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Business Models Steve Blank www.steveblank.com Clean Tech Open Accelerator 2010
I Wrote This
I Write a Blog  www.steveblank.com
It Starts With  the “Idea ”
Where are CleanTech Ideas Born? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Technology Driven Ideas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customer Driven Ideas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Opportunity Driven Ideas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
But an  Idea  By Itself is Not a Company
Idea/Product – Only a Start ,[object Object],[object Object],[object Object],[object Object]
Technology  Risk , Market  Risk or Both?
Clean Tech Markets Air, Water & Waste Energy Efficiency Green Building Renewables Smart Power Transport
Clean Tech Markets - Risk ,[object Object],[object Object],[object Object],Air, Water & Waste Energy Efficiency Green Building Renewables Smart Power Transport
Clean Tech Markets - Risk Definitions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Air, Water & Waste Energy Efficiency Green Building Renewables Smart Power Transport
Next… CleanTech Business Plan  Hypothesis
Clean Tech Markets - Hypotheses ,[object Object],[object Object],Size of Opportunity Customer Competition Sales Marketing Biz Dev Customer Dev Bus/Rev Model IP/Patents Regulatory Time to Market Prod Dev Model Manufacturing Team Seed Financing Follow-on Liquidity
Clean Tech Markets - Hypotheses ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Size of Opportunity Customer Competition Sales Marketing Biz Dev Customer Dev Bus/Rev Model IP/Patents Regulatory Time to Market Prod Dev Model Manufacturing Team Seed Financing Follow-on Liquidity
Clean Tech Markets - Hypotheses ,[object Object],[object Object],Size of Opportunity Customer Competition Sales Marketing Biz Dev Customer Dev Bus/Rev Model IP/Patents Regulatory Time to Market Prod Dev Model Manufacturing Team Seed Financing Follow-on Liquidity
How Big  is It ? So if You Succeed Do I Care?
“ Venture-Scale” Businesses ,[object Object],[object Object],[object Object],[object Object]
Total Available Market, Served Available Market, Target Market Target  Market SAM  = how many can I reach  with my sales channel TAM  = how big is the universe Target Market  (for a startup) =  who will be the most likely buyers Total Available Market Served Available Market
Market Size: Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
$4 Billion  18,500 MW (Worldwide Grid Tied) ,[object Object],[object Object],Market Size for SunStream 18,500 MW  Source: NREL X 5.5 hours a day X 365 days a year X $150 dollars a MWh X .07 efficiency savings X 20 year lifetime X 40% cut for us = $4 Billion
$4 Billion  18,500 MW (Worldwide Grid Tied) $220 Million 1,000 MW  ( US  Grid Tied) ,[object Object],[object Object],Market Size for SunStream
[object Object],[object Object],Market Size for SunStream ,[object Object],[object Object],[object Object],$4 Billion  18,500 MW (Worldwide Grid Tied) $182 Million 830 MW  (US  Commercial Grid  Tied) $220 Million 1,000 MW  (US Grid Tied)
Plan  versus  Model
I’m Confused ,[object Object],[object Object]
Business  Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business  Plan   - Sum of Hypotheses ,[object Object],[object Object],[object Object],[object Object]
No Business  Plan  survives first contact with customers
So Search for a Business  Model
Business  Model … Start with the Pieces
What Is a Business  Model ? ,[object Object],[object Object],[object Object],* Alex Osterwalder
What Makes up a Business Model? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Users Customers Purchase  Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Purchase  Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Purchase  Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Purchase  Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ Distribution Channel $ $
Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ $ $
Emphasis On  Hypotheses Testing
Startups  Continually  Iterate &  Pivot
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS gives an overall view of a company's bundle of products and services portrays the network of cooperative agreements with other companies describes the channels to communicate and get in touch with customers describes the arrangement of activities and resources explains the relationships a company establishes with its customers sums up the monetary consequences to run a business model describes the revenue streams through which money is earned describes the customers a company wants to offer value to outlines the capabilities required to run a company's business model INFRASTRUCTURE CUSTOMER OFFER FINANCE Business Model =  Keeping Score in a Startup
Business Model Generation Book
Business  Model on Day One  of Your Startup
Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd  Party Integration $ $ ? ? ? ? ? ? ? ? $ $
Hypothesis Testing Process Customer Development Customer Discovery Customer Validation Company  Building Customer  Creation Pivot
[object Object],[object Object],[object Object],Customer  Discovery Customer Discovery Customer Validation Company Building Customer Creation
Customer Validation Customer Discovery Customer Validation Customer Creation Company Building ,[object Object],[object Object],[object Object],Pivot
The  Pivot ,[object Object],[object Object],[object Object]
Customer Development Book
Putting It Together in  A VC Pitch
What are VC’s Really Asking? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Traditional VC Pitch ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Better Since You Can’t Answer my real questions here’s the checklist
Facts Reduce VC Risk ,[object Object],[object Object],[object Object],[object Object],[object Object]
Tell The Story  of What You Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thanks www.steveblank.com

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Business plans versus business models - 2010

