Presentation used during my Talk Titled "Lean Startup 101" during N2Vlabs Talks .. special thank to Steve Blanks

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73. Creating
Start-Up
Success 101
AlexOsterwalder.com SteveBlank.com
@business_design @sgblank
Contribution by Alan Smith @thinksmith

74. this presentation combines two global bestsellers
+
BusinessModelGeneration.com StevenBlank.com/books.html

75. So what makes for a
successful start-up?

76. Start with a brilliant
founder like...

77. Mike, 34
Stanford
Alumnus

78. he used to be an...

79. Experienced
Exec

80. All his operating
experience built up
some...

81. ...outstanding
credentials!

82. One day Mike has...

83. A “killer”
product idea!

84. A “killer”
product idea!
he’s really
passionate about it

85. Mike’s experienced.
He knows how to test his
idea using...

86. ...market
research

87. The research looks good!
Mike moves forward, and
writes a fantastic....

89. Great!
Based on the credentials,
research, and plan, Mike has
secured the final piece...

90. ...VC Funding!

91. Money in hand,
Mike get’s started on

92. ...building his
start-up.

93. He makes the headlines
of every major...

95. ... and is invited to give...

96. ...keynote talks

97. Mike and his
start-up are
on a roll!

98. How likely is his
business to
succeed?

99. Despite the experience,
research and plan...

100. ...Mike
slipped up.

101. Let’s help Mike
with 5 things he
didn’t know.
29

102. 1 No business
plan survives
the first
customer
contact.

103. Sticking to a planning
document works for a
known future, not for a
start-up context.
Plan’s fail in start-ups.

104. 2 It’s the
business
model,
stupid.

105. Hey Mike, your plan was
to build a company, but
did your plan include a
Business Model?

107. “A business model describes
the rationale of how an organization
creates, delivers, and captures value”

108. Here are the 9 building blocks of
a business model:

109. CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?
images by JAM

110. VALUE PROPOSITIONS
what are you offering them? what is that
getting done for them? do they care?
images by JAM

111. CHANNELS
how does each customer segment want to be reached?
through which interaction points?
images by JAM

112. CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment?
personal? automated? acquisitive? retentive?
images by JAM

113. REVENUE STREAMS
what are customers really willing to pay for? how?
are you generating transactional or recurring revenues?
images by JAM

114. KEY RESOURCES
which resources underpin your b.model?
which assets are essential?
images by JAM

115. KEY ACTIVITIES
which activities do you need to perform well in
your b.model? what is crucial?
images by JAM

116. KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?
images by JAM

117. COST STRUCTURE
what is the resulting cost structure?
which key elements drive your costs?
images by JAM

118. key value customer
activities proposition relationships
key customer
partners segments
cost revenue
structure key streams
resources channels
images by JAM

119. “Hmm, interesting so
what do I make of
that?”

120. use it as a tool to...

121. sketch out your business model

122. building
block

123. building
block building
building
block block
building
block

124. building
block building
block
building
block building
building
building block block
block
building
block
building
building
block
block
buildin
g
building block building
block block

125. This tool is called the
Business Model Canvas
(download with instructions at
www.businessmodelgeneration.com/downloads)

126. 3 Take time
to think
through
alternative
possibilities.

127. the same technology, product, or service
can have numerous business models

129. try sketching out alternative
business models by asking
yourself...

130. transactional vs. product vs. service scale vs. scope
recurring revenues
blue ocean vs. red
niche market vs. ocean
direct sales vs.
mass market indirect sales
personal vs.
capital expenditure vs. automated
open vs. closed
partnership
disruptive vs.
difficult questions
human intensive vs. incremental
acquisition vs. retention system intensive
tailor-made vs. mass
physical vs. virtual production
one customer segment
vs. another
copyright vs. copyleft fixed vs. variable
paid vs. free costs
distributed vs. in-sourcing vs. out- advertising vs.
centralized sourcing sales

131. only make a first choice after prototyping
and thinking through several models...

133. OK. You’ve got your model,
but you’re not done yet...

134. 4 Your business
model idea is
just a set of
hypotheses.

135. a business model might look great on
paper...
building
block
building
buildin block
g block
building
block
block
building
block
... but be
buildin
block g
building
building block
honest that it’s
block
buildin
block g
building build
block blocing
k
buildin
block g

136. ... just a set of hypotheses
guess guess
guess
guess guess
guess
guess
guess guess
guess
guess guess

137. ...so you need to get out of the
building and...

138. test each hypothesis
(e.g. with customers)

139. this business model testing process is
called Customer Development
customer customer customer company
discovery validation creation building
pivot

140. two different phases...

141. search
customer customer customer company
discovery validation creation building
pivot
execution

142. and it starts with...

143. ... verifying
every
hypothesis
customer customer customer company
discovery validation creation building
pivot

144. test your hypotheses
product
market type
competition

145. test your hypotheses
problem
customer
user
payer

146. test your hypotheses
channel

147. test your hypotheses
demand
creation
problem
channel product
customer
(customer) market type
user
(problem) competition channel
payer
validate business pricing
model model

148. to accomplish this you will need a special
and agile ...

149. customer
development
team

150. A team that ...

151. ... gets out of the
building!

152. ... to test and adapt your model
agile business
model demand
adaptation creation
problem
channel product customer
(customer) market type user
(problem) competition payer
customer
development channel
team
validate business pricing
model model

153. you need to adapt the
business model until
you can prove it works
customer customer customer company
discovery validation creation building
pivot

154. “How do I prove
a business
model works?”

155. One example of “proving” is
concluding the ...

156. ... sales of a “minimum viable
feature set”

157. This adaptation process is called ...

158. the pivot
customer customer customer company
discovery validation creation building
pivot
(repeat * until proven)

159. so do you have any “factual” proof?

160. Congratulations!

161. You finished the search
process!

162. So don’t ever forget ...

163. 5
Don’t build your
company, until
you’ve verified
your Business
Model

164. or you’ll risk ...

165. Burning your cash while
searching for a working
business model

166. execution is not search

167. execution follows search

168. Build when you’ve found
your model

169. only then execute:

170. scale your marketing
customer customer customer company
discovery validation creation building
pivot
execution

171. and build your org
structures
customer customer customer company
discovery validation creation building
pivot
execution

172. 1 No business plan survives the
first customer contact.
2 It’s the business model, stupid.
3 Take time to think through
alternative possibilities
4 Your business model idea is
just a set of hypotheses.
5 Don’t build your company,
until you’ve verified your
Business Model

173. you can read more about business models and the
customer development process here:
+
BusinessModelGeneration.com StevenBlank.com/books.html

174. Good
Luck!
BusinessModelGeneration.com StevenBlank.com/books.html
AlexOsterwalder.com SteveBlank.com
@business_design @sgblank
Contribution by Alan Smith @thinksmith