
  72. Free from existing perspective Your idea is limited as long as you place your perspective in existing framework or benchmarking with competitors - think out of the box! ブルーオーシャン戦略を知っているか?
  73. Features Stamps Easy to edit Easy to use Ral name registration 通常のメッセージアプリだと、こういった感じでベンチマーキングをしている 機能がどれだけ充実していて、 スタンプが使えて、
  74. Snapchatって知っていますか? 去年より人気になっているメッセージアプリ 10代を中心に爆発的な人気を博しているアプリ
  75. Surprise when you open up message You can set message expiration period
  76. SNSに疲れたカスタマーが逃げ込むサービスになっている これまでの軸と違うところを攻めている Delete Management Non Anonymous Registration Excitement
  77. もともとは金融の用語 鞘抜きという意味
  78. There is high demand on English learning, while Philippine supplies much English teaching resources 一昔前までは、英語は、国内で、学校に通うしかオプションはなかった
  79. 一つの国で不足しているものを 過剰なリソースを持っている国から供給する
  80. もともとは金融の用語 鞘抜きという意味
  81. There is high demand on English learning, while Philippine supplies much English teaching resources 一昔前までは、英語は、国内で、学校に通うしかオプションはなかった
  82. 一つの国で不足しているものを 過剰なリソースを持っている国から供給する
  83. Providing valuable services by combining resources which were utilized in difference spaces
  84. 知っている人はいますか? 買い物好きな人はいますか? 嫌いな人?なぜきらい?
  85. 従来のお買い物体験はこうだった Buy ma
  86. Air Closet was realized by combining 4 difference services 6,800 Yen per month
  87. 先ほどの、図であてはめてみるとこうなります。 ECの経験は
  88. ソフトバンクの孫さんなどが昔よくいっていたコンセプトです Bringing business model/product in one market to different market
  89. ウーバーは知っていますか?
  90. インドネシアにバイクのウーバーがあり、 非常に人気である ジャカルタにいったことがある人はいますか?
  91. Providing services in Jakarta, Indonesia - the world worst traffic city ウーバー創業の2年後に同じモデルを バイクライドシェアではじめた。 ポイントは、ウーバーのように車ではなく渋滞がひどいジャカルタでは こちらのほうが有効だった
  92. ウーバーのユーザーエクスペリエンスです
  93. これがgo jekのUXです。 インドネシアではクレジットカードを持っている人がほとんどいないので、 Pre-paid カードで振り込むモデルになっている
  94. 設備を持たずに、情報の非対称性を埋めるためマーケットプレイスを提供する
  95. API as a service Insight as a service Chatbot machine as a service
  96. http://news.mynavi.jp/news/2016/01/04/277/
  97. 8 startup ideation framework 今日はゼロからイチのビジネスを発想するための 9つのフレームワークを紹介させていただきます。
  98. There are many unknown secrets out there.Entrepreneurs are to create future as they discover them and create business based on them Stanford Lecure からs
  99. Maximum amount the person pays per year TAM is for total addressable market; it indicates maximum market size to which the business can address with all of conditions will be fulfilled
  100. It is competition over resources, operation and price of product Large corporates have advantages Startups are at a disadvantage due to the lack of resources Startup will loose Startup should not choose the idea looks good for everyone
  101. Current market size Market growth potential
  102. You don’t want to do all-in war since you don’t have resources
  103. Amazon prepared overwhelming number of title for one specific product(book)
  104. Optimization ! Facebook focused on local war - they were overwhelmingly successful in ivy league school first
  105. We optimized our product as we increase the number of school account - we added features and went to the next school after confirming the feature worked well
  106. https://www.youtube.com/watch?v=qAws7eXItMk
  107. You don’t need detailed Business Plan
  108. Write lean campus. Lean campus is start-up frame work invented by Ash Maurya, author of Running lean. You can easily visualize start-up business models Running lean Ash リーンキャンバスを使ってPlan Aを書いてみよう しかしPlan Aは必ず変更するので、
  109. “ビジネスモデル・ジェネレーション ビジネスモデル設計書” より
  110. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder and Yves Pigneur
  111. Business model canvas is for regular corperate or interpreters: you should not focus on key partnership, key resource is time, customer relationship is all about talking to customers and key activities are building product and talking to customers
  112. There are three advantages in lean canvas Agility: you can write up quickly Simplisity: you can write up substancial aspects of business in simple manner Mobility: you can update/share fairly easily スタートアップにとってもっとも貴重な資源は時間である。 リソースが無くなる前に、最も多く学習したものが勝つ
  113. This is the order you want to write lean canvas
  114. How to write lean canvas 1 Issue: To target segment, what are top 3 issues to be solved 2 Customer segment: Specify uses. Clarify what kind of early adaptor will be there 3 Unique value proposition: What kind of value you
  115. Early adaptor will determine your business model
  116. 不確定要素が高い順に検証する必要がある
  117. To become expert of customer issue and make something customer wants 一番大事なことはfocusすること
  118. 4 Solution: At the beginning, you haven’t verified whether the issue really exists or not; write simple solution you can come up 5: Channel: There are not so many options when it comes to selection of channel; it is important that you will have to collect users to whom you can directly talk to 6: Revenue model: You don’t have to worry about too much, but do not provide product for free, put price tag on it
  119. 7: Cost structure: List up the cost how much does it cost until the point you will launch the product 8: Key metrics: Write your key metrics of your business success. Try to use AARRR, pirates metrics 9: Unfair advantage: This is difficult to fulfill; you can write at very last. You can write, secret, insider information, expert network, dream team, network effect, community and current customer
