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CS419 Technology
Entrepreneurship
Building a Lean, Scalable Startup
Fall 2012 –2013Emre Oto
www.CS419online.comFollow on Twitter: @CS419Bilkent
Agenda Who is the instructor? What is this course all about? What do I have to do in this course?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Agenda Who is the instructor? What is this course all about? What do I have to do in this course?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Who is the Instructor? General Manager, MITS
Previously Business Analyst at Calypso Technology and Research Assistant at Stanford University
MSc Management Science and Engineering, Stanford University
MSc Electrical Engineering, Stanford University
BSc Electrical and Electronics Engineering, Middle East Technical University
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Who is the Instructor?About MITS
Founded in April 2009, located at the Hacettepe University Technopolis, founded by 2 Engineers
12 full-time employees: Engineers, Graphic Designers, Videographers, 3D Designers, Project Management and Coordination Staff
Supported by three national and international grants
Recepient of national and global awards and recognitions
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Who is the Instructor?About MITS
Two areas of operation: Medical Informatics
Data Mining Clinical Decision Support Systems
Alternative Communication Channels for Healthcare Professionals Virtual Events Virtual Learning Centers Virtual Detailing
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Agenda Who is the instructor? What is this course all about? What do I have to do in this course?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Planning is guessing
Business plans? = Business assumptions
No business plan survives first contact with the customer
Just to do it approach Build and see what happens You will definitely succeed – at seeing what
happens
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Probability theory is no good
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?The Black Swan An outlier event, which could not be predicted through any
past observation, and a surprise for the observer (Extremely) Low probability – (extremely) hight impact event While no past observation can predict the Black Swan event,
retrospectively the event can be predicted and explained with perfect clarity.
Black Swan events are dependent on the observer
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Black Swans - The MITS Experience
Sudden rep visit restrictions imposed on pharma very close to MITS founding date
Government imposed budget cuts on Rx drugs led to budget cuts in Marketing and Sales Salesforce layoffs and downsizing
In August, government imposed restrictions on the number of medical conferences physicians can attend as well as restrictions on Pharma sponsorship
Pharma started seeking alternative ways to reach physicians
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Mediocristan vs Extremistan
Mediocristan Extremistan
Nonscalable Scalable
Mild or type 1 randomness Wild (even superwild) or type 2 randomness
The most typical member is mediocreThe most “typical” is either giant or dwarf, i.e., there is no typical member
Winners get a small segment of the total pie Winner-take-almost-all effects
More likely to be found in our ancestral environment More likely to be found in our modern environment
Impervious to the Black Swan Vulnerable to the Black Swan
Subject to gravity There are no physical constraints on what a number can be
Corresponds (generally) to physical quantities, i.e., height Corresponds to numbers, say, wealth
As close to utopian equality as reality can spontaneously deliver
Dominated by extreme winner-take-all inequality
Total is not determined by a single instance or observation Total will be determined by a small number of extreme events
When you observe for a while you can get to know what’s going on
It takes a long time to know what’s going on
Tyranny of the collective Tyranny of the accidental
Easy to predict from what you see and extend to what you do not see
Hard to predict from past information
History crawls History makes jumps
Events are distributed* according to the “bell curve” (the GIFT) or its variations
The distribution is either Mandelbrotian “gray” Swans (tractable scientifically or totally intractable Black Swans
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Extremistan = Chaos
All social phenomena i.e. all phenomena that entail a human factor belong to Extremistan are subject to Black Swan events.
Probability theory, assumptions, predictions based on models etc. are irrelevant and extremely dangerous in Extremistan
Probability theory belongs to games, papers, and the Lab. Real life is governed by Chaos Theory
Question your assumptions! Be skeptical! Rely on empirical learning!
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about? Skeptical Empiricism Past observations can only partially reflect
historical facts (vs. naïve empiricism)
We can never know the absolute truth.
Evidence can refute a hypothesis, but past observations can never suffice to fully refute a hypothesis
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Common Intellectual Fallacies
Narrative Fallacy: Explaining an extreme event retrospectively as if it is a natural consequence («The crisis was evident»)
Luddic Fallacy – Probability theory pertaning to games canot suffice to explain the uncertainty of the real world.
Confirmation Bias – The human mind has a tendency to join evidence that will validate its beliefs. It is incredibly easy to find evidence to validate any theory.
Cure for this: ‘Negative Empiricism’ – Seeking evidence by refuting hypotheses and assumptions.
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Prescription against Black Swans Feeble structures should break down when
small
Creating redundancies (vs. naïve optimization) – Robustness
Avoiding complexity
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Black Swans - The MITS experience
Unexpected budget cuts, market dynamics Contracts cancelled due to sudden budget cuts Sudden changes in government Rx reimbursement policies Clients/prospects suddenly changing positions
Pareto principle is valid – impossibility of scheduling, HR and capital allocation
Strategy: Diversification through a healthy balance of funded R&D projects and commercial projects.
Benefiting from Black Swans: Small investments in high-risk projects
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What is this course all about?Let us summarize up to this point..
Real life is much more uncertain then we think, and this uncertainty is not the same as the one we learn in Probability Theory But rather through Chaos Theory («Butterfly Effect»)
The least that could happen is that our assumptions fail. The true danger lies in Black Swan events.
So we cannot just believe our own assumptions, and we cannot just «swing» it..
How do we ride true chaos?
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What is the course all about?Scientific Method, any one?
6th grade..Science class..Lesson 1.. We will go back to the good old days, only in a
startup context ..but what is a startup?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Let is now define a Startup
A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty
A startup is a temporary organization that is in search of a repeatable and scalable business model
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What is this course all about?What a startup is NOT A startup is not a smaller version of a
large company (i.e. it is not a doll house)
Why is a startup not a smaller version of a large company?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Startup vs everything else Startup
Problem: Unknown (Market? Customers? Need?) Solution: Unknown (What are we going to build?)
Everything else Problem: Known Solution: Known
Known: Small business? Clone of an existing business?
Existing market, waterfall product development
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Problem: knownSolution: known
Waterfall
Unit of progress: Advance to Next Stage
Requirements
Design
Implementation
Verification
Maintenance
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?What is everything else? Small businesses
Large companies
Social entrepreneurship
Disruptive companies within large companies
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this class all about?#1 This Class is about Scalable Startups
Not all startups are designed to scale
Small business startups have different goals They are done by normal people
Scalable startups are designed to grow big May require angel investment / venture capital
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Small Busines
sStartup
- Business Model found- Profitable business- Existing team- No intention to scale / or very low scale- Mostly clone businesses-Risk is easily understood-Can be even financed with a bank loan
Small Business Startups
• 5.7 million small businesses in the U.S. <500 employees• 99.7% of all companies• ~ 50% of total U.S. workers
http://www.sba.gov/advo/stats/sbfaq.pdf
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Small Busines
sStartup
- Business Model found- Profitable business- Existing team- Can be financed with a simple bank loan- Risk easy to assess- Mostly clone businesses
ScalableStartup
Large Company
- Huge total available market- Company has potential to grow to immense annual revenues- Business model found- Focused on execution and process- Typically requires “risk capital”
Very Different Startup Goals
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Question
How do we assess scalability?
We have to analyze the market and the opportunity
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Market/Opportunity AnalysisHow Big is It?: Market/Opportunity Analysis
Identify a Customer and Market Need
Size the Market
Competitors
Growth Potential
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How Big is the Pie?Total Available Market
Total Available Market
• How many people would
want/need the product?
• How large is the market be (in TLs) if they all bought?
• How many units would that be?
How Do I Find Out?
• Research
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How Big is My Slice?Served Available Market
• How many people need/can use product?
• How many people have the money to buy the product
• How large would the market be (in TLs) if they all bought?
• How many units would that be?
How Do I Find Out?
• Talk to potential customers
Served Available
Market
TotalAvailableMarket
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How Much Can I Eat?Target Market
• Who am I going to sell to in year
1, 2 & 3?
• How many customers is that?
• How large is the market be (in TLs) if they all bought?
• How many units would that be?
How Do I Find Out?
• Talk to potential customers
• Identify and talk to channel partners
• Identify and talk to competitors
TotalAvailableMarket Target
Market
ServedAvailableMarket
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TotalAvailableMarket
SegmentationIdentification of groups most likely to buy
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ServedAvailableMarket
Target Market
• Geographic• Demographic• Psychographic variables• Behavioral variables• Channel• etc…
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Final points on scalability and market size
Market Size Questions:
How big can this market be? How much of it can we get?Market growth rateMarket structure (Mature or in flux?)
