Daniel Tenner - Startup tools

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Presentation held by Daniel Tenner on topic "Startup tools" at Startup Academy course in Belgrade. More details at startapakademija.com.

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Daniel Tenner - Startup tools

  1. 1. Startup tools! Daniel Tenner (@swombat)
  2. 2. Overview
  3. 3. 0. Starting thoughts
  4. 4. 1. Business Model Canvas
  5. 5. 2. Coming up with your idea
  6. 6. 3. Lean Startup, or where to go from here
  7. 7. 4. Recap and closing thoughts
  8. 8. 0. Starting thoughts
  9. 9. • Entrepreneurship is a career
  10. 10. • Entrepreneurship is a career• Startups are (risky) experiments
  11. 11. • Entrepreneurship is a career• Startups are (risky) experiments• You don’t have to experiment full-time
  12. 12. • Entrepreneurship is a career• Startups are (risky) experiments• You don’t have to experiment full-time• Ideas are only a small part of it
  13. 13. • Entrepreneurship is a career• Startups are (risky) experiments• You don’t have to experiment full-time• Ideas are only a small part of it• Running your own business is great
  14. 14. • Entrepreneurship is a career• Startups are (risky) experiments• You don’t have to experiment full-time• Ideas are only a small part of it• Running your own business is great• Start today with what you have
  15. 15. Disclaimer
  16. 16. Disclaimer• No silver bullets• No substitute for experience• Just one tool• Not the whole tool
  17. 17. Disclaimer• No silver bullets• No substitute for experience• Just one tool• Not the whole tool
  18. 18. Disclaimer• No silver bullets• No substitute for experience• Just a couple of tools• Not the whole tool
  19. 19. Disclaimer• No silver bullets• No substitute for experience• Just a couple of tools• Not the whole tool
  20. 20. 1. Business Model Canvas
  21. 21. “Send me your business plan”
  22. 22. Problems with B- plans• Hard to see if complete• Discourages collaboration• Not for visual people• Lengthy and tedious to prepare• Lengthy to absorb• Can hide issues under mountains of words• Most people won’t read any of it!
  23. 23. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare• Lengthy to absorb• Can hide issues under mountains of words• Most people won’t read any of it!
  24. 24. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare• Lengthy to absorb• Can hide issues under mountains of words• Most people won’t read any of it!
  25. 25. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare or absorb• Lengthy to absorb• Can hide issues under mountains of words• Most people won’t read any of it!
  26. 26. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare or absorb• Can hide issues under mountains of words• on’t read any of it!
  27. 27. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare or absorb• Can hide issues under mountains of words• Most people won’t read any of it!• on’t read any of it!
  28. 28. Problems with B- plans• Hard to see if complete• Discourages collaboration or change, static• Not for visual people• Lengthy and tedious to prepare or absorb• Can hide issues under mountains of words• Most people won’t read any of it!• Present just one vision
  29. 29. But business plansserve a purpose...
  30. 30. “Plans areworthless, but planning is everything.” - A great many people (incl. Dwight D. Eisenhower)
  31. 31. Business planning has evolved
  32. 32. Better business planning:• Easy to see what’s missing• Dynamic, open to suggestions and changes• Visual• Quick to prepare, change and grasp• Issues come up to the surface• People actually want to read it!• Present multiple possibilities
  33. 33. Is that possible?
  34. 34. Hero Rats...
  35. 35. Hero Rats...• Genetically modified super-rats with brain chips.• At the press of a button, the Hero Rat will seek out nearby explosives (e.g. in a land mine). Press another button and the Hero Rat returns (if still alive...).
  36. 36. Hero Rats...• Due to a revolutionary process called “Rat Magic”, the rats are inexpensive to breed and fit out with brain chips.
  37. 37. Hero Rat Exercise 1• Come up with as many different possible customer types as possible.• Time: 4 minutes.
  38. 38. Hero Rat Exercise 2• What makes Hero Rats valuable?• Time: 4 minutes.
  39. 39. Hero Rat Exercise 3• How can you sell Hero Rats?• Time: 3 minutes.
  40. 40. Hero Rat Exercise 4• You get the idea...• Time: 3 minutes.
  41. 41. Hero Rat Exercise 5• Sell the Hero Rats! (so you can go to lunch!)• Time: 3 minutes.
  42. 42. Let’s have some fun with the rats...
  43. 43. There are many waysto run Hero Rat Inc...
  44. 44. Free rats for all?
  45. 45. Hero Rat Exercise 6• How can you give away the Hero Rats for free?• Time: 5 minutes.
  46. 46. Hero Rats for the mass market
  47. 47. Hero Rat Exercise 7• Can you sell Hero Rats as a consumer product?• Time: 5 minutes.
