Value Proposition Design and LEAN STARTUP (4hrs Workshop) by ALESSIO CUCCU_english
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The document discusses value proposition design and lean startup methodologies. It provides an overview of key concepts from books by Alex Osterwalder on value proposition design and Eric Ries on lean startup. These include the business model canvas, customer profiles, jobs-to-be-done, minimum viable products (MVPs), and the build-measure-learn feedback loop. The document also discusses the importance of cross-functional teams and experimentation to reduce failure rates for new products and startups.
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Value Proposition Design and LEAN STARTUP (4hrs Workshop) by ALESSIO CUCCU_english
- 1. VALUE PROPOSITION DESIGN LEAN STARTUP
- 3. SKILLS
- 4. VENN DIAGRAM
- 7. from BUSINESS MODEL GENERATION – A. OSTERWALDER ZOOM IN STEP 2 (BUSINESS INNOVATION CANVAS)
- 8. DESIGN THINKING MARKETING FOR INNOVATION CUSTOMER OBSERVATION & UNDERSTANDING VALUE PROPOSITION DESIGN & LEAN (re)-START-UP THE CONTEXT
- 10. WHO ARE YOU? (1min.) FIRST NAME LAST NAME ROLE COMPANY DEPT. (HR, finance, Operation, R&D, Mrktg, Sales, other, … ) GAME 1 (Yellow POST-it)
- 11. OUR TEAM MAP GAME 1 (Yellow POST-it)
- 12. YOUR INNOVATIVE IDEA (product/service) FOR THE FUTURE (2 mins). IDEA NAME SKETCH SHORT DESCRIPTION (5 words) NAME of the INVENTOR GAME 2 (Blue POST-it)
- 13. Market PULL Technology PUSH Design DRIVEN PUT YOUR IDEA ON THE MAP
- 14. VENN DIAGRAM ZOOM IN ZOOM OUT WHO WE ARE OUR IDEA PIT-STOP LEARNING n°1
- 15. 2014 2011 VALUE PROPOSITION DESIGN & LEAN STARTUP
- 16. MY PROFESSIONAL POINT of VIEW
- 17. … with MORE PERSONAL READINGS
- 18. On the COVER Alex Osterwalder Eric Ries BOOKS TOPIC
- 19. “ENTERPRENEUR” is a person working in a STARTUP ENTREPRENEUR (definition from Lean Startup – E.Ries)
- 20. a STARTUP IS a HUMAN INSTITUTION DESIGNED to CREATE a NEW PRODUCT or SERVICE UNDER CONDITIONS of EXTREME UNCERTAINTY’ STARTUP (definition from Lean Startup – E.Ries)
- 21. DID YOU FEEL AS AN ENTERPRENEURS IN A STARTUP QUESTION
- 22. TWO EXPERIENCES on the JOB 2001 2011
- 23. “LAST WE DID THAT WAY” (no one can tell you that) NEVER DONE BEFORE THE NEW
- 24. COMPANY PROJECT’s NAME YEAR SKETCH of the PROJECT A PROJECT IN WHICH YOU FELT as an “ENTREPRENEUR” of a STARTUP (2 mins.) GAME 3 (Green POST-it)
- 25. HOW DID YOU FEEL as “ENTREPRENEUR” of a STARTUP APTITUDE
- 26. DO I KNOW HOW TO START? (method) DO I BELIEVE IT POSSIBLE? (mindset) HOW MUCH DO I WANT TO DO IT? (motivation) low med high X X X from “A Beautiful Constraint”- A.Morgan & M. Barden APTITUDE (VICTIM)
- 27. abbastanza molto X X X from “A Beautiful Constraint”- A.Morgan & M. Barden DO I KNOW HOW TO START? (method) DO I BELIEVE IT POSSIBLE? (mindset) HOW MUCH DO I WANT TO DO IT? (motivation) low APTITUDE (TRANSFORMER)
- 28. from VALUE PROPOSITION DESIGN – A. OSTERWALDER VALUE PROPOSITION SKILLS
- 29. DISOBEDIENT e UNRULY You know and respect the game rules but you look for the right TOOLS, METHODS, EXAMPLES, PEOPLE to overrun them (without breaking) to change for the better APTITUDE
- 30. JAZZ & ART
- 31. 2,24 mt – 1968 Dick Fosbury (ingegnere) OVERRUN
- 32. WORLD RECORD (ABSOLUTE) 2,45 mt – 1993 Javier Sotomayor WORLD RECORD JUNIORES INDOOR 2,35 mt – 1978 Vladimir Jaščenko OVERRUN
- 33. ME NOW MY NEXT CHALLENGE FILL THE GAP FOR YOUR NEXT CHALLENGE DO I KNOW HOW TO START? (method) DO I BELIEVE IT POSSIBLE? (mindset) HOW MUCH DO I WANT TO DO IT? (motivation) low med high X X X WHERE ARE YOU? (YOUR Yellow & Blue POST-it)
- 34. SUCCESS FAILURE HOW YOUR STARTUP PERFORMED? QUESTION (YOUR Green POST-it)
- 35. “yes, yes… it works” SUCCESS FAILURE “we should have done better” “very difficult to do worst” The shadows of a START-UP QUESTION (YOUR Green POST-it)
- 36. THE NEED of A. OSTERWALDER and E.RIES “I have seen firsthand how often a promising start leads to FAILURE. The grim reality is that most startups fail. Most new products are not successful” from VALUE PROPOSITION DESIGN – A. OSTERWALDER from LEAN STARTUP – E.RIES WHY a BOOK?
