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How to build a startup iCubed 2017
The document provides an overview of strategy and business models for building a startup. It discusses the importance of identifying customer problems first before defining solutions. The customer development process involves building hypotheses around a business model canvas and then getting out of the building to test assumptions with customers through experiments and data collection. This helps validate if the problem is worth solving and if the proposed solution creates value for customers.
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How to build a startup iCubed 2017
- 1. Strategy and BusinessModels – DIT PM Module 1 ROHAN PERERA RAOMAL PERERA rohan@LeanDisruptor.com | @LeanDisruptor | www.facebook.com/LeanDisruptor HOW TO BUILD A STARTUP Using Business Model Innovation
- 2. ROHAN PERERA Entrepreneur Cheqio and LyfeStyle Facilitator of Entrepreneurial Studies Godolphin Flying Start Programme, UCD Innovation Academy, DIT New Frontiers Programme, DIT iCubed Programme, SEI Impact Programme StartUp Consultant Zeeko, Pundit Arena, UniTuition Ex-Professional Poker Player Played Locally/Internationally and Online Brand Ambassador Cheqio (http://www.cheqio.com/othersports) Contact Rohan@leandisruptor.com www.linkedin.com/in/rohan-perera 2
- 3. RAOMAL PERERA SerialEntrepreneur ISOCOR (NASDAQ: icor) & Network365/Valista (Intel) Adjunct Professor of Entrepreneurial Studies INSEAD & UCD Business Model Innovation, Lean Startup, Leadership & Fund Raising Consultant Clients include: MSD (Merck), HP (Hewlett Packard), IFB (Irish Film Board), HSE (Health Service Executive), Arvato (Bertelsman), Resmed, Openet, Glandore, SEI (Social Entrepreneurs Ireland), DJEI (Dept of Jobs, Entreprise and Innovation), CWIA (Cartier Women’s Initiative Awards) … Accolades Finalist Ernst & Young Entrepreneur of the Year Tech Pioneer World Economic Forum ISA Award for Outstanding Software Achievement 3
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- 5. Learning Outcomes 5 • Identifythe Problem/Need first before defining the Solution. • To introduce you to the key tools and techniques to help you build a successful startup or at least reduce the risk of failure • Learn to invent design and build powerful new business models using a set of business model innovation tools. • Understand the environment in which you operate
- 6. Your SOLUTION isNOT my PROBLEM 6 Take 2 minutes to write down the PROBLEM/NEED you are addressing
- 7. Introduction • Introduce yourself •What is the problem/need that you solve with your product idea 7
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- 10. Find the Gap Howto find opportunities that others don’t see. - Amy Wilkinson 10
- 11. How breakthrough ideasemerge from small discoveries Creative thinkers practice a set of simple but ingenious experimental methods • failing quickly to learn fast • tapping into the genius of play • engaging in highly immersed observation Free their minds, opening them up to making unexpected connections and perceiving invaluable insights. 11
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- 13. Most successful entrepreneurs don’tbegin with brilliant ideas – they discover them 13
- 14. Often (first-time) entrepreneursfeel that step 1 involves writing a business plan/building a slide deck and getting funded! 14
- 15. 15 Finding the Problemis the Hard Part – Kevin Systrom & Mike Krieger (Instagram Co_Founders) Instagram Co-Founder Kevin Systrom believes building solutions for most problems is the easy part; the hard part is finding the right problem to solve. Here he opens up about how he and fellow Co-Founder Mike Krieger identified the problems they wanted to solve around sharing photos through mobile devices. He also reminds entrepreneurs to embrace simple solutions, as they can often delight users and customers.
