mib entrepreneurs factory
TRANSCRIPT
Francesco)Venier)–)www.twi0er.com/checovenier)
MIB$Entrepreneurs$Factory)
Da$Manager$a$imprenditore$di$te$stesso$$Da$imprenditore$a$business$model$architect$
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)
MIB)Entrepreneurs)Factory)
Francesco)Venier)–)www.twi0er.com/checovenier)
MIB)Entrepreneurial)factory)
Francesco)Venier)–)www.twi0er.com/checovenier)
29@30)gen)IDEO)CreaGvity)Strategies)–)Cathy)Huyghe)
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)
02@04)mar)New)Ventures)Start@Up)and)Business)Planning)–)Nicola)Redi))
)
Francesco)Venier)–)www.twi0er.com/checovenier)
09@11)mar)Open)InnovaGon)Strategies)@)Di)Minin)
)
Francesco)Venier)–)www.twi0er.com/checovenier)
18@20)mar)@)InnovaGon)Management)–)Guido)Bortoluzzi)
)
Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$The$Entrepreneurial$Manager$)
Francesco)Venier)–)www.twi0er.com/checovenier)
I)24)steps)(6)temi))del)corso))“The)Entrepreneurial)Manager”)
Francesco)Venier)–)www.twi0er.com/checovenier)
I)24)steps)(6)temi))del)corso))“The)Entrepreneurial)Manager”)
• $$• Step$0:$GeFng$Started$• Three Ways to Start a New Venture• How to Go from “I Have a Passion” to “I Have an Idea or Technology”• Finding a Founding Team: Entrepreneurship Is not a Solo Sport• Step$1:$Market$SegmentaHon$• The Single Necessary and Sufficient Condition for a Business• Create a New Market That You Will Dominate• When “Paying Customers” Lead You Astray• Complex Paying Customers: Primary Versus Secondary Customers and Two-Sided Markets• How to Do a Market Segmentation• How Long Should I Spend on Market Segmentation?• $Step$2:$Select$a$Beachhead$Market$• How to Choose Your Beachhead Market• Your Beachhead Market Still Needs to Be Segmented Further• Step$3:$Build$an$End$User$Profile$• Why Target a Specific Demographic?• Does Your Founding Team Include Someone in the End User Profile?• Step$4:$Calculate$the$Total$Addressable$Market$(TAM)$Size$for$the$Beachhead$Market$• Bottom-Up Analysis• Top-Down Analysis• From “How Many End Users?” to “Show Me the Money”• What Should My Tam Be?• $Step$5:$Profile$the$Persona$for$the$Beachhead$Market$• How to Choose and Profile Your Persona• The Persona Is more than Just an Exercise• Should I Create Multiple Personas? If so, When?• The Persona Helps You Focus on What to Do—and What Not to Do• Step$6:$Full$Life$Cycle$Use$Case$• What to Include in a Full Life Cycle Use Case• Step$7:$High<Level$Product$SpecificaHon$• Creating a High-Level Product Specification• Then, Make a Product Brochure• Step$8:$QuanHfy$the$Value$ProposiHon$• Aligning Your Value Proposition with the Persona’s Priorities• Keep it Simple: The “as-is” State Versus the “Possible” State with Your Product• Step$9:$IdenHfy$Your$Next$10$Customers$• How to Complete This Step• Is the Current Persona Valid?• Dealing with Negative Feedback• Step$10:$Define$Your$Core$• A few Examples of Core• How to Define your Core• What about Intellectual Property? or Culture?• Core Is Different than Competitive Position• First-Mover Advantage Is not a Core• Locking Up Suppliers Is Typically not a Core
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• tep$11:$Chart$Your$CompeHHve$PosiHon$• The Toughest Competitor of all: The Customer’s Status Quo• How to Chart Your Competitive Position• Step$12:$Determine$the$Customer’s$Decision<Making$Unit$(DMU)$• Primary Roles in the Decision-Making Unit• Additional Roles in the Decision-Making Unit (DMU)• How to Determine the Decision-Making Unit• Step$13:$Map$the$Process$to$Acquire$a$Paying$Customer$• How to Map the Process• Budgeting/Purchasing Authority• Time Is of the Essence• Consumer Versus B2B• Step$14:$Calculate$the$Total$Addressable$Market$Size$for$Follow<on$Markets$• How to Calculate Broader Tam• Step$15:$Design$a$Business$Model$• A Business Model Is not Pricing• Key Factors When Designing a Business Model• Free Is not a Business Model• Generalized Categories of Business Models• Think Outside the Existing Categories• Step$16:$Set$Your$Pricing$Framework$• Basic Pricing Concepts• Step$17:$Calculate$the$LifeHme$Value$(LTV)$of$an$Acquired$Customer$• Key Inputs to Calculate the LTV• How to Calculate Lifetime Value• How