. Amcham Brasília – Brasília, 26 de Outubro de 2012
Este sou eu….
• Rodrigo Borges • 37 anos • Engenheiro Elétrico com ênfase em Computação
• Sócio Fundador do BuscaPé
2
Power to Consumer
Purchase Cycle
Behavior Marketing
Consumer Needs
Advertiser Needs
Services
Product Awareness
Broad Network Access
Ad Network & Affiliates
Product Information
Access at Product Decision
Shopping Info
Price Comparison
Access at Purchase Decision
Comp Shop & Lead
Generation
Convenient & Secure Payment Option
Easy Conversion
to Sale
Payments & Financial Services
Sharing the Experience
Viral Marketing
Market Intelligence
Liquid Resale Market
Access Prior to
Next Purchase
Classifieds
AWARENESS INTEREST DECISION ACTION POST SALE RESALE
Buscape Company covers the entire e-commerce value chain...
Purchase Cycle
Behavior Marketing
Consumer Needs
Advertiser Needs
Services
Product Awareness
Broad Network Access
Ad Network & Affiliates
Product Information
Access at Product Decision
Shopping Info
Price Comparison
Access at Purchase Decision
Comp Shop & Lead
Generation
Convenient & Secure Payment Option
Easy Conversion
to Sale
Payments & Financial Services
Sharing the Experience
Viral Marketing
Market Intelligence
Liquid Resale Market
Access Prior to
Next Purchase
Classifieds
AWARENESS INTEREST DECISION ACTION POST SALE RESALE
Buscape Company covers the entire e-commerce value chain...
15 acquisitions in Brazil 2 acquisitions in Latin America
6
7
Buscape Company is the main strategic asset in Latin America
Source: Naspers / Note: Half ended September 31, 2010
Buscape is, effectively, the investment arm and corporate umbrella for related companies in Latin America.
Since 2006, Naspers has invested approximately US$1B in Latin America
10
Inovação e Execução
You don’t beat the incumbents, you redefine the problem and
make them IRRELEVANT Paul Graham
This requires the ability to imagine
“That which does NOT exist” Alexander Osterwalder & Yves Pigneur
reto
rno
risco
OPORTUNIDADE
APARENTE
“Esperto”
Follower
Risco moderado
Retorno moderado
QUEBRA DE PARADIGMA
“Louco”
Leader
Risco muito alto
Retorno alto
Inovação
Effectual Logic
Suicide Quadrant
Existing Market
New Market
New Product
Existing Product
Start Up Companies!
Business As
Usual
Source: What makes entrepreneurs entrepreneurial?, 2001 Saras D. Sarasvathy University of Washington, School of Business
Oportunidades de Mercado
Diferenciação First Mover
Modelos de Negócio
Management Team
Sinergia Proposição
de Valor
If you can't explain it simply, you don't understand it well
enough. Albert Einstein
Cost Structure Revenue Streams
Custumer Segment
Value Proposition
Custumer Relationships Key Activities
Key Partners
Key Resorces Channels
Custumer Segment
Value Proposition
Channels
Custumer Relationships
Revenue Streams
Key Resorces
Key Activities
Key Partners
Cost Structure
32
33
Be an ExecuXoner
34 “Getting Real – 37signals”
35
Perpetual Beta
36
Perpetual Beta
37
Perpetual Beta
Agile Development: Scrum or eXtreming Programing (XP)
Minimize TOTAL time through the loop
IDEAS
CODEDATA
LEARN BUILD
MEASURE
There’s much more…
Learn Faster Split Tests
Customer Development
Five Whys
Customer Advisory Board
Falsifiable Hypotheses
Product Owner
Accountability
Customer Archetypes
Cross-functional Teams
Semi-autonomous Teams
Smoke Tests
Measure Faster Split Tests
Continuous Deployment
Usability Tests
Real-time Monitoring & Alerting
Customer Liaison
Build Faster
Unit Tests
Usability Tests
Continuous Integration
Incremental Deployment
Free & Open-Source
Cloud Computing
Cluster Immune System
Just-in-time Scalability
Refactoring
Developer Sandbox
Minimum Viable Product
IDEAS
CODEDATA
LEARN BUILD
MEASUREMeasure Faster
Funnel Analysis
Cohort Analysis
Net Promoter Score
Search Engine Marketing
Predictive Monitoring
40
Janela de Oportunidade
GET BIG
FAST!
Fist Mover > Net Eff > Winner Takes All
9 de outubro 2006 – US$ 1,65B do Google
42
CAPITAL -‐ DIFERENTES ESTÁGIOS Estágio Inicial Expansão
Valor pequeno fornecido a um empreendedor para iniciar as operações
Financiamento fornecido a empresa para desenvolver produtos e fazer marketing inicial de um produto
Financiamento fornecido a empresa para iniciar a consolidação no mercado que atua e prospecção de novos mercados
Capital de giro para a expansão inicial
Recursos fornecidos para o crescimento significativo da empresa
Financiamento da empresa que pode tornar-se pública dentro de seis a doze meses
Seed Start-up Primeiro estágio
Segundo estágio
Terceiro estágio Bridge
IPO
Saída Estratégica
43 Tempo
Qua
ntia
leva
ntad
a @
pre
-mon
ey v
alua
tion US$ 50m
@250m
US$ 25m @50m
US$ 5m @25m
US$ 1m @5m
Lançamento do produto
Aprovação do consumidor Lucro
“Seed”
Primeira rodada
Segunda rodada
“IPO”
“Seed”
“IPO”
“Mezz”
Primeira rodada
Novo paradigma ciclo acelerado
Ciclo tradicional
VELOCIDADE DA INTERNET
44
Sources of Winner-Take-All Market
Principais origens para os mercados concentradores: 1) Production Cloning – Com o mesmo ou mínimo custo é possível
reproduzir a mesma solução para todo o mundo, o vencedor é o que tem o menor custo de produção. Ex. A melhor busca em inglês pode ser ampliada para os demais mercados de diferentes línguas- Google
2) Network Economies – Quanto mais usuários usam o sistema mais valor ele agrega. Ex. Social networks, IM, P2P file sharing, Telefone, email e FAX
3) Lock-in Through Learning or Investment – Uma tecnologia vencedora no início tem mais força para as próximas rounds da competição. Ex. IPod x Zune, Flash Players X Silver Light
4) Habit Formation, or Acquired Tastes – Talvez a regra mais fraca que se aplica na Internet – ex. Google X AltaVista
45
46
"We tend to overesXmate the effect of a technology in the
short run and underes-mate the effect in the long run.”
Roy Amara (Scientist at Stanford Research Institute)
47
48
A computer in every home!
Bill Gates's dream
49
Literatura
50
52