STARTUP LIBRARY 101A NEW MINDSET

STARTUP LIBRARY 101

MJ

PRESENTEDBY

A NEW MINDSET

HELEN

Think like a startup: A white paper to

inspire library entrepreneurialism

WHITE PAPER

VIRGINIA TECH

BRIAN MATHEWS

WHITE PAPER

Mathews, 2012, p. 4

startups condition us for constant

change

startups provide a framework for action

startup is a culture

startups are about building

a platform

WHO WE ARE

University of TorontoMississauga

@helenkula

HELEN KULA

University of Guelph

@mjdelia

M.J. D’ELIA

AGENDA

FRAMEWORK FOUNDATION DISCUSSION APPLICATION

OLA SUPER CONFERENCE 2014

FRAMEWORKCUSTOMER DEVELOPMENT

CUSTOMER DEVELOPMENT

A methodology for startups that emphasizes learning and discovery before execution.

Blank & Dorf, 2012; Ries, 2011

CUSTOMER DEVELOPMENT

The search for repeatable, scalable, and sustainable solutions.

Blank & Dorf, 2012; Ries, 2011

1CUSTOMERDISCOVERY

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Establish hypotheses. Test hypotheses. Discover facts.

1CUSTOMERDISCOVERY

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Problem hypotheses: How big of a problem is it?

Product hypotheses: What solutions are currently in place? Do they work?

2CUSTOMERVALIDATION

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Test key features. Prove customers exist. Investigate scalability.

2CUSTOMERVALIDATION

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Questions: Is this solution financially viable? Will customers use our solution? Do we know how to sell them?

3CUSTOMERCREATION

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Begin executing. Build end-user demand. Increase scale.

3CUSTOMERCREATION

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Activities: Move from few to many customers. Launch and position the solution.

4COMPANY BUILDING

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Transition out of startup phase. Focus on execution.

4COMPANY BUILDING

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

Activities: Adjust management structure. Align resources to permanently support new solution.

1 2 3 4CUSTOMERDISCOVERY

CUSTOMERVALIDATION

CUSTOMERCREATION

COMPANYBUILDING

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

SEARCH EXECUTE

1 2CUSTOMERDISCOVERY

CUSTOMERVALIDATION

CUSTOMER DEVELOPMENT

Blank & Dorf, 2012, p. 22-23

SEARCH

Faith-based vision. List of hypotheses.

CUSTOMER DEVELOPMENT

GUESSING TESTING DISCOVERING

Scientific method. List of tests.

Validated learning.List of facts.

FOUNDATIONVALUE PROPOSITION

1

VALUE PROPOSITION

The bundle of products and services that create value for a specific customer segment.

Osterwalder & Pigneur, 2010, p. 22-25

VALUEPROP

VALUE PROPOSITION

CUSTOMER SEGMENTS

RELATIONSHIPS

CHANNELS

REVENUE

ACTIVITIES

PARTNERS

RESOURCES

COST STRUCTURE

Osterwalder & Pigneur, 2010, p. 18-19, 48-49

EFFICIENCY/LOGIC VALUE/EMOTION

VALUE PROPOSITION

What problem are you solving for whom?How does your product create customer gains?

How does your product alleviate customer pains?

Value Proposition Canvas

VALUEPROP

VALUE PROPOSITION

CONVENIENCE

ACCESSIBILITY

USABILITY

DESIGN

PRODUCTIVITY

COST REDUCTION

CUSTOMIZATION

STATUS

Observation: Declining statistics for in-depth research help.Proposed solution: New location. Improved branding.

Value Prop: Convenience. Accessibility. Usability. Clarity.

VALUE PROPOSITION

RESEARCH HELP DESK

FOUNDATIONBUILD MEASURE LEARN

2

BUILD MEASURE LEARN

A three-step feedback loop that enables rapid development and constant adjustments to the

business model.

Ries (2011), p. 22, 76-77

BUILD

BUILD MEASURE LEARN

IDEA

MEASURE

LEARN

PRODUCTDATA

Ries (2011), p. 76-78

BUILD MEASURE LEARN

Learn: What do you want to know? Measure: How will you measure it?

