to a Startup.From an idea

Stories, facts and best practices

GIULIANO IACOBELLI - @giuliano84Co-founder @stamplay

Me

Software Engineer. 28yrs old. Co-founder @Stamplay

What is a startup?

Usually it goes like.

And often seems to end like

But, guess what?

This is not reality.

9 out of 10 die

Startups are really hardand there is no secret ingredient to succeed

A good definition of startup

“A human institution designed to deliver a new product or service under conditions

of extreme uncertainty”

- Eric Ries

VISION

MISSIONand

Vision

What is gonna be?(so why we do our thing)

Vision

Chester Carlsoninvented a way to make copies of paper docs

IBM laughed at him.With Haloid created Xerox machines and today “to Xerox” is a verb.

Anatomy of a good Vision

• Short

• Easy to understand (also if arguable)

• Comes true quite fast (< 5yrs)

• Long lasting (decades)

Mission

What we do? For whom?

Mission

Wang Laboratories3 Billions in revenue in the 80s with Word processing oriented computers

Failed. Didnt foresee general purpose computers

(VC Since 1911 - 104 IPO Served)

Somthing from their Portfolio:

Something they discarded:

(VC Since 1911 - 104 IPO Served)

Startups

Everything but an exact science

“Don’t worry about failure you only have to be right once”

- Drew HoustonDropbox

Startup Myths

1. Cost nothing to build

2. Get funded with some nice slides and a lot of passion

3. It all about the idea

4. Its founders are hippie college dropouts

Myth 1

Lean or not, building something meaningful costs money and savings run out.

“Startups are cheap”

Myth 2“Make them dream you’ll get money”

You are already underestimating the number of times you will be rejected and how long it will take you to raise some funds.

Myth 3“The idea makes the difference”

Yes, a great idea with:

• a great execution,

• a great timing

• a great team

• great perseverance

Myth 4“A startupper is a hippie college dropout”

Anatomy of the average founder:

40yrs old, Married, with Children 6-10 yrs work experience. Bachelors or higher.

How to make it?

Find your product/market fit before you run out of money.

THAT’S IT.

Startup is not a linear path

..everything you think to know about your product and market

was wrong?

What if..

Burned$ 450.000.000

For smokeless cigarettes but...

Smokers dont give a f**k about smoke

Grocery home delivery within a 30-min window choosed by the customer but..

..they didnt considered that many working customers would like their groceries delivered at

home and at night.

Burned$ 800.000.000

CNET named it the largest dot-com flop in history

Burned

$ 5.000.000.000

For satellite-based phone system

that nobody wanted

Yes, satellites are that expensive..

You dont invent products. You solve problems

Setup the right milestones

1. How much you know customer’s needs?

2. Our product solve that need?

3. How much are they willing to pay for our solution?

4. How much this problem is a priority to the customer?

Customer Develoment

Customer Discovery

The lean startup circle

Get it done and get it done fast.

You’ll get plenty of doubt: analyze data

It’s all about speed and control

Business Model Canvas

Customer Segments

People and organizations addressed by our company

Customer Segments

• For whom are we creating value?

• Who are our most important customers?

Value proposition

Services and products that provides value to our customer segments

Value proposition

• Product satisfies a new need

• Product offers better perfomance

• Product is more tailor made

• Product costs less

• Product has a better design

Channels

How our company reach its customers and tell them its value proposition

Channels

• Through which Channels do our Customer Segments want to be reached?

• How are our Channels integrated?

• Which ones work best?

• Which ones are most cost-efficient?

• How are we integrating them with customer routines?

Customer Relationships

Types of relationships established between the company and customer segments

Revenue Streams

Represents the incomes of the company for every customer segment

• 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 stream contribute to overall revenues?

Revenue Streams

Key Resources

Strategic assets that the company need to mainatin its business model

Key Resources

• What Key Resources do our Value Propositions require?

• Our Distribution Channels?

• Customer Relationships?

• Revenue Streams?

Resources type: Physical, Intellectual, Human, Financial

Key Activities

Strategic activities to deliver the value proposition, reach customers and nurtrure

relationships.

Key Activities

• What Key Activities do our Value Propositions require?

• Our Distribution Channels?

• Customer Relationships?

• Revenue streams?

Categories: Production, Problem Solving, Platform/Network

Key Partners

Defines contractors and partners that are critics for company’s business model

Key Partners

• Who are our Key Partners?

• Who are our key suppliers?

• Which Key Resources are we acquiring from partners?

• Which Key Activities do partners perform?

Cost Structure

Where all the costs for the company in order to have its business model up and running

Cost Structure

• What are the most important costs inherent in our business model?

• Which Key Resources are most expensive?

• Which Key Activities are most expensive?

YOUR TURN?

Ask yourself

• What are the emerging trends I notice?

• What problem I solve?

• What does my product do?

• Who will buy it and why they buy it?

ENJOY THE RIDE.

http://giulianoiacobelli.com

giuliano.iacobelli@stamplay.com

@giuliano84

http://facebook.com/giuliano.iacobelli

Thanks.

Credits & Inspiration

• Augusto Coppola

• Tara Hunt

• Steve Blank

• Alex Osterwalder