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Radical startup

Radical startup

Jordi Romero

July 16, 2013
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  1. STARTUP
    “There’s another way”
    RADICAL

    View Slide

  2. View Slide

  3. STARTUP

    View Slide

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

    View Slide

  5. Mission
    Vision
    Product
    Marketing
    Competition
    Swot
    Operations

    View Slide

  6. Mission
    Vision
    Product
    Marketing
    Competition
    Swot
    Operations

    View Slide

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

    View Slide

  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.
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    /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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    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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  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

    View Slide

  20. Lean
    Startup

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  21. LEARNING

    View Slide

  22. PROGRESS
    ADVANCE IN THE
    PLAN
    LEARNING

    View Slide

  23. LEARNING
    VALIDATED

    View Slide

  24. METRICS

    View Slide

  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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    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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  27. View Slide

  28. LEARNING
    REDUCE
    UNCERTAINTY

    View Slide

  29. METRICS
    SHORT CYCLES
    ASSUME NOTHING

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  30. View Slide

  31. @jordiromero
    GRACIES
    GRACIAS
    THANK YOU
    `

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