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Cracking the code of innovation - Cosimo Panetta
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#sardegnalean
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1. STARTUP GENOME
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
1998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
200420031998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
2005200420031998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
2011200920082005200420031998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
20112010200920082005200420031998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
20112010200920082005200420031998 2012
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
201220112010200920082005200420031998
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IL MOVIMENTO LEAN STARTUPFonte: University of Applied Science Osnabrück
2013201220112010200920082005200420031998
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IL MOVIMENTO LEAN STARTUP
2013201220112010200920082005200420031998 2014
Fonte: University of Applied Science Osnabrück
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2. STARTUP GENOME: ECOSISTEMI
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ECOSISTEMA?
Nuove imprese emergono e crescono non solo perché gli individui eroici, di talento e visionari le creano e le sviluppano...
IMPRENDITORI!
...ma anche perché si trovano in un ambiente o "ecosistema" che li sostiene, rendendo l'azione degli imprenditori più facile.
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
IMPRENDITORE
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
business angels, venture capital, micro finanzabandi pubblici …..
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
incubatoriacceleratoriespertimentoriassociazioni
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
leggi incentiviburocraziatasse e fiscoenti pubblici
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
early adopters massa critica di clienti aziende come clienti PA come cliente
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
forza lavoro imprenditoriprogrammi di formazione e training per imprenditori
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
telecomunicazionitrasportireti sociali e di categoria a supporto degli imprenditori
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
centri di ricerca pubblici e privatilaboratori pubblici e privatiuniversità
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
tolleranza per fallimentotolleranza per l’incertezzastorie di successo status positivo per l’auto-impiego
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COMPONENTI DI UN ECOSISTEMA
SERVIZI DI SUPPORTO
FINANZA
CULTURA
MERCATI
LEGGI & BUROCRAZIA
RICERCA & SVILUPPO
INFRASTRUTTURE
CAPITALE UMANO
IMPRENDITORE
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STARTUP GENOME ECOSYSTEM REPORT 2012
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STARTUP GENOME ECOSYSTEM REPORT 2012
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3.REPORT:CRACKING THE CODE OF INNOVATION
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CRACKING THE CODE OF INNOVATION
50 PAGINE DI ANALISIDA INTERVISTE A 650+ STARTUPS E 10 ACCELERATORI NEL MONDO
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OBIETTIVI DELLA RICERCA
OTTENERE UN MODELLO PER COMPRENDERE I FATTORI SOTTOSTANTI AL SUCCESSO E AL FALLIMENTO DELLE STARTUP.PERCHE’ MOLTI IMPRENDITORI POSSANO AUMENTARE LE LORO POSSIBILITA’ DI RIUSCITA
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OBIETTIVI DELLA RICERCA
CON LA CONVINZIONE CHE L’IMPRENDITORIALITA’ E’ UNA SCIENZA CHE PUO’ ESSERE STUDIATA E APPLICATA
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SCIENZA O ARTE?
Molti imprenditori considerano blasfemo ricondurre il percorso imprenditoriale ad un modello di azioni ripetibili, a grafici e numeri.
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SCIENZA O ARTE?
Questa ricerca non sostiene che non ci sia arte nel fare l’imprenditore, anzi, che l’imprenditorialità è più forte all’incontro tra scienza ed arte!
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IPOTESI DELLA RICERCA
● ESISTE UN CICLO DI VITA DELLA STARTUP?
● ESISTONO TIPOLOGIE DI STARTUP?
● COSA INFLUISCE SUL SUCCESSO DELLE STARTUP?
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3.1 CICLO DI VITA DI UNA STARTUP
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CICLO DI VITA DELLA STARTUP
1. LE STARTUP ATTRAVERSANO 4 STADI DI EVOLUZIONE.
E’ POSSIBILE MISURARE E DESCRIVERE CIASCUNO STADIO.
SE SI ATTRAVERSANO QUESTI STADI NELLA MANIERA CORRETTA, AUMENTANO LE PROBABILITA’ DI SUCCESSO.
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TEMPOAUDIENCE
MARKET
CUSTOMERS
VALIDAZIONE PROBLEMA
Discovery Validation Efficiency Scale
5/7 m. 3/5 m. 5/6 m. 7/9 m.
20/27 m.
VALIDAZIONE MERCATO CRESCITA
GLI STADI DI EVOLUZIONE
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5/7 m.
FASE 1
DISCOVERY
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5/7 m.
DISCOVERY! OBIETTIVI
QUALE PROBLEMA REALE STO RISOLVENDO?
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DISCOVERY! OBIETTIVI
E’ DAVVERO UN PROBLEMA PENOSO? PER CHI?
5/7 m.
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DISCOVERY! OBIETTIVI
SONO INTERESSATI ALLA MIA SOLUZIONE?
5/7 m.
