Post on 09-Apr-2017
David Argelliès da@agoranov.com davidargellies@gmail.com Facebook/Twitter : @OpenFromage www.agoranov.com
David Argelliès / IREN 2014 Do not share or distribute this content
David Argelliès / IREN 2014 Do not share or distribute this content
315 Millions € levés (hors IPOs)
268 Projets accompagnés 237 Sociétés actives
14 a
ns
3 IPOs (Nasdaq, Euronext, Alternext) Cap Bour > 2,6 Milliards
3500 Emplois directs créés
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There are best practices
There are bad practices
These are just statistical matters
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Teachers#Mentors#
Serial Entrepreneurs#Funds, business angels#
Lawyer
These are just statistical matters based on previous stories and maybe a different context
They know these best and bad practices They have stories and lots of experiences
and feedback
idée projet entreprise
Débile Folle
Partagée Disruptif
Imaginer Construire Optimiser
Branding Croissance
Liberté Intuition
Réalité Réflexion
Exécution Exemplarité
Personnelle
Equipe Ecosystème
Facile/Compliquée Ambitieuse
Challengé Ambitieux
Réaliste Planification
Opportuniste
Agile Solide
idée projet entreprise
Ecouter Comprendre
Faire
Problem/Solution
MVP Produit leader (blue ocean)
Opportunité de marché
Faisabilité éco Segmentation
Marketing op Scalabilité
Performance
Imaginer Construire Optimiser
Investment • Cash • Time
• Energy
Risk
Earnings • As a % of cash
invested • And not as an absolut
value
Desire dreams
(Is It a Good Idea To Launch This Company Matrix) iGiToLaTiC Matrix
Exemple 1 : iPad App, smart idea, no strong value • Investment = Low • Risk = Low • Earnings = Low but high if related to investment (good cost structure) • Dreams = you know Conclusion : nice business if you are ok to run a small business David Argelliès / IREN 2014 Do not share or
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DONTs DOs
Things that may NOT help It s more :
Things that may help
Copying/Redoing
If you fight against biggers with money, clients, people,
legitimity
You’d better had to have A better idea and/or
a strong agility
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This may NOT help This may help
Be smart/Think
It s not a choice Teachers call that Blue ocean
strategy
Fighting
The word is not ready for us = you are not ready to run a
business
The guy I’m talking to is not smart enough to understand us
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This may NOT help This may help
Be smart with people give peace a chance
you will need them all :
team,
help, supplier, clients and also competitors
If you pitch a dumb do a pitch for
dumb If people did not understand well
your project it s because you present it baddly
Be naïve
Not be aware of who you
are and where you sail
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This may NOT help This may help
Identify what you have that others don’t
Ideas, people knowledge
technologies patents advance
Agility,motivation
Try to keep that for you
Secret Protect Too much
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This may NOT help This may help
Share Talk
Listen feedbacks
The difference/the value is
Not the IDEA but the EXECUTION
To stay in your garage
Obstinacy
VS determination
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This may NOT help This may help
Be curious with everything
it may help one day
Score and valuate everything
Take decisions like an
insurer
CEO jobs is to make decisions
not to score options
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This may NOT help This may help
Keep your common sense for everything
And even more for business
decisions
No risk
Too much risk
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This may NOT help This may help
Balance
Unfortunately, the economic history of the world show a statistic direct correlation
between
risk and revenues
micro-projets créant de la
micro-valeur pour des
micro-cibles
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Courtesy of Olivier Ezratty / http://www.oezratty.net/wordpress/2014/ecosysteme-numerique-francais-surchauffe/
SUCCESS Is
OUBVIOUS
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Courtesy of Oussama Ammar / Koudetat theFamily
Extensive marketing actions help to scale the business Not to force the success
VALUE #Know it , keep it#
try to make it grow every single day • People • Knowledge • Technology • Science (IP, know how) • Marketing (brand name, clients) • Products • Ideas • Cash ….
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VALUE #Know it , keep it#
try to make it grow every single day
Design is not only cool
(IP, strategy, value analysis)
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“Time is Money” “Risk is Money”
More time is less money More risks is less money
Go/No GO = Cash expected x Risks
Time
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HR risks Product risks Market risks Finance risks
Competition risks Environment risks Execution risks
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RISKS
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Thoughts Strategic Marketing and Pricing are definitely for
engineers
Value analysis should be called margin optimization
There were no disruptive technologies in the first iPod
Your technology could be added to something stupid to do something great
Your current product will be maybe 5% of your
income within 3 years
MVP What is the purpose
Market ? Product design ? Legitimity
It s only the first step, there will be others step
DO NOT push too much marketing on the MVP
The incoming Beta version will be the one
Choose the right balance beetween
Cost / Time Functionalities for the user / Usability for your company
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MVP
YOUR MVP WILL NEED TO BE CHANGED and DEEPLY MODIFIED
Code from draft Value Analysis
Think about Hardware MVP cost Not too much procedures
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Business Plan ? BUSINESS PLANS ARE USELESS
TIME vs MONEY Planification and EXECUTION
KPIs for you KPI for investors
Consultant matrix (swot) Reality financial check NEED ++++
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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 CustomerSegments 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.
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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.David Argelliès / IREN 2014 Do not share or distribute this content
Search Think (problem and risk identification)
Check List Ressources needed
Compare Understand
Optimize
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Business Model : what’s for ?#
Internal communication Multiple Simple Clear Short
Logical
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Business Model : what’s for ?#
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 CustomerSegments 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.David Argelliès / IREN 2014 Do not share or distribute this content