The document provides an overview of a webinar on user feedback and customer centricity. It discusses how companies can lose focus on customers as they grow, and the importance of understanding different customer groups and their needs. It then describes how to identify "good" versus "bad" customers, and provides tips on gathering qualitative customer feedback through methods like interviewing users. Finally, it discusses how insights can be applied across the product lifecycle from innovation to optimization, and provides a 5-step process for conducting customer empathy research.
16 Things That Indicate You're An Entrepreneur Who Gets Itportlandten
The document discusses 16 criteria that entrepreneurs are evaluated on when meeting with investors to secure funding. It is broken down into 4 categories: Intangibles like business savvy and appearance, Traction like accomplishments, Execution like ability to get things done, and Concept Viability like potential to make money. Meeting with investors in a short period of time allows them to assess if the entrepreneur "gets it" based on these 16 criteria. Entrepreneurs who demonstrate they "get it" gain credibility, valuable feedback, ability to pass gatekeepers, and tap into hidden resources from investors' networks. The goal is to run a great startup, not just say the right things to investors.
Slides from PreSeed Academy #22 - Stine Mølgaard Sørensen (Speaker 3 of 3)PreSeed Ventures
1) The document is a presentation by Stine Mølgaard Sørensen, co-founder of Radiobotics, about their health tech startup that uses machine learning to automate routine radiology image analysis.
2) Radiobotics has raised $4 million in funding since 2017 from various sources including EU grants and partnerships with hospitals.
3) The presentation provides advice on fundraising and partnerships, highlighting the importance of seeking help early, doing due diligence on investors, and focusing on both equity and non-dilutive funding.
[GrowthHacker Conference '16] Willix Halim, SVP Growth at Freelancer.com: Cre...GrowthHackers
In this presentation, Willix Halim, SVP Growth at Freelancer.com, talks about how to create A Full Company Growth Culture.
Watch the full video at: www.Growthhackers.com
Lars Holdgaard discusses how to decide what features to build and in what order for a product. He recommends gathering both qualitative feedback from talking directly to customers as well as quantitative data on product usage. This information, along with the overall product vision, can be used to set OKRs and quarterly themes to focus feature development. Themes should solve major blockers or pains identified from customer conversations in order to iteratively improve the product-market fit over time. A quarterly cycle allows being agile while making a meaningful impact.
This document outlines the importance of building customer-centric products and describes the three key steps to do so: 1) customer development, 2) customer acquisition, and 3) customer retention. It emphasizes the need to understand customers' problems and needs through discovery and validation, rather than focusing on products alone. When a product-market fit is found and customers don't want the product or service to shut down, it means customers have been created. The next steps are then to execute on the product by scaling it and building the company.
Slides from PSV Academy StartupTalk #5 - Dennis Kayser, Founder of ForecastPreSeed Ventures
This document provides an overview of Forecast, a resource and project management platform powered by artificial intelligence. It summarizes Forecast's product and technology, leadership team, go-to-market strategy, sales funnel metrics, and sales playbook. Forecast delivers automation and insights for digital projects. It aims to make projects more timely, profitable, and satisfy clients. The leadership team includes the CEO, CTO, and CRO who have technical and business development backgrounds. The go-to-market strategy focuses on different market segments based on company size and monthly recurring revenue. Key metrics like website traffic, conversion rates, and monthly growth are provided. The sales playbook outlines the process from lead generation to onboarding new clients.
This document provides information on zero budget user acquisition strategies. It discusses public relations (PR), inbound marketing, and outbound marketing tactics. For PR, it emphasizes the importance of strategic earned media coverage and building relationships with journalists, analysts, and influencers on Twitter. For inbound marketing, it recommends content creation tactics like blogging, thought leadership pieces, and guest blogging. For outbound marketing, it discusses drip email campaigns, account-based marketing (ABM), phone calls, and using various tools to find contact information and track email opens. International considerations and keeping in touch with current customers are also addressed.
The document provides an overview of a webinar on user feedback and customer centricity. It discusses how companies can lose focus on customers as they grow, and the importance of understanding different customer groups and their needs. It then describes how to identify "good" versus "bad" customers, and provides tips on gathering qualitative customer feedback through methods like interviewing users. Finally, it discusses how insights can be applied across the product lifecycle from innovation to optimization, and provides a 5-step process for conducting customer empathy research.
16 Things That Indicate You're An Entrepreneur Who Gets Itportlandten
The document discusses 16 criteria that entrepreneurs are evaluated on when meeting with investors to secure funding. It is broken down into 4 categories: Intangibles like business savvy and appearance, Traction like accomplishments, Execution like ability to get things done, and Concept Viability like potential to make money. Meeting with investors in a short period of time allows them to assess if the entrepreneur "gets it" based on these 16 criteria. Entrepreneurs who demonstrate they "get it" gain credibility, valuable feedback, ability to pass gatekeepers, and tap into hidden resources from investors' networks. The goal is to run a great startup, not just say the right things to investors.