- 37. LIMIT FAILURES OF GOOD IDEAS by using METHODOLOGY TOOLS EXAMPLES FAILURE
- 38. BILL GROSS TED 2015 THE SUCCESS FACTOR RESEARCH on 130 STARTUPS SUCCESS
- 39. IMPROVE THE CHANCE OF SUCCESS THE MOST IMPORTANT FACTOR? 1. BUDGET 2. IDEA 3. TIME OF ENTRY 4. TEAM/EXECUTION 5. BUSINESS MODEL THE SUCCESS FACTOR
- 40. TIME OF ENTRY TEAM EXECUTION IDEA BUSINESS MODEL BUDGET 42 32 28 24 14% TIME OF ENTRY is “the single biggest reason why startups succeed” It focused the attention on validation SPEED variable something that was never discussed before THE SUCCESS FACTOR
- 41. READING SUGGESTIONS FILL THE GAP APTITUDE VALUE PROPOSITION SKILLS X X X THE SUCCESS FACTOR PIT-STOP LEARNING n°2
- 42. “Only 5% of entrepreneurship is the big idea, the business model, ... The other 95% is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback” ERIC RIES METHODOLOGY TOOLS EXAMPLES A METHOD
- 43. TEAM R&D IDEA TEAM SALES EXIT FAILURE TIME & MONEY LOSS Creatives Designers THINKING STAGE Sales people Finance people BUSINESS PLAN ROI STAGE Engineers Technicians EXECUTION STAGE PEOPLE FOLLOW RULES and PROCEDURES VERY WELL SILOS TEAM NO ERRORS TEAM OPERATION TEAM FINANCE LINEAR and VERTICAL MANAGEMENT
- 44. HOW MANY PERSONS YOU KNOW OWN or ARE PLANNING TO BUY a SEGWAY for DAILY USE AS VEHICLE? A QUESTION FOR YOU
- 46. SUCCESS FAILURE REALITY “Yes, it works But it cost us too much work and money” “we should have done better” “very difficult to do worst”
- 47. A PRODUCT WITH NO CLIENT and NO MARKET THE GREAT DISCOVERY
- 48. MVP (MINIMUM VIABLE PRODUCT)
- 49. THE MINIMUM QUANTITY OF WORK NEEDED TO LEARN AS MUCH AS POSSIBLE TO CONFIRM or CHANGE THE STARTING HYPOTHESIS (leap of faith) MVP (DEFINITION)
- 50. MVP and BUILD-MEASURE-LEARN CYCLE
- 51. MVP (MINIMUM VIABLE PRODUCT)
- 52. FIRST MVP CLIENTS NOW ARE REAL (NOT IMAGINED) A VERY EXPENSIVE MVP
- 53. MVP (MINIMUM VIABLE PRODUCT) HOW MANY PERSONS YOU KNOW OWN or ARE PLANNING TO BUY a “SEGWAY” with NO HANDLE ?
- 54. A VIP MVP (a VERY IMPERFECT PRODUCT MINIMUM VIABLE PRODUCT) HOW MANY PERSONS YOU KNOW OWN or ARE PLANNING TO BUY a “SEGWAY” with HANDLES and one SEAT ?