Most important: Talk to Customers and Sales Channel
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What is this course all about?
Back to the main question:
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What is this course all about?#2 The Lean Startup The scientific method to building startups
Based on validated learning
Validated learning is not after-the-fact rationalization
Validated learning is not a good story designed to hide failure
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Validated Learning Process of demonstrating progress under the
extreme uncertainty in which startups grow
Process of demonstrating empirically that a team has discovered valuable truths about a startup’s present and future business prospects
Demonstrated by positive improvements in the startup’s core metrics
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Validated Learning
Validated learning is backed by empirical data collected from real customers
Learning is the essential unit of progress for startups
Any effort not absolutely necessary for learning what customers want can be eliminated We don’t want to kid ourselves on what customers
want We don’t want to learn things that are completely
irrelevant
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Validated Learning
Work smarter not harder Build to understand what the customer needs,
and build only what the customer wants
Positive changes in metrics become the quantitative validation that our learning was real.
Productivity is not how much stuff we are building, but how much validated learning we are getting for our efforts.
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Validated Learning
The question is not «Can this product be built?» In the modern economy we can pretty much build any product
imaginable
The right question is «Should this product be built?»
«Can we build a sustainable business around this set of products and services?»
Conclusion: Everything a startup does is an experiment to achieve validated learning
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What is this course all about?Experimentation
Many questions in a startup: Which customer opinions should we listen to? How should we prioritize across features? Which features are essential to the product’s
success? What should we work on next? Etc.
The answer is «Experimentation»
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Experimentation
Begin with a clear hypothesis
Test predictions empirically
Just as scientific experimentation is informed by theory, startup experimentation is guided by the startups’s vision
The goal of every startup experiment is to discover how to build a sustainable business around this vision
Key idea: The experiment is a product Special kind of product called the Minimum Viable Product
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Experimentation Customers interact with products and generate
feedback and data Outcome of the experiment is learning about how to
build a sustainable business (and repeat)
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Build-Measure-Learn
• Minimize total time through the loop
• Focus on validatedlearning
• Learn where and when to invest energy
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Leap-of-faith assumptions Which hypotheses to test first?
Riskiest elements of a startup’s plan Parts on which everything depends
The value hypothesis and the growth hypothesis (more on this later)
State leap-of-faith assumptions, then build Minimum Viable Product
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What is this course all about?The Minimum Viable Product
Version of the product that enables a full turn of the loop..
with a minimum amount of effort
..and the least amount of development time
Not internal! We put it in front of the client/customer!
We may even try to sell it..
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?The Minimum Viable Product
Begins the process of learning
The goal is to test fundamental business hypothesis
Initially targets early adopters (80% solution)
Can start with a smoke test (a simple ad) or an early prototype
When in doubt, simplify Remove any feature, process, or effort that does not contribute
directly to the learning you seek.
Ok if low quality, but that doesn’t mean we should be sloppy or undisciplined.
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Measurement
Setting the right kind of metrics: Innovation Accounting Learning Milestones
Vanity metrics vs Actionable metrics
Right metrics help us make the pivot or persevere decision with clarity of mind:
The goal is to align efforts with a business and product that work to create value and drive growth
Keeping a path toward a sustaineable business
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What is this course all about?Pivot or Persevere Pivot: Structured course correction designed to test a
new fundamental hypothesis about the product, strategy, and the engine of growth
Upon completing the loop, we either pivot the original strategy or persevere Unconditional perseverance is stupid
If we discover one of our hypotheses is false, it is time to make a major change to a new strategic hypothesis
The Lean Startup method allows startups to recognize it’s time to pivot sooner
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Why is the Lean Startup «Lean?»
Methodology inspired from Lean Manufacturing principles developed by Taichi Ohno and Shigeo Shingo The Toyota Production System (TPS)
Throughout the course we will see many reflections of the TPS on startup product development: Eliminating waste (muda) Genchi Gembutsu (go and see) Just-in-time manufacturing and Kanban (push vs pull) The Andon Cord Principle of Small Batches
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Eliminating Muda (Waste) Muda is non value-added work
Any other work other than to test our specific hypotheses about the customer to generate validated learning is waste
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Genchi Gembutsu
This is the most important for us this semester
Genchi Gembutsu means «go and see for yourself»
Business decisions must be based on deep first-hand knowledge
You cannot be sure you really understand any part of any business model unless you go and see for yourself firsthand.
It is unacceptable to take anything for granted or to rely on the reports of others
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Facts lie outside the building
Metrics and institutions are «people»
No plan/assumption/hypothesis survives first contact with the customer
Startups need excessive contact with potential customers to understand them
Get off your chair, get out of the building, and get to know your customers, your market, suppliers, channels, etc.
Sitting in an office and overanalyzing is stupid
Sitting in a lab and executing an untested plan is also stupid
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Anatomy of a Lean Startup
CustomerDevelopment
CustomerDevelopment
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?#3 Customer Development
We will break the Lean Startup method into two and focus on the client facing part We will get out of the building and practice
Customer Development
We will study Agile Development in theory with examples
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
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IfStartups Fail from a Lack of customersnot Product Development Failure
Then Why Do we have: process to manage product development
no process to manage customer development
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An Inexpensive Fix
Focus on Customers and Markets from Day One
How?
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Build a Customer Development Process
Customer Development
? ? ? ?
Concept/Seed Round
Product Dev.
Alpha/Beta Test
Launch/1st Ship
Product Development
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
CompanyBuilding
Customer Development
CustomerDiscovery
Customer Development is as important as Product Development
Concept/Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/1st Ship
Product Development
CustomerValidation
Customer Creation
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Customer Development: Big Ideas
Parallel process to Product Development
Measurable Checkpoints
Notion of Market Types to represent reality
Emphasis is on learning & discovery before execution
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Customer Development Heuristics
There are no facts inside your building, so get outside
Develop for the Few, not the Many
Earlyvangelists make your company
The goal for release 1 is the minimum feature set for earlyvangelists
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Stop selling, start listening There are no facts inside your building, so get
outside
Test your hypotheses Two are fundamental: problem and product concept
Customer Discovery: Step 1
CustomerDiscovery
CustomerValidation
CompanyBuilding
CustomerCreation
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Customer Discovery: Exit Criteria
What are your customers top problems? How much will they pay to solve them
Does your product concept solve them? Do customers agree? How much will they pay?
Draw a day-in-the-life of a customer before & after your product
Draw the org chart of users & buyers
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Customer Validation: Step 2
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuilding
• Develop a repeatable sales process
• Only earlyvangelists are crazy enough to buy
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Customer Validation: Exit Criteria
Do you have a proven sales roadmap? Org chart? Influence map?
Do you understand the sales cycle? ASP, LTV, ROI, etc.
Do you have a set of orders ($’s) validating the roadmap?
Does the financial model make sense?
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Customer CreationStep 3
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuilding
• Creation comes after proof of sales
• Creation is where you “cross the chasm”
• It is a strategy not a tactic
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Customer Creation Big Ideas
Big Idea 1: Grow customers from few to many
Big Idea 2: Four Customer Creation activities: Year One objectives Positioning Launch Demand creation
Big Idea 3: Creation is different for each of the three types of startups
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New Product Conundrum New Product Introduction methodologies
sometimes work, yet sometimes fail Why? Is it the people that are different? Is it the product that are different?
Perhaps there are different “types” of startups?
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Three Types of Markets
Existing Market Resegmented Market
New Market
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Three Types of Markets
Who Cares? Type of Market changes EVERYTHING Sales, marketing and business development
differ radically by market type Details next week
Existing Market Resegmented Market
New Market
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Type of MarketChanges Everything
Market Market Size Cost of Entry Launch Type Competitive
Barriers Positioning
Sales Sales Model Margins Sales Cycle Chasm Width
Existing Market Resegmented Market
New Market
• Finance• Ongoing Capital• Time to Profitability
• Customers• Needs• Adoption
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Definitions: Three Types of Markets
Existing Market Faster/Better = High end
Resegmented Market Niche = marketing/branding driven Cheaper = low end
New Market Cheaper/good enough can create a new
class of product/customer Innovative/never existed before
Existing Market Resegmented Market
New Market
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Company Building: Step 4
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuilding
• (Re)build your company’s organization & management
• Re look at your mission
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Company Building: Big IdeasBig Idea 1:
Management needs to change as the company grows
Founders are casualties Development centric Mission-centric Process-centric
Big Idea 2:
Sales Growth needs to match market type
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Company Building: Exit Criteria
Does sales growth plan match market type?