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DISCOVERY! CHE COSA ACCADE
SI FORMA UN TEAM
5/7 m.
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5/7 m.
DISCOVERY! CHE COSA ACCADE
INTERVISTE AI POTENZIALI CLIENTI
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5/7 m.
DISCOVERY! CHE COSA ACCADE
TROVATE UNA VALUE PROPOSITION!
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5/7 m.
DISCOVERY! CHE COSA ACCADE
CREATE TANTI MVP QUANTI SERVONO PER VALIDARE LE IPOTESI SUL PROBLEMA E SULLA SOLUZIONE
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5/7 m.
DISCOVERY! CHE COSA ACCADE
TROVATE LE CARATTERISTICHE FONDAMENTALI DEL PRODOTTO/SERVIZIO
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5/7 m.
DISCOVERY! CHE COSA ACCADE
FINANZIAMENTI DA PARTE DI FAMILIARI, AMICI, BENEFATTORI(FFF - FAMILY, FRIENDS & FOOLS!)
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5/7 m.
DISCOVERY! CHE COSA ACCADE
TROVATE I PRIMI MENTORI, GUIDE, ESPERTI, CONSIGLIERI
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3/5 m.
FASE 2
VALIDATION
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3/5 m.
VALIDATION! OBIETTIVI
ESISTE UN PROCESSO DI VENDITA RIPETIBILE?
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3/5 m.
VALIDATION! OBIETTIVI
ESISTE UN PROCESSO DI VENDITA PROFITTEVOLE?
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3/5 m.
VALIDATION! OBIETTIVI
GLI UTENTI CHE HO TROVATO RAPPRESENTANO UN MERCATO ABBASTANZA GRANDE?
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3/5 m.
VALIDATION! CHE COSA ACCADE
CREATE MVP PER VALIDARE IL PROCESSO DI VENDITA
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3/5 m.
VALIDATION! CHE COSA ACCADE
PIVOTS(SE NECESSARIO)
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3/5 m.
VALIDATION! CHE COSA ACCADE
AFFINATE LE CARATTERISTICHE FONDAMENTALI DEL VOSTRO PRODOTTO/SERVIZIO
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3/5 m.
VALIDATION! CHE COSA ACCADE
METTETE A PUNTO UNA PRIMA CONTABILITA’(METRICHE & ANALYTICS)
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3/5 m.
VALIDATION! CHE COSA ACCADE
FINANZIAMENTI SEEDS
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3/5 m.
VALIDATION! CHE COSA ACCADE
IL TEAM SI CONSOLIDA E FONDATE L’AZIENDA
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FASE 3
EFFICIENCYOBIETTIVI_RAFFINAMENTO VALUE PROPOSITION_OTTIMIZZAZIONE USER EXPERIENCE _OTTIMIZAZIONE CANALE DI CONVERSIONE_CRESCITA VIRALE _CONSOLIDAMENTO DEL CANALE DI VENDITA RIPETIBILE E SCALABILE
IL PROCESSO DI ACQUISIZIONE CLIENTI E’ EFFICIENTE ED OTTIMIZZATO?
5/6 m.
EVENTI
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FASE 3
SCALEOBIETTIVI_ROUND A DI FINANZIAMENTO_ACQUSIZIONE CLIENTI MASSIVA_AUMENTO DELLA SCALABILITA’ BACK-END_PRIME ASSUNZIONI DI DIRIGINTE_STRUTTURAZIONE DELL’AZIENDA IN DIPARTIMENTI
IL SUCCESSO APPENA OTTENUTO, E’ RIPETIBILE SU LARGA SCALA?
7/9 m.
EVENTI
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PERCHE’ LE STARTUP FALLISCONO?
CRESCITA PREMATURA74%
a causa di
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PERCHE’ LE STARTUP FALLISCONO?
74%
ATTRAVERSANO GLI STADI FRETTOLOSAMENTE E SENZA COERENZA
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3/5 m.
LE DIMENSIONI DELLA COERENZA
1. CLIENTI2. PRODOTTO3. TEAM4. FINANCIAL
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LA CRESCITA “COERENTE”
1. CLIENTE 2. PRODOTTO3. TEAM4. FINANCIAL
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LA CRESCITA INCOERENTE
4. FINANCIAL
1. CLIENTI2. PRODOTTO3. TEAM
AVANTIINDIETRO
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LA CRESCITA INCOERENTE
2. PRODOTTO
AVANTIINDIETRO
1. CLIENTI
4. FINANCIAL3. TEAM
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3.2 PERSONALITA’ DELLE STARTUP
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RISULTATI
2. LE STARTUP HANNO UNA PERSONALITA’ (4 TIPI FONDAMENTALI)
E CIASCUNA COMPIE IL PROPRIO CAMMINO ATTRAVERSO GLI STADI IN MODO DIVERSO E CARATTERISTICO
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PERSONALITA’ DI STARTUP
100% MARKETING 100% SALES
AUTOMIZERSOCIAL TRANSFORMER
INTEGRATOR CHALLENGER
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TIPO 1: AUTOMIZER 100% MARKET 100% SALES
_ACQUSIZIONE CLIENTI SELF-SERVICE_BASSI COSTI INDIRETTI - MINORE RICHIESTA DI CAPITALE_MERCATO B2C_AUTOMATIZZA PROCESSI MANUALI_LA USER EXPERIENCE E’ CRUCIALE
Google Dropbox Eventbrite Slideshare KickstarterZynga Box.net Basecamp Hipmunk
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1N: SOCIAL TRANSFORMER 100% MARKET 100% SALES
EbaySkype AirbnbCraigslist Etsy Flickr LinkedIn Facebook Twitter...
_ACQUSIZIONE CLIENTI SELF-SERVICE_EFFETTI DI RETE > WINNER TAKES IT ALL_CAMBIANO LE ABITUDINI SOCIALI_+50% TEMPO PER SCALARE_PROCESSO DI FIDELIZZAZIONE FRAGILE
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TIPO 2: INTEGRATOR
_ACQUISIZIONE CLIENTI SEMI-AUTOMATICA_MERCATO B2B (SMEs)_BASSA INCERTEZZA > VALIDAZIONE VELOCE_PRODOTTI ESISTENTI IN NUOVI MERCATI_MONETIZZANO VELOCEMENTE
PBworks Uservoice KISSmetricsMixpanelDimdim HubSpot Marketo XigniteZoho
100% MARKET 100% SALES
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_STRATEGIA DI ACQUISIZIONE CON FORZA VENDITA_MERCATO B2B (GRANDI AZIENDE)_ALTI OVERHEAD (FRAGILITA’ DA BURN-RATE)_MERCATI RIGIDI_DIFFICILE DA SCALARE
TIPO 3: CHALLENGER 100% MARKET 100% SALES
Oracle Salesforce Redhat Atlassian BuddyMedia PalantirNetsuite Passkey Yammer
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3.3APPRENDIMENTO COME INDICATORE DI SUCCESSO
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RISULTATI
3. L’APPRENDIMENTO E’ L’UNITA’ FONDAMENTALE DI PROGRESSO PER LE STARTUP, E NE INFLUENZA IL SUCCESSO
APPRENDIMENTO DAL MERCATO, DA MENTORI, DA ESPERTI E DAI CO-FOUNDERS.
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APPRENDIMENTO = RICERCA
TIME
CLIENTI
Discovery Validation Efficiency Scale
RICERCA DI UN MODELLO DI BUSINESS
ESECUZIONE DI UN BUSINESS PLAN
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IL PROCESSO DI APPRENDIMENTO
DISCOVERY VALIDATION EFFICIENCY SCALESTOP STOP STOP
RICERCA ESECUZIONE
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LA STRADA DELL’APPRENDIMENTO
_MUOVERSI VELOCEMENTE DA UN TEST AL SUCCESSIVO CONSOLIDANDO L’APPRENDIMENTO IN NUOVE ITERAZIONE DI PRODOTTO
TEST FAILED
TEST FAILED TEST
FAILED
TEST FAILED
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IL CICLO DELL’APPRENDIMENTO VALIDATO
IDEAS
DATA PRODUCT
LEARN
MEASURE
BUILD
L’UNITA’FONDAMENTALEDI APPRENDIMENTO
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REPORT RAPPORTOIN ITALIANO
_TRADUZIONE DEL REPORT “A NEW FRAMEWORK FOR UNDERSTANDING WHY STARTUP SUCCEED”_ APPROFONDIMENTO SUI 4 TIPI DI STARTUP_SCARICABILE GRATUITAMENTE DA thedoers.co/blog
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4. STARTUP GENOME:MAPPATURA
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STRATUP GENOME
MAPPA ORGANIZZATA+CONTATTI
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STARTUP GENOME
PARTECIPATIVO
VOLONTARIO
COMMUNITY BASED
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STARTUP GENOME
INDICATORI
STATISTICHE
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STARTUP GENOME
CONFRONTIVALUTAZIONIBENCHMARK
UPCOMING
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STARTUP GENOME
PER CHI
IMPRENDITORIACCELERATORI / INVESTITORICOMMUNITY BUILDERSNGO - ASSOCIAZIONI
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STARTUP GENOME
PERCHE’ LO FACCIAMO
CONOSCERE E CAPIRE LE STARTUP DEL TERRITORIO IDENTIFICARE, MISURARE E FAR EMERGERE CLUSTERCONTRIBUIRE ALLA RACCOLTA ED ANALISI DI DATITRASFERIRE UN METODO IMPRENDITORIALE