11-Jul-151Inovasi dan Kewirausahaan (IK)BAGAIMANA MENDIRIKANSEBUAH PERUSAHAAN STARTUP(Business Model and CustomerDevelopment)Oleh:Ono SuparnoProgram Magister Manajemen AgribisnisSekolah Pascasarjana, Institut Pertanian Bogor20151Whats A Company?A business organization which sells aproduct or service in exchange for revenueand profit2How Are Companies Organized?Companies are organized aroundBusiness Models3Whats a Business Model?A business model describes all the parts ofthe company necessary to make money411-Jul-152What About My Technology?Your technology is one of the many criticalpieces necessary to build a company.It is part of the Value Proposition.5What About My Technology?Customers dont care about your technology.They are trying to solve a problem.6Whats A Startup?A startup is a temporary organizationdesigned to search for a repeatable andscalable business model7How to Build A StartupIdeaBusiness ModelSize of OpportunityCustomer Development811-Jul-153How to Build A StartupIdeaSizeof theOpportunityBusinessModel(s)CustomerDiscoveryCustomerValidationTheory PracticeBusinessModel(s)Sizeof theOpportunity9How to Build A StartupIdeaSizeof theOpportunityBusinessModel(s)CustomerDiscoveryCustomerValidationBusinessModel(s)Sizeof theOpportunity10The Business Model11The Business Model The rationale of how an organization creates,delivers, and captures value. A relation picture between the advantages andresources of the company as well as the activitiesundertaken to acquire and create value thatmakes the company able to generate profits.1211-Jul-154The Business Model:Any company can be described in9 building blocks13 14sketch out yourbusiness model15No business plan survives firstcontact with customers, so usea business model canvasA collection of unproven assumptions,but is directly implemented1611-Jul-155BusinessModel Canvas17to describe, challenge,design, and inventbusiness models moresystematically1819The 9 Building Blocks2011-Jul-156KEYPARTNERSVALUEPROPOSITIONSCHANNELSCUSTOMERRELATIONSHIPSCUSTOMERSEGMENTSREVENUE STREAMS COST STRUCTUREKEYACTIVITIESKEYRESOURCESBusiness Model Canvas Any Business21CUSTOMER SEGMENTSwhich customers and users are you serving?which jobs do they really want to get done?22VALUE PROPOSITIONSwhat are you offering them? what is thatgetting done for them? do they care?23CHANNELShow does each customer segment want to be reached?through which interaction points?2411-Jul-157CUSTOMER RELATIONSHIPSwhat relationships are you establishing with each segment?personal? automated? acquisitive? retentive?25REVENUE STREAMSwhat are customers really willing to pay for? how?are you generating transactional or recurring revenues?26KEY RESOURCESwhich resources underpin your business model? whichassets are essential?27KEY ACTIVITIESwhich activities do you need to perform well in yourbusiness model? what is crucial?2811-Jul-158KEY PARTNERSwhich partners and suppliers leverage your model?who do you need to rely on?29COST STRUCTUREwhat is the resulting cost structure?which key elements drive your costs?3031images by JAMcustomersegmentskeypartnerscoststructurerevenuestreamschannelscustomerrelationshipskey activitieskeyresourcesvalueproposition31Examples3211-Jul-15933 34Size of Opportunity35Market/Opportunity AnalysisHow Big is It? Market/Opportunity AnalysisIdentify a Customer and Market NeedSize the MarketCompetitorsGrowth Potential3611-Jul-1510How Big is the Pie?Total Available MarketTotal Available Market How many people would want/needthe product? How large is the market be(in $s) if they all bought? How many units would that be?How Do I Find Out? Industry Analysts Gartner, Forrester Wall Street Analysts Goldman, Morgan37How Big is My Slice?Served Addressable/Available Market How many people need/can useproduct? How many people have the money tobuy the product How large would the market be (in$s) if they all bought? How many units would that be?How Do I Find Out? Talk to potential customersServedAvailableMarketTotalAvailableMarket38How Much Can I Eat?Target Market Who am I going to sell to in year 1, 2 &3? How many customers is that? How large is the market be(in $s) if they all bought? How many units would that be?How Do I Find Out? Talk to potential customers Identify and talk to channel partners Identify and talk to competitorsTotalAvailableMarketTargetMarketServedAvailableMarket39Market Size: Summary Market Size Questions: How big can this market be? How much of it can we get? Market growth rate Market structure (Mature or in flux?) Most important: Talk to Customers and Sales Channel Next important: Market size by competitive