Does spending plan match market type?
Is your team right for the stage of company?
Have you built a mission-oriented culture?
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Customer Development: Summary Parallel process to Product Development
Hypothesis Testing
Measurable Checkpoints
Not tied to FCS, but to customer milestones
Notion of Market Types to represent reality
Emphasis is on learning & discovery before execution
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Idea Size of the Opportunity
Business Model(s)
Customer Discovery
Customer Validatio
n
What is this course all about?How to Build a Startup
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Idea Size of the Opportunity
Business Model(s)
Customer Discovery
Customer Validatio
n
Theory Practice
What is this course all about?How to Build a Startup
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
IdeaSize of the Opportunit
y
Business Model(s)
Customer Discovery
Customer Validatio
n
What is this course all about?How to Build a Startup
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Diagram of flows between company and customers
Scorecard of hypotheses testing Dynamic: Allows rapid change with each
iteration and pivot Founder-driven
* Alex Osterwalder
What is this course all about?What is a business model again?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What is this course all about?Business model - 9 building blocks
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
CUSTOMER SEGMENTS
which customers and users are you serving? which jobs do they really want to get done?
VALUE PROPOSITIONS
what are you offering them? what is that getting done for them? do they care?
CHANNELS
how does each customer segment want to be reached? through which interaction points?
CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment? personal? automated? acquisitive? retentive?
REVENUE STREAMS
what are customers really willing to pay for? how? are you generating transactional or recurring
revenues?
KEY RESOURCES
which resources underpin your business model? which assets are essential?
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KEY ACTIVITIES
which activities do you need to perform well in your business model? what is crucial?
KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?
COST STRUCTURE
what is the resulting cost structure? which key elements drive your costs?
91images by JAM
customer segments
key partners
cost structure
revenue streams
channels
customer relationships
key activities
key resources
value proposition
sketch out your business model
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
building
blockbuildingblock
buildingblock
buildingblock
buildingblock
building
block
buildingblock
buildingblock
building
block
buildingblock
buildingblock
buildingblock
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9 Guesses
Guess Guess
Guess
Guess
GuessGuess
Guess
GuessGuess
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Test Hypotheses:• Problem• Customer• User• Payer
Test Hypotheses:• Demand Creation
Test Hypotheses:• Channel
Test Hypotheses:• Product• Market Type• Competitive
Test Hypotheses:• Pricing Model / Pricing
Test Hypotheses:• Size of Opportunity/Market• Validate Business Model
Test Hypotheses:• Channel• (Customer)• (Problem)
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Test Hypotheses:• Problem• Customer• User• Payer
Test Hypotheses:• Demand Creation
Test Hypotheses:• Channel
Test Hypotheses:• Product• Market Type• Competitive
Test Hypotheses:• Pricing Model / Pricing
Test Hypotheses:• Size of Opportunity/Market• Validate Business Model
Test Hypotheses:• Channel• (Customer)• (Problem) Customer
Development Team
Agile Development
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
The Pivot
• The heart of Customer Development
• Iteration without crisis
• Fast, agile and opportunistic
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
Agenda Who is the instructor? What is this course all about? What do I have to do in this course?
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What do I have to do in this course?Roadmap
Form a team
Find a disruptive business idea, justify that it is disruptive and scalable
Formulate your hypotheses
Get out of the building and test your hypotheses
Build and iterate your Minimum Viable Product
Document progress on www.leanlaunchlab.com
«Continuous deployment»
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What do I have to do in this course?For next week
Form a team
Think about whether your business idea is worth pursuing (market size)
Prepare two Powerpoint slides Elevator pitch of your business List of the 3 core assumptions of your business
model
Start your www.leanlaunchlab.com account
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
What do I have to do in this course?Syllabus
www.CS419online.com
Syllabus already in your bilkent.edu.tr e-mail addresses
Ground rules are important
CS419 Technology EntrepreneurshipWeek #1 «The Startup»
See you next week!
Next episode: Disruptive Innovation
CS419 Technology EntrepreneurshipWeek #1 «The Startup»