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- 18. Problem/ Solution Fit Product/ Market Fit Scale The3 Steps 18 18
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- 20. Key Question: DoI have a problem worth solving? Who has the problem? What is the top problem? How is it solved today? Where do they have the problem or in what context do they have a problem? (milkshake example) When do they have the problem? Why is it a problem? (root cause analysis. Why is the single best word for creating value in a start-up and an established business) - It is not possible to know what the top problem is without knowing where, when and why they have a problem. Also the questions may not be answered in sequence e.g. will we find the problem and the person with the problem at the same time? Identify the Problem 20
- 21. Take a stabat defining the solution Build a demo (MVP) Test it with assumed customers Will the solution work? (can the proposed solution create customer value that exceeds the cost to produce and deliver the solution to the customer) Who it the early adopter? Does the pricing model work? Define the Solution 21
- 22. Build an MVP Softlaunch to early adopters Do they realise the unique value proposition How will you find enough early adopters to support learning? Are you getting paid? Analysis: There needs to be a bit of intuitive thinking around the MVP. We need to ask and then guess how we can create the most unique customer value in the shortest amount of time with the least resources. With a bit of thinking and an equal amount of action we have a chance of appropriating real value in the short term VALIDATE THE QUALITATIVELY Validate Qualitatively 22
- 23. Launch your refinedproduct to a larger audience Have you built something people want? How will you reach customers at scale Do you have a viable business? Analysis: A refined product needs to test both qualitatively and quantitatively in order to find out why the refined product creates customers’ value and how large is the market potential? Can this business produce (organically or through investment) enough cash in the short term in order that customers value - cost to produce = profit Validate Quantitavely 23
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- 26. You may havejumped to the “ABC” or “12 13 14” or “financial institution” Conclusions Without EVEN KNOWING or CONSIDERING alternatives! 26
- 27. I force youto use your rational brain only? 27
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- 29. Our subjective judgementsare biased: we are far too willing to believe research findings based on inadequate evidence and prone to collect too few observations in our own research 29
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- 31. 31 Knowledge is havingthe right answer. Intelligence is asking the right questions The Art of Customer Interviewing
- 32. What is aStartup? A TEMPORARY organisation DESIGNED to SEARCH ……. For REPEATABLE and SCALABLE Business Models Startups are NOT just SMALLER versions of a LARGE Company 32
- 33. Strategy for Startups •Planning before the Plan • Use the Osterwalder Canvas to do two things: – Organise our thinking – Get out of the Building to turn the hypothesis into facts • SEARCH for the Business Model First and then Write it Up (Business Plan) 33
- 34. Customer vs. ProductDevelopment • More startups fail from a lack of customers than from a failure of Product Development. • We have all the processes to manage the Engineering Risk • No processes to manage the Customer Risk. 34
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- 36. What is abusiness model? A business model describes the rationale of how an organisation Creates, Delivers and Captures value 36
- 37. Why we needa shared language for business models? 37 https://strategyzer.com/academy/cours e/business-models-that-work-and- value-propositions-that-sell/1/1 Note: You may need to license the online learning tool on Strategyzer to view this clip from Osterwalder
- 38. Use of BMCin Established Companies IMPROVE ----------------------------------INVENT Know Problem/Know Solution -Unknown Problem/Unknown Solution ------EXECUTE -------------------------SEARCH------------ 38
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- 41. 41 “It is notthe strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” - Charles Darwin
- 42. Getting from BusinessIdea to Business Model 42
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- 46. Getting started withthe canvas 46
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- 48. Facebook Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Content Partners (TV shows, Movies, Music, News Articles) Data Centre Operations Management Platform Development Technology Infrastructure Facebook Platform Research and Development General and Administrative Marketing and Sales Data centre costs Payment RevenuesAd Revenues Free Connect with your friends, Discover & Learn, Express yourself Personalised and Social Experiences, Social Distribution, Payments Reach, Relevance, Social Context, Engagement Developer Tools and APIs Facebook Ads, Facebook Pages Website, Mobile Apps Cross-side Network Effects Same-side Network Effects Developers Advertisers and Marketers Internet Users
- 49. Group Exercise: 20Mins Develop a BMC for a cinema using an A1 canvas poster. 49