to Calculate the LTV: “Widget” Plus Yearly Maintenance Fee• Important Considerations• Step$18:$Map$the$Sales$Process$to$Acquire$a$Customer$• Four Factors Entrepreneurs Often Overlook about Customer Acquisition Costs• Your Sales Process Changes over Time• How to Map Your Sales Process• Sales Process Comparisons: Zynga, Groupon, Linkedin, Facebook• Step$19:$Calculate$the$Cost$of$Customer$AcquisiHon$(COCA)$• Why Coca Matters• How not to Calculate Coca: A bottom-up Perspective• The Right Way to Calculate Coca: A top-down Perspective• How to Reduce Coca• Step$20:$IdenHfy$Key$AssumpHons$• How to Identify Your Key Assumptions• Step$21:$Test$Key$AssumpHons$• Now That We Have Identified The Assumptions, Let’s Test them• Examples of Easily Testable Assumptions: Student Teams• Step$22:$Define$the$Minimum$Viable$Business$Product$(MVBP)$• Three Conditions of a Minimum Viable Business Product• $Step$23:$Show$That$“The$Dogs$Will$Eat$the$Dog$Food”$• Step$24:$Develop$a$Product$Plan$
Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$The$Entrepreneurial$Manager$)
Francesco)Venier)–)www.twi0er.com/checovenier)
04@06)mag))))New)product)development)–)Nicola)Redi)
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$The$Entrepreneurial$Manager$)
Francesco)Venier)–)www.twi0er.com/checovenier)
04@05)giu)@)The)Startup)of)you)–)Socialmedia)Strategy)and)Personal)Branding)
Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$The$Entrepreneurial$Manager$)
Francesco)Venier)–)www.twi0er.com/checovenier)
CALL)FOR)ACTION)Prima)del)corso)• Entro)il)28/2)Ogni)gruppo)dovrà)individuare)almeno)tre)idee)
di)business)che)potrebbero)essere))sviluppate)in)vere)imprese)e)le)comunica)a)[email protected])spedendo)una)tabella)con)almeno)quesG)campi)per)ogni)idea)di)business)DEFINIZIONE$DELL’IDEA$DI$BUSINESS$ Ad$es:$Pizzeria$da$EMBA$
A)cosa)pensiamo)possa)servire)il)nostro)prodo0o)o)servizio)
Soddisfare)l’appeGto,)dare)piacere,)soddisfare)bisogni)relazionali…)
A)chi)può)serve)il)nostro)prodo0o)o)servizio)
Alle)famiglie)del)quarGere)Ai)teenager)della)ci0à)etc...)
Che)risorse)finanziarie)e)umane)servono)per)realizzarlo)
Locali,)mobili,)competenze,)danaro...)
Che)processi)vanno)creaG)per)realizzarlo)
GesGone)acquisit,)Produzione)pizza,)GesGone)sala,)amministrazione)etc...)
Perchè)avrà)successo) Nessuno)fa)una)pizza)buona,)grande,)simpaGca,)come)noi...)
Francesco)Venier)–)www.twi0er.com/checovenier)
CALL)FOR)ACTION)Prima)del)corso)• Raccolte)le)idee)dell’)aula)scarteremo)quelle)che)
eventualmente)ci)paiono)troppo)complesse)e)aggiungeremo)eventuali)startup)pre@seed)o)seed)per)arrivare)ad)una)dozzina)di)business)ideas)che)me0eremo)ai)voG)
• Entro)il)15/3)Chiederemo)a)ogni)gruppo)di)ordinare)la)lista)in)base)alle)sue)preferenze.)
• Il)31/3$ad)gni)gruppo)sarà)data)la)business)idea)da)sviluppare)in)base)i)seguenG)criteri)in)ordine)di)priorità)1. Preferenza)espressa)dal)gruppo)2. Presenza)nel)gruppo)dell’imprenditore)che)sta)già)sviluppando)l’idea)3. Presenza)nel)gruppo)di)imprenditori)e)manager)del)se0ore))4. Presenza)nel)gruppo)delle)competenze)tecniche)so0ostanG)all’idea)
10/4)Kick)off:)inizia)The)Entrepreneurial)Manager))
Francesco)Venier)–)www.twi0er.com/checovenier)
15)o)16)O0obre@)Pitch)e)Discussione)Progek)finali)difronte)a)docenG)e)
investor)
Francesco)Venier)–)www.twi0er.com/checovenier)
Entrepreneurs)Factory)Recap:)• 29@30)gen)TS)@)IDEO$CreaHvity$Strategies$–)Cathy)Huighe))• 02@04)mar)New)Ventures)Start@Up)and)Business)Planning)–)Nicola)Redi))• 09@11)mar)Open)InnovaGon)Strategies)–)Alberto)Di)Minin)• 18@20)mar)InnovaGon)Management)–)Guido)Bortoluzzi)• 10<11$apr$PN$<$The$Entrepreneurial$Manager$1<2)con)InnovaGon)Factory)
di)AREA)Science)Park)• 04@06)mag))))New)product)development)–)Nicola)Redi)• 15<16$mag$TS$<$The$Entrepreneurial$Manager$3<4$con)InnovaGon)Factory)
di)AREA)Science)Park$• 04@05)giu)@)The)startup)of)YOU)–)Francesco)Venier)• 12<13$giu$PN$<$The$Entrepreneurial$Manager$5<6$con)InnovaGon)Factory)di)
AREA)Science)Park)• 15$o$16$ohobre$Chiusura$corso$con$presentazione$del$progeho$di$
impresa$ad$una$commissione$composta$da$invesHtori$e$docenH$
Francesco)Venier)–)www.twi0er.com/checovenier)
Francesco)Venier)–)www.twi0er.com/checovenier)