EIA2017Portugal - Alar Kolk - Startup Ambition
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EIA2017Portugal - Alar Kolk - Startup Ambition
- 2. THE GREATEST DANGER FOR MOST OF US IS NOT THAT OUR AIM IS TOO HIGH AND WE MISS IT, BUT THAT IT IS TOO LOW AND WE REACH IT. MICHELANGELO
- 4. DISRUPTION
- 5. MARKET10X Risk / Innovation Tesla- fication TECHNOLOGY1 0X Risk/Innovation “ZERO”Risk -Customerlock- in -Cashcow AVERAGE Market Risk - Sci-Fi tech already built - Market mistrust - Long evangelization Uber- ization LOW TECH RISK - Market is ready - Mature tech platform - Customer experience Disruption - 10X technology - 10X market (transformation)
- 6. Broken Trust Many Intermediaries Limited Access Expensive Complex Product Experience A DISRUPTIVE INNOVATION CREATES A NEW MARKET, DISPLACING ESTABLISHED MARKET LEADERS. A PROCESS WHICH MAKES SOLUTIONS MORE SIMPLE, CHEAPER AND AFFORDABLE.
- 7. A DISRUPTIVE INNOVATION CREATES A NEW MARKET, DISPLACING ESTABLISHED MARKET LEADERS. A PROCESS WHICH MAKES SOLUTIONS MORE SIMPLE, CHEAPER AND AFFORDABLE.
- 10. AIM TO SOLVE A PROBLEM OF 1B
- 11. Innovation Ambition ARE YOU SOLVING THE RIGHT PROBLEM? Most firms are not and that undermines their innovation efforts… Indeed, when developing new products, processes, or even businesses, most companies aren’t sufficiently rigorous in defining the problems they’re attempting to solve. Without that rigor, organizations miss opportunities, waste resources, and end up pursuing innovation initiatives that aren’t aligned with their strategies. “IF I WERE GIVEN ONE HOUR TO SAVE THE PLANET, I WOULD SPEND 59 MINUTES DEFINING THE PROBLEM AND ONE MINUTE RESOLVING IT” ALBERT EINSTEIN
- 12. WHAT PROBLEM DO YOU WANT SOLVE? IS IT A PROBLEM/ PASSION THAT MANY OTHERS HAVE? IS THIS PROBLEM SERIOUS ENOUGH AND WORTH SOLVING? HOW OFTEN THE PROBLEM OCCURS?
- 13. Innovation Ambition FREQUENCY Google’s “toothbrush test” – Larry Page insists that new products or services must be important enough that people will use them at least twice a day.
- 15. AMBITION strong desire for succes s, achievement, or distincti on
- 16. AMBITION DESIGN strong desire to change industries, markets and and impact users in a scale
- 17. Innovation Ambition 10X Cases Source: Omar Mohout, 2015
- 18. Email Slack Innovation Ambition 10X: From Communication to Collaboration
- 19. Innovation Ambition 100M$ & 200K$
- 20. Innovation Ambition 10X Cases Source: Omar Mohout, 2015
- 21. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough business? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 22. Who might be interested to watch the “House of Cards”? Innovation Types CUSTOMER ENGAGEMENT
- 23. House of Cards Macbeth Innovation Types CUSTOMER ENGAGEMENT: COLOUR ENGINEERING
- 25. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough business? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 26. Innovation Ambition 10X: Revenue model vs Content Spotify iTunes
- 27. AMBITION REVENUE MODEL > FREEMIUM SUBSCRIPTION & ADS-SUPPORTED-FREE
- 28. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough business? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 30. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough offering? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 31. House of 200 Million Clicks Ambition PROCESS: New Product Development
- 33. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough business? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 35. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough business? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 37. Innovation & Growth TRIGGER QUESTIONS How to develop breakthrough offering? HOW TO INCREASE VALUE FOR OUR CUSTOMERS, WHILE LOWERING COST FOR OUR COMPAN HOW TO GIVE AWAY OUR PRODUCT FOR FREE, WHILE INCREASING OUR PROFIT? HOW TO MAKE OUR PRODUCT AVAILABLE TO CUSTOMERS WHO CANNOT AFFORD IT? HOW TO EXPAND OUR NETWORK INFRASTRUCTURE WITHOUT INVESTING IN IT? HOW TO DECREASE OUR LEAD TIME & INCREASE DELIVERY SPEED WITHOUT INCREASING INVENTORY OR LOGISTICS COST?