  120. The most precious resource for start-up is time. Start-up, that learns the most before burn all the resources, will win
  121. Exercise: Write lean canvas of Tinder, matching application
  122. You download and login with your Facebook account Set up conditions the person you want to meet. You can start swiping person shown up to your screen; if you like the person, swipe right, if not swipe left Facebookで入る
  123. If it is like-like situation, you get message “It’s a match” and you can start chat with them https://play.google.com/store/apps/details?id=com.tinder&hl=ja Facebookで入る
  124. With monthly premium service (1200 JPY) you can release the restrictions Premium service you can swipe unlimited times you can change your location Ad won’t be displayed
  125. Let’s create lean canvas by splitting into 2 teams
  126. In matching site, there are too many fake accounts There are no casual like-like matching service Authentication with Facebook Matching algorithm with location/interest Number of sign-ups for premium services Retention rate of premium service Providing opportunity for casual but authentic like-like matching Totally unique business model Media Blog Males/Females looking for casual but non-fake matching System development Marketing Premium service Advertisement
  127. In matching site, there are too many fake accounts There are no casual like-like matching service Authentication with Facebook Matching algorithm with location/interest Number of sign-ups for premium services Retention rate of premium service Providing opportunity for casual but authentic like-like matching Totally unique business model Media Blog Males/Females looking for casual but non-fake matching System development Marketing Premium service Advertisement
  128. If you ask the definition of business model, there always will be 10 answers
  129. In matching site, there are too many fake accounts There are no casual like-like matching service Authentication with Facebook Matching algorithm with location/interest Number of sign-ups for premium services Retention rate of premium service Providing opportunity for casual but authentic like-like matching Totally unique business model Media Blog Males/Females looking for casual but non-fake matching System development Marketing Premium service Advertisement
  130. What is Lean Start-up? Build product for new idea or concept quickly (build MVP) and iterate build-measure-learn cycle by looking at customer’s response. In the iteration cycles, hypothesis is verified through validated learning; start-up founders can find product-market-fit before burning all resources
  131. Learning timing comes too late with waterfall method. You have to learn more by releasing product as early as you can Product developmentプロセスが邪魔をする(反直感的) https://www.youtube.com/watch?v=JYrCr_IoJFI 3:25 Waterfall型では、顧客の接点があまりにも遅すぎる
  132. You have to find functioning business model by pivoting before time-out Ash Maurya: イテレーションをどうやってまわしていくか
  133. 66%のスタートアップが最初のアイディアを抜本的に変更する Ash maurya http://www.slideshare.net/ashmaurya
  134. Pivot is to change strategy without changing vision
  135. Achieve PDF by finding right business model though pivots before time-out Time-out before you find right business model
  136. With your lean canvas, your team will decide what to pivot; you will make a decision as everyone is convinced
  137. Start-up is all about team play
  138. Pivot which is not fully convinced by team member can bring fall-out of teams
  139. How much did you learn while you are running iteration cycles
  140. cofouderはpivotできない
  141. “Make something people want”
  142. Cash
  143. Build product you want to build and release. Measure vanity metrics to justify your bias. Burn out before achieving PMF
  144. https://www.youtube.com/watch?v=qAws7eXItMk
  145. The best way to get start-up idea is not about thinking start-up ideas スタートアップっぽい動きをするとそれは死への一歩である
  146. Good start-ups are come from a side project. 71% of start-up ideas are generated when the founders
  147. You job Resposiblity and accountability Play a role assigned Focus on urgency Constraint with current value chain Present-tense Based on current solution Based on current practice a side project Based on curiosity Play yourself Focus on importance Think out of box No constrain from current operation Future-tense Based on new solution Think backwards from “should-be”
  148. パートタイム (週1回) 仮CEO 仮CTO CEO
  149. この時期は極めて流動的なので、会社を設立して、株を分割しないようにする
  150. “We did plan to incorporate Facebook; we were focusing on what our users wants and build product to fulfill it”
  151. Apoorva Metha, Instacart founder, came up with the idea while he was Amazon employee; he started to build Instacart Beta version
  152. Jerry Yang and David Filo, stanford students in 1994, create portal site while they were full time students. The portal site turned out to be Yahoo! https://en.wikipedia.org/wiki/History_of_Yahoo! https://en.wikipedia.org/wiki/Jerry_Yang_(entrepreneur)
  153. Steve Jobs and Steve Wozniak were geeks on machine; they tried to build machine enabling long-distance free call; this turned out to be Lisa, the 1st Apple machine
  154. You should start with idea. Then decide whether you will make a company out of it or not