Slides from PreSeed Academy #22 - Stine Mølgaard Sørensen (Speaker 3 of 3)PreSeed Ventures
1) The document is a presentation by Stine Mølgaard Sørensen, co-founder of Radiobotics, about their health tech startup that uses machine learning to automate routine radiology image analysis.
2) Radiobotics has raised $4 million in funding since 2017 from various sources including EU grants and partnerships with hospitals.
3) The presentation provides advice on fundraising and partnerships, highlighting the importance of seeking help early, doing due diligence on investors, and focusing on both equity and non-dilutive funding.
[GrowthHacker Conference '16] Willix Halim, SVP Growth at Freelancer.com: Cre...GrowthHackers
In this presentation, Willix Halim, SVP Growth at Freelancer.com, talks about how to create A Full Company Growth Culture.
Watch the full video at: www.Growthhackers.com
Lars Holdgaard discusses how to decide what features to build and in what order for a product. He recommends gathering both qualitative feedback from talking directly to customers as well as quantitative data on product usage. This information, along with the overall product vision, can be used to set OKRs and quarterly themes to focus feature development. Themes should solve major blockers or pains identified from customer conversations in order to iteratively improve the product-market fit over time. A quarterly cycle allows being agile while making a meaningful impact.
This document outlines the importance of building customer-centric products and describes the three key steps to do so: 1) customer development, 2) customer acquisition, and 3) customer retention. It emphasizes the need to understand customers' problems and needs through discovery and validation, rather than focusing on products alone. When a product-market fit is found and customers don't want the product or service to shut down, it means customers have been created. The next steps are then to execute on the product by scaling it and building the company.
Slides from PSV Academy StartupTalk #5 - Dennis Kayser, Founder of ForecastPreSeed Ventures
This document provides an overview of Forecast, a resource and project management platform powered by artificial intelligence. It summarizes Forecast's product and technology, leadership team, go-to-market strategy, sales funnel metrics, and sales playbook. Forecast delivers automation and insights for digital projects. It aims to make projects more timely, profitable, and satisfy clients. The leadership team includes the CEO, CTO, and CRO who have technical and business development backgrounds. The go-to-market strategy focuses on different market segments based on company size and monthly recurring revenue. Key metrics like website traffic, conversion rates, and monthly growth are provided. The sales playbook outlines the process from lead generation to onboarding new clients.
This document provides information on zero budget user acquisition strategies. It discusses public relations (PR), inbound marketing, and outbound marketing tactics. For PR, it emphasizes the importance of strategic earned media coverage and building relationships with journalists, analysts, and influencers on Twitter. For inbound marketing, it recommends content creation tactics like blogging, thought leadership pieces, and guest blogging. For outbound marketing, it discusses drip email campaigns, account-based marketing (ABM), phone calls, and using various tools to find contact information and track email opens. International considerations and keeping in touch with current customers are also addressed.
1) The document discusses tips for achieving growth for a startup, including focusing intensely on understanding customers' needs, validating ideas by charging for the product or service, nailing down one or two key distribution channels, providing an immediate "Aha moment" for new users, and making the product sticky to retain users.
2) It emphasizes the importance of reasoning from first principles rather than analogy when developing growth strategies.
3) The overall message is to focus on building a great product people want to use and pay for rather than pursuing funding, as the funding will follow successful growth.
This document provides an overview of the Business Model Canvas, which is a tool for developing new business models based on the work of Osterwalder and Pigneur. It outlines the key elements of the Business Model Canvas, including customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The goal of the Business Model Canvas is to help aspiring business owners and entrepreneurs develop solutions to problems by considering all aspects of how the business will operate.
The document discusses key performance indicators (KPIs) for measuring innovation. It argues against a "one-size-fits-all" Procrustean KPI system, as financial KPIs alone can stifle innovation. Instead, KPIs should be adapted based on a project or venture's maturity. It presents a classification of innovation accounting KPIs for reporting, governance, and overall performance. Specific KPIs discussed include cost per learning, experimentation velocity, knowledge-to-assumption ratio, and barebones net present value. The document concludes that an innovation accounting system tailored to a venture's stage is necessary for corporate startups to succeed.
This document discusses lessons learned from failures in predictive modeling projects. It outlines three key lessons: 1) Align priorities by obtaining business sponsorship and understanding timelines, 2) Focus on outcomes over outputs by defining success upfront and addressing value, and 3) Co-author solutions by acknowledging change resistance, forming diverse teams, and frequent communication. Examples of failures that taught these lessons include building models without business need and failing to make insights actionable.
The document summarizes the process of building and updating B2B personas for Capdesk. Key steps included:
1) Understanding existing personas created by the previous marketing team and validating them against customer data.
2) Updating the personas to remove bias by taking out identifying details like names, genders, and locations.
3) Communicating the new personas to the team, which focused on goals, challenges, and insights rather than stereotypes.
The updated personas will be used to segment audiences, prioritize customer outreach, and guide content and distribution strategies.
