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Startup Genome e il Codice del Successo delle Startup

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L’obiettivo del rapporto di ricerca del progetto Startup Genome è proprio quello di contribuire al successo di ogni imprenditore startup, dando indicazioni concrete su cosa fare in ciascuno stadio del ciclo di vita della propria startup, per aumentarne le possibilità di riuscita.
Il progetto Startup Genome sta attirando via via anche l’attenzione degli investitori come riferimento per una griglia di valutazione più oggettiva del progresso della startup e della preparazione del team ad amministrare un eventuale investimento.

Il progetto Startup Genome è anche uno strumento di mappatura ed analisi degli ecosistemi di Startup, con l’obiettivo di aiutare ciascuno di essi ad individuare e valorizzare i proprio punti di forza e la propria unicità.

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Startup Genome e il Codice del Successo delle Startup

  1. 1. 1. STARTUP GENOME CAGLIARI - 18 SETTEMBRE 2014 Mediateca del Mediterraneo Evento promosso da Sardegna Ricerche e organizzato con la collaborazione di The Doers
  2. 2. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998
  3. 3. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004
  4. 4. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005
  5. 5. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2011
  6. 6. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2010 2011
  7. 7. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2010 2011 2012
  8. 8. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2010 2011 2012
  9. 9. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2010 2011 2012 2013
  10. 10. IL MOVIMENTO LEAN STARTUP Fonte: University of Applied Science Osnabrück 1998 2003 2004 2005 2008 2009 2010 2011 2012 2013 2014
  11. 11. 2. STARTUP GENOME: ECOSISTEMI
  12. 12. ECOSISTEMA? Nuove imprese emergono e crescono non solo perché gli individui eroici, di talento e visionari le creano e le sviluppano... IMPRENDITORI! ...ma anche perché si trovano in un ambiente o "ecosistema" che li sostiene, rendendo l'azione degli imprenditori più facile.
  13. 13. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO IMPRENDITORE
  14. 14. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO business angels, venture capital, micro finanza bandi pubblici …..
  15. 15. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO incubatori acceleratori esperti mentori associazioni
  16. 16. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO leggi incentivi burocrazia tasse e fisco enti pubblici
  17. 17. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO early adopters massa critica di clienti aziende come clienti PA come cliente
  18. 18. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO forza lavoro imprenditori programmi di formazione e training per imprenditori
  19. 19. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO telecomunicazioni trasporti reti sociali e di categoria a supporto degli imprenditori
  20. 20. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO centri di ricerca pubblici e privati laboratori pubblici e privati università
  21. 21. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO tolleranza per fallimento tolleranza per l’incertezza storie di successo status positivo per l’auto-impiego
  22. 22. COMPONENTI DI UN ECOSISTEMA SERVIZI DI SUPPORTO FINANZA CULTURA MERCATI RICERCA & SVILUPPO LEGGI & BUROCRAZIA INFRASTRUTTURE CAPITALE UMANO IMPRENDITORE
  23. 23. STARTUP GENOME ECOSYSTEM REPORT 2012
  24. 24. STARTUP GENOME ECOSYSTEM REPORT 2012
  25. 25. 3. REPORT: CRACKING THE CODE OF INNOVATION
  26. 26. CRACKING THE CODE OF INNOVATION 50 PAGINE DI ANALISI DA INTERVISTE A 650+ STARTUPS E 10 ACCELERATORI NEL MONDO
  27. 27. OBIETTIVI DELLA RICERCA OTTENERE UN MODELLO PER COMPRENDERE I FATTORI SOTTOSTANTI AL SUCCESSO E AL FALLIMENTO DELLE STARTUP. PERCHE’ MOLTI IMPRENDITORI POSSANO AUMENTARE LE LORO POSSIBILITA’ DI RIUSCITA
  28. 28. OBIETTIVI DELLA RICERCA CON LA CONVINZIONE CHE L’ IMPRENDITORIALITA’ E’ UNA SCIENZA CHE PUO’ ESSERE STUDIATA E APPLICATA
  29. 29. SCIENZA O ARTE? Molti imprenditori considerano blasfemo ricondurre il percorso imprenditoriale ad un modello di azioni ripetibili, a grafici e numeri.
