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14 Tips to Entrepreneurs to start the Right Stuff
The document discusses essential principles of entrepreneurship, emphasizing the importance of understanding customer needs and perspectives when creating business models. It critiques traditional approaches by highlighting the limitations of product-oriented innovations and advocates for a value proposition centered on solving customer jobs effectively. Additionally, it outlines a structured approach to innovative thinking in business, including customer insight and prototype testing as key components of successful entrepreneurship.
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14 Tips to Entrepreneurs to start the Right Stuff
- 1. Doing the Right Thing isthe essence of entrepreneurship Universität St. Gallen, START 2016 Patrick Stähler, fluidminds – the business innovator
- 2. However, what isthe Right Thing?
- 3. Have you foundthe Right Thing? Why should your business exist?
- 4. What do thecolors mean? Beyond optimization of the past We have to unlearn the past and rethink our business from the customer perspective. 3 Is Kodak innovative? What were the tacit assumptions behind Kodak’s innovations? Take 5 min and discuss it with your neighbors. Take-aways are in red Exercises and questions for you
- 5. § Dr. PatrickStähler, Mr. Business Model Innovation § Founder & Partner von fluidminds GmbH, the business innovator, Zürich & Sydney § fluidminds invents and designs businesses § Example: Experteer.com (career portal) was founded with the help of fluidminds § »Inventor by chance« of the business model innovation concept during my Ph.D. at the University of St. Gallen. § Blogger on Blog.business- model-innovation, keynote speaker worldwide.
- 6. Startups in thepast There was a need for new products since we lived in a world of scarcity.
- 7. The times theyare a-changin’ Today, we live in a world of too- much of everything. We have everything 100 times.
- 8. A recipe for successful entrepreneurs Followthe recipe and you will be successful! Your success is guaranteed! Guaranteed!
- 9. Sorry. There isno easy recipe. Good entrepreneurs but the customer in the middle of their thoughts and the value they create for customers.. Give Meaning to customer is the core to any good business
- 10. The reality: Nobodyis waiting for you! We have too much of everything. We have too much choice! We get bombarded by ads and PR!
- 11. 500,000,000 182,500,000,000 How do youget heard in this noise of information? Tweets per day Tweets per year
- 12. Why should Ilisten to you? Why should I engage with you? Do you have something relevant to say?
- 13. We have too muchof everything. Be relevant for your customers, also in the long run! 1
- 14. The company invented thedigital camera in 1973 …
- 15. …was the partnerof choice for Apple to enter the digital camera market…
- 16. …invented an appso you can seamlessly print your pictures…
- 17. ..so you caneasily hold your pictures in your hand.
- 18. With digital printing,your pictures can be printed on anything.
- 19. Even prints ofthe size of 45m x 64m are possible…
- 20. Is Kodak innovative? Whatwere the tacit assumptions behind Kodak’s innovations? Take 5 min and discuss it with your neighbors.
- 21. Kodak was highly innovative,but did not understand that digital is more than product innovation
- 22. Digital was notabout the best quality that the traditional customers of Kodak loved
- 23. From keeping to sharingmemories – Digital solves new jobs for customers
- 24. Customers discovered new uses,no sane person would have ever thought off
- 25. Too bad forKodak that now even professional photographers love the quality of digital
- 26. A good productis not enough Bringing innovation to the market is not enough. Finding a business model your customers love is the real challenge 2
- 27. How many colors doesa rainbow have?
- 29. A rainbow haseternalcolors, but we reduce complexity and draw arainbow with 5 or 6 colors
- 34. Depending from what backgroundyou have,you interpret the sameinformation differently
- 35. You can’t read it?Look from far away. See it now?
- 38. What is reality?You can shape your and your customers reality.
- 39. There is noreality in human systems We see the world through our eyes and interpret reality 3
- 40. What was one ofthe most successful aid programs for the developing world?* *Actually, it has nothing to do with governmental aid or NGOs.
- 41. Which innovation expanded the globalmarket for mobile communi- cation the most?* * After the invention of the mobile telephone system itself.
- 42. Dr. Patrick Stähler| Which innovation madethis possible?