Build: What do you need to make?

Ries (2011), p. 76-78

Build: “Lemonade stand” at the library entrance. Measure: Track interactions. Conduct user experience interviews.

Learn: Students like quick help. Discovered new frustrations.

BUILD MEASURE LEARN

RESEARCH HELP DESK

FOUNDATIONMVP

3

MVP

Minimum Viable Product = a product/service with just enough features that allow it to reach

the market

Ries, 2011

MVP

Low-Fidelity MVP: Does the customer care? (Often used in customer discovery) High-Fidelity MVP: Will the customer adopt your solution? (Often used in customer validation)

Ries, 2011

Lo-fi MVP: “Lemonade stand” + signs (minimal construction)

Tests: Desk configuration. Multiple computers. iPad service. Branding awareness tests.

MVP

RESEARCH HELP DESK

Hi-fi MVP: “Lemonade stand” + service model

Tests: Query tracking. Customer journey maps. Signage audits. Staffing plan and service modelling. Revised referral strategy.

MVP

RESEARCH HELP DESK

FOUNDATIONPIVOT

4

PIVOT

A fundamental change in strategy based on validated learning in the customer development

process.

Ries (2011), p. 76-78

Observation: Declining statistics for in-depth research help.MVP: “Lemonade Stand”Build-Measure-Learn: Discovered other challenges.Zoom-Out Pivot: Expand our changes to include all frontline service interactions.

MVP

PIVOT

DISCUSSIONCASE STUDIES

CASE STUDIES

VIRTUAL

LEARNING

COMMONS

DATA

VISUALIZATION

WORKSHOP

A NEW

MAKER

SPACE

Images: http://www.3ders.org/articles/20130315-expressing-mathematics-in-3d-printed-sculpture-art.html http://www.freefever.com/wallpaper/1280x800/best-windows-wallpaper-abstract-fibre-optic-20882.html http://www.boostlabs.com/infographics-and-data-visualization-services-dc-md-va/

CASE STUDY

1. Which customers would you visit?2. What would be your value proposition?3. What would an MVP look like?4. How will you measure your success?5. How will you scale your solution?

APPLICATIONSIX TIPS

“There are no facts inside your building,

so get outside.”

APPLICATION

TIP 1 TIP 2

Blank & Dorf, 2012, p. 31

The best startup ideas ideas come from

noticing.

Graham, 2012

Determine what you want to learn before

you build.

APPLICATION

TIP 3 TIP 4

Ries, 2011, p. 76-78

Build a minimum viable product with the smallest possible

feature set.

Blank & Dorf, 2012, p. 60

“No business plan survives first contact

with customers.”

APPLICATION

TIP 5 TIP 6

Blank & Dorf, 2012, p. 35

“Failure is an integral part of the search.”

Blank & Dorf, 2012, p. 33

FINAL THOUGHT

“There is no way to remove the human element--vision, intuition, judgment--from the practice of

entrepreneurship, nor would that be desirable.”

Ries, 2011

announCementSTARTUP WEEKEND

March 28-30Mozilla Toronto

STARTUP WEEKEND

TORONTO

LIBRARY EDITION

http://toronto.startupweekend.org

QUESTIONS?STARTUP LIBRARY 101

THANK YOU

STARTUP LIBRARY 101

OLA SUPER CONFERENCE 2014

Blank, S. (2014). Steve Blank [blog]. Retrieved from http://steveblank.com Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S RanchGraham, P. (2012). How to get startup ideas [Blog]. http://paulgraham.com/startupideas.htmlMaRS. Entrepreneur’s Toolkit. Retrieved from http://www.marsdd.com/entrepreneurs-toolkit/ Mathews, B. (2012, April). Think like a Startup [white paper]. Retrieved from http://vtechworks.lib.vt.edu/handle/10919/18649 Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Hoboken, NJ: WileyRies, E. (2011). The Lean Startup. New York: Crown.

REFERENCES

Slide Design: Pasquale Vitiello