  30. 30. SCIENZA O ARTE? Questa ricerca non sostiene che non ci sia arte nel fare l’ imprenditore, anzi, che l’ imprenditorialità è più forte all’incontro tra scienza ed arte!
  31. 31. IPOTESI DELLA RICERCA ● ESISTE UN CICLO DI VITA DELLA STARTUP? ● ESISTONO TIPOLOGIE DI STARTUP? ● COSA INFLUISCE SUL SUCCESSO DELLE STARTUP?
  32. 32. 3.1 CICLO DI VITA DI UNA STARTUP
  33. 33. CICLO DI VITA DELLA STARTUP 1. LE STARTUP ATTRAVERSANO 4 STADI DI EVOLUZIONE. E’ POSSIBILE MISURARE E DESCRIVERE CIASCUNO STADIO. SE SI ATTRAVERSANO QUESTI STADI NELLA MANIERA CORRETTA, AUMENTANO LE PROBABILITA’ DI SUCCESSO.
  34. 34. GLI STADI DI EVOLUZIONE CUSTOMERS MARKET VALIDAZIONE PROBLEMA AUDIENCE TEMPO Discovery Validation Efficiency Scale 5/7 m. 3/5 m. 5/6 m. 7/9 m. 20/27 m. VALIDAZIONE MERCATO CRESCITA
  35. 35. 5/7 m. FASE 1 DISCOVERY
  36. 36. 5/7 m. DISCOVERY! OBIETTIVI QUALE PROBLEMA REALE STO RISOLVENDO?
  37. 37. DISCOVERY! OBIETTIVI E’ DAVVERO UN PROBLEMA PENOSO? PER CHI? 5/7 m.
  38. 38. DISCOVERY! OBIETTIVI SONO INTERESSATI ALLA MIA SOLUZIONE? 5/7 m.
  39. 39. DISCOVERY! CHE COSA ACCADE SI FORMA UN TEAM 5/7 m.
  40. 40. DISCOVERY! CHE COSA ACCADE 5/7 m. INTERVISTE AI POTENZIALI CLIENTI
  41. 41. DISCOVERY! CHE COSA ACCADE TROVATE UNA VALUE PROPOSITION! 5/7 m.
  42. 42. DISCOVERY! CHE COSA ACCADE CREATE TANTI MVP QUANTI SERVONO PER VALIDARE LE IPOTESI SUL PROBLEMA E SULLA SOLUZIONE 5/7 m.
  43. 43. DISCOVERY! CHE COSA ACCADE 5/7 m. TROVATE LE CARATTERISTICHE FONDAMENTALI DEL PRODOTTO/SERVIZIO
  44. 44. DISCOVERY! CHE COSA ACCADE 5/7 m. FINANZIAMENTI DA PARTE DI FAMILIARI, AMICI, BENEFATTORI (FFF - FAMILY, FRIENDS & FOOLS!)
  45. 45. DISCOVERY! CHE COSA ACCADE 5/7 m. TROVATE I PRIMI MENTORI, GUIDE, ESPERTI, CONSIGLIERI
  46. 46. 3/5 m. FASE 2 VALIDATION
  47. 47. 3/5 m. VALIDATION! OBIETTIVI ESISTE UN PROCESSO DI VENDITA RIPETIBILE?
  48. 48. 3/5 m. VALIDATION! OBIETTIVI ESISTE UN PROCESSO DI VENDITA PROFITTEVOLE?
  49. 49. 3/5 m. VALIDATION! OBIETTIVI GLI UTENTI CHE HO TROVATO RAPPRESENTANO UN MERCATO ABBASTANZA GRANDE?