- 43. Prepaid A small changein billingopened new markets inAfrica, Asia, Latin America, Youths, etc..
- 44. There are so manymore starting points for startups than just innovative products 4
- 45. „Wow, I haveinvented the future of advertising. We do not need any videos or pictures or even color anymore. The future will be a text ad with maximal 95 characters. It‘s brilliant, isn‘t it? Would you havedared to saythis?
- 46. § Instead oflooking at better products, Google Adwords brought back relevance to the ad industry § Google is blamed to be the killer of newspapers § Sales around 43 bn. USD
- 47.
- 48.
- 49. Really good ideas defythe accepted rules of an industry. Rethink from the customer perspective the business 5
- 50. Innovation is allabout being different
- 51. But if everybodyis doing he same, you have to find something else
- 52. The best isif your customers love your innovation due to your fantastic value proposition and and your ability to deliver what you promise
- 53. Where is your wow?Why should your business exist from a customer perspective?
- 54. Being just abit better is not enough. You must have a clear and noticable unique- ness and magic. That’s your WOW! 6
- 55. Customer job tobe done We have to learn to unlearn. We have to learn to see beyond the product and understand what the customer really wants. Customer needs are to imprecise. Let’s talk about jobs-to-be-done. Ready to unlearn?
- 56. Do we needtrucks and truck drivers?
- 57. We need tomove goods around. Human driven trucks are just one mean to do this.
- 58.
- 59. Actually, accountants are justone mean to get our books done, manage cash or get expenses ready for taxes.
- 60. Do we needtaxis?
- 61. People want tomove easily and with convenience in cities. Taxis are just one mean to do it.
- 62. Do we needhotels?
- 63. Do we justneed a bed like at Formule 1?
- 64. Or do weneed a place with lovely people in order to connect to the place like at AirBnB?
- 65. Customer job tobe done We do not need a hotel. We need an accommodation plus extras like connecting to people. That are the jobs-to- be-done. Customers hire a product or service to get a job done. The products are a means to an end, not an end in themselves. The value proposition creates the value for the customer, not the product!
- 66. Value Proposition The job-to-get-doneis solution neutral. The job is to provide accommodation plus extra benefits like connecting to people. Potential solution: § 3* hotel § Formule 1 Hotel § AirBnB (accommodation plus connection to people) § friend that lives in the city It is of uttermost importance to understand the core job we solve for our customers
- 67. Start dreaming from badlysolved jobs-to-be done of your customers. Use technology. Innovate your business model 7
- 68. Dr. Patrick Stähler| 68 Do you know this man? Hans Rausing = Inventor of the Tetra Pack Systems
- 69. He could havesold his packaging machines, but…
- 70. But he soldpackaged services Tetra Pack is not a product innovation but an implementation of an innovative business model
- 71. product/technology value creates X business strategy enables defines businessmodel Technology or a new produt does not create value. It is the business model
- 72. Beyond product innovation Yourbusiness model is decisive for value creation, not new technology 8
- 73.
- 74. The business modelis the DNA of your business Are you aware of yourDNA?
- 75. The business model givesmeaning to your employees and customers
- 76. 4 elements ofa successful business: What excites our customers? Value Proposition PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer How do we create value for our customers? Value Architecture PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer How do we earn money? Revenue Model PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer Who is on our team? What values do we pursue? Team Values PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer
- 77. What industry are wein? Who are our competitors? “ „
- 78. In which industry arewe in?“ „
- 79. Dr. Patrick Stähler| That was the job the customer wanted to do. “ „
- 80. product/services happy customers creates X valueproposition solves delivered by business model The customer perspective: A product does not create value. It is the value proposition the customer loves job-to-be-done addressed by
- 81. Value Proposition Customer • Who isour customer? • What job do we solve for them? Value • What value do we create for our customers? What value do we create for our partners? What excites our customer? DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer
- 82. Customer job tobe done Is it easy to put a Christmas tree straight up and keep it there safely and green?