- 50. Cinema Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Premier Seats Date night Website maintenance Special screening Subscriptions Popcorn/drinks & treats Children Mother & Baby Movie Timetable updates Discounts Staff Multiplex Surround Sound Theatre Style Premises Live stream of events Movie Studios Social media Adults Online Students Couples GroupOn Quick clean turnarounds for each screen Website Entertainment General Overheads Cheap night out Family movies Blockbuster movies Advertising Revenues Live stream of sports Vendors FamiliesPromotions IFCO (Irish Film Classification Office) Corporate events ‘All you can eat’ movie option License fees Cinema Exclusive club (loyalty card for unlimited access) Event Organisers Getting Advertisors imax Theatres Corporates Advertising 3D movies High quality sound/picture and ambience unavailable to your own home Captive Audience Ticket sales Advertising on Radio, TV, Buses, Billboards
- 51. Cinema Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Website maintenance Special screening Subscriptions Popcorn/drinks & treats Children Mother & Baby Movie Timetable updates Discounts Staff Multiplex Surround Sound Theater Style Premises Live stream of events Movie Studios Social media Adults Online Students Couples GroupOn Quick clean turnarounds for each screen Website Entertainment General Overheads Advertising Revenues Live stream of sports Vendors FamiliesPromotions IFCO (Irish Film Classification Office) Grind Schools ‘All you can eat’ movie option License fees Cinema Exclusive club (loyalty card for unlimited access) Event Organisers Getting Advertisors Theaters Corporates Families Colleges Advertising Captive Audience Ticket sales Advertsing on Radio, TV, Buses, Billboards Parties Ted Talks Screen /Space Rental Premier Seating 3D/IMAX ticket sales
- 52. Hypotheses or Guesses •The canvas is a set of Hypotheses. i.e. Guesses. • It helps us to organize our thinking! It is not about functional organisation but about the business. • The real question is How do we change those guesses into FACTS? 52
- 53. Customer Development Process Postit to the Wall - Create the canvas - Make it Visible - Use Yellow Post-It notes with your guesses Get Out of the Building and Test your hypotheses. There are NO FACTS here. Talk to Customers, Partners, Vendors. Design experiments, run tests, get data 53
- 54. What I learned… getting an interview right is not an easy task while I wanted to solve one problem I discovered another more relevant one if you have a good relationship with people and you offer a proven service they will give you a chance I discovered that my initial business idea was not the best idea through customer interviews I redefined my idea patience is important…I am still trying to get in touch with some of my potential key partners people in our industry like to play safe where they can
- 55. Result Pay every 6months rather than every month Use tangible gifts as “hooks” Choose some major race meetings to start with Tips and information on races and racetracks worldwide Limit the number of TC membership to ensure the service quality and to create a sense of exclusiveness Consultancy, not translation or travel agency 3 job offers, 3 want to join the business, 1 willing to invest
- 56. Exercise: 20 Mins Developa BMC for your idea using an A1 canvas poster. Work in groups of 2 and pick one of the projects. 56
- 57. Telling Your Story Pitchyour business model in a clear, simple, and compelling way 57 https://youtu.be/SshglHDKQCc
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- 59. Strategy and BusinessModels – DIT PM Module 1 rohan@LeanDisruptor.com | @LeanDisruptor | www.linkedin.com/in/raomal ROHAN PERERA SESSION TWO
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- 63. Clayton Christensen 63 Jobs tobe Done “If you understand the job, how to improve the product becomes just obvious”
- 64. Jobs To BeDone • Functional Job – Get a task done – e.g. business travel: accommodation, appointment, eat, sleep • Emotional Job – How the customer wants to feel – e.g. business travel: stay connected with home, stay safe • Social Job – How the customer wants to be perceived – e.g. business travel: look good with clients • Supporting Job – Purchasing and consuming value - e.g. business travel: reserve accommodation64
- 65. Jobs To BeDone – Generic jobs • Search or seek information • Fix or repair something • Satisfy my emotional needs • Protect property or information • Achieve objective efficiently • Compare or evaluate alternative • Offer somebody else advice • Convey an image (of success) • Transfer ownership rights • Evaluate performance • Achieve main objective • Reduce stress65
- 66. “People buy productsand services to get jobs done. As people complete these jobs, they have certain measurable outcomes that they are attempting to achieve. It links a company's value creation activities to customer-defined metrics.” - Ulwick OUTCOME-DRIVEN INNOVATION 66
- 67. Exercise: 20 Mins Developa VP canvas for Airbnb. Assume you are the Owner of the Apartment Work in groups of 3. 67
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- 75. Exercise: 20 MinsEach Develop a VP canvas for a CS in your BMC Work in groups of 2. 75