- 57. from VALUE PROPOSITION DESIGN – A. OSTERWALDER MINIMIZE THE RISK
- 58. (x 100) + = from LEAN STARTUP – E.RIES SMALL BATCHES
- 59. Target customers Offer and product enhancement EXPERIMENT INNOVATION ACCOUNTING PIRATEM ETRICS (AARRR) Brainstorm concepts Prioritize insight Research Observe Clear need EXPERIMENT Revise Hypothesis PIVOT NEW IDEAS TROUBLE SHOOTING Product/Market fit BUILDIT FEEDBACK EXPLORE Hypothesis Growth channels SOURCE: Eric Ries, Lean startup, THE BUILD-MEASURE-LEARN FEEDBACK LOOP LEARN BUILD MEASURE AGILE LEAN USER EXPERIENCEJOB TO BE DONE GROWTH STRATEGY BUILD-MEASURE-LEARN in ACTION
- 60. from https://globaltalentadvisors.com/2017/04/the-importance-of-cross-functional-instructional-design-teams/ SILOS TEAM vs CROSS-FUNCTIONAL TEAM
- 61. MINIMUM VIABLE PRODUCT BUILD – MEASURE – LEARN EARLY ADOPTER LINEAR vs CIRCLE SILOS vs CROSS FUNCTIONAL PIT-STOP LEARNING n°3
- 62. CANVAS DESIGN TEST EVOLVE VISION STEER ACCELERATE Customer profile Value Map Fit Prototyping Starting Points Making choices Find the right Business Model Designing in established organization What to test Testing step by step Experiment Library Bringing it all together Create alignement Measure and monitor Improve relentelessy Reinvent yourself constantly Start Define Learn Experiment Leap Test Measure Pivot or Persevere Batch Grow Adapt Innovate BOOKS INDEX
- 63. Prototyping Making choices Business Model Testing Measure and monitor Reinvent yourself Learn Experiment Test Measure Pivot or Persevere Grow Adapt Innovate Customer Value Extract HypothesisExtract Hypothesis Prioritize HypothesisPrioritize Hypothesis Design TestsDesign Tests Prioritize TestsPrioritize Tests Run TestsRun Tests Capture LearningCapture Learning Make ProgressMake Progress THE PROCESS
- 64. CREATING A NEW PRODUCT, SERVICE, BUSINESS ANDREW IDEA IRINA IDEA JAMES IDEA HENRY IDEA ANNA IDEA ALICE IDEA ALEX IDEA SARA IDEA TIM IDEA MEI IDEA BEATRIX IDEA THE STARTING POINT
- 65. THE EMPTY PAPER WE ARE NOT HERE!
- 66. George Foreman vs Muhammad Ali October, 30th 1974 – Kinshasa (Congo) Michael Chang vs. Ivan Lendl Roland Garros 1989 HOW DID THEY THINK OF THAT?
- 67. CREATIVE CONFIDENCE Tom and David Kelley LATERAL THINKING Edward de Bono HOW TO FILL THE EMPTY PAPER (SUGGESTION n°1)
- 68. Early in the morning before waking up Under the shower Driving to work On the train or the plane Taking out your dog Singing and dancing Reading a book Running ... WHERE and WHEN IDEAS COME (SUGGESTION n°2)
- 69. (suggerimento 1) FIX “IMPOSSIBLE LIMITS” (SUGGESTION n°3)
- 70. STARTING POINT - A.OSTERWALDER (SUGGESTION n°4)
- 71. “Not in a milion years did I think the discovery of this liquid solution would save thousands lives” Stephanie Kwolek Chemist TECHNOLOGY PUSH
- 72. TECHNOLOGY PUSH (MATERIAL INNOVATION)
- 73. Art Fry sang in his church choir and he used slips of paper to mark the pages of his work book Art Fry - Inventor 3M 1973 MARKET PULL
- 74. Art Fry (EARLY ADOPTER) has the intuition to use the SUPERSTRONG FAILED GLUE to fix a personal problem and discovering a new opportunity 1973 Spencer Silver (SILOS TEAM for AEROSPACE) SUPERSTRONG-GLUE TEST FAILURE 1968 MARKET PULL (BEHAVIOUR INNOVATION)
- 75. the BIG IDEA 2007 THE AirBed&Breakfast IDEA (INVENT Stage)
- 76. The NEW PRODUCT PRODUCT on the market 2008 FIRST CHANGE in BETTER LOOP (IMPROVE Stage)
- 77. The NEW PRODUCT PRODUCT on the market 2014 SECOND CHANGE in BETTER LOOP (IMPROVE Stage)
- 78. The NEW PRODUCT PRODUCT on the market 2016 MAKE SOMETHING DIFFERENT LOOP (EXTEND Stage)
- 79. EMPTY PAPER vs WRITTEN IDEA HOW TO FILL THE EMPTY PAPER 4 SUGGESTIONS INVENT-IMPROVE-EXTEND STAGES BEATRIX IDEAvs TECHNOLOGY PUSH MARKET PULL PIT-STOP LEARNING n°4
- 80. Extract HypothesisExtract Hypothesis Prioritize HypothesisPrioritize Hypothesis Design TestsDesign Tests Prioritize TestsPrioritize Tests Run TestsRun Tests Capture LearningCapture Learning Make ProgressMake Progress VALUE PROPOSITION CANVAS (TOOL n°1)
- 81. from VALUE PROPOSITION DESIGN – A. OSTERWALDER CONTEXT (ZOOM IN – ZOOM OUT)
- 82. from VALUE PROPOSITION DