Radical startup

Transcript

1. STARTUP
   “There’s another way”
   RADICAL
   

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2. View Slide

3. STARTUP
   

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4. STARTUP
   IT IS
   NOT
   a small company
   a business plan
   

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5. Mission
   Vision
   Product
   Marketing
   Competition
   Swot
   Operations
   

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6. Mission
   Vision
   Product
   Marketing
   Competition
   Swot
   Operations
   

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7. STARTUP
   IT IS
   NOT
   a small company
   a business plan
   IT’S a business model
   

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8. What are the most important costs inherent in our business model?
   Which Key Resources are most expensive?
   Which Key Activities are most expensive?
   ATeT]dTBcaTP\b
   Through which Channels do our Customer Segments
   want to be reached?
   How are we reaching them now?
   How are our Channels integrated?
   Which ones work best?
   Which ones are most cost-efficient?
   How are we integrating them with customer routines?
   For what value are our customers really willing to pay?
   For what do they currently pay?
   How are they currently paying?
   How would they prefer to pay?
   How much does each Revenue Stream contribute to overall revenues?
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   For whom are we creating value?
   Who are our most important customers?
   What type of relationship does each of our Customer
   Segments expect us to establish and maintain with them?
   Which ones have we established?
   How are they integrated with the rest of our business model?
   How costly are they?
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   What value do we deliver to the customer?
   Which one of our customer’s problems are we helping to solve?
   What bundles of products and services are we offering to each Customer Segment?
   Which customer needs are we satisfying?
   What Key Activities do our Value Propositions require?
   Our Distribution Channels?
   Customer Relationships?
   Revenue streams?
   Who are our Key Partners?
   Who are our key suppliers?
   Which Key Resources are we acquiring from partners?
   Which Key Activities do partners perform?
   What Key Resources do our Value Propositions require?
   Our Distribution Channels? Customer Relationships?
   Revenue Streams?
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   HXT[SATP[cX\TThis work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
   To view a copy of this license, visit http:/
   /creativecommons.org/licenses/by-sa/3.0/
   or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
   

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9. Business
   Model
   Canvas
   

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10. What are the most important costs inherent in our business model?
    Which Key Resources are most expensive?
    Which Key Activities are most expensive?
    ATeT]dTBcaTP\b
    Through which Channels do our Customer Segments
    want to be reached?
    How are we reaching them now?
    How are our Channels integrated?
    Which ones work best?
    Which ones are most cost-efficient?
    How are we integrating them with customer routines?
    For what value are our customers really willing to pay?
    For what do they currently pay?
    How are they currently paying?
    How would they prefer to pay?
    How much does each Revenue Stream contribute to overall revenues?
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    For whom are we creating value?
    Who are our most important customers?
    What type of relationship does each of our Customer
    Segments expect us to establish and maintain with them?
    Which ones have we established?
    How are they integrated with the rest of our business model?
    How costly are they?
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    What value do we deliver to the customer?
    Which one of our customer’s problems are we helping to solve?
    What bundles of products and services are we offering to each Customer Segment?
    Which customer needs are we satisfying?
    What Key Activities do our Value Propositions require?
    Our Distribution Channels?
    Customer Relationships?
    Revenue streams?
    Who are our Key Partners?
    Who are our key suppliers?
    Which Key Resources are we acquiring from partners?
    Which Key Activities do partners perform?
    What Key Resources do our Value Propositions require?
    Our Distribution Channels? Customer Relationships?
    Revenue Streams?
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    To view a copy of this license, visit http:/
    /creativecommons.org/licenses/by-sa/3.0/
    or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
    

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11. Value proposition
    Customer segment
    Problem-solution
    Product-market
    

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12. INNOVATION
    

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13. ?
    

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14. UNCERTAINTY
    

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15. RISK
    

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16. COMPANIES
    FAIL
    

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17. “There’s another way”
    

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18. REDUCE UNCERTAINTY
    RISK
    

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19. BUILD
    MEASURE
    LEARN
    IDEAS
    CODE
    DATA
    

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20. Lean
    Startup
    

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21. LEARNING
    

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22. PROGRESS
    ADVANCE IN THE
    PLAN
    LEARNING
    

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23. LEARNING
    VALIDATED
    

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24. METRICS
    

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25. View Slide

26. What are the most important costs inherent in our business model?
    Which Key Resources are most expensive?
    Which Key Activities are most expensive?
    ATeT]dTBcaTP\b
    Through which Channels do our Customer Segments
    want to be reached?
    How are we reaching them now?
    How are our Channels integrated?
    Which ones work best?
    Which ones are most cost-efficient?
    How are we integrating them with customer routines?
    For what value are our customers really willing to pay?
    For what do they currently pay?
    How are they currently paying?
    How would they prefer to pay?
    How much does each Revenue Stream contribute to overall revenues?
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    Who are our most important customers?
    What type of relationship does each of our Customer
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    Which ones have we established?
    How are they integrated with the rest of our business model?
    How costly are they?
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    Which one of our customer’s problems are we helping to solve?
    What bundles of products and services are we offering to each Customer Segment?
    Which customer needs are we satisfying?
    What Key Activities do our Value Propositions require?
    Our Distribution Channels?
    Customer Relationships?
    Revenue streams?
    Who are our Key Partners?
    Who are our key suppliers?
    Which Key Resources are we acquiring from partners?
    Which Key Activities do partners perform?
    What Key Resources do our Value Propositions require?
    Our Distribution Channels? Customer Relationships?
    Revenue Streams?
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    To view a copy of this license, visit http:/
    /creativecommons.org/licenses/by-sa/3.0/
    or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
    ✔ ✔
    

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27. View Slide

28. LEARNING
    REDUCE
    UNCERTAINTY
    

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29. METRICS
    SHORT CYCLES
    ASSUME NOTHING
    

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30. View Slide

31. @jordiromero
    GRACIES
    GRACIAS
    THANK YOU
    `
    

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