- 83. There was nobig market for Christmas tree stands until Mr Krinner saw the badly solved job
- 84. Value architecture Offer • What isour offer? Distribution Communication Channels • How do we reach our customers? • How do we communicate with our customers? How do we create the value? Value Chain • What activities do we have to do to produce our offer? • How does our value chain look like? Partner • What partners do we need? Core Capabilities • What are the core capabilities we need? S RICHTIGE RÜNDEN ugkasten für Unternehmer
- 85. Architectural innovation Customers haveto transport and assemble the furniture by themselves, thereby saving IKEA two expensive steps in their value chain Value Proposition A new value proposition beyond price and good design is created: Instant satisfaction without waiting for the later delivery of the furniture
- 86. Revenue Model Cost Structure • Coststructure is defined by your value architecture. Revenue Sources • With what do we earn money? How do we earn money? ICHTIGE ÜNDEN en für Unternehmer
- 87. Revenue Model Innovation Power-by-the-hour:Jet engine maintenance paid by the hours in service Value Proposition Airlines get variable costs that depend on their business success.
- 88. Team Values Team • Whois in our team? • What competencies do we have in our team? Values • What values do we life in our team? • How do we interact with each other and with customers? Who is on our team? What values do we live? HTIGE EN nternehmer
- 90. Customers Who are ourcustomers? What job do we solve for our customers? Customer Benefit What benefit do we create for our customers? What benefit do we create for our partners? Offer What is our offer? Value Chain What are our value creating steps? What is our value chain? Core Capabilities What are the core capabilities we need? Distribution Communication Channels How do we reach our customers? How do we communicate with our customers? Partner Which partners do we need? Questions for a Successful Business Model Cost Structure Cost structure is defined by the value architecture. Revenue Sources With what do we earn money? Team Who is on our team? What competencies do we have on the team? Values What values do we pursue? How do we interact with each other and the customers? Revenue Model Team Values Value PropositionValue Architecture PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER AS RICHTIGE GRÜNDEN kzeugkasten für Unternehmer
- 91. Customers Who are ourcustomers? What job do we solve for our customers? Customer Benefit What benefit do we create for our customers? What benefit do we create for our partners? Offer What is our offer? Value Chain What are our value creating steps? What is our value chain? Core Capabilities What are the core capabilities we need? Distribution Communication Channels How do we reach our customers? How do we communicate with our customers? Partner Which partners do we need? Questions for a Successful Business Model Cost Structure Cost structure is defined by the value architecture. Revenue Sources With what do we earn money? Team Who is on our team? What competencies do we have on the team? Values What values do we pursue? How do we interact with each other and the customers? Revenue Model Team Values Value PropositionValue Architecture PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER AS RICHTIGE GRÜNDEN kzeugkasten für Unternehmer
- 92. Geberit – aproduct innovator or is there more? From plumber supply to under-the-wall systems for baths
- 93. Customer job tobe done Geberit understood that the badly solved job in the sanitary industry was, how fast a bath room can be renovated. With Geberit’s products you can renovate bathrooms faster and in better quality. And they understood that plumbers are their core sales channel. Geberit is the master in understanding how to build and use bathrooms.
- 94. Customers Customer Benefit Offer Value Chain CoreCapabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Why homeowners love Geberit? • Architects • Plumbers • Homeowners Job-to-be done: • Get my bathroom renovated very well (design quality) with as little hassle as possible • Faster and more convenient renovation of baths • Actually, it needs a lot of initiative not to get Geberit (Plumbers offer only Geberit) • Installation systems are more expensive than pure toilette tanks • Willingness of homeowners to pay more is higher due to the benefits speed design • Deep understanding how baths are renovated used • Understanding how homeowners decide to procure sanitary equipment • Plumbers are the sales channel • Architects are used for direct communication with homeowner • Plumbers, Engineers, Marketeers • Diverse team • high quality • long lasting products • looking for better solution. Always! PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER DAS RICHTIGE GRÜNDEN erkzeugkasten für Unternehmer
- 95. Customers Customer Benefit Offer Value Chain CoreCapabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Why plumbers love Geberit? • Plumbers Job-to-be done: • Have little hassle as possible with a customer job and still earn a high margin • Easy to plan, order, prefabricate and install all components • All components from one supplier • Satisfied homeowners that pay a higher price • New products for upselling • All these tools for plumbers cost money • Geberit earns money via end customers • Some income for trainings • Deep understanding how plumbers work and think about their business • Training know-how • Partner eco system mgm’t • Plumbers are reached with direct sales, classical marketing • via training • trade schools (Handwerkerkammern) • Planning tools (CAD, product handbook) • integrated logistics • trainings, material, certificates • long-term thinking, willingness to invest long-term in relationship with plumbers • innovative solutions • Plumbers, Engineers, Marketeers • Diverse team PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER DAS RICHTIGE GRÜNDEN erkzeugkasten für Unternehmer
- 96. The Hotel Exercise Innovatethe hotel industry and design a hotel. Chose from the following hotel segments • Hotel in City • Holiday resort • Hotel for Seminars
- 97.