approximation Wall Street analyst reports are great And : Market research firms Like Forester, Gartner4011-Jul-1511Examples41Market size- 300 million patients worldwide- Required HbA1C testing every60-90 days- Available in-home HbA1C tests todayare $100/10 tests- Assuming $1 per test, TAM = $1.2 billion- Assuming 50%people have the accessto a HbA1c test, SAM = $600 million- Assuming we can capture 20% of SAM(high-end diabetics and early adopters),Target market = $120 millionTotal availablemarket = $1.2 billionServed AvailableMarket = $600 millionTarget market= $120 millionThe hemoglobin A1c test for diabetes(HbA1c)42Customer Development43Customer DevelopmentHow We Search for the BusinessModel4411-Jul-1512Customer DevelopmentThere are no facts inside your building,so get the heck out45Customer Development ishow you search for the business modelCompanyBuildingCustomerCreationExecutionCustomerDiscoveryCustomerValidationPivotSearch46Customer DevelopmentCustomerDiscoveryCustomerValidationPivotSearchThe Search For the Business Model Customer discovery: first capture the founders vision, turn it intoa series of business model hypotheses, develops a plan to testcustomer reactions to those hypotheses, and turn them into facts. Customer validation: tests whether the resulting business modelis repeatable ad scalable. If not, return to customer discovery.47Customer DevelopmentCompanyBuildingCustomerDiscoveryCustomerValidationCustomerCreationPivotExecution Customer creation: the start of execution. It builds end-user demand and drives it into the sale channel to scale thebusiness. Customer validation: transitions the organization from astartup to a company focused on executing a validatedmodel.4811-Jul-1513 Articulate and test your hypotheses Design experiments, start listening Continuous discovery Done by foundersCustomer DiscoveryCustomerDiscoveryCustomerValidationCompanyBuildingCustomerCreationExecutionSearchPivot49Discovery How big is the market? Whos the customer? Whats their problem/need Whats the product/service/need? Does it solve the customers problem? How do you create demand? How do you deliver the product? How do you make money?50The Minimum Viable Product (MVP) Smallest feature set that gets you the most Works as a stand-alone product solving at leastthe core problem and demonstrating the productvalue.CompanyBuildingCustomerCreationCustomerDiscoveryCustomerValidationPivot51Hypotheses Testing and Insight5211-Jul-1514The Pivot The heart of Customer Development Iteration without crisis Fast, agile and opportunisticCustomerDiscoveryCustomerValidationPivotSearch53A Pivot is the change of one ormore Business Model CanvasComponents54The Customer Development ProcessCustomer DiscoveryCustomerDiscoveryCustomerValidationCustomerCreationCompanyBuildingBusinessModelCanvasExtractHypothesesTest Problem Test SolutionPivot orProceed55Customer Discovery Process1. State your hypotheses2. Test the problem3. Test the solution4. Pivot or proceed5611-Jul-1515Customer discovery phase begins withthe business model hypothesisMarket size Large number or potential active users or customers Clear future-user growth in market with rapid andpredictable growth Opportunity to attract active customers or usersValue proposition Product or service vision Features and benefits Minimum viable product (MVP)57Customer discovery processPhase IState hypothesesDraw businessmodel canvasPhase IITest the problemPhase IIITest the solutionPhase IVVerify or pivotCustomervalidationCustomerdiscovery58Customer Discovery Outputs1. Customer identified2. Problem identified3. Product that solves problems identified59Customer ValidationCustomerDiscoveryCustomerValidationCustomerCreationCompanyBuilding Repeatable and scalable business model? Passionate earlyvangelists? Pivot back to Discovery if no customersPivot ExecutionSearch6011-Jul-1516The Customer Development ProcessCustomer ValidationCustomerDiscoveryCustomerValidationCustomerCreationCompanyBuildingGet Ready toSellSell, Sell, Sell PositioningPivot orProceed61References Blank Sand Dorf B. 2012. The Startup Owners Manual, TheStep-by-step Guide for Building a Great Company. K and SRanch, Inc., Pescadero. Blank S. The Scientific Method for Getting Technology toMarket. www.steveblank.com. Blank Sand Dorf B. Customer Development.www.steveblank.com. Blank S, Feiber J, and Burke J. The Lean LaunchPad.http://i245.stanford.edu/. Osterwalder A and Pigneur Y. 2010. Business ModelGeneration. John Willey & Sons, Inc., Hoboken.62Thank youfor your attention.Semoga bermanfaat danselamat berkarya.ono.suparno@ipb.ac.idhttp://ono.suparno.staff.ipb.ac.id63