startup steps & validation design

VALIDATION DELL’IDEA DI BUSINESS

© Daniele Radici / Innovation-LAB - tutti i diritti riservati

DISCLAIMER

§ il presente documento è stato realizzato da Daniele Radici e la proprietà intellettuale del medesimo è di Daniele Radici

§ i brand "Innovation-LAB" è “daniele.radici” sono utilizzati esclusivamente da Daniele Radici e ogni loro riproduzione è vietata

§ le informazioni in esso contenute hanno valore solo con il commento orale dell’autore§ l’utilizzo, riproduzione e la divulgazione di questo materiale sono consentiti solo con il consenso scritto

di Daniele Radici


be sure your startup vision isn’t a hallucination

[Steve Blank] ”


UN PROCESSO SCHEMATICO PIÙ AMPIO CI PUÒ AIUTARE


6 7 8 9 1011 12 13 14 15

1 2 3 4 5TEAMCOMPOSITION

PROBLEM SOLUTIONFIT

CUSTOMER DEVELOPMENT

(problem-market-fit)

PROTOTYPING

(minimum viable product)

CUSTOMER VALIDATION

(get out of the building!)

REVENUEMODEL

GROWTH(costi, ricavi, scalabilità)

MARKETINGSTRATEGY

MARKETINGCAMPAIGN

LAUNCH!(demo)

PRODUCT SPRINT PRODUCT SPRINT 30% PRODUCT SPRINT 60% PRODUCT SPRINT 100%

MARKET TRACTION

INTELLECTUAL PROPERTY

FINANCIALS FUNDING PITCHING

(quantitative evidence of market demand)

MARKETING

(da startup a impresa)© EIA – European Innovation Academy


...CHI, MEGLIO DI STEVE BLANK, CI PUÒ SPIEGARE QUESTO CONCETTO?


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/

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QUALCHE EPIC FAIL

2005, mercato ITA: 12.000.000 utenti stimati

2007, mercato ITA: 350.000 utenti reali


QUALCHE EPIC FAIL

investor concern over the threatof new technologies is overstated” [Blockbuster Analyst Report, 1999]


QUALCHE EPIC FAIL


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.

D’OH!


TRANQUILLI, SI PUÒ FARE!


GET OUTOF THE

BUILDING!!!


CUSTOMER DEVELOPMENT

IL CUSTOMER DEVELOPMENT È IL PROCESSO ITERATIVO ATTRAVERSO IL QUALE SI VALIDANO LE IPOTESI, CONVERTENDOLE IN FATTI


PROCESSO DI VALIDAZIONE / CUSTOMER DEVELOPMENT


TEST CARD & LEARNING CARD


EXPERIMENT DESIGN CANVAS

DESIGNED BY: Daniele Radici adapted from the original version by Cocoon-Projects // This work is licensed under the CC Licence “Attribution NoDerivatives 4.0 International (CC BY-ND 4.0)” - To view a copy of this license, visit: https://creativecommons.org/licenses/by-nd/4.0/You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.

&- - --

--

- &- -

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PRESENTATION DESIGN CANVAS Project name: ___________________________________________________________________

Audience // Participants: _________Layout // Location: ____________________________

DESIGNED BY: Daniele Radici // This work is licensed under the Creative Commons Licence “Attribution NoDerivatives 4.0 International (CC BY-ND 4.0)” - To view a copy of this license, visit: https://creativecommons.org/licenses/by-nd/4.0/ You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.

Event: ___________________________________

Data: _____________ REV: ________________


CON QUALE APPROCCIO?


TEST & LEARN


GET OUTOF THE

BUILDING!!!


GRAZIEDANIELE [email protected]+39.349.4143.581

www.danieleradici.comVia Masone, 224121 - Bergamo

startup steps & validation design

Business