- 98. 1 Customer Insight - Observeyour customers What job is not yet or badly solved? - How does the Customer Experience Cycle look like? - On what customer insights is your idea based? - validate customer insight 2 Understand - understand the current solutions and their strength weakness - understand how the potential customer thinks and decides - understand the market market mechanism 3 Ideate Develop as many ideas as possible in the area of - customers/ value proposition - value architecture - revenue model 4 Design - decide for three or four options - design the business models for the options - check the interdependencies in the business models - work on the uniqueness (positioning) - optimize the building blocks 5 Decide Prototype - decide for the best model to go for - build prototype - test prototype with customers - write business case - decide again or work on different option 6 Build Learn - execute business model - learn continuously from customer feedback and control KPIs - adjust and refine continuously the business model
- 99. Point of View Designingis a process of opening your mind and focusing at the end 1 Customer Insight 3 Ideate 2 Understand 4 Design 5 Decide Prototype 6 Build Learn
- 100. Design Thinking Process Theright culture valuesMultidisciplinary Teams 1 Customer Insight - Observe your customers What job is not yet or badly solved? - How does the Customer Experience Cycle look like? - On what customer insights is your idea based? - validate customer insight 2 Understand - understand the current solutions and their strength weakness - understand how the potential customer thinks and decides - understand the market market mechanism 3 Ideate Develop as many ideas as possible in the area of - customers/ value proposition - value architecture - revenue model 4 Design - decide for three or four options - design the business models for the options - check the interdependencies in the business models - work on the uniqueness (positioning) - optimize the building blocks 5 Decide Prototype - decide for the best model to go for - build prototype - test prototype with customers - write business case - decide again or work on different option 6 Build Learn - execute business model - learn continuously from customer feedback and control KPIs - adjust and refine continuously the business model Business Model Canvas Tools for Entrepreneurial Design Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Use the canvas to develop your business model
- 101. 1 Customer Insight - Observeyour customers What job is not yet or badly solved? - How does the Customer Experience Cycle look like? - On what customer insights is your idea based? - validate customer insight
- 102. Where do weget a Value Innovation from? Let‘s find new customer insights as a starting point Business model innovation New value proposition Customers’ insight
- 103. Please make atypical hand movement to show how you opend this sugar sachet
- 104. Customer Insights Do youwant fast delivery of the goods you order online? Is asking customers the right approach?
- 105. Customer Insights Is fasterreally better? Or was this already the wrong question. What would be the right question to figure out the importance of time in the delivery process? Is asking customers the right approach?
- 106. Customers Who are ourcustomers? What job do we solve for our customers? Value Proposition The best way is to start with the job we solve for our customers? Werkzeu
- 107. Don’t ask your customers. Observetheir jobs-to-be-done 9
- 108. Customer job tobe done Is it easy to fix a fence to the ground?
- 109. There was nomarket for temporary fixing something to the ground before Krinner invented it.
- 110. Many customers havethe job-to-be- done to fix something to the ground. Once Krinner provided a solution many new application were found
- 111. Buy Delivery/ Assembly Usage Comple- ments Service Disposal How canwe find systematically new customer insights? § Understand how the customers are buying, using and disposing the product § Understand the whole lifecycle of customers‘ utility Source: cp. Kim,W.C., Mauborgne, R., Knowing a Winning Business Idea when you see one, HBR Sep-Oct. 2000 Customer Experience Map § How can we improve the buyer‘s utility cycle? § Can we do more for the customer? § Can we leave something to the customer?