  48. 48. HRaaS?
  49. 49. Hero Rat Exercise 8 (last!)• Can you make Hero Rats a subscription service?• Time: 5 minutes.
  50. 50. Recap
  51. 51. Business Plans in 2012• Easy to see what’s missing• Dynamic, open to suggestions and changes• Visual• Quick to prepare, change and grasp• Issues come up to the surface• People actually want to read it• Present multiple possibilities!
  52. 52. Bon Appétit!
  53. 53. 2. Coming up with your idea
  54. 54. 2. Coming up with your ideas
  55. 55. Idea Reach
  56. 56. Constraints
  57. 57. 1. Start with you...
  58. 58. Expert entrepreneursstart with what theyhave and who theyare. effectuation.org
  59. 59. Who do you care about helping?
  60. 60. Exercise 1• Using yellow post-its, pin down things you really want to have on your business model.• Time: 3 minutes.• Note: don’t put things you don’t care about!
  61. 61. 2. Then, the not-you
  62. 62. What do you hate doing?
  63. 63. What is ridiculously hard for you?
  64. 64. Exercise 2• Using red post-its, pin down things you don’t want on your business model.• Time: 3 minutes.• Note: don’t put things you don’t care about!
  65. 65. 3. Your assets
  66. 66. Whatcommunities/markets do you have access to?
  67. 67. What resources doyou have access towhich others don’t?
  68. 68. Exercise 3• Using green post-its, pin down assets and resources.• Time: 3 minutes.• Note: put anything that could help.
  69. 69. Groups of 3-5!
  70. 70. Exercise 4• Help each other: come up each with a customer, resource and activity.• Time: 6 minutes.• Note: more options is better!
  71. 71. 4. Get some help!
  72. 72. Who else cares about your customers?
  73. 73. Exercise 5• Add other potential players around your canvas (partners or customers).• Time: 3 minutes.• Note: more options is better!
  74. 74. Remember: your firstidea is always dumb.
  75. 75. Exercise 6• Sketch out 3 alternative business models that fit your constraints.• Time: 3 minutes.• Note: more options is better!
  76. 76. ...but what next?
  77. 77. 3. Lean Startup, or where to go from here
  78. 78. “Lean Startup”
  79. 79. What is a startup?
  80. 80. What is a startup?• “The act or fact of starting something; a setting in motion.” • -Dictionary (useless)
  81. 81. What is a startup?• “Startups are fresh, new companies trying to do cool stuff.” • -Instinctive (still mostly useless)
  82. 82. What is a startup?• “A startup is an organization formed to search for a repeatable and scalable business model.” • -Steve Blank
  83. 83. What is a startup?• “A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.” • -Eric Ries
  84. 84. What is a startup?• “...essentially a startup is a new business designed for scale.” “A startup is a small company that takes on a hard technical problem.” • -Paul Graham
  85. 85. What is a startup?• “A startup is a business which has ambitions and plans to grow by a large factor over the next few years.” • -Me!
  86. 86. Key points• Uncertainty, search, difficulty• Ambition, growth• Methods, plans• Business, money
  87. 87. How should I build a startup?
  88. 88. Some typicalapproaches that don’t work
  89. 89. 1. First, write abusiness plan...
  90. 90. 2. Raise lots ofmoney and then figure it out
  91. 91. 3. Plan it, build it and they will come
  92. 92. 4. Get lots of usersand figure the rest out later
  93. 93. 5. Don’t spendanything at all.
  94. 94. A better method... “Lean”
  95. 95. Lean is not...• Cheap• Rigid• Limited to simple ideas• The magic key to success
  96. 96. Lean is...• A method to organise the chaos• Less waste• Less risk• More learning• A common language
  97. 97. The fundamentalprinciple of “Lean”
  98. 98. • People don’t care about things they don’t need/want• Building things people don’t need is waste• Building large things that people don’t need is large waste• You have no idea what you’re doing• You have no idea what to build
  99. 99. • People don’t care about things they don’t need/want• Building things people don’t need is waste• Building large things that people don’t need is large waste• You have no idea what you’re doing• You have no idea what to build
  100. 100. • People don’t care about things they don’t need/want• Building things people don’t need is waste• Building large things that people don’t need is large waste• You have no idea what you’re doing• You have no idea what to build
  101. 101. • People don’t care about things they don’t need/want• Building things people don’t need is waste• Building large things that people don’t need is large waste• You have no idea what you’re doing• You have no idea what to build
  102. 102. • People don’t care about things they don’t need/want• Building things people don’t need is waste• Building large things that people don’t need is large waste• You have no idea what you’re doing• You have no idea what to build
  103. 103. Sounds hard!