This document outlines the principles of the lean startup methodology. It discusses how startups differ from large corporations in their focus on developing hypotheses to test through customer development and iterative experimentation, rather than relying on business plans. The customer development model of customer discovery, validation, creation and company building is presented as a framework for searching for a scalable business model through continuous experimentation and pivoting. Key aspects of lean startups discussed include the business model canvas for visualizing hypotheses about the business, metrics like AARRR for validating learning, and case studies of companies like Zappos that exemplify the lean startup approach.
Kristina McMenamin provides a guide to startup marketing in 3 key points:
1) Everyone at a startup is in marketing and must ensure the product solves real customer pains.
2) To develop an effective marketing strategy, companies must understand their target customers and competitors through customer interviews, personas, and positioning statements.
3) Marketing campaigns and channels should be tested iteratively using key metrics like customer acquisition cost and lifetime value to determine what drives business growth. Continuous listening to feedback allows companies to iterate their product and strategy.
How to survive (and thrive) in the Feedback Economy - Leela Srinivasan, Surve...Traction Conf
We are in the middle of a massive shift from the Information Economy of the early 2000s to the Feedback Economy of the future. In this hyperconnected landscape, anything that can be known will be known―and if you’re not listening, you can be sure your competitors and potential customers are. Amid this shift, the businesses that embrace feedback will win. In this session, SurveyMonkey CMO Leela Srinivasan will outline seven tips for driving business impact through customer feedback, leveraging the only two sources of true competitive advantage that exist in the Feedback Economy: The ability to learn more about your customers faster than the competition, and the ability to turn that learning into action faster than the competition. Expect real-world examples from businesses that are listening and taking action on a daily basis.
Lean Startup - Turning an Idea into a ProductTal Atzmon
Most startups fail, that's a given. But they don't fail because they had a bad product - they fail because they didn't find a Product/Market fit. This presentation is an intro to Lean Startup - a methodology you should use in order to validate that your great idea is truly great before you even write a single line of code.
The document provides an overview of tools and software that can help get a company's first customers. It discusses thinking like a marketer by setting goals and KPIs. It also covers building landing pages, using Google Analytics for data and analytics, researching competitors, and using social media and influencer outreach tools for word-of-mouth marketing. Specific tools mentioned include Instapage, Unbounce, and Launchrock for building landing pages, and Semrush, Majestic, and Google Alerts for competitor and industry research.
Discovering, creating and communicating your product valueEkoInnovationCentre
This document discusses leveraging innovation and technology to solve problems in Africa. It covers the key stages of the innovation process:
1) Discovery - Understanding customer needs and problems through research. Examples include mobile payment solutions, medical supply delivery, and space travel.
2) Creation - Developing solutions through ideation, prototyping, and testing. This involves research and development, creating minimum viable products, and pilot testing.
3) Communication - Marketing the solution to customers through strategies like word of mouth, social media, and traditional advertising. Key aspects discussed include defining the value proposition through a business model canvas and achieving product-market fit.
How to keep the front end of innovation full iriBruce Janda
This document discusses how to keep an innovation pipeline full by accurately defining customer needs. It emphasizes identifying the "most important customer" in the value chain and using open-ended interviews to understand unmet needs. This helps prevent new product ideas from solving the wrong problems. The document provides a framework for contextual interviewing and analyzing feedback to clearly define customer needs prior to development.
Get financially Fit: Tips for Using QuickBooksIntuit Inc.
The document provides tips for small business owners on using QuickBooks to simplify finances and get financially fit. It summarizes Lielette Calleja's presentation on simplifying spending, connecting bank feeds, automating tasks, capturing expenses, getting paid, tracking income, and leveraging business insights. The presentation focused on identifying key profit drivers like price, variable costs, fixed costs, sales volume to make better business decisions using financial reports.
A presentation I made for Samsung Developer Workshop in Indonesia.
Sorry for disabling the download feature.
If you want the file, just send me an email at rangga.wiseno@gmail.com
This document discusses customer development and buyer personas. It defines key terms like customer discovery, customer development, user persona, and buyer persona. It explains that customer development answers questions about who will buy a product and why. Creating accurate buyer personas can help validate assumptions about target customers and guide product development, marketing, and sales efforts. The document also covers conducting customer research through interviews to develop buyer personas and mapping the buyer's journey.
Virtual Optimizely Experience 2014 - Hiten Shah - The Future of OptimizationOptimizely
Take a stroll through the yesteryears of optimization and peek into what the future of optimization has in store for us. Hiten Shah presents "The Future of Optimization" during the 2014 Virtual Optimizely Experience.
The document discusses adopting a growth mindset and using growth hacking techniques to acquire customers. It encourages facing fears and learning from failures. It defines growth hacking as using innovative marketing techniques to dramatically increase traffic, conversions, and user base with minimal costs. While many growth hacking tools now exist, growth hacking begins with understanding customers and finding interesting ways to reach them through valuable content, channels, messages tailored to their interests. Adopting a growth mindset of testing, learning from failures, and continuous improvement is the most important tool for winning new customers.
Presented at the "IT Leadership Summit, Brisbane, QLD Australia" May 2014. This presentation shares the approaches taken by Wotif (leading Australian on-line travel company) to innovate and implement the Lean Start-up approach.
- The document discusses using customer journey analytics to better understand the customer experience. It recommends creating a customer journey map, validating it with metrics and analytics, and getting customer feedback. Predictive analytics can be used to find causes of behaviors and key message points. Tracking business metrics alongside the customer perspective is also important. Overall, linking the customer journey to analytics provides strategic and tactical benefits for businesses.
Thanks everyone that attended this Round Table at Launch Workplaces.
This session will help you identify options to get current customers to buy again and attract and acquire new customers.
Bring plenty of business cards for networking and a chance to win door prizes. Must be present to win.
Key takeaways from this session:
• Interact with other tech business owners and peers
• Identify options to overcome your business challenges
• Obtain invaluable advice and guidance from experienced peers and collaborators
Connect with me if you have any questions. http://linkd.in/hdelcastillo
The document discusses several emerging entrepreneurs in India, including:
- Karunakara M Reddy, founder of Smaat India Pvt. Ltd., a water purification company with annual sales of Rs. 120 crore and 900 employees.
- US Mahinder, founder of Hatti Kaapi coffee shops, which began with an investment of Rs. 1 lakh and now has 25 outlets and 120 employees selling 70,000 cups of coffee daily.
- Nithin Kamath, founder and CEO of online stock trading platform Zerodha, which handles Rs. 5,000 crore in daily trading volume with 100 employees and expects Rs. 40 crore in revenue for the fiscal year.
Supporting Young Entrepreneurs in Emerging and Developing Countries with Mobi...SenMobile
This document discusses using mobile technology to help young entrepreneurs in developing countries manage the finances of their businesses. It proposes developing simple accounting apps for mobile phones to track expenses, sales, profits, and other financial data. The apps would integrate monitoring capabilities for microfinance institutions to oversee the financial health of businesses they loan to. The goal is to provide tools to help young people start sustainable businesses and reduce unemployment in emerging markets.
1) The document discusses tips for achieving growth for a startup, including focusing intensely on understanding customers' needs, validating ideas by charging for the product or service, nailing down one or two key distribution channels, providing an immediate "Aha moment" for new users, and making the product sticky to retain users.
2) It emphasizes the importance of reasoning from first principles rather than analogy when developing growth strategies.
3) The overall message is to focus on building a great product people want to use and pay for rather than pursuing funding, as the funding will follow successful growth.
This document provides an overview of the Business Model Canvas, which is a tool for developing new business models based on the work of Osterwalder and Pigneur. It outlines the key elements of the Business Model Canvas, including customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The goal of the Business Model Canvas is to help aspiring business owners and entrepreneurs develop solutions to problems by considering all aspects of how the business will operate.
The document discusses key performance indicators (KPIs) for measuring innovation. It argues against a "one-size-fits-all" Procrustean KPI system, as financial KPIs alone can stifle innovation. Instead, KPIs should be adapted based on a project or venture's maturity. It presents a classification of innovation accounting KPIs for reporting, governance, and overall performance. Specific KPIs discussed include cost per learning, experimentation velocity, knowledge-to-assumption ratio, and barebones net present value. The document concludes that an innovation accounting system tailored to a venture's stage is necessary for corporate startups to succeed.
This document discusses lessons learned from failures in predictive modeling projects. It outlines three key lessons: 1) Align priorities by obtaining business sponsorship and understanding timelines, 2) Focus on outcomes over outputs by defining success upfront and addressing value, and 3) Co-author solutions by acknowledging change resistance, forming diverse teams, and frequent communication. Examples of failures that taught these lessons include building models without business need and failing to make insights actionable.
The document summarizes the process of building and updating B2B personas for Capdesk. Key steps included:
1) Understanding existing personas created by the previous marketing team and validating them against customer data.
2) Updating the personas to remove bias by taking out identifying details like names, genders, and locations.
3) Communicating the new personas to the team, which focused on goals, challenges, and insights rather than stereotypes.
The updated personas will be used to segment audiences, prioritize customer outreach, and guide content and distribution strategies.
This document outlines the principles of the lean startup methodology. It discusses how startups differ from large corporations in their focus on developing hypotheses to test through customer development and iterative experimentation, rather than relying on business plans. The customer development model of customer discovery, validation, creation and company building is presented as a framework for searching for a scalable business model through continuous experimentation and pivoting. Key aspects of lean startups discussed include the business model canvas for visualizing hypotheses about the business, metrics like AARRR for validating learning, and case studies of companies like Zappos that exemplify the lean startup approach.
Kristina McMenamin provides a guide to startup marketing in 3 key points:
1) Everyone at a startup is in marketing and must ensure the product solves real customer pains.
2) To develop an effective marketing strategy, companies must understand their target customers and competitors through customer interviews, personas, and positioning statements.
3) Marketing campaigns and channels should be tested iteratively using key metrics like customer acquisition cost and lifetime value to determine what drives business growth. Continuous listening to feedback allows companies to iterate their product and strategy.
How to survive (and thrive) in the Feedback Economy - Leela Srinivasan, Surve...Traction Conf
We are in the middle of a massive shift from the Information Economy of the early 2000s to the Feedback Economy of the future. In this hyperconnected landscape, anything that can be known will be known―and if you’re not listening, you can be sure your competitors and potential customers are. Amid this shift, the businesses that embrace feedback will win. In this session, SurveyMonkey CMO Leela Srinivasan will outline seven tips for driving business impact through customer feedback, leveraging the only two sources of true competitive advantage that exist in the Feedback Economy: The ability to learn more about your customers faster than the competition, and the ability to turn that learning into action faster than the competition. Expect real-world examples from businesses that are listening and taking action on a daily basis.
Lean Startup - Turning an Idea into a ProductTal Atzmon
Most startups fail, that's a given. But they don't fail because they had a bad product - they fail because they didn't find a Product/Market fit. This presentation is an intro to Lean Startup - a methodology you should use in order to validate that your great idea is truly great before you even write a single line of code.
The document provides an overview of tools and software that can help get a company's first customers. It discusses thinking like a marketer by setting goals and KPIs. It also covers building landing pages, using Google Analytics for data and analytics, researching competitors, and using social media and influencer outreach tools for word-of-mouth marketing. Specific tools mentioned include Instapage, Unbounce, and Launchrock for building landing pages, and Semrush, Majestic, and Google Alerts for competitor and industry research.
Discovering, creating and communicating your product valueEkoInnovationCentre
This document discusses leveraging innovation and technology to solve problems in Africa. It covers the key stages of the innovation process:
1) Discovery - Understanding customer needs and problems through research. Examples include mobile payment solutions, medical supply delivery, and space travel.
2) Creation - Developing solutions through ideation, prototyping, and testing. This involves research and development, creating minimum viable products, and pilot testing.
3) Communication - Marketing the solution to customers through strategies like word of mouth, social media, and traditional advertising. Key aspects discussed include defining the value proposition through a business model canvas and achieving product-market fit.
How to keep the front end of innovation full iriBruce Janda
This document discusses how to keep an innovation pipeline full by accurately defining customer needs. It emphasizes identifying the "most important customer" in the value chain and using open-ended interviews to understand unmet needs. This helps prevent new product ideas from solving the wrong problems. The document provides a framework for contextual interviewing and analyzing feedback to clearly define customer needs prior to development.
Get financially Fit: Tips for Using QuickBooksIntuit Inc.
The document provides tips for small business owners on using QuickBooks to simplify finances and get financially fit. It summarizes Lielette Calleja's presentation on simplifying spending, connecting bank feeds, automating tasks, capturing expenses, getting paid, tracking income, and leveraging business insights. The presentation focused on identifying key profit drivers like price, variable costs, fixed costs, sales volume to make better business decisions using financial reports.
A presentation I made for Samsung Developer Workshop in Indonesia.
Sorry for disabling the download feature.
If you want the file, just send me an email at rangga.wiseno@gmail.com
This document discusses customer development and buyer personas. It defines key terms like customer discovery, customer development, user persona, and buyer persona. It explains that customer development answers questions about who will buy a product and why. Creating accurate buyer personas can help validate assumptions about target customers and guide product development, marketing, and sales efforts. The document also covers conducting customer research through interviews to develop buyer personas and mapping the buyer's journey.
Virtual Optimizely Experience 2014 - Hiten Shah - The Future of OptimizationOptimizely
Take a stroll through the yesteryears of optimization and peek into what the future of optimization has in store for us. Hiten Shah presents "The Future of Optimization" during the 2014 Virtual Optimizely Experience.
The document discusses adopting a growth mindset and using growth hacking techniques to acquire customers. It encourages facing fears and learning from failures. It defines growth hacking as using innovative marketing techniques to dramatically increase traffic, conversions, and user base with minimal costs. While many growth hacking tools now exist, growth hacking begins with understanding customers and finding interesting ways to reach them through valuable content, channels, messages tailored to their interests. Adopting a growth mindset of testing, learning from failures, and continuous improvement is the most important tool for winning new customers.
Presented at the "IT Leadership Summit, Brisbane, QLD Australia" May 2014. This presentation shares the approaches taken by Wotif (leading Australian on-line travel company) to innovate and implement the Lean Start-up approach.
- The document discusses using customer journey analytics to better understand the customer experience. It recommends creating a customer journey map, validating it with metrics and analytics, and getting customer feedback. Predictive analytics can be used to find causes of behaviors and key message points. Tracking business metrics alongside the customer perspective is also important. Overall, linking the customer journey to analytics provides strategic and tactical benefits for businesses.
Thanks everyone that attended this Round Table at Launch Workplaces.
This session will help you identify options to get current customers to buy again and attract and acquire new customers.