  • 1. Business Models Steve Blank www.steveblank.com Clean Tech Open Accelerator 2010
  • 3. I Write a Blog www.steveblank.com
  • 4. It Starts With the “Idea ”
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. But an Idea By Itself is Not a Company
  • 10.
  • 11. Technology Risk , Market Risk or Both?
  • 12. Clean Tech Markets Air, Water & Waste Energy Efficiency Green Building Renewables Smart Power Transport
  • 13.
  • 14.
  • 15. Next… CleanTech Business Plan Hypothesis
  • 16.
  • 17.
  • 18.
  • 19. How Big is It ? So if You Succeed Do I Care?
  • 20.
  • 21. Total Available Market, Served Available Market, Target Market Target Market SAM = how many can I reach with my sales channel TAM = how big is the universe Target Market (for a startup) = who will be the most likely buyers Total Available Market Served Available Market
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Plan versus Model
  • 27.
  • 28.
  • 29.
  • 30. No Business Plan survives first contact with customers
  • 31. So Search for a Business Model
  • 32. Business Model … Start with the Pieces
  • 33.
  • 34.
  • 35. Users Customers Purchase Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 36. Users Customers Purchase Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 37. Users Customers Purchase Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 38. Users Customers Purchase Distribution Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 39. Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 40. Users Customers Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ Distribution Channel $ $
  • 41. Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 42. Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 43. Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ $ $
  • 44. Emphasis On Hypotheses Testing
  • 45. Startups Continually Iterate & Pivot
  • 46. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS gives an overall view of a company's bundle of products and services portrays the network of cooperative agreements with other companies describes the channels to communicate and get in touch with customers describes the arrangement of activities and resources explains the relationships a company establishes with its customers sums up the monetary consequences to run a business model describes the revenue streams through which money is earned describes the customers a company wants to offer value to outlines the capabilities required to run a company's business model INFRASTRUCTURE CUSTOMER OFFER FINANCE Business Model = Keeping Score in a Startup
  • 48. Business Model on Day One of Your Startup
  • 49. Users Customers Distribution Channel Demand Creation Product Resources $ $ Assembly / Manufacturing 3 rd Party Integration $ $ ? ? ? ? ? ? ? ? $ $
  • 50. Hypothesis Testing Process Customer Development Customer Discovery Customer Validation Company Building Customer Creation Pivot
  • 51.
  • 52.
  • 53.
  • 55. Putting It Together in A VC Pitch
  • 56.
  • 57.
  • 58.
  • 59.

Editor's Notes

  1. Left side: Total/serviceable/target: just one picture (16000 MW world PV) – (8000 grid-tied) - - ( 1000 MW grid tied PV ) growing at 17% annual and 6GW of concentrating solar in the pipeline. Solar PV is growing at 52% Make sure we include concrete numbers 1840 MW installed annually in US by 2012, and cumulative will be 5182 MW. CA installs 180 MW annually - The distribution is skewed right. We are planning on focusing on the big players - Figure out how many individual sales we actually have to make “ Large-scale commercial PV and central-station utility-scale PV will most likely become the dominant growth market, - according to electric power research institute Make sure we’re explicit about growth plans (residential, international) *Mention that we talked to competition to validate our assumptions Market segmentation- find those numbers and include them. Make sure we say that it is an existing market - Include another slide that shows how much bigger the pie is in a few years
  2. Left side: Total/serviceable/target: just one picture (16000 MW world PV) – (8000 grid-tied) - - ( 1000 MW grid tied PV ) growing at 17% annual and 6GW of concentrating solar in the pipeline. Solar PV is growing at 52% Make sure we include concrete numbers 1840 MW installed annually in US by 2012, and cumulative will be 5182 MW. CA installs 180 MW annually - The distribution is skewed right. We are planning on focusing on the big players - Figure out how many individual sales we actually have to make “ Large-scale commercial PV and central-station utility-scale PV will most likely become the dominant growth market, - according to electric power research institute Make sure we’re explicit about growth plans (residential, international) *Mention that we talked to competition to validate our assumptions Market segmentation- find those numbers and include them. Make sure we say that it is an existing market - Include another slide that shows how much bigger the pie is in a few years
  3. Left side: Total/serviceable/target: just one picture (16000 MW world PV) – (8000 grid-tied) - - ( 1000 MW grid tied PV ) growing at 17% annual and 6GW of concentrating solar in the pipeline. Solar PV is growing at 52% Make sure we include concrete numbers 1840 MW installed annually in US by 2012, and cumulative will be 5182 MW. CA installs 180 MW annually - The distribution is skewed right. We are planning on focusing on the big players - Figure out how many individual sales we actually have to make “ Large-scale commercial PV and central-station utility-scale PV will most likely become the dominant growth market, - according to electric power research institute Make sure we’re explicit about growth plans (residential, international) *Mention that we talked to competition to validate our assumptions Market segmentation- find those numbers and include them. Make sure we say that it is an existing market - Include another slide that shows how much bigger the pie is in a few years
  4. November 2006 [email_address]