From an idea to a Startup

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A brief and wide panoramic of what building a startups means and some best practices to reduce risks while starting a project

Transcript of From an idea to a Startup

  • From an idea to a Startup. Stories, facts and best practices GIULIANO IACOBELLI - @giuliano84 Co-founder @stamplay
  • MeSoftware 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 hard and there is no secret ingredient to succeed
  • A good denition of startupA human institution designed to deliver a new product or service under conditions of extreme uncertainty - Eric Ries
  • Vision What is gonna be?(so why we do our thing)
  • Vision Chester Carlson invented 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)
  • MissionWhat we do? For whom?
  • Mission Wang Laboratories 3 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:
  • (VC Since 1911 - 104 IPO Served)Something they discarded:
  • StartupsEverything but an exact science
  • Dont worry about failure you only have to be right once - Drew Houston Dropbox
  • Startup Myths1. Cost nothing to build2. Get funded with some nice slides and a lot of passion3. It all about the idea4. Its founders are hippie college dropouts
  • Myth 1 Startups are cheapLean or not, building somethingmeaningful costs money and savingsrun out.
  • Myth 2 Make them dream youll get moneyYou are already underestimating thenumber of times you will be rejected andhow long it will take you to raise somefunds.
  • Myth 3The idea makes the dierence Yes, a great idea with: a great execution, a great timing a great team great perseverance
  • Myth 4A startupper is a hippie college dropoutAnatomy of the average founder:40yrs old, Married, with Children 6-10 yrswork experience. Bachelors or higher.
  • How to make it?Find your product/market t before you run out of money. THATS IT.
  • Startup is not a linear path
  • What if....everything you think to knowabout your product and market was wrong?
  • Burned $ 450.000.000For 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 workingcustomers would like their groceries delivered at home and at night.
  • Burned $ 800.000.000CNET named it the largest dot-com op in history
  • Burned$ For satellite-based phone system that nobody wantedYes, satellites are that expensive..
  • You dont invent products. You solve problems
  • Setup the right milestones1. How much you know customers 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.
  • Youll get plenty ofdoubt: analyze data
  • Its 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 propositionServices and products that provides value to our customer segments
  • Value proposition Product satises a new need Product oers better perfomance Product is more tailor made Product costs less Product has a better design
  • ChannelsHow 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-ecient? How are we integrating them with customer routines?
  • Customer RelationshipsTypes of relationships established between the company and customer segments
  • Revenue StreamsRepresents the incomes of the company for every customer segment
  • Revenue Streams 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?
  • Key ResourcesStrategic 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 valueproposition, 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 PartnersDenes contractors and partners that are critics for companys 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 StructureWhere 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?
  • 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?
  • Thanks.