Bring plenty of business cards for networking and a chance to win door prizes. Must be present to win.
Key takeaways from this session:
• Interact with other tech business owners and peers
• Identify options to overcome your business challenges
• Obtain invaluable advice and guidance from experienced peers and collaborators
Connect with me if you have any questions. http://linkd.in/hdelcastillo
The document discusses several emerging entrepreneurs in India, including:
- Karunakara M Reddy, founder of Smaat India Pvt. Ltd., a water purification company with annual sales of Rs. 120 crore and 900 employees.
- US Mahinder, founder of Hatti Kaapi coffee shops, which began with an investment of Rs. 1 lakh and now has 25 outlets and 120 employees selling 70,000 cups of coffee daily.
- Nithin Kamath, founder and CEO of online stock trading platform Zerodha, which handles Rs. 5,000 crore in daily trading volume with 100 employees and expects Rs. 40 crore in revenue for the fiscal year.
Supporting Young Entrepreneurs in Emerging and Developing Countries with Mobi...SenMobile
This document discusses using mobile technology to help young entrepreneurs in developing countries manage the finances of their businesses. It proposes developing simple accounting apps for mobile phones to track expenses, sales, profits, and other financial data. The apps would integrate monitoring capabilities for microfinance institutions to oversee the financial health of businesses they loan to. The goal is to provide tools to help young people start sustainable businesses and reduce unemployment in emerging markets.
These are promising times for entrepreneurs in emerging markets. As our tracker demonstrates, launching new mobile products and services has never been faster or cheaper, and the pool of digitally savvy, connected consumers grows daily. Mobile device penetration in emerging markets continues to rise, thanks to falling handset prices and the increased utility of mobile platforms. Application development is expanding and accelerating. From Dhaka to Dakar, coders with a fast Internet connection and good ideas are responding to market pain points and driving innovation with new mobile apps. Many of these entrepreneurs are as ambitious as Silicon Valley’s early pioneers. They want to disrupt markets and change existing systems.
What Works in Silicon Valley Doesn't Work Everywhere: How to Apply Lean Start...Lean Startup Co.
What Works in Silicon Valley Doesn't Work Everywhere: How to Apply Lean Startup in Asia--and Win the Emerging Global Startup Wars by Kevin Dewalt
@kevindewalt SoHelpful
The Lean Startup Conference 2013
http://leanstartup.co/
World Startup Report is a social mission to document and connect the global startup community. Starting on 1/1/2013 - 9/30/2013, the World Startup Report will be traveling to 29 countries and 36 cities. Take a look at our mission & itinerary. Let us know if you are interested in meeting us!
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
The document discusses ideation, innovation, creativity, and protecting ideas. It provides information on where to get ideas, developing ideas, evaluating ideas, and obstacles to innovation. Organizational motivation and creativity components are also covered. Examples of patents, trademarks, and copyrights are given to explain how to protect different types of ideas.
The document discusses the Lean Startup methodology for building startups. It advocates for continuous customer feedback through minimum viable products, rapid experimentation via split testing, and addressing problems through root cause analysis using the Five Whys technique. The Lean Startup approach aims to shorten development cycles and learn quickly through frequent releases and measurement in order to improve the chances of success for startups.
1) Product managers are well-suited to be intrapreneurs due to their leadership experience, commercial competence, technical experience, ability to navigate politics, and image of being able to execute.
2) The author provides an example of starting an intrapreneurial project with no direction and limited funding, and building it into a successful business with customers and revenue in under a year.
3) A second example details taking on an impossible mission to capture a landmark customer, investing two years and company resources to redefine the company's strategy and deliver for the customer.
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
An overview of how to reach Minimum Sellable Product (MSP) for early stage startups and Labs. Class offered via NY Fashion Technology Accelerator at AlleyNYC, course contributed by Koombea.
Koombea is a product development agency specializing in mobile apps and technology.
More information at koombea.com/MVP
A guide for entrepreneurs trying to raise angel and venture capitalguest8e6a0
Insight from a venture capital partner on the right way to think about the startup fundraising process. Whether you're approaching family, angels or large venture capital firms, many of the same themes apply.
Do you know why most startups fail? Is it because they lack the budget? Wrong timing? Not enough PR? Most startup’s fail because they build products nobody cares about.
Before you invest a lot of money and time in building a product no one wants, learn how to validate your idea.
This document outlines Ryan D. Hatch's approach to lean startup. It discusses discovering customer problems through interviews, developing minimum viable products to test solutions, and iterating based on customer feedback to build scalable business models. The goal is to fail fast by continuously validating hypotheses and pivoting or persevering based on learning. Metrics like customer acquisition cost and revenue per customer are used to determine if the business model is viable. The overall message is that startups should sell early, involve customers, and treat the process as discovery to build sustainable businesses.
Leanspark Sofia 2011 - Rob Fitzpatrick on Customer DevelopmentSalim Virani
Customer development is a process that helps startups avoid building products that nobody wants to pay for. It involves talking to potential customers to deeply understand their needs and problems. This helps companies learn if they are building the wrong thing or how to find customers before launch. There are different stages of customer development - discovery to learn about customers, validation to prove customers will buy, and efficiency to scale sales. The key is to avoid sales pitches and instead have casual conversations to learn from potential customers as experts. Following the customer development process can help startups create successful products that solve real problems.
It is my pleasure to invite you to the Pointe Angels angel development workshop taking place virtually on Tuesday, August 18. Please join us for our program titled “Due Diligence for Early Stage Ventures.” During your time with Pointe Angels, you may have encountered companies that caught your interest as a potential investor. As a service to our members, we offer this workshop as an opportunity to learn how to take the next step and improve their skills as angel investors.
In this interactive educational seminar, David Bloom will outline the due diligence process, provide a framework for assessing and mitigating risk, and present cases from Pointe Angels’ membership. David is an entrepreneur, investor, and advisor. He taught Financing Technology Commercialization and Innovation Leadership at the University of Michigan, and is the principal of Factotem Inc. where he has assisted Pointe Angels members with due diligence on several companies that have presented to our group.
David is also a Pointe Angels member. We are pleased to draw on his experience, like that of all of our members, for the benefit of our group.
Whether you are an experienced angel or have yet to close your first deal, our program will help you improve your skills as an investor in this exciting asset class.
The document discusses the principles of the Lean Startup methodology for starting a technology business. It notes that traditional business plans are too rigid and that startups operate under extreme uncertainty. Following Lean Startup principles, the key goals for startups are to build a Minimum Viable Product, get customer feedback to validate problem-solution fit through the build-measure-learn process, and iterate quickly based on learning rather than relying on assumptions or market studies.
Idea to Success, a Guide for First Time EntrepreneursGaurav Oberoi
Learn the steps involved in going from having a great idea, to building a successful startup around it, from an entrepreneur who has sold two internet companies in the last four years.
„You can´t run a mule in the Kentucky Derby.“
(Jim Leyland, baseball legend)
Renaissance Time with Martin Schweiger on
05 April 2022
Given at Nanyang Technological University (NTU) of Singapore
- “Renaissance time” and how to get there
- A clear definition of “Innovation”, following from “growth”
- Innovation needs innovative people
- How to identify innovative people
- Serial Innovators are entrepreneurs, but risk-avoiding and therefore without the ambition to have their own company
- Pareto principle applied: 20% of the R&D staff does 80% of the innovation
- Price`s Law and Serial Innovators’ law. There are only one or two serial innovators in each company
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for building a minimum viable product and continuously validating hypotheses through customer experiments rather than fully planning products. Key techniques include rapid A/B testing, continuous deployment of code, and using metrics to guide product decisions rather than visions of predicted success. The goal is to maximize learning from customers with minimum resources to improve odds of achieving product-market fit.
Lecture Entrepreneurship -The Art of the Start - How to start a Venture Capit...Michael Altendorf
The document discusses starting a venture capital (VC) backed company and provides advice from Michael Altendorf on this process. It introduces ADTELLIGENCE, a German tech company founded by Altendorf and others with a team of experts from companies like SAP, Google, and IBM. Their technology creates the basis for successful business models in areas like web 2.0 and mobile platforms. The document then provides tips on developing the idea, building a team, creating a business plan, finding investors, developing the product and market strategy, and other key steps to starting a VC backed company.
The document provides advice on answering 3 key questions to successfully start a business:
1. Is there a gap in the market - conduct customer interviews to validate an identified problem and ensure there is demand.
2. Is there a market in the gap - determine the market size and growth potential, and that the opportunity is large and profitable enough.
3. How to consistently deliver value - develop a business model canvas to outline how value is created and delivered to customers, and test hypotheses with customers to validate the model. Continually adapting based on feedback is important.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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5. Unproven emerging market Fuzzy target customer profile No repeatable business model Unclear solution requirement Typical Technology Startup Now Entering: The Land of Extreme Uncertainty
8. Idea Product Business plan Product Spec Development Launch Traditional Path Target customers Like it? Pay for it? Build it Still like it? Credit card ? Problem – “buyers are liars” – we suck at predicting what we will use or buy
34. Recommended Reading: The Lean Startup By Eric Ries Nail It Then Scale It By Nathan Furr and Paul Ahlstrom mark@sandhillpartners.com 408-771-8585
35. Key questions If I do this will I get funded? What about competition Makes prospective investors nervous I say its not as important as you think Already doing what you are doing Could do it, or have the idea Nearly every startup has someone in this category Execution is what matters
Shift the focus from building something to checking out the problem and the ideas. Consistent with MVP but more specific on the how-to’s.
Main point: Clayton storyEternal debate about product vs market vs teamBut I was in the middle of first startup – it wasn’t as clear – failure of first idea was tramautic, it’s a blind alley, and it’s the kind of formula that might make sense in hindsight.I decided to take that as metaphor because very often, idea #2 fails too. In fact, honest stories of startup success include ideas #3, #4. Twitter exampleTransition: Long road to the overnight success. And it often looks something like this….