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- 77. Airbnb Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Creating technological infrastructure and design bloggers Marketing Easy to use Investors Legal institutions Marketing Free membership Travel community operators Insurance companies Community of home providers and travellers Platform development & design Customer service Maintenance of the payment system Individual travellers Commission renters (6-12% of booking fee) Data base with accommodations Property insurance coverage Blog Community management Rental of unique spaces PR Product development Management of international Mobile app Human resources Brand Social media Trustful & reliable platform People who want to rent out their place Commission home/apartment owners (3% of each booked place) 24/7 support team Use of unused value Website
- 78. Review: Customer DevelopmentProcess 78 Post it to the Wall - Create the canvas - Make it Visible - Use Yellow Post-It notes with your guesses Get Out of the Building and Test your hypotheses. There are NO FACTS here. Talk to Customers, Partners, Vendors. Design experiments, run tests, get data
- 79. Back and forthbetween Business Model and Value Proposition 79 Note: You may need to license the online learning tool on Strategyzer to view this clip from Osterwalder https://strategyzer.com/platform/training/ courses/mastering-business-models/1/1/4
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- 81. 81 Environment Map Helps youunderstand the context in which you create your business Business Modelling Tools – Zoom Out
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- 83. Objective • The objectiveof this workshop exercise is to visualize and map out everything that is going on in your business model’s environment (the Market Forces, the Key Trends, the Industry Forces, and the Macroeconomic Forces). • It is an immersion into the Business Model Design Space, which will help you prepare for your quest for new and innovative business models. • By making it visual you will develop a more tangible understanding of your environment. 83
- 84. Outcome –A visual mapof your Business Model Design Space. –Deep discussions about your business model’s environment leading to a shared understanding. –A starting point to design innovative business models or redesign current one. 84
- 85. Why this isImportant? • No individual alone in your organization could paint a holistic picture of your business model’s environment and design space. Only by mapping out each specialist’s knowledge you can develop a shared understanding of your environment. • A visual map of your business model’s environment with markets, trends, customer needs, competitors, and more will make things more tangible and it will allow you to uncover new associations, discover new patterns, and ultimately lead to new business model ideas. 85
- 86. • Does yourmodel have a Competitive Edge Today? Tomorrow? • Is your model prepared for Emerging Trends? • Is your model in line with Evolving Customer Needs? • How will your model adjust to Macro Economic Shifts? 86
- 87. Market Issues Identifies keyissues driving and transforming your market from Customer and Offer perspectives Market Segments Identifies the major market segments, describes their attractiveness and seeks to spot new segments Needs & Demands Outlines market needs and analyzes how well they are served Switching Costs Describes elements related to customers switching business to competitors Revenue Attractiveness Identifies elements related to revenue attractiveness and pricing power MARKET FORCES 87
- 88. KEY TRENDS Technology Trends Identifiestechnology trends that could threaten your business model or enable it to evolve or improve Regulatory Trends Describes regulations and regulatory trends that influence your business model Societal & Cultural Trends Identifies major societal trends that may influence your business model Socioeconomic Trends Outlines major socioeconomic trends relevant to your business model 88
- 89. INDUSTRY FORCES Competitors (Incumbents) Identifiesincumbent competitors and their relative strengths New entrants (Insurgents) Identifies new insurgent players and determines whether they compete with a business model different from yours Substitute Products & Services Describes potential substitutes for your offers- including those from other markets and industries Stakeholders Specifies which actors influence your organization and business model Suppliers & other Value Chain Actors Describes Potential substitutes for your offers- including those from other markets and industries 89
- 90. MACRO ECONOMIC FORCES GlobalMarket Conditions Outlines current overall conditions from a macroeconomic perspective Capital Markets Describes current capital market conditions as they relate to your capital needs Commodities and Other Resources Highlights current prices and price trends for resources required for your business model Economic Infrastructure Describes the economic infrastructure of the market in which your business operates 90
- 91. Case Study: Owlet OwletInfant Health Tracker Takes The Wearable Revolution Into The Crib 91 Note: You may need to license the online learning tool on Strategyzer to view this clip from Osterwalder
- 92. Strategy and BusinessModels – DIT PM Module 1 rohan@LeanDisruptor.com | @LeanDisruptor | www.linkedin.com/in/raomal ROHAN PERERA THANK YOU!
