Startup Steps & Validation Design
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A quick presentation about Validation Design & Experiment design. A little focus on the "EIA Startup Process - European Innovation Academy"
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Startup Steps & Validation Design
- 3. © Daniele Radici / Innovation-LAB - tutti i diritti riservati DISCLAIMER § il presente documento è stato realizzato da Daniele Radici e la proprietà intellettuale del medesimo è di Daniele Radici § i brand "Innovation-LAB" è “daniele.radici” sono utilizzati esclusivamente da Daniele Radici e ogni loro riproduzione è vietata § le informazioni in esso contenute hanno valore solo con il commento orale dell’autore § l’utilizzo, riproduzione e la divulgazione di questo materiale sono consentiti solo con il consenso scritto di Daniele Radici
- 4. © Daniele Radici / Innovation-LAB - tutti i diritti riservati be sure your startup vision isn’t a hallucination [Steve Blank] ”
- 5. © Daniele Radici / Innovation-LAB - tutti i diritti riservati UNPROCESSOSCHEMATICOPIÙAMPIOCIPUÒAIUTARE
- 6. © Daniele Radici / Innovation-LAB - tutti i diritti riservati 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5TEAM COMPOSITION PROBLEM SOLUTION FIT CUSTOMER DEVELOPMENT (problem-market-fit) PROTOTYPING (minimum viable product) CUSTOMER VALIDATION (get out of the building!) REVENUE MODEL GROWTH (costi, ricavi, scalabilità) MARKETING STRATEGY MARKETING CAMPAIGN LAUNCH! (demo) PRODUCT SPRINT PRODUCT SPRINT 30% PRODUCT SPRINT 60% PRODUCT SPRINT 100% MARKET TRACTION INTELLECTUAL PROPERTY FINANCIALS FUNDING PITCHING (quantitative evidence of market demand) MARKETING (da startup a impresa) © EIA – European Innovation Academy
- 7. © Daniele Radici / Innovation-LAB - tutti i diritti riservati ...CHI,MEGLIODISTEVEBLANK,CIPUÒSPIEGAREQUESTOCONCETTO?
- 8. © Daniele Radici / Innovation-LAB - tutti i diritti riservatilink video: https://steveblank.com/2014/07/03/validation-be-sure-your-startup-vision-isnt-a-hallucination-2-minutes-to-see-why/
- 9. © Daniele Radici / Innovation-LAB - tutti i diritti riservati What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? 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? 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? Day Month Year No. This 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.
- 10. © Daniele Radici / Innovation-LAB - tutti i diritti riservati What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? 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? 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? Day Month Year No. This 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.
- 11. © Daniele Radici / Innovation-LAB - tutti i diritti riservati QUALCHEEPICFAIL 2005, mercato ITA: 12.000.000 utenti stimati 2007, mercato ITA: 350.000 utenti reali
- 12. © Daniele Radici / Innovation-LAB - tutti i diritti riservati QUALCHEEPICFAIL investor concern over the threat of new technologies is overstated ” [Blockbuster Analyst Report, 1999]
- 13. © Daniele Radici / Innovation-LAB - tutti i diritti riservati QUALCHEEPICFAIL
- 14. © Daniele Radici / Innovation-LAB - tutti i diritti riservati What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? 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? 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? Day Month Year No. This 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. D’OH!
- 15. © Daniele Radici / Innovation-LAB - tutti i diritti riservati TRANQUILLI,SIPUÒFARE!
- 16. © Daniele Radici / Innovation-LAB - tutti i diritti riservati GET OUTOF THE BUILDING!!!
- 17. © Daniele Radici / Innovation-LAB - tutti i diritti riservati CUSTOMERDEVELOPMENT IL CUSTOMER DEVELOPMENT È IL PROCESSO ITERATIVO ATTRAVERSO IL QUALE SI VALIDANO LE IPOTESI, CONVERTENDOLE IN FATTI
- 18. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 19. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 20. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 21. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 22. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 23. © Daniele Radici / Innovation-LAB - tutti i diritti riservati PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT
- 24. © Daniele Radici / Innovation-LAB - tutti i diritti riservati TESTCARD&LEARNINGCARD
- 25. © Daniele Radici / Innovation-LAB - tutti i diritti riservati EXPERIMENTDESIGNCANVAS DESIGNED BY: Daniele Radici adapted from the original version by Cocoon-Projects // This work is licensed under the CC Licence “Attribution NoDerivatives 4.0 International (CC BY-ND 4.0)” - To view a copy of this license, visit: https://creativecommons.org/licenses/by-nd/4.0/ You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material. &- - -- -- - &-- - & PRESENTATIONDESIGNCANVAS Project name: ___________________________________________________________________ Audience // Participants: _________Layout // Location: ____________________________ DESIGNED BY: Daniele Radici // This work is licensed under the Creative Commons Licence “Attribution NoDerivatives 4.0 International (CC BY-ND 4.0)” - To view a copy of this license, visit: https://creativecommons.org/licenses/by-nd/4.0/ You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material. Event: ___________________________________ Data: _____________ REV: ________________
- 26. © Daniele Radici / Innovation-LAB - tutti i diritti riservati QUALCHESPUNTODAALEXANDEROSTERWALDER © Alexander Osterwalder
- 27. © Daniele Radici / Innovation-LAB - tutti i diritti riservati CONQUALEAPPROCCIO?
- 28. © Daniele Radici / Innovation-LAB - tutti i diritti riservati TEST&LEARN
- 29. © Daniele Radici / Innovation-LAB - tutti i diritti riservati GET OUTOF THE BUILDING!!!
- 30. © Daniele Radici / Innovation-LAB - tutti i diritti riservati GRAZIE DANIELERADICIdaniele@danieleradici.com +39.349.4143.581 www.danieleradici.com Via Masone, 2 24121 - Bergamo