The Lean LaunchPad

Session 7: Resources, Cost Structure, FinancingSession 7: Resources, Cost Structure, Financing

Professors Steve Blank,Jon Feiber, Jim Hornthal, Oren Jacob

https://sites.google.com/site/xmba296t/

XMBA296T

2images by JAM

customer segments

key partners

cost structure

revenue streams

channels

customer relationships

key activities

key resources

value proposition

COST STRUCTURE

what is the resulting cost structure? which key elements drive your costs?

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

4

Business Model Canvas

Key Resources

Four Critical Resources

• Physical• Financial• Human• Intellectual

Physical Resources

• Two types: – company facilities – product/service resources

Physical Resources

• company facilities– office space, company location

• product/services – supply of silicon wafers or iron ore, or

thousands of feet of warehouse space?

• Many physical goods are capital intensive

Financial Resources

• Friends and Family• Crowdfunding• Angels• Venture Capital• Corporate partners • Others: SBA or SBIR grants• Lease-lines• Factoring• Vendor-financing

Human Resources

• qualified employees• mentors, teachers, coaches, advisors

Mentors, Teachers, Coaches

• Mentors, teachers, coaches advance your personal career– If you want to learn a specific subject find a teacher– If you want to hone specific skills or reach an exact

goal hire a coach – If you want to get smarter and better over your career

find someone who cares about you enough to be a mentor

Advisors

• Advisors are people you need to help advance your company’s success– Founders fail when they believe their visions are facts– Listening to experienced advice can help you sort

through whether your vision is a hallucination– Getting an advisory board (by expanding your circle of

accumulated wisdom past their investors) is so important that it’s an explicit step in the Customer Development process

Qualified Employees/Culture

• Are the difference between a good idea that never went anywhere and a billion dollar firm

MBA295F Customer Development

in the High-Tech Enterprise Spring

2007

15

Executive Traits by Stage

Entrepreneurial- Driven Learning and Discovery

Mission-Oriented Management

Process-Managed Execution and Growth

Personal Contribution

Superstar Leader Manager of plans, goals, process, and personnel

Time Commitment 24/7 As needed Long term 9 to 5

Planning Opportunistic and agile

Mission- and goal-driven

Process-, and goal-driven

Process Hates and eliminates As needed, driven by mission

Implements and uses

Management Style Autocratic, star system

Distributed to departments

May be bureaucratic

Span of Control Hands-on Mission-driven, synchronized

Distributed down the organization

Focus High and passionate vision

Mission Execution

Uncertainty/Chaos Brings order out of chaos

Focuses on fast response

Focuses on repeatability

Executive Traits by Stage

Executive Traits by Stage

Executive Traits by Stage

Intellectual Property

Trademark protects branding & marks

• Trademark gives you the right to prevent others from using “confusingly similar” marks and logos

• Trademark protection lasts as long as you use the mark

• The more you use the mark, the stronger your protection

• Trademark registration is optional, but has significant advantages if approved

• Country by country

Copyright protects creative works of authorship

• Copyright gives right to prevent others from copying, distributing or making derivatives of your work

– Protects “expressions” of ideas but does not protect the underlying ideas

• (Way) more than just technology: – songs, books, movies, photos, etc.

• Copyright protection lasts practically forever• Copyright does not prevent independent development• Registration is optional, but is required to sue for

infringement

Trade Secrets

• Information that is kept secret and has economic value to the business

• Coke recipe, customer lists, product road maps.• No registration required• Can last for as long as you take reasonable

steps to keep confidential

Contract

• Protection agreed to by contract

• No registration process

• You have whatever protection is defined in the contract (e.g., NDA gives you certain rights to protection of your confidential information)

• The protection lasts for the time period defined in the contract

Patents• A government granted monopoly

– prevents others from making, using or selling your invention– Even if the other’s infringement was innocent or accidental

• Invention must be non-obvious• Protection lasts typically for 15-20 years• Application and examination is required

– Typical cost for application and exam is $10-30k– Typical time for application and exam is 1-4 years

• Must file in U.S. within one year of sale, offer for sale, public disclosure or public use

• Provisional application alternative

What Can be Patented?

• Just about anything . . .– Circuits, hardware– Software, applied algorithms– Formulas, designs– User interfaces– Applications, systems– Business processes (sometimes)

• But not these . . . – Scientific principles– Pure mathematical algorithms

• And, pending Supreme Court Case raises concerns regarding patentability of “methods” inventions

buzzgroup

28

KEY ACTIVITIES

which activities do you need to perform well in your business model? what is crucial?

Four Key Activities

• Manufacturing– Supply chain

• Regulatory approval– 510K/PMA

– FCC

• Product development– Hardware

– Software

– Agile

• Problem Solving– Consulting

buzzgroup

Venture Financing

See:

http://steveblank.com/tools-and-blogs-for-entrepreneurs

What are sources of funding?

Banks AngelsSuper-Angels

Micro-cap VC

Traditional VC

Size of Fund

NA NA $5-20M $20-100M $100M+

Size of Investmen

tNA $10-250k $100-500k $250k-1M $2M+

Source of Funds

NA PersonalInstitution

alInstitution

alInstitution

al

Expected returns

Interest rate

2-3x 2-3x 3-5x 3-5x

Length of commitme

ntLong term ASAP Depends 10 years 10 years

Expected ownership

NA <10% <15% 10-25% 25-50%

Know what you’re getting into...

80 winners per year* out of 1,500 VC backed deals

exit >$50M 80

1,420

PASS

FAIL

*IT industry only

...The 80 that “Made It”

>$750M87

20

45

$500-$750M

$250-$500M

$50-$250M

Legendary Companies

2009 in Perspective

8

7

20

45

IPO M&A

Venture Economics

Fund size

$400M

$1.5B

20% return in 6 years

$7.5B

Value creation required

$5B

Decision Tree

Funding Mechanics

Valuation

• Still at your old job– You have an idea, You may have a prototype– Valuation range: Don’t bother. 

• Pre-product– You have an idea, did customer discovery, no product– Valuation range $0 – $7M pre-money– Appropriate: $2-3.5M– Average Size of deal: $300K-$700K

• Prototype Built and in the market– Have a team, customer discovery, MVP– Valuation range : $2.5-6M pre-money– Appropriate: $3-4M– Size: $400K -$1M

Source: jordancooper

How to calculate dilution

Step 1:Step 1:

Determine postmoney valuation

Money investedPre-Money

Post-Money Value

+

Step 2:Step 2:

Determine investor ownership

Money investedPost-Money

Investor Ownership

÷

Step 3:Step 3:

Negotiate employee

option pool

Investor Ownership

Option Pool

DILUTION

+

Source: Founder’s Fund