- 1.15 advices to launchyour start-upBen Piquard,
directeurMicrosoft Innovation CenterBenpiquard
2. [email protected]
@benpiquardMobile +32 477 36 01 64 3. Entrepreneurs BoostcampsLe
Boostcamp : 4 mois pour dmarrer une entreprise !150 Le Boosctamp
est un programme dacclration au dmarrage
dentreprisesemploisinnovantes du secteur IT. Concentr sur 4 mois,
le Boosctamp proposent quelques 20journes de formation intensive,
des ateliers thmatiques, des rencontres avec des30 Start-upsexperts
et des confrences inspirantes en complment des autres outils
existants enWallonie.80participant s Les anciens Boostcampers sont
runis dans le Club des Alumni travers lequel ilscontinuent
participer aux confrences et ateliers. Le Club des Alumni est
galementloccasion de runir des pairs et de rseauter. 800 Rencontres
expertJe recommande le Boostcamp qui est une opportunit unique
derecevoir des conseils aviss de la part dexperts et dtre
encadrspar des personnes exprimentes. Le MIC ma permis
dvoluerBoostcampsplus vite et davoir confiance en mon projet. Etre
support par leMIC apporte normment de crdibilit auprs des
clientspotentiels. Guillaume Tilleul, NumerizikBILAN 2009-2011 MIC
WALLONIE 4. 100 startups and 5 Boostcamps laterBefore Starting6 key
DimensionsBusiness ModelMarketingSalesFinanceTechnology *PitchesAnd
now ?Lets share thinkings 1H ??? 5. Before Starting 6. Why Tools
are critical ? A quoi servent les outils ? - Parler le mme langage
- Gagner du temps - Travailler ensemble Outils de toutes sortes:
Accounting, strategie, HR, organisation, finance, time management,
des CENTAINES dOUTILS !!!http://www.wordle.net 7. Must 1 : value
chain; Greiner Model; paradigm shifts Explosion du conceptMove to 6
? ExternalisationBreaking the Chasm ! 8. Must 2 : as basic as XL
!!!XL:-Abs / Related-Name-What If analysisBusiness Plan Stability
Assumptions stability Cash Flow ? (2/3 bankrupt) ROI measure
sensibility and hold them ! 9. Limits of tools: Michael Porter
Strategy = define and keep a sustainable advantage 3 ways Best
Cheap Different Invented end of 80 Information speed Individual
value: , social, sustainable 10. Must 3 : Time management ! Why do
you do something ? SMART Think Visual 4D emails management 11. Tons
of MUST Voyagez ! Parlez de nombreuses langues ! 12. Conclusions :
Learn to Learn Kill your TV Go to CinemaFrom working Hard Subscribe
to To working smart Harvard Business Review 123 Manage Wikipedia
Amazon.com 13. 100 startups and 5 Boostcamps laterBefore Starting6
key DimensionsBusiness ModelMarketingSalesFinanceTechnology
*PitchesAnd now ?Lets share thinkings 1H ??? 14. Contribution to
your wisdom 15. Invent or Innovate ? 16. Intro* to Business Models
17. BusinessModelGeneration.com 18. Thinking 1 What are the
business ofMicrosoft? Apple ?Salesforces.com ? FaceBook ? 19.
Microsoft is a softwarecompany with ww market Local adaptation 1000
720 back to LSE 40% of jobs in IT WW are MsftRelated Partner based
model 750.000 partners ww 4800 in Belgium Strong in G2MFOOTPRINT
Own & Partners innovation 20. Apple Consummer model(low SMB,
Enterprise) End-to-end Captive : web cam, iPhone, Reccuring : G5
(backward), Mac.com vs Me,... Premium Market(High End, $, Design)
Why is iPhone that a success ? App StoreRevolutionin
distributionBut- pre-finance dev- Volume needed- % fee for Apple
DIFFERENT 21. B2B via Web Subscription based Segmented : High end,
middle rangeand individual/SMB Direct or Partners : cost of
salesaligned to margin; from 1 platform Platform : web 2.0 : user
generatedconfiguration Gain on Subscription Services Leverage
community :app-ecchange ALIGNMENT 22. Advertising model they know
you !!! (subscription ?) Border line of Profitability Stupid basic
functionality User Profile Friends Board Share photos / Video But
facebook APIMONETARIZE 23. 100 startups and 5 Boostcamps
laterBefore Starting6 key DimensionsBusiness ModelMarketing (in IT
!!!)SalesFinanceTechnology *PitchesAnd now ?Lets share thinkings 1H
??? 24. Thinking 2 How old are FaceBook ? Twitter ?Fikket ?Resto.be
? Immoweb.be ? 25. 50% of IT today did not exist 3 years ago !
Business = transaction, added value From 1-1 Value Chain (software,
integrator, hoster, customer) Distributed / Clouds How do you gain
money ? Software Service INfrastructure Web Subscription
Adverstising % transaction How do you go to market (G2M) ? B2B,
B2C, B2Web Direct, Indirect ? How do you finance your cashflow ?
26. Tom Siebel : ww leader in CRM Ex Oracle Has a Vision on next
generation CRM First group a Board 5 customers early adopters 3
Partners 1 bankers 1 Nasdaq investor Marketing team Business Dev /
Sales / Partner Team Fully paid, 6 month time for true ? 1 year :
release 1 Direct Sales, B2B + Partners License based : cash +
maintenance 600mio$ in 4 years Purchased by Oracle for 5.85 Bi$
after 7 years 27. What can we learn from all this ?1. Time to
market is more important than features2. Inventing the appropriate
business model (you can copycat, danger of being the first one,)3.
Align costs and revenue (Siebel vs HR)4. Manage risk in time5. Dont
he$itate to partner if time 2 market is in danger : VC, Bank,
public funds*, sales partner, implementation, hosting, Make or buy
question ?6. Which distributed value chain do you accept ? Michael
Porter : best, cheapest or the other one7. Have a clear value model
(open ERP) 28. 100 startups and 5 Boostcamps laterBefore Starting6
key DimensionsBusiness ModelMarketingSalesFinanceTechnology
*PitchesAnd now ?Lets share thinkings 1H ??? 29. Whats the
difference between a company and succesful company ? THE ABILITY TO
EXECUTE KENICHI OHMAE 30. How can you do 1 Mio in 2 Years ?Example
: SMS game, pay per SMS10c / sms; 500k de cout / an Stratgy 1 :
Think "Big" Stratgy 2 : Repeatable Business Case Stratgy 3 :
Socialisation Stratgy 4 : Indirect / Prescriptor Stratgy 5 : web
2.0 Stratgy 6 : Pure Services 31. 100 startups and 5 Boostcamps
laterBefore Starting6 key DimensionsBusiness
ModelMarketingSalesFinanceTechnology *PitchesAnd now ?Lets share
thinkings 1H ??? 32. Finance for StartupsMartin van WunnikXavier
Corman 33. Creativity levelFinance & Accountinglevel 34. 5
Company Setup Accounting Financial Plan Funding your startup
Valuation / Dilution 35. Why should I create a company ? Limit your
liabilities !Professional touch Fiscal 34% (24% for
3y)Succession... Formalities & some costs (bank, notary,
KBO/CBE, social secretary)Double entry accounting Revisor for
in-natura contributions 41 36. Accounting: Profit & Loss
(P&L) COGS (Cost of Sales) Personnel CostsGross margin Revenues
(Sales) General Expenditures Added Value Depreciation
EBITDAFinancial costProfit 37. Financial Plan / Profit & Loss
Revenues (Sales) COGS (Cost of Sales)General
ExpendituresCOSTSPersonnel Costs Financial
costDepreciationCASHCASH-FLOW IF NEGATIVE DRAIN Profit 38.
http://www.ideaowl.com/blog/2011/06/microconf-2011-3-surprises-and-learnings-from-best-conference-ever/
39. How to finance your start-up ?FFFClientsBA SuppliersVC Banks
CrowdShareholdersEquityLT DebtsST DebtsPublicBanks Shareholders 40.
Valuation Exit Money Sweat MoneyYear 1 Year 2Year 3 Year 4 Year 5
Year 6 41. Valuation - What is dilution ? 42. Next
Workshops06/03/2012 | 18:30 20:30 Company Setup20/03/2012 | 18:30
20:30 Accounting17/04/2012 | 18:30 20:30 Financial Plan15/05/2012
|18:30 20:30 Funding29/05/2012 |18:30 20:30 Valuation Venues still
to be defined (Brussels) 43. On possible way for a Belgian IT
startuptype B2B: 20kIdea : 4 weeks POC : max 6 monthsClear Proposal
ValueWhere is the money First run = max 1 year Pre-activity
fundsBusiness plan 2nd run : (12.500)Build or buy Build a technical
POC FFF + Find 150k max 24 months3rd run : max 36 Show this to 2
early 2 persons months adopter customersFind 250k Distribution
Partner model Channels 10 persons (PAM vs Direct Sales)Find
1MioIndirect Web 2.0 branding 20 peoplesTarget Target : 5
distributorsIndirect 3 distributors, 100 customers Target 25
customers 2 moi 10 distributors 500k 300 customers 10 Mioi Sell ?
Sell ? No Revenue Sell ? True business 44. 100 startups and 5
Boostcamps laterBefore Starting6 key DimensionsBusiness
ModelMarketingSalesFinanceTechnology *PitchesAnd now ?Lets share
thinkings 1H ??? 45. The SaaS opportunity Costs of your IT
resources are simplifiedas commodity Advantages Possible Costs
alignments on Revenue streams No upfront investments Backing SLA on
Microsoft New revenue model possible Can turn decision from Capex
to Open inBuyer eyes Cf 7 revenue models (infra) 46. Variant =
Affiliations ? 47. The SaaS opportunity Costs of your IT resources
are simplified as commodity Advantages Possible Costs alignments on
Revenue streams No upfront investments Backing SLA on Microsoft New
revenue model possible Can turn decision from Capex to Open in
Buyer eyes Cf 7 revenue models (infra) 48. 100 startups and 5
Boostcamps laterBefore Starting6 key DimensionsBusiness
ModelMarketingSalesFinanceTechnology *PitchesAnd now ?Lets share
thinkings 1H ??? 49. Deux exemples de pitches 50. Contribution to
your wisdom 51. 100 startups and 5 Boostcamps laterBefore Starting6
key DimensionsBusiness ModelMarketingSalesFinanceTechnology
*PitchesAnd now ?Lets share thinkings 1H ??? 52. The MICs
BoostcampsMicrosoft Innovation Center asblParc Initialis Boulevard
Initialis, 17000 Mons - Belgique Tl: +32 65 95 03 95 Fax: +32 65 95
03 96 Email: [email protected]@micbelgique Groupemic.fikket.be
www.facebook.com/micbelgiqueSite web: http://www.mic-belgique.be
micbelgique 53. My contribution to your Wisdom today 2012 -
[email protected] 54. Are you an app builder or planning to
become one? Stay updated and in the know through
Microsoft.be/ISVCheck out our ISV team at the Microsoftbooth and
get your entrance bracelet forthe Microsoft Partner Drink here at
TechDays! 55. Roald SieberathHOPE MIC Belgique 56. Were going to
talk about : 57. Who am I ?I used to : I studied business at :I
(co-)launched startups :I work with startups : 58. Main ideasWhat
is a business modelWhy its importantBuilding blocksStartup is a
different animalExemples & TEST ! 59. Violonist story Earned :
32$ 60. Violonist story II (the revenge)Joshua Bell 61. Lessonfor
Joshua (& gifted developers) Talent is not enough 62. Some
building blocksmissing 63. Why Business Model matters ? 64. The
winner isnot the onebut the onewith the best with the
besttechnologybusinessmodel 65. Introducing 66. Business Model : 9
building blocks 67. Customer segments 68. Value proposition 69.
Channels 70. Customer relationships 71. Revenue streams 72. Key
Resources 73. Key Activities 74. Key Partners 75. Cost structure
76. Recap 77. Full model 78. All right,what do I make of it ? 79.
Use it as a toolbox ! 80. Business Models need to be designed 81.
Business model canvas 82. Its visual 83. Its fun 84. Its a
communication toolDevelopers Marketersare from are fromMarsVenus
85. You get to work with Post-It 86. Its becoming a lingua franca
87. An easy way to share, discuss, adjust 88. Itseverywhere ! 89.
Introducing (Part 2) 90. We used to think: a startup is a company,
just smallerAnd should be managed in a similar way 91. RealityA
startup is a different animalManagement scienceshouldnt be
completely the same 92. Another view: Steve Blanka company a
startupsolves asolves anknown unknownproblem problem 93. Waterfall
modelProblem: known Solution: known 94. Agile Development
(XP)Problem: knowncustomer Solution: unknown 95. Customer
Development Data, feedback, insightsProblem: unknown Solution:
unknownHyp, experiments, insights 96. Generate multiple hypotheses
97. TEST the hypotheses ! 98. Customer Development 99. Lean startup
cycle 100. Adjust until you can prove it works ! 101. What is a
proof ? 102. a signed deal ! 103. So: get out of the building !
104. Search (and find)the right business model Only then, execute !
105. Pivot ! 106. Exemple : DjengoCool startupYoungfoundersCool
concept 107. Djengo v.0.5 : C2C car-sharing(may 2010)Carsharing
concept :- Between individual users- From anywhere to anywhere-
clearinghouse + social 108. Djengo was going into a wall 109. So
Djengo pivoted 110. Djego v.1.0 : event car-sharingValue prop:Fixed
destinationCustomers:Event organizersBMC : changedBetter ! 111.
Djengo v.2.0 : B2B car-sharing Changed again : car-pooling
foremployees Value proposition forcompanies Different
partners,relationships, 112. Djengo : they now have a business !
113. Business Model innovation Many sectors can be challenged &
changed. Not so much technologically, But on their business model.
114. Business Model innovationENIACFirst commercialcomputer15 Feb
1946 115. Lessons(recap) 116. 1. Business Model can win or kill
your business 117. 2. You need to design yourBusiness Model 118. 3.
Use it as acommunication tool 119. 4. TEST your hypotheses 120. 5.
by getting out of thebuilding ! 121. 6. PIVOT (if needed) 122. 7.
only then, execute ! 123. Understand this to avoid crashes 124.
Thank you ! 125. 30-second pitcheveryone can understandLeo Exter,
founder @ westartup 126. Because clarity ofspeech requiresclarity
of thought. 127. Not everyoneknows as much asyou do. 128. 1. Short
words everyone knows1.Zero fluff2. No vague words: forget about
platforms and solutions3. Zero fluff 129. What it is(smartphone
app) Whose problem it solves(engineering students) What problem it
solves(find cheap second-hand books) With which secret
ingredient(Dropbox-like recruitment of buyers and sellers) 130.
[email protected] Got questions?@leoexter 131.
Anatomy of aCOMPETENT 5-minute pitchLeo Exter, founder @
westartup