- 112. Unsolved job-to-be-done What isthe biggest hassle with vacuum cleaning?
- 113. Where can Istart in the buyer utility map? – The Dyson Vacuum Cleaner DisposalServiceComplementsUseDeliveryBuy Customer Productivity Simplicity Usability Risk Image fun Enviromental friendlyness ++ Starting Points Dyson = value innovation
- 114. Dyson vacuum cleaner– inspired by technology The vacuum cleaner for men Customer Insights § Bags and filters get clogged and restrict airflow. Loss of suction § Vacuum cleaners are marketed as household aids.Are there different segments? Value Proposition for customers § Dyson vacuum cleaners have NO bags and do NOT get clogged due Cyclone technology.Therefore, NO loss of suction. § Dyson positions itself as technical, highly engineered products that address men. Revenue Model § Dyson demands premium prices for its vacuum cleaners. Dyson = Value Innovation
- 115. Unsolved job-to-be-done What isthe biggest hassle with socks?
- 116. Blacksocks – wesave the world from socks problems Disposal Putting in pairs WashingUseDeliveryBuy Customer Productivity Simplicity Usability Risk Image fun Enviromental friendlyness Starting Points
- 117. Blacksocks – Wesolve the world from its socks problems 10'000 12'000 25'000 40'000 0 10'000 20'000 30'000 40'000 2001 2002 2005 2008 Socks subscription (2001-2008) Customer Insights § Buying socks is no fun § Putting socks in pairs even less fun § Good socks are a sign of „Being well dressed“ Value Proposition § Blacksocks subscription solves all problems § Always enough new socks § No pairing needed since all socks are identical Revenue Model § Upfront payment § Easy planning and negative working capital Blacksocks = revenue model innovation 20% market share in Switzerland* * premium segment starting at 9CHF
- 118. Customer job tobe done I want a very special place to stay, at a good price, and want get local insights where to go out, to eat and to shop. Of course, I want to know if I can trust the person I stay with.
- 119. AirBnB opened awhole new segment of offers to the individualistic traveler of today
- 120. Even more individualchoice for the traveler who looks for the special place to stay AND connect to the people of the place he visits: AirBnB
- 121. Easy to book,transparent pricing: AirBnB
- 122. Building trust byvery personal reviews (peer-to- peer social control mechanism plus insurance coverage)
- 123. Customers Customer Benefit Offer Value Chain CoreCapabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture • Website, App to connect BBs with customers • word-of-mouth • sales crew for BnB owners • running site acquisition costs of BnBs (PH) • asset light • Acquisition of BnB places • Quality Trust Mgmt • Know-how of locations • Customers pay BnB owner • Takes services fees from the rent the households get (app. 15%) • Customer (C) looking for special place to stay • Private households (PH) who offer BnB • PH: Income and international contacts for BnB owners • C: places to stay that are outside the norm • Contacts with locals • n/a • n./a. Travel like a human Build up BnB offer Help find right spot Match needs offer Payment GTC Reputation Trust Mgmt Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture • Customer (Travelers) Job-to-be-done • Finding a special place to stay • Getting to know the hidden gems of destination • Offer very special places that cannot booked anywhere else • Connect with locals that share their insights Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture • Households that offer BnB Job-to-be-done • Earning money • Have the world at home • Refinancing rent • Trust provided by platform • Risk of damage is insured • Connecting with people from abroad Why do customers like airbnB? PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER DAS RICHTIGE GRÜNDEN erkzeugkasten für Unternehmer
- 124. Customers Customer Benefit Offer Value Chain CoreCapabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture • Website, App to connect BBs with customers • word-of-mouth • sales crew for BnB owners • running site acquisition costs of BnBs (PH) • asset light • Acquisition of BnB places • Quality Trust Mgmt • Know-how of locations • Customers pay BnB owner • Takes services fees from the rent the households get (app. 15%) • Customer (C) looking for special place to stay • Private households (PH) who offer BnB • C: places to stay that are outside the norm • Contacts with locals • PH: Income and international contacts for BnB owners • n/a • n./a. Build up BnB offer Help find right spot Match needs offer Payment GTC Reputation Trust Mgmt Asset light business model You do not need to own a place to provide awesome locations PATRICK STÄHLER DAS RICHTIGE GRÜNDEN Werkzeugkasten für Unternehmer 3 PATRICK STÄHLER DAS RICHTIGE GRÜNDEN erkzeugkasten für Unternehmer
- 125. 2 Understand - understand thecurrent solutions and their strength weakness - understand how the potential customer thinks and decides - understand the market market mechanism
- 126. Your point-of-view why youmust exist: ............................................... ............................................... ............................................... ............................................... ...............................................
