TBIZ 2012 - Elementi di un Business Plan Teoria e pratica
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The document discusses the importance of ideas versus teams for driving success. It argues that great teams are more important than individual great ideas. A great team can generate average ideas and still succeed, while an average team is unlikely to succeed even with a great idea. The document provides examples of successful companies like Microsoft that were built by great teams initially pursuing average ideas. It also notes that entrepreneurs should avoid prejudging markets and should be prepared to learn through failures.
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TBIZ 2012 - Elementi di un Business Plan Teoria e pratica
- 1. Idea vs Team What will drive you to success Augusto Coppola co-founder InnovAction Lab
- 2. Experts
- 4. What I mean by “success”? 60x
- 5. What investors thought about me Pure genius
- 8. What's the secret ingredient for success? There is no secret ingredient (Po, Kung Fu Panda)
- 10. What I mean by “failure”? 0x
- 11. What investors thought about me @#*WTF@]+!
- 12. No one understands a nut (not only me!) http://en.wikipedia.org/wiki/Bessemer_Venture_Partners We said no to: eBay, Apple, Intel, PayPal (http://www.bvp.com/Portfolio/AntiPortfolio.aspx)
- 13. Vision Mission
- 14. ... no kidding, I’m serious Vision/Mission Statement Generators are freely available: http://www.timmcnulty.iofm.net/missionstatement.htm http://www.isms.org.uk/mission%20statement.htm http://www.laughing-buddha.net/toys/mission? Our challenge is to assertively network economically sound methods of empowerment so that we may continually negotiate performance based infrastructures (generated by Dilbert ‘s Mission Generator)
- 15. Vision: why do we do it? Understanding trends to anticipate value
- 16. Visions: examples Microsoft 1978 A computer on each single office desk My first startup 1996 New services will be enabled and provided by Internet My second startup 2002 Money will not be the only currency
- 17. 4 qualities of a good vision 1. Short (and written in plain English) 2. Easy to understand (also if arguable) 3. Comes true quite rapidly (less than 5 years) 4. Persistent (it lasts for decades)
- 18. Mission: what we do? For whom? Microsoft 1975 Developing one easy to use operating system for any HW platform vendor My first startup 1996 Developing a billing system for Internet services delivered by Telco operators My second startup 2002 Developing a Telco platform to dinamically authorize and price purchases of any possible good based on any possible currency combination
- 19. Challenging your core value Don’t project into the future your past success (i.e. success makes you blind)
- 20. Vision & Mission keep you focused Collect and organize data about pros and cons
- 21. What markets should we address? Large and quickly growing markets (CAGR > 10%)
- 22. Now write down your business idea 1. What are the emerging trends we are noticing? 2. What does our product/service do? 3. Who will buy it? 4. Why will they buy it? 5. What is the forecasted size of our market? 6. What is the duration of our opportunity window? Jot down everything in less than 200 words and start pitching your targets
- 23. Team
- 24. What is the value of the idea? A person with a new idea is a crank until the idea succeeds (M. Twain)
- 25. Team: can we do it? Microsoft Corporation, 1978
- 26. Discipline of learning Fail fast and cheap (and move on)
- 27. What do you know about your market? nothing Entrepreneurs live in world of surprises, they cannot afford the luxury of prejudices
- 28. What do you know about your market? everything We don’t know what the market will be. We perfectly know what the market was.
- 29. Questions about founders • Where are the founders from? • What have they accomplished in the past? • What is their reputation? • Whom do they know? • Who else needs to be on the team? • Are they prepared to recruit high-quality people? • How realistic are they about the venture chances? • How will they respond to adversity? • Do they have the mettle to make the inevitable hard choices that have to be made? • How committed are they to this venture? • What are their motivations?
- 30. Conclusions
- 31. A few football scores Great teams with bad ideas 2 Average teams with average ideas 0 Great teams with average ideas 2 Average teams with great ideas 1 ...but great ideas are always generated by great teams