workshop innovits 22 ottore 2014
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worksho Innovits 22 Ottobre 2014TRANSCRIPT
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Innovits workshopFramework, processes,
methods
22 ottobre 2014 Stefano Mizio
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• How you will be involved
• Planning
• Method, Process, Tools
Stefano Mizio
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This talk...
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Call for Ideas: we help startups to emerge
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•Innovation Assesment
•Business Modeling
•Coaching & Mentoring
•Training•Business Model elaboration
•Pitch day
•Access to finance
•Hosting•Training•Commercialization
•Internation. Support
•Business Dev.
Inn
ovits C
all Fo
r Ideas
Jou
rney“Don’t join an accelerator unless you can win it. That requires being at a stage where you can
actually benefit from meetings with investors and the press”
Innovits fo
cus areas
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Stefano Mizio
TBD gennaio WS Entrepr. in residence
5 novembre Check point 1
19 novembre
Check point 2
27 novembre
Gate Alpha
10 dicembre Check point 3
14 gennaio Gate Beta
4 febbraio Check point 4
18 febbraio Check point 5
5 marzo Gate Gamma
Check point 5Pressure Pitching
Check point 519 marzo 2015Final Event
4 marzo WS Pitching
22 ottobre WS Customer Disc
6 startups
20 novembre Startup/prototyping
4/11 dicembre Startup Sales
26 febbraio Startup& Investitori
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Planning
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Stefano Mizio
Steve Blank5
Search...
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Stefano Mizio
Steve Blank6
Startup and Established Company
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Stefano Mizio
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Framework
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By S. Blank Stefano Mizio
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Core Principles: scientific method
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Stefano Mizio
Andreas klinger
Missing your opportunity…by focusing on the wrong thing or by looking at the wrong customer
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Stefano Mizio
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By S. Blank
The Journey
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Stefano Mizio
“Startups evolve through discrete stages of development. Each stage can be measured with specific milestones and thresholds”.
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Cracking the code of innovation
Stefano Mizio
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It takes time
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Stefano Mizio
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Problem - Solution FIT
“The hard part is finding the problem to solve” – K. Sistrom
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Stefano Mizio
Steve Blank15
Get out of the building
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By S. Blank Stefano Mizio
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Stop! Let’s start from your idea of business model
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• “A business model is simply the ‘way of doing business’ that a firm has chosen: its entire system for creating and providing consistent value to customers and earning a profit from that activity, as well as benefit for its broader stakeholders. It refers to the core architecture or configuration of the firm, specifically how it deploys all relevant resources (not just those within the company boundaries), to create differentiated value for customers at a profit…” (Davenport, T. H., M. Leibold and S. Voelpel (2006). Strategic Management in the Innovation
Economy. Publicis Wiley.)
• The business model is a company’s answer to the question of how to make money in its chosen business. It describes, “…as a system, how the pieces of a business fit together” (Magretta, J. (2002). "Why Business Models Matter." Harvard Business
Review 80(5) May: 86-92.)
Stefano Mizio
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What does a business model mean?
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• The essence and main components
WHO WHAT HOWis your
customer?do you offer
your customers?do youdo this?
Markets
Customer Segments
Individual Customers
Products & Services
Solutions
Experiences
Create Value
Deliver Value
Capture Value
Delivering the Who, What and How in a concise message. Unique Value Proposition: a single, clear compelling message that states why you are different and worth buying
Stefano Mizio
By Mark Sniukas18
What is a business model?
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Who • People who want a quick bite to eat• Get in, order, get served quickly, get
out quickly again
What • Pre-made food prepared constantly according to demand
• Standard menus• Some variations allowed
How • Standardized processes• Central locations with high
frequencies• The key is to serve a maximum
number of people during a given time
By Mark Sniukas
Stefano Mizio
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McDonald’s Business Model
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OFFER
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS
COST CENTRES
KEYPARTNER
KEYRESOURCES
KEYACTIVITIES
Who‘s yourcustomer?
Which customer
segments do you serve?
What‘s your offer?
Which „jobs to be done“ do you
satisfy?
What‘s your relationship to the customer?What‘s your
image?
How do you reach your customers?
How do you make money?
What is driving cost?
What are your core activities
and processes?
What are your main suppliers,
partners and alliances?
What are your main assets and competencies?
The business model is a company’s answer to the question of how to make money in its chosen business. It describes, “…as a system, how the pieces of a business fit together”
By A. Osterlwalder Stefano Mizio
A way to depict your Business Model
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Stefano Mizio
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A BMC example - TELCO
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Stefano Mizio
BCG Model
A different model...
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Stefano Mizio
Guess Guess
Guess
Guess
GuessGuess
Guess
GuessGuessUntested hypotheses
9 Guesses
By A. Osterlwalder
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fundamental problem in a given situationthat needs a solution
Stefano Mizio
When customers find that they need to get a job done, they “hire” products or services to do the job.
MIT Sloan Management Review 2007 - Finding the Right Job For Your Product24
Problem means : JBTD
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The Innovator’s toolkit
Key components of a job statement are an action verb, the object of the action, and clarification of the context in which the job is performed
fundamental problem in a given situationthat needs a solution
Stefano Mizio
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JBTD
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Stefano Mizio
Process to follow
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JTBD: providing a safer alternative for scooter families.
Value Proposition:offering an affordable,safer, all-weather alternative for scooter families.
Business Model:that goal required radical changes in the cost structure of making a Car.
You are standing on a Mumbai road on a rainy day and notice the large number of motor scooters snaking precariously in and out
around the cars
Stefano Mizio
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Design Value Propositions that match your Customer's needs and
jobs-to-be-done and helps them solve their problems.By A. Osterlwalder Stefano Mizio
Value Proposition Canvas
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Jobs to be done:•What functional jobs is your customer trying get done? (solve a specific problem, complete a specific ask)•What basic needs is your customer trying to satisfy? (communication,…)•What emotional jobs is your customer trying to get done? (feel good, security,…)
Pains (before, during and after getting the JTBD):•What does your customer find too costly? •What makes your customer feel bad?•How are current solutions underperforming for your customer? •What are the main difficulties and challenges your customer encounters? •What negative social consequences does your customer encounter or fear? •What risks does your customer fear? •What common mistakes does your customer make? •What barriers are keeping your customer from adopting solutions?
Gains:•Which savings would make your customer happy? •What outcomes does your customer expect and what would go beyond his/her expectations? •How do current solutions delight your customer? •What would make your customer’s job or life easier? •What positive social consequences does your customer desire? •What are customers looking for? •What do customers dream about? •How does your customer measure success and failure? •What would increase the likelihood of adopting a solution?
By A. Osterlwalder Stefano Mizio
Don’t forget to rank jobs, pains, gains
Important +
Insignificant -
Step into your customers’ shoesOne step toward customer interview
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Which core beliefs you need to test with customers
(analgesics): How we are helping our customers with their pains (for example: saving them some time thanks to the automatic generation of a shopping list or thanks to a home
delivery service)
(vitamins): How we provide benefits for our customers (for example: helping them to save some money thanks to some
discount coupons).
By A. Osterlwalder Stefano Mizio
Value Map + Customer Profile
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By A. Osterlwalder
WHAT are we building and WHY are we buiding it
Stefano Mizio
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Static + Dinamic merge
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Stefano Mizio
Ask about experience not opinions32
Customer Interview: Good and Bad question
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Stefano Mizio
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Customer Interview Process:No leading question – know what you need to learn
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Stefano Mizio
• How you currently deal with this problem?• Talk me through the last time you had this problem.• How much money does this problem cost you?• Who else should I talk with?
• Would you buy a product which solved this problem?
• How much would you pay for this? • Do you think it’s a good idea?• Do you have a problem with this?... well, now I’am!
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Customer Interview: Good and Bad question
…Awesome feedback: “ we are spending XX euro per month on this! Proofs it is a problem
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Lean Startup 101
Stefano Mizio
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There are no facts inside the building
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The Value Hypothesis The Growth Hypothesis
The Minimum Viable Product
Stefano Mizio
Leaps of faith assumptions
Eric Ries
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By Stephan Roock
Stefano Mizio
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Minimum Viable ProductMVP
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A dummy banner:
404 / "Not Found" message.
If enough users click on the banner, the product will go into development
Test and LearnSmoke test
Stefano Mizio
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“Test" your model and your assumptions with customers until you find the right business model to scale.
By A. Osterwalder Stefano Mizio
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Stefano Mizio
Pivot or PersevereCompanies that cannot bring themselves to pivot to a new direction on the basis of feedback from the marketplace can get stuck in the land of the living dead.
By Eric Ries
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Land of the living dead
The state where a company is neither growing enough nor dying, consuming resources and commitment from employees and other stakeholders but not moving ahead. It is a terrible drain of human energy
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By S. Blank Stefano Mizio
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Our map
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Stefano Mizio
www.leanlaunchlab.com www.leanlaunchlab.com
Data: Lean Launch Lab
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Data Center
+ 1 backup metod
Telecom /Cell phones provider
Unreliable electric grid
Sell
Data center fuel availability
countries have grid problerms
Fuel costs
Risk theft of fuel
7/10
Developing countries / no reliable grid
DURATHON
Exploration
Stefano Miziowww.leanstartupmachine.com
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Stefano Mizio
The easiest version
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(Business Models)… But they don’t factor in one critical dimension of performance: competition. Sooner or later—and it is usually sooner—every enterprise runs into competitors
P.B. Seddon – G.P. Lewis Strategy and Business Models: what’s the difference? Stefano Mizio
Strategy and Business Models
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Stefano MizioW.C. Kim R. Mauborgne Blue Ocean Strategy
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The Value Curve (1)
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Stefano MizioW.C. Kim R. Mauborgne Blue Ocean Strategy
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The Value Curve (2)
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Stefano MizioW.C. Kim R. Mauborgne Blue Ocean Strategy
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Nintendo Wii example
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VALUE
PROPOSITION
CHANNELS
RELATIONSHIPS CUSTOMERS
REVENUE STREAMS
COST CENTRES
KEY
PARTNERS
KEYRESOURCES
KEYACTIVITIES
Fill…
Stefano Mizio
Let’s move on – HomeworkBMC
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Our social presence
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Keep in touch