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From an idea to a Startup
The document provides insights into the challenges and misconceptions of starting a startup, emphasizing that most startups fail and that success requires more than just a good idea. It discusses the importance of vision, mission, and the need for a product-market fit, alongside debunking myths such as the notion that startups are cheap or solely about the idea. Key structures like the business model canvas and essential questions about customer needs and revenue streams are highlighted as critical for startup success.
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From an idea to a Startup
- 1. From an idea to a Startup. Stories, facts and best practices GIULIANO IACOBELLI - @giuliano84 Co-founder @stamplay
- 2. Me Software Engineer. 28yrsold. Co-founder @Stamplay
- 3. What is astartup?
- 4. Usually it goeslike.
- 5. And often seemsto end like But, guess what?
- 6. This is notreality.
- 7. 9 out of10 die
- 8. Startups are reallyhard and there is no secret ingredient to succeed
- 9. A good definitionof startup “A human institution designed to deliver a new product or service under conditions of extreme uncertainty” - Eric Ries
- 10.
- 11. Vision What is gonna be? (so why we do our thing)
- 12. Vision ChesterCarlson invented a way to make copies of paper docs IBM laughed at him. With Haloid created Xerox machines and today “to Xerox” is a verb.
- 13. Anatomy of agood Vision • Short • Easy to understand (also if arguable) • Comes true quite fast (< 5yrs) • Long lasting (decades)
- 14. Mission What we do?For whom?
- 15. Mission WangLaboratories 3 Billions in revenue in the 80s with Word processing oriented computers Failed. Didnt foresee general purpose computers
- 16. (VC Since 1911- 104 IPO Served) Somthing from their Portfolio:
- 17. (VC Since 1911- 104 IPO Served) Something they discarded:
- 18. Startups Everything but anexact science
- 19. “Don’t worry aboutfailure you only have to be right once” - Drew Houston Dropbox
- 20. Startup Myths 1. Costnothing to build 2. Get funded with some nice slides and a lot of passion 3. It all about the idea 4. Its founders are hippie college dropouts
- 21. Myth 1 “Startups are cheap” Lean or not, building something meaningful costs money and savings run out.
- 22. Myth 2 “Makethem dream you’ll get money” You are already underestimating the number of times you will be rejected and how long it will take you to raise some funds.
- 23. Myth 3 “The ideamakes the difference” Yes, a great idea with: • a great execution, • a great timing • a great team • great perseverance
- 24. Myth 4 “A startupperis a hippie college dropout” Anatomy of the average founder: 40yrs old, Married, with Children 6-10 yrs work experience. Bachelors or higher.
- 25. How to makeit? Find your product/market fit before you run out of money. THAT’S IT.
- 26. Startup is nota linear path
- 27. What if.. ..everything youthink to know about your product and market was wrong?
- 28. Burned $ 450.000.000 For smokeless cigarettes but...
- 29. Smokers dont givea f**k about smoke
- 30. Grocery home deliverywithin a 30-min window choosed by the customer but.. ..they didnt considered that many working customers would like their groceries delivered at home and at night.
- 31. Burned $ 800.000.000 CNET named it the largest dot-com flop in history
- 32. Burned $ 5.000.000.000 For satellite-based phone system that nobody wanted Yes, satellites are that expensive..
- 33. You dont inventproducts. You solve problems
- 34. Setup the rightmilestones 1. How much you know customer’s needs? 2. Our product solve that need? 3. How much are they willing to pay for our solution? 4. How much this problem is a priority to the customer?
- 35.
- 36.
- 37. The lean startupcircle Get it done and get it done fast.
- 38. You’ll get plentyof doubt: analyze data
- 39. It’s all aboutspeed and control
- 40.
- 41. Customer Segments Peopleand organizations addressed by our company
- 42. Customer Segments • Forwhom are we creating value? • Who are our most important customers?
- 43. Value proposition Services andproducts that provides value to our customer segments
- 44. Value proposition • Productsatisfies a new need • Product offers better perfomance • Product is more tailor made • Product costs less • Product has a better design
- 45. Channels How our companyreach its customers and tell them its value proposition
- 46. Channels • Through whichChannels do our Customer Segments want to be reached? • How are our Channels integrated? • Which ones work best? • Which ones are most cost-efficient? • How are we integrating them with customer routines?
- 47. Customer Relationships Types ofrelationships established between the company and customer segments
- 48. Revenue Streams Represents theincomes of the company for every customer segment
- 49. Revenue Streams • Forwhat value are our customers really willing to pay? • For what do they currently pay? • How are they currently paying? • How would they prefer to pay? • How much does each stream contribute to overall revenues?
- 50. Key Resources Strategic assetsthat the company need to mainatin its business model
- 51. Key Resources • WhatKey Resources do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue Streams? Resources type: Physical, Intellectual, Human, Financial
- 52. Key Activities Strategic activities to deliver the value proposition, reach customers and nurtrure relationships.
- 53. Key Activities • WhatKey Activities do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue streams? Categories: Production, Problem Solving, Platform/Network
- 54. Key Partners Defines contractorsand partners that are critics for company’s business model
- 55. Key Partners • Whoare our Key Partners? • Who are our key suppliers? • Which Key Resources are we acquiring from partners? • Which Key Activities do partners perform?
- 56. Cost Structure Where allthe costs for the company in order to have its business model up and running
- 57. Cost Structure • Whatare the most important costs inherent in our business model? • Which Key Resources are most expensive? • Which Key Activities are most expensive?
- 58.
- 59. Ask yourself • Whatare the emerging trends I notice? • What problem I solve? • What does my product do? • Who will buy it and why they buy it?
- 60.
- 61.
- 62. Credits & Inspiration •Augusto Coppola • Tara Hunt • Steve Blank • Alex Osterwalder