This is what he was saying.Transition: Why is this? (open for questions)Explain mom and pop startup – coffee shop, sporting goods store - known product, known customer What about a technology startup?
Unclear product spec, unclear customerIn fact, if you find the real story behind startups, there is a long road to the overnight success. (Twitter, Angry Birds, even Apple)Transition: So what is the loop really about?
Loop is really about defining the exact functionality that will sell, and to who.
TwitterAngry BirdsAnd there is no way to do that without engaging with customers.Transition: It’s not what business textbooks tell you. In my first startup, we followed this model….
This is the classic business school way of launching a business. And it works. If you are Proctor and Gamble – or the restaurant – dealing with a known product and a known customer.Transition: Dialing that in is hard……if you look at the real stories of startup success, it’s not one loop….it looks more like this..
Transition……if we know this is true, why is the startup failure rate so high? (Why is this hard?)
Mainpoint: Ideas don’t fail easilyThe more time you invest in building something, the more ominous failure looks (graph). Threshold on y axis, it becomes a part of you.remember Risky Business the movie? The dream is always the same. Risky business in Silicon Valley starts with the same line – the dream is always the same. Someone has an idea, they think people will surely love it as much as they do, so they build it because people will surely want to buy it. Every entreprenuer I have ever worked with wants to see their vision, and their product validated because it is a part of them.As soon as you build something, you’re dead – paulkedrosky, kaufmann foundation, infectious greedTransition: But it doesn’t just happen at big cos, it happens everywhere.
Transition: How many of you have seen a product labeled beta? It’s a label entrepreneurs use to say its OK to ship something that might not work all that well?
Transition: So we know its hard to get through the loops…..
Bring them back to the loops – what is the x axis?Transition: What would happen if we could do this…(next slide)
Main Point: These all have the same root causeMake these bullets progressTransition: It wasn’t the product, or the team, or the technology, or their investors, or the amount of money they raised. It was something much more fundamental.
Main point: A problem needs to have a sufficient critical mass to give a startup the escape velocity it needs to become a business.Customer dialog – can I have your credit card no. Introduce the concept – escape velocity. Close with the paragraph Nathan quotedTransition: There are startups that have tackled a problem people will pay to have solved, but still don’t make it.
Main point: Underlying principles to an effective testPrinciples:People don’t know if they will buy something. People know their problems.Value of a problem is timeDo you have this problem?
Main point: Essential steps to a cold call testCustomers you would like to have - Under Armor, Skechers, REI, and Barnes and Noble; along with smaller brands like Skis.com and Evogear.Hypothesize the title of who feels the pain – VP Marketing, Director of online marketing, Director of ecommerceName it – in their jargon – is it conversion, conversion of first time visitorsInterview script – explore the problem, breakthrough questions are the biggest problem, how would you like to change it, what about thisCall results – 3 outcomes (nail, forget it, pivot) – 9/15Busy Executive – Important problem. If a busy executive in an established brand, who has never met you, or even heard of you, picks up the phone and calls back on the sole prospect of talking about a problem and the vague possibility of new technologies that might help, then that’s an important problem. The kind of problem that is hungry for any amount of relief.A startup that begins with monetizable pain will never be thought of as a hammer looking for a nail. It will not be trying to reposition itself as a “must-have” 6 months after launch. It will never sit in the deadpool with the epitaph “we were before our time.” It will not be producing white papers to “educate” target customers on how they are really losing money but they just don’t know it. And it will not need an ROI calculator on its web site.
Main point: Smoke test plus hassle testPlace ads you would like to haveMeasure clickthroughFilter to fit profileAsk do you have this problemHow big a hassle is it?When done – target customer profile, CAC
Main point: Look at what we have without building anything.What do we have at this point:Market Sweetspot – profile of companies that are interested, and the title to start with in the selling processMessaging – a battle-tested winning problem
Main Point: Failure comes from doing too much.Transition: Startups that succeed offer the minimum feature set
Main Point:Minimum feature set – meaningful amount of impact on the problem. Capability + usabilityGet it right, and customers and finance community will give you the opportunity to do the rest.Minimum feature set, everything else goes on the roadmap.Transition: How do you find out what that is?
Main point: This is how you test for the MFS quicklyPrioritizing Questions: What else should it do?$1000 test?What’s the single most important thing?What would it take for your users to be able to try this?Looking for convergenceBreakthrough Questions: Would you pre-pay at a discount?If I let you have it for free would you install it?Still have not built anything.
Main point: Output of the process - Story of what engineers really want.Transition: What does this all this mean for you, if you decide to start a company and raise money?
Everyentreprenuer I meet believes this…..Transition: But people get fooled for good reason
Transition: So how does this method work for real startups?
Logos: 4x 4 matrix Problem pass/fail Product Pass/Fail
Main point: You need monetizable pain and the minimum feature set. And you need to be able to test them quickly.