- 39. Prove the idea: $0 to $1 million With the right idea, you can generally raise $1 million with a seed round. Prove the product: $1 million to $3 million What product do your customers really need? You’ll also need a coherent product roadmap in place. Prove the market: $3 million to $10 million Defining your market is now essential. Is it truly a billion dollar market? $500 million? $100 million? Prove the business model: $10 million to $30 million What is your customer acquisition cost? Your churn rate? What is your customer lifetime value? Prove the vision: $30 million to $100 million Public money or larger investments need to know you’re a safe bet and will be around for the long haul. Prove the industry: $100 million to $300 million At this point, your company has scale. Now is the time to build an ecosystem. Prove the company: $300 million to $1 billion Now it comes down to execution. Start-ups with new and potentially disruptive ideas emerge. 02 01 04 03 05 07 06 $1BILLION JOURNEY
- 40. FIVE WAYS TO BUILD A $100M BUSINESS Innovation Ambition 1,000 ENTERPRISE CUSTOMERS PAYING YOU $100K+ PER YEAR EACH; OR 10,000 MEDIUM-SIZED COMPANIES PAYING YOU $10K+ PER YEAR EACH; OR 100,000 SMALL BUSINESSES PAYING YOU $1K+ PER YEAR EACH; OR 1 MILLION CONSUMERS PAYING YOU $100+ PER YEAR EACH 10 MILLION ACTIVE CONSUMERS WHO YOU MONETIZE AT $10+ PER YEAR
Editor's Notes
- Sest nad on meie koduturul….uber ja tesla tapab autofirmasid
- What is innovation invention, entrepreneurship, market Product, service commercialization in a market place Examples Why it is important: Gives growth But you need a BIG ambition How think about innovation 10 X Disruption Portfolio Core (example) Adjacent Tranformational Innovation is about invention, entrepreneurship & market That’s why its more about customer development Participant Exercise – 10 min + 10 min: Customer Dev – Problem, Solution, Customer 100 MEUR business But next session (Methods): - MVP
- http://www.afr.com/technology/stewart-butterfields-remarkable-journey-from-log-cabin-to-slack-ceo-20160322-gnoy9o
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- 4 miljon – 6 10 trailers More money and users
- https://www.youtube.com/watch?v=W76Sc6lmOvA
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- How can we increase value for our customers, while lowering cost for our company? How can we give away our product for free, while increasing our profit? How can we make our product available to the least profitable customers, while keeping our margins? How can we make our product available to customers who cannot afford it at the How can we leverage our key assets outside of existing customer segments? How can we use our existing assets to address the needs of our noncustomers? How can we expand our network infrastructure without investing in it? How can we decrease our lead time and increase delivery speed without increasing inventory or logistics cost? Sniukas, Marc; Lee, Parker; Morasky, Matt. The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking (p. 65). Wiley. Kindle Edition.
- http://fortune.com/2015/07/06/building-a-billion-dollar-company/ How do you build a $1 billion company? Prove the idea: $0 to $1 million With the right idea, you can generally raise $1 million with a seed round. Prove the product: $1 million to $3 million What product do your customers really need? You’ll also need a coherent product roadmap in place. Prove the market: $3 million to $10 million Defining your market is now essential. Is it truly a billion dollar market? $500 million? $100 million? Prove the business model: $10 million to $30 million What is your customer acquisition cost? Your churn rate? What is your customer lifetime value? Your gross margins? Are the trends getting better? “Chasing anything that moves” is one of the top reasons companies stall. Prove the vision: $30 million to $100 million public money or larger investments need to know you’re a safe bet and will be around for the long haul. Prove the industry: $100 million to $300 million At this point, your company has scale. Now is the time to build an ecosystem. Prove the company: $300 million to $1 billion You have everything in place to reach a billion. Now it comes down to execution. Start-ups with new and potentially disruptive ideas emerge.
- What is innovation invention, entrepreneurship, market Product, service commercialization in a market place Examples Why it is important: Gives growth But you need a BIG ambition How think about innovation 10 X Disruption Portfolio Core (example) Adjacent Tranformational Innovation is about invention, entrepreneurship & market That’s why its more about customer development Participant Exercise – 10 min + 10 min: Customer Dev – Problem, Solution, Customer 100 MEUR business But next session (Methods): - MVP