  104. 104. ➡Building things is probably a waste of your time right now.
  105. 105. ➡Building things is probably a waste of your time right now.
  106. 106. The “Lean” approach:• Build the smallest, easiest, smartest thing that teaches you what you need to learn
  107. 107. ➡Building this thing is probably a waste of your time right now.
  108. 108. ➡Building this thing is maybe a waste of your time right now.
  109. 109. ➡Building this thing is maybe not a waste of your time right now.
  110. 110. ➡Building this thing is probably not a waste of your time right now.
  111. 111. The “Lean” approach:• Build the smallest, easiest, smartest thing that teaches you what you need to learn
  112. 112. What do you need to learn?
  113. 113. Do people want it?
  114. 114. Can I sell it?
  115. 115. Can I build it?
  116. 116. A startup plan1. Do people want it?2. Can I sell it?3. Can I build it?
  117. 117. The “Lean” approach:• Build the smallest, easiest, smartest thing that teaches you what you need to learn
  118. 118. Minimum Viable Product
  119. 119. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• Anything that enables you to learn!
  120. 120. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• Anything that enables you to learn!
  121. 121. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• Anything that enables you to learn!
  122. 122. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• (Fake) demo video• “Concierge MVP”• Anything that enables you to learn!
  123. 123. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• (Fake) demo video• “Concierge MVP”• Anything that enables you to learn!
  124. 124. Minimum Viable Product• Landing page• Paper prototype• Presentation/pitch• (Fake) demo video• “Concierge MVP”• Anything that enables you to learn!
  125. 125. MVP• MVP is not a shitty version of the product.• MVP is driven by the questions you need answered.
  126. 126. The Lean Cycle
  127. 127. Lean Toolkit
  128. 128. Metrics
  129. 129. Up and to the right...
  130. 130. Vanity metrics• User signups• Traffic• Retention rate• Any metric in a vacuum
  131. 131. Good metrics• Mostly: A/B test results• Cohort breakdowns• Retention rates over time• Activity stream• Any metric that’s actionable
  132. 132. Actionable?• Must be related to the key engines of your business...
  133. 133. Engines:value and growth
  134. 134. Engine of value• How much value is your startup delivering?• Is it enough to be worth paying for?• Do people perceive that and agree?
  135. 135. Engine of growth• How does your startup acquire new customers? • Paid • Viral • Sticky
  136. 136. Engine of growth• How does your startup acquire new customers? • Paid (CAC & LTV) • Viral (Viral Coefficient) • Sticky (Retention rate)
  137. 137. Actionable Metrics• Actionable metrics are the ones which can lead to a change which you know will impact your key drivers.
  138. 138. “If you simply plan on seeing what happens, you always succeed... in seeing what happens!” - Eric Ries
  139. 139. “If you can’t fail, then you can’t learn.” - Eric Ries
  140. 140. “InnovationAccounting”
  141. 141. Lean reporting• If you only report usage/revenue, that’s what you’ll be judged on• Track validated learning instead
  142. 142. Pivots(hot buzzword alert)
  143. 143. Experiment failed... what now?• Why did it fail? Which assumption was wrong?• Can the assumption be tweaked, or does it need to be thrown out?• How can we rework the business model now we know that we know this?
  144. 144. Experiments succeeded, but...• If it’s not working well enough to build a sustainable business, it’s not working, period.• (diminishing returns...)
  145. 145. How to know if it’sworking well enough?
  146. 146. Types of pivots
  147. 147. • Zoom-in pivot: single feature becomes the whole product• Zoom-out pivot: the product becomes a feature of a larger product
  148. 148. • Customer segment pivot: some customers like us, but not the ones initially targeted• Customer need pivot: the product doesn’t solve a big enough problem for our customers
  149. 149. • Business architecture pivot: low margin, high volume, vs. high margin, low volume• Value capture pivot: change the way you monetise
  150. 150. • But... don’t abuse pivots.
  151. 151. 4. Recap and closing thoughts
  152. 152. Let’s recap...
  153. 153. EVERYTHING!
  154. 154. Startups areexperiments
  155. 155. Test critical things as quickly as possible
  156. 156. Actionable metrics,not vanity metrics
  157. 157. Report on learning progress
  158. 158. Pivot whenassumptions are wrong
  159. 159. What to do from here• Be Smart• Get Advice• DO THINGS!
  160. 160. Where to go from here...• “The Lean Startup” - Eric Ries• “Running Lean” - Ash Maurya• “The entrepreneur’s guide to customer development” - Brant Cooper & Patrick Vlaskovits• Numerous blogs online...• Mentors...• EXPERIENCE!
  161. 161. Big Recap!
  162. 162. Thank you! Daniel Tenner (@swombat) http://swombat.com

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