Workshop innovits i tutor imprenditori ottobre 2014 stefano mizio

Innovits workshop Framework, processes,

methods

22 ottobre 2014 Stefano Mizio

• How you will be involved

• Planning

• Method, Process, Tools

Stefano Mizio

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This talk...

Call for Ideas: we help startups to emerge

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Startup Creation

Early Stage

Expansion

•Innovation

Assesment

•Business

Modeling

•Coaching &

Mentoring

•Training

•Business

Model

elaboration

•Pitch day

•Access to

finance

•Hosting

•Training

•Commercial

ization

•Internation.

Support

•Business

Dev.

Inn

ovit

s

Call

Fo

r Id

eas

Jo

urn

ey

“Don’t join an accelerator unless you can win it. That requires being at a stage where you can

actually benefit from meetings with investors and the press”

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Steve Blank 4

Search...

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Steve Blank 5

Startup and Established Company

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METHOD: LEAN STARTUP

PROCESS: CUSTOMER DEVELOPMENT

TOOLS: BMC, MVP, CUSTOMER INTERVIEW,..

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Framework

By S. Blank Stefano Mizio

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Core Principles: scientific method

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Just an example: Zappos

http://www.zappos.com/

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Andreas klinger

Missing your opportunity…by focusing on the wrong thing

or by looking at the wrong customer

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By S. Blank

The Journey

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“Startups evolve through discrete stages of development. Each stage can be

measured with specific milestones and thresholds”. 11

Cracking the code of innovation

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It takes time

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Problem - Solution FIT

“The hard part is finding the problem to solve” – K. Sistrom

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Steve Blank 14

Get out of the building


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Stop! Let’s start from your idea of business model

• “A business model is simply the ‘way of doing

business’ that a firm has chosen: its entire system for

creating and providing consistent value to customers and

earning a profit from that activity, as well as benefit for its

broader stakeholders. It refers to the core architecture or

configuration of the firm, specifically how it deploys all

relevant resources (not just those within the company

boundaries), to create differentiated value for customers

at a profit…” (Davenport, T. H., M. Leibold and S. Voelpel (2006). Strategic Management in the Innovation

Economy. Publicis Wiley.)

• The business model is a company’s answer to the

question of how to make money in its chosen business. It

describes, “…as a system, how the pieces of a

business fit together” (Magretta, J. (2002). "Why Business Models Matter." Harvard Business

Review 80(5) May: 86-92.)

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What does a business model mean?

• The essence and main components

WHO WHAT HOW

is your customer?

do you offer your customers?

do you do this?

Markets

Customer Segments

Individual Customers

Products & Services

Solutions

Experiences

Create Value

Deliver Value

Capture Value

Delivering the Who, What and How in a concise message. Unique Value Proposition: a single, clear compelling

message that states why you are different and worth buying

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By Mark Sniukas 17

What is a business model?

Who • People who want a quick bite to eat • Get in, order, get served quickly, get

out quickly again

What • Pre-made food prepared constantly according to demand

• Standard menus • Some variations allowed

How • Standardized processes • Central locations with high

frequencies • The key is to serve a maximum

number of people during a given time

By Mark Sniukas

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McDonald’s Business Model

OFFER

CHANNELS

RELATIONSHIPS CLIENTS

REVENUE STREAMS COST CENTRES

KEY

PARTNER

KEY

RESOURCES

KEY

ACTIVITIES

Who‘s your customer?

Which

customer segments do you serve?

What‘s your offer?

Which „jobs to be done“

do you satisfy?

What‘s your relationship

to the customer?

What‘s your image?

How do you reach your customers?

How do you make money?

What is driving cost?

What are your core

activities and processes? What are

your main suppliers, partners

and alliances?

What are your main assets

and competencies?

The business model is a company’s answer to the question of how to make money in its

chosen business. It describes, “…as a system, how the pieces of a business fit together”

By A. Osterlwalder Stefano Mizio

A way to depict your Business Model

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A BMC example - TELCO

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BCG Model

A different model...

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Guess Guess

Guess

Guess

Guess

Guess

Guess

Guess Guess

9 Guesses

By A. Osterlwalder

fundamental problem in a given situation

that needs a solution

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When customers find that they need to get a job done, they

“hire” products or services to do the job.

MIT Sloan Management Review 2007 - Finding the Right Job For Your Product

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Problem means : JBTD

The Innovator’s toolkit

Key components of a job statement

are an action verb, the object of the

action, and clarification of the context

in which the job is performed

fundamental problem in a given situation

that needs a solution

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JBTD

http://innovatorstoolkit.com/content/technique-1-jobs-be-done

1 • Jobs to be done

2 • Value proposition

3 • Your Business Model

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Process to follow

JTBD: providing a

safer alternative for

scooter families.

Value Proposition:

offering an affordable,

safer, all-weather

alternative for scooter

families.

Business Model:

that goal required radical

changes in the cost

structure of making a Car.

You are standing on a Mumbai road on a rainy day and notice the

large number of motor scooters snaking precariously in and out

around the cars

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Design Value Propositions that match your Customer's needs and

jobs-to-be-done and helps them solve their problems. By A. Osterlwalder Stefano Mizio

Value Proposition Canvas

Jobs to be done: •What functional jobs is your customer trying get

done? (solve a specific problem, complete a specific

ask)

•What basic needs is your customer trying to satisfy?

(communication,…)

•What emotional jobs is your customer trying to get

done? (feel good, security,…)

Pains (before, during and after getting the JTBD): •What does your customer find too costly?

•What makes your customer feel bad?

•How are current solutions underperforming for your customer?

•What are the main difficulties and challenges your customer encounters?

•What negative social consequences does your customer encounter or fear?

•What risks does your customer fear?

•What common mistakes does your customer make?

•What barriers are keeping your customer from adopting solutions?

Gains: •Which savings would make your customer happy?

•What outcomes does your customer expect and

what would go beyond his/her expectations?

•How do current solutions delight your customer?

•What would make your customer’s job or life

easier?

•What positive social consequences does your

customer desire?

•What are customers looking for?

•What do customers dream about?

•How does your customer measure success and

failure?

•What would increase the likelihood of adopting a

solution?


Don’t forget

to rank jobs,

pains, gains

Important +

Insignificant -

Step into your customers’ shoes One step toward customer interview

Which core beliefs you need to test with customers

(analgesics): How we are helping our customers with

their pains (for example: saving them some time thanks to the automatic generation of a shopping list or thanks to a home

delivery service)

(vitamins): How we provide benefits for our customers

(for example: helping them to save some money thanks to some discount coupons).


Value Map + Customer Profile

By A. Osterlwalder

WHAT are we

building and

WHY are we

buiding it

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Static + Dinamic merge

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Ask about experience not opinions 31

Customer Interview: Good and Bad question

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Find Customer

Validate Problem

Validate Solution

Learn&Iterate

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Customer Interview Process:

No leading question – know what you need to learn

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• How you currently deal with this problem?

• Talk me through the last time you had this problem.

• How much money does this problem cost you?

• Who else should I talk with?

• Would you buy a product which solved this problem?

• How much would you pay for this?

• Do you think it’s a good idea?

• Do you have a problem with this?... well, now I’am!

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Customer Interview: Good and Bad question

…Awesome feedback: “ we are spending XX euro per month on this!

Proofs it is a problem

Lean Startup 101

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There are no facts inside the building

The Value Hypothesis

The Growth Hypothesis

The Minimum Viable Product

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Leaps of faith assumptions

Eric Ries

By Stephan Roock

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Minimum Viable Product

MVP

A dummy banner:

404 / "Not Found"

message.

If enough users

click on the

banner, the

product will go

into development

Test and Learn

Smoke test

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“Test" your model and your assumptions with customers

until you find the right business model to scale.

By A. Osterwalder Stefano Mizio

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Pivot or Persevere

Companies that cannot bring themselves to pivot to a new

direction on the basis of feedback from the marketplace can get

stuck in the land of the living dead.

By Eric Ries

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Land of the living dead

The state where a

company is neither

growing enough nor

dying, consuming

resources and

commitment from

employees and other

stakeholders but not

moving ahead. It is a

terrible drain of human

energy


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Our map

Stefano Mizio

www.leanlaunchlab.com

Data: Lean Launch Lab

https://www.leanlaunchlab.com/

Data

Center

+ 1

backup

metod

Telecom /Cell

phones provider

Unreliable

electric grid

Sell

Data center fuel

availability

countries

have grid

problerms

Fuel

costs

Risk theft

of fuel

7/10

Developing

countries / no

reliable grid

DURATHON

Exploration

Stefano Mizio www.leanstartupmachine.com

https://www.leanstartupmachine.com/validationboard/

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The easiest version

(Business Models)… But they don’t factor in one critical

dimension of performance: competition.

Sooner or later—and it is usually sooner—every enterprise

runs into competitors

P.B. Seddon – G.P. Lewis Strategy and Business Models: what’s the difference? Stefano Mizio

Strategy and Business Models

Stefano Mizio W.C. Kim R. Mauborgne Blue Ocean Strategy

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The Value Curve (1)


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The Value Curve (2)

0

2

4

6

8

10

Sc

ori

ng

Factors of Competition

Industry Strategy Canvas

Nintendo

Game Industry


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Nintendo Wii example

VALUE

PROPOSITIO

N

CHANNELS

RELATIONSHIP

S

CUSTOMER

S

REVENUE STREAMS COST CENTRES

KEY

PARTNER

S

KEY

RESOURCES

KEY

ACTIVITIES

Stefano Mizio

Let’s move on – Homework

BMC

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Our social presence

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Keep in touch