  50. 50. 3/5 m. VALIDATION! CHE COSA ACCADE CREATE MVP PER VALIDARE IL PROCESSO DI VENDITA
  51. 51. 3/5 m. VALIDATION! CHE COSA ACCADE PIVOTS (SE NECESSARIO)
  52. 52. 3/5 m. VALIDATION! CHE COSA ACCADE AFFINATE LE CARATTERISTICHE FONDAMENTALI DEL VOSTRO PRODOTTO/SERVIZIO
  53. 53. 3/5 m. VALIDATION! CHE COSA ACCADE METTETE A PUNTO UNA PRIMA CONTABILITA’ (METRICHE & ANALYTICS)
  54. 54. 3/5 m. VALIDATION! CHE COSA ACCADE FINANZIAMENTI SEEDS
  55. 55. 3/5 m. VALIDATION! CHE COSA ACCADE IL TEAM SI CONSOLIDA E FONDATE L’ AZIENDA
  56. 56. FASE 3 OBIETTIVI EFFICIENCY _RAFFINAMENTO VALUE PROPOSITION _OTTIMIZZAZIONE USER EXPERIENCE _OTTIMIZAZIONE CANALE DI CONVERSIONE _CRESCITA VIRALE _CONSOLIDAMENTO DEL CANALE DI VENDITA RIPETIBILE E SCALABILE IL PROCESSO DI ACQUISIZIONE CLIENTI E’ EFFICIENTE ED OTTIMIZZATO? 5/6 m. EVENTI
  57. 57. FASE 3 OBIETTIVI SCALE _ROUND A DI FINANZIAMENTO _ACQUSIZIONE CLIENTI MASSIVA _AUMENTO DELLA SCALABILITA’ BACK-END _PRIME ASSUNZIONI DI DIRIGINTE _STRUTTURAZIONE DELL’ AZIENDA IN DIPARTIMENTI IL SUCCESSO APPENA OTTENUTO, E’ RIPETIBILE SU LARGA SCALA? 7/9 m. EVENTI
  58. 58. PERCHE’ LE STARTUP FALLISCONO? 74a causa di CRESCITA % PREMATURA
  59. 59. PERCHE’ LE STARTUP FALLISCONO? 74% ATTRAVERSANO GLI STADI FRETTOLOSAMENTE E SENZA COERENZA
  60. 60. 3/5 m. LE DIMENSIONI DELLA COERENZA 1. CLIENTI 2. PRODOTTO 3. TEAM 4. FINANCIAL
  61. 61. LA CRESCITA “COERENTE” 1. CLIENTE 2. PRODOTTO 3. TEAM 4. FINANCIAL
  62. 62. LA CRESCITA INCOERENTE INDIETRO AVANTI 4. FINANCIAL 1. CLIENTI 2. PRODOTTO 3. TEAM
  63. 63. LA CRESCITA INCOERENTE INDIETRO AVANTI 2. PRODOTTO 1. CLIENTI 4. FINANCIAL 3. TEAM
  64. 64. 3.2 PERSONALITA’ DELLE STARTUP
  65. 65. RISULTATI 2. LE STARTUP HANNO UNA PERSONALITA’ (4 TIPI FONDAMENTALI) E CIASCUNA COMPIE IL PROPRIO CAMMINO ATTRAVERSO GLI STADI IN MODO DIVERSO E CARATTERISTICO
  66. 66. PERSONALITA’ DI STARTUP 100% MARKETING 100% SALES AUTOMIZER SOCIAL TRANSFORMER INTEGRATOR CHALLENGER
  67. 67. TIPO 1: AUTOMIZER 100% MARKET 100% SALES _ACQUSIZIONE CLIENTI SELF-SERVICE _BASSI COSTI INDIRETTI - MINORE RICHIESTA DI CAPITALE _MERCATO B2C _AUTOMATIZZA PROCESSI MANUALI _LA USER EXPERIENCE E’ CRUCIALE Google Dropbox Eventbrite Slideshare Kickstarter Zynga Box.net Basecamp Hipmunk
  68. 68. 1N: SOCIAL TRANSFORMER 100% MARKET 100% SALES Ebay Skype Airbnb Craigslist Etsy Flickr LinkedIn Facebook Twitter... _ACQUSIZIONE CLIENTI SELF-SERVICE _EFFETTI DI RETE > WINNER TAKES IT ALL _CAMBIANO LE ABITUDINI SOCIALI _+50% TEMPO PER SCALARE _PROCESSO DI FIDELIZZAZIONE FRAGILE