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- 95. Additional Resources 95 BMC OnlineTools: Strategyzer https://canvanizer.com/ (free tool) Stattys Notes; http://www.stattys.com/ - A new generation of adhesive notes with a unique "Write and Slide" function.
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- 98. “Studies comparing successfuland unsuccessful innovation have found that the primary discriminator was the degree to which the user needs were fully understood.” – David Garvin, Harvard Business School 98
- 99. #1 Target customer segment #2 Customer segment also overseas market new setof customers • Who are your most important customers? • What are their archetype? • What jobs do they want you to get done for them? Customer Segments 99
- 100. Customer Persona/Archetypes Profile • Position/Title •Age/Sex • Role • Discretionary budget • Motivations • Role models 100 •Who are you? •How do you buy? •What matters to you? •Who influences you?
- 101. Customer Archetypes Meet Paul,Sheetal and Barbara Paul-RegularExerciser • 20 – 45 • Aim to maintain and track active lifestyle • Looking for inspiration on diet & exercise regimes • Gets a buzz from exercising Sheetal-SpiritualHealth • • 30 – 55 • Already follows a healthy lifestyle • Interested in alternative medicines/ treatments • Believes eating well is as important as exercise Barbara-On-OffDieter • • 30 + • Yo-yo dieter, has tried many of the fad diets but never stuck to one • Needs tips and motivation to keep up a healthy lifestyle • Irregular or infrequent exerciser 101
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- 103. For Whom isit Relevant? 103
- 104. Customer Types Saboteurs Intermediaries (OEM’s and resellers) 104
- 105. Q: Consider SellingBusiness Intelligence Software into a large business. Which types of customers are the following? 1. CFO 2. CIO 3. Report Users 4. Line of Business Management 5. Business Intelligence Group inside IT a. Economic byer b. Influencer c. Recommender d. Decision maker e. Saboteur 105
- 106. Q: Consider SellingBusiness Intelligence Software into a large business. Which types of customers are the following? 1. CFO 2. CIO 3. Report Users 4. Line of Business Management 5. Business Intelligence Group inside IT a. Economic byer b. Influencer c. Recommender d. Decision maker e. Saboteur 106
- 107. MULTI-SIDED MODEL Buyer/Payer (e.g.Google) Two sided markets – Buyers/Payees 1.Workers/Recruiters - LinkedIn 2.Banks/Merchants - Visa 3.Sellers/Buyers - eBay 4.Readers/Advertisers - New York Times Each has its own value proposition Each has its own revenue streams One segment cannot exist without the other 107
- 108. Corporate? Consumer? Businessto Business (B to B) –Use or buy inside a company Business to Consumer (B to C) –Use or buy for themselves Business to Business to Consumer (B to B to C) –Sell a business to get to a consumer –Other Multi-sided Markets with multiple customers 108
- 109. © 2004 ValistaLtd. confidential information.109 top up my phone subscribe to a newspaper book a flight download a report book a hotel pay a bill cancel a check top-up kid’s phones vote online top-up my phone download a new game buy an MP3 download a voucher change my ringtone play the lottery check my phone credit 12 6 39 1 2 4 57 8 10 11 on the move at home at play at work premium services for subscribers about Valista
- 110. “No one careshow much you know, until they know how much you care” – Theodore Roosevelt EMPATHY MAPS 110
- 111. Value proposition • Whichof our customer’s problems are we helping to solve? • Which Customer needs are we satisfying? • What are the key features of our product that match customers problem/need? What jobs do they want done , what's a good outcomes for them What are competitive options and how do I differentiate over others 111
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- 113. Through what mechanism will yourservice (product) be delivered to your client? How will we GET, KEEP and GROW Customers? How will I get the Value to my Customers? How best to communicat e to each customer segment Channels & Customer Relationships 113
- 114. Two Critical ChannelQuestions How do you want to sell your product?1 is subtle, but more important than the first: How does your customer want to buy your product? 2 114
- 115. Physical Channels © 2012Steve Blank 115
- 116. Web Channels © 2012Steve Blank 116
- 117. Customer Relationships Physical &Web Mobile Are Different © 2012 Steve Blank 117
- 118. Customer Relationships Physical Products– Get/Keep/Grow © 2012 Steve Blank 118
- 119. Customer Relationships Web/Mobile ProductsGet/Keep/Grow © 2012 Steve Blank 119
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- 121. CR – Facebook& Twitter
- 122. © 2012 SteveBlank 122
- 123. How Many WillYou Sell? • How many can your channel sell? • How much will the channel cost? • How many customer activations? • Revenue? Churn/Attrition rate? customers/? • How much will it cost to acquire a customer? • How many units will they buy from each of these efforts? 123
- 124. Where Is TheMoney Coming From? Revenue Model Choices Bits Physical Product Web Physical Channel Direct Sales Products Subscription Upsell/Next Sell Ancillary Sales: • Referral revenue • Affiliate revenue • E-mail list rentals • Back-end offers Direct Sales Products Service Upsell/Next Sell Referrals Leasing Direct Sales Products Subscription Add-on services Upsell/Next Sell Referrals 124
- 125. “Direct” Revenue Models Sales: Product, app, or service sales Subscriptions: SAAS, games, monthly subscription Freemium: use the product for free: upsell/conversion Pay-per-use: revenue on a “per use” basis Virtual goods: selling virtual goods Advertising sales: unique and/or large audience 125
- 126. “Ancillary” Revenue Models Referral revenue: pay for referring traffic/customers to other web or mobile sites or products. Affiliate revenue: finder’s fees/commissions from other sites for directing customers to make purchases at the affiliated site E-mail list rentals: rent your customer email lists to advertiser partners Back-end offers: add-on sales items from other companies as part of their registration or purchase confirmation processes, or “sell” their existing traffic to a company that strives to monetize it and share the resulting revenue 126
- 127. the tactics youuse to set the price in each customer segment Pricing Model 127
- 128. How Do WePrice The Product? Pricing Model Choices 128
- 129. How Do WePrice The Product? Product-based pricing Competitive pricing Volume pricing Value pricing Portfolio pricing The “razor/razor blade” model Subscription Time/Hourly Billing Leasing Pricing Models - Physical 129
- 130. How Do WePrice The Product? Product-based pricing Subscriptions Freemium Pay-per-use Virtual goods Advertising sales Pricing Models – Web/Mobile/Cloud 130
- 131. Other Words WeUse In The Place Of Price Fee Commission Subscription Toll Interest Rent Tax Shipping 131
- 132. © 2012 SteveBlank 132
- 133. © 2012 SteveBlank 133
- 134. © 2012 SteveBlank 134
- 135. © 2012 SteveBlank 135
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- 138. MVP A Minimum ViableProduct (MVP) is “that product which has just those features and no more that allows you to ship a product that early adopters see and, at least some of whom resonate with, pay you money for, and start to give you feedback on” 138
- 139. MVP #1 Explainervideo Explainer video is a short video that explains what your product does and why people should buy it. A simple, 90 seconds animation is sufficient. e.g. Dropbox How to make an explainer video 139
- 140. MVP #2 ALanding Place A landing page is a web page where visitors “land” after clicking a link from an ad, e-mail or another type of a campaign. 140
- 141. MVP #2 ALanding Page • Craft your Landing Page • Set up a Google AdWord campaign and drive traffic to your new landing page. Even here you can let the AdWord engine rotate different messages and test what works best on your prospects • Set up Google Analytics. The most important thing to measure is conversions – percent of visitors that sign up (or perform another desired action) • Set up a chat to make it easy for the visitors to raise questions • Set up a service like Qualaroo to survey your visitors 141
- 142. MVP #3 Wizardof Oz A “Wizard of Oz” MVP is when you put up a front that looks like a real working product, but you manually carry out product functions. It’s also known as “Flinstoning”. Zappos shoes is the biggest online shoe retailer, with annual sales exceeding $1 billion. In his Lean Startup book, Eric Ries describes how the founder started with a Wizard of Oz product. 142
- 143. MVP #4 TheConcierge MVP Instead of providing a product, you start with a manual service. But not just any service! The service should consist of exactly the same steps people would go through with your product. 143
- 144. MVP #5 PiecemealMVP This strategy is a blend between the “Wizard of Oz” and “Concierge” approaches. Again, you emulate the steps people would go through using your product – as you envision it. 144
- 145. MVP #6 CrowdFunding Sell it before you build it. The basic idea is simple: launch a crowd funding campaign on platforms such as Kickstarter or IndieGoGo. Not only will you validate if customers want to buy your product, but you will also raise money. 145
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- 147. Valencia Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Recruiting volunteers Volunteers Schools Publishing Training tutors In-school projects: Help teachers get students excited about literary arts Donors Partnerships Teaching and programme management 826 news Volunteers Giving volunteers the possibility to do good ‘for purpose’ (non-profit) network Published work of the students Self- publishing and selling books written by the kids Donations (financial and in kind) Managing partnerships In-school projects After-school tutoring: One- on-one support on writing skills Newsletter Social Media Store and tutoring space on 826 valencia street, San Francisco, California, 94110 Word of mouth Volunteers Teachers Fundraising events Website Kids 6-18 years old Sales from the pirate supply store Donors Opportunity to make difference to children’s lives Rent Staff Procurement for the shop
- 148. Airbnb Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments Creating technological infrastructure and design bloggers Marketing Easy to use Investors Legal institutions Marketing Free membership Travel community operators Insurance companies Community of home providers and travellers Platform development & design Customer service Maintenance of the payment system Individual travellers Commission renters (6-12% of booking fee) Data base with accommodations Property insurance coverage Blog Community management Rental of unique spaces PR Product development Management of international Mobile app Human resources Brand Social media Trustful & reliable platform People who want to rent out their place Commission home/apartment owners (3% of each booked place) 24/7 support team Use of unused value Website
- 149. HBO Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments iTunes Original Programming Home Customers HBO.com HBO on demand HBO Go: streaming content HBO Go app Network Cable Providers Premium Television T.V Stations International TV Stations buying it's content Content ie. Originally produced TV series and movies Based on loyalty and customer satisfaction Original Programming Distributions Cinemax for international distribution Basic fee subscription Licensing original programming content Email marketing Social media engagement Individual channel subscriptionPackages Infrastructure DVD sales of the original programming content Original Programming ie. TV series production e.g sopranos, boardwalk empire, six feet under TV ads Promotions Exclusive content
- 150. TED Key Partnerships KeyActivities Value Propositions Key Resources Cost Structure Revenue Streams Customer Relationships Channels Customer Segments TEDx events Translators TEDx organisers TED community Possibility to translate TED talks TED Radio Hour, TV programs, DVDs,Books Innovators Individuals and organisations looking for inspiration Coverage of a wide range of topics People with curious and open mindset, change makers Online conversation/ social media Possibility to organise a local TEDx event Distribution partners (e.g youtube, netflix) mobile apps TED conference Spreading of ideas that can change attitudes and life Free knowledge and information Brand Speakers Creating solutions to global problems Talks available on multiple channels Developers Sponsors Speakers Ticket sales for conference Conference management Community management Communication and design Advertisements Organisers of TEDx events Partnership management Fundraising TED programs management Private donations Human resources Global social network Sponsorships Organisation of the conferences Technological maintenance AdvertiserCaptive audience
- 151. Strategy and BusinessModels – DIT PM Module 1 rohan@LeanDisruptor.com | @LeanDisruptor | www.linkedin.com/in/raomal ROHAN PERERA THANK YOU!