- 127. You must have aclear point of view why your business should exist 10
- 128. 3 Ideate Develop as manyideas as possible in the area of - customers/ value proposition - value architecture - revenue model
- 129. Think in options. Yourcurrent idea is not the only valid one. There are better ones. Search for them. Iterate 11
- 130. 4 Design - decide forthree or four options - design the business models for the options - check the interdependencies in the business models - work on the uniqueness (positioning) - optimize the building blocks Customers Customer Benefit Offer Value Chain Core Capabilities Distribution Communication Channels Partner Business Model: Cost Structure Revenue Sources Team Values Revenue Model Team Values Value PropositionValue Architecture Use the canvas to develop your business model
- 131. 5 Decide Prototype - decide for the best model to go for - build prototype - test prototype with customers - write business case - decide again or work on different option
- 132. Fast learning what workswith rapid prototyping of your minimal viable business model is the key to success 12
- 133. 6 Build Learn - execute business model - learn continuously from customer feedback and control KPIs - adjust and refine continuously the business model
- 134. Always question your core assumptionand adapt to real life. Prototype fast. Learn fast 13
- 135. 1 Customer Insight - Observeyour customers What job is not yet or badly solved? - How does the Customer Experience Cycle look like? - On what customer insights is your idea based? - validate customer insight 2 Understand - understand the current solutions and their strength weakness - understand how the potential customer thinks and decides - understand the market market mechanism 3 Ideate Develop as many ideas as possible in the area of - customers/ value proposition - value architecture - revenue model 4 Design - decide for three or four options - design the business models for the options - check the interdependencies in the business models - work on the uniqueness (positioning) - optimize the building blocks 5 Decide Prototype - decide for the best model to go for - build prototype - test prototype with customers - write business case - decide again or work on different option 6 Build Learn - execute business model - learn continuously from customer feedback and control KPIs - adjust and refine continuously the business model
- 136. 1 Customer Insight - Observeyour customers What job is not yet or badly solved? - How does the Customer Experience Cycle look like? - On what customer insights is your idea based? - validate customer insight 2 Understand - understand the current solutions and their strength weakness - understand how the potential customer thinks and decides - understand the market market mechanism 3 Ideate Develop as many ideas as possible in the area of - customers/ value proposition - value architecture - revenue model 4 Design - decide for three or four options - design the business models for the options - check the interdependencies in the business models - work on the uniqueness (positioning) - optimize the building blocks 5 Decide Prototype - decide for the best model to go for - build prototype - test prototype with customers - write business case - decide again or work on different option 6 Build Learn - execute business model - learn continuously from customer feedback and control KPIs - adjust and refine continuously the business model Every startup is aniterative process withfast learnings andmany pivots
- 137. Entreprenurship is eternal learning whatthe customer really wants and what works and what not 14
- 138. What is agood strategy for startups? Differen- tiation Trend Build on strengths Focus
- 139. It’s about findingthe right trend to surf!
- 140. Be different andbe loved by your customers!
- 141. „Scary to bethis nail.Where will the hammer hit next time?“
- 142. Dr. Patrick Stähler| 142
- 143. Doing is the essenceof entrepreneurship
- 144.
- 145. More Information on http://blog.business-model-innovation.com Dr.oec. Patrick Stähler fluidminds GmbH Kreuzstrasse 2 CH-8008 Zürich Patrick.Staehler@fluidminds.ch www.fluidminds.ch blog.business-model-innovation.com @business_inno