  69. 69. TIPO 2: INTEGRATOR 100% MARKET 100% SALES _ACQUISIZIONE CLIENTI SEMI-AUTOMATICA _MERCATO B2B (SMEs) _BASSA INCERTEZZA > VALIDAZIONE VELOCE _PRODOTTI ESISTENTI IN NUOVI MERCATI _MONETIZZANO VELOCEMENTE PBworks Uservoice KISSmetrics Mixpanel Dimdim HubSpot Marketo Xignite Zoho
  70. 70. TIPO 3: CHALLENGER 100% MARKET 100% SALES _STRATEGIA DI ACQUISIZIONE CON FORZA VENDITA _MERCATO B2B (GRANDI AZIENDE) _ALTI OVERHEAD (FRAGILITA’ DA BURN-RATE) _MERCATI RIGIDI _DIFFICILE DA SCALARE Oracle Salesforce Redhat Atlassian BuddyMedia Palantir Netsuite Passkey Yammer
  71. 71. 3.3 APPRENDIMENTO COME INDICATORE DI SUCCESSO
  72. 72. RISULTATI 3. L’APPRENDIMENTO E’ L’ UNITA’ FONDAMENTALE DI PROGRESSO PER LE STARTUP, E NE INFLUENZA IL SUCCESSO APPRENDIMENTO DAL MERCATO, DA MENTORI, DA ESPERTI E DAI CO-FOUNDERS.
  73. 73. APPRENDIMENTO = RICERCA TIME CLIENTI RICERCA DI UN MODELLO DI BUSINESS ESECUZIONE DI UN BUSINESS PLAN Discovery Validation Efficiency Scale
  74. 74. IL PROCESSO DI APPRENDIMENTO DISCOVERY STOP VALIDATION STOP EFFICIENCY STOP SCALE RICERCA ESECUZIONE
  75. 75. LA STRADA DELL’APPRENDIMENTO _MUOVERSI VELOCEMENTE DA UN TEST AL SUCCESSIVO CONSOLIDANDO L’ APPRENDIMENTO IN NUOVE ITERAZIONE DI PRODOTTO TEST FAILED TEST TEST FAILED FAILED TEST FAILED
  76. 76. IL CICLO DELL’APPRENDIMENTO VALIDATO IDEAS LEARN DATA PRODUCT MEASURE BUILD L’UNITA’ FONDAMENTALE DI APPRENDIMENTO
  77. 77. REPORT RAPPORTO IN ITALIANO _TRADUZIONE DEL REPORT “A NEW FRAMEWORK FOR UNDERSTANDING WHY STARTUP SUCCEED” _ APPROFONDIMENTO SUI 4 TIPI DI STARTUP _SCARICABILE GRATUITAMENTE DA thedoers.co/blog
  78. 78. 4. STARTUP GENOME: MAPPATURA
  79. 79. STRATUP GENOME MAPPA ORGANIZZATA + CONTATTI
  80. 80. STARTUP GENOME PARTECIPATIVO VOLONTARIO COMMUNITY BASED
  81. 81. STARTUP GENOME INDICATORI STATISTICHE
  82. 82. STARTUP GENOME CONFRONTI VALUTAZIONI BENCHMARK UPCOMING
  83. 83. STARTUP GENOME PER CHI IMPRENDITORI ACCELERATORI / INVESTITORI COMMUNITY BUILDERS NGO - ASSOCIAZIONI
  84. 84. STARTUP GENOME PERCHE’ LO FACCIAMO CONOSCERE E CAPIRE LE STARTUP DEL TERRITORIO IDENTIFICARE, MISURARE E FAR EMERGERE CLUSTER CONTRIBUIRE ALLA RACCOLTA ED ANALISI DI DATI TRASFERIRE UN METODO IMPRENDITORIALE
  85. 85. The Doers #sardegnalean w: thedoers.co t: @doersproject e: we@thedoers.co f: /thedoersproject Torino, Milano, Firenze, Cagliari

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