OLA 2014: Startup Library 101
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Transcript of OLA 2014: Startup Library 101
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STARTUP LIBRARY 101A NEW MINDSET
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STARTUP LIBRARY 101
MJ
PRESENTEDBY
A NEW MINDSET
HELEN
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Think like a startup: A white paper to
inspire library entrepreneurialism
WHITE PAPER
VIRGINIA TECH
BRIAN MATHEWS
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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
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WHO WE ARE
University of TorontoMississauga
@helenkula
HELEN KULA
University of Guelph
@mjdelia
M.J. D’ELIA
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AGENDA
FRAMEWORK FOUNDATION DISCUSSION APPLICATION
OLA SUPER CONFERENCE 2014
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FRAMEWORKCUSTOMER DEVELOPMENT
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CUSTOMER DEVELOPMENT
A methodology for startups that emphasizes learning and discovery before execution.
Blank & Dorf, 2012; Ries, 2011
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CUSTOMER DEVELOPMENT
The search for repeatable, scalable, and sustainable solutions.
Blank & Dorf, 2012; Ries, 2011
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1CUSTOMERDISCOVERY
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Establish hypotheses. Test hypotheses. Discover facts.
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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?
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2CUSTOMERVALIDATION
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Test key features. Prove customers exist. Investigate scalability.
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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?
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3CUSTOMERCREATION
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Begin executing. Build end-user demand. Increase scale.
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3CUSTOMERCREATION
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Activities: Move from few to many customers. Launch and position the solution.
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4COMPANY BUILDING
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Transition out of startup phase. Focus on execution.
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4COMPANY BUILDING
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
Activities: Adjust management structure. Align resources to permanently support new solution.
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1 2 3 4CUSTOMERDISCOVERY
CUSTOMERVALIDATION
CUSTOMERCREATION
COMPANYBUILDING
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
SEARCH EXECUTE
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1 2CUSTOMERDISCOVERY
CUSTOMERVALIDATION
CUSTOMER DEVELOPMENT
Blank & Dorf, 2012, p. 22-23
SEARCH
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Faith-based vision. List of hypotheses.
CUSTOMER DEVELOPMENT
GUESSING TESTING DISCOVERING
Scientific method. List of tests.
Validated learning.List of facts.
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FOUNDATIONVALUE PROPOSITION
1
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VALUE PROPOSITION
The bundle of products and services that create value for a specific customer segment.
Osterwalder & Pigneur, 2010, p. 22-25
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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
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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
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VALUEPROP
VALUE PROPOSITION
CONVENIENCE
ACCESSIBILITY
USABILITY
DESIGN
PRODUCTIVITY
COST REDUCTION
CUSTOMIZATION
STATUS
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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
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FOUNDATIONBUILD MEASURE LEARN
2
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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
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BUILD
BUILD MEASURE LEARN
IDEA
MEASURE
LEARN
PRODUCTDATA
Ries (2011), p. 76-78
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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
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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
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FOUNDATIONMVP
3
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MVP
Minimum Viable Product = a product/service with just enough features that allow it to reach
the market
Ries, 2011
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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
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Lo-fi MVP: “Lemonade stand” + signs (minimal construction)
Tests: Desk configuration. Multiple computers. iPad service. Branding awareness tests.
MVP
RESEARCH HELP DESK
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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
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FOUNDATIONPIVOT
4
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PIVOT
A fundamental change in strategy based on validated learning in the customer development
process.
Ries (2011), p. 76-78
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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
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DISCUSSIONCASE STUDIES
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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/
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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?
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APPLICATIONSIX TIPS
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“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
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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
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“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
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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
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announCementSTARTUP WEEKEND
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March 28-30Mozilla Toronto
STARTUP WEEKEND
TORONTO
LIBRARY EDITION
http://toronto.startupweekend.org
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QUESTIONS?STARTUP LIBRARY 101
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THANK YOU
STARTUP LIBRARY 101
OLA SUPER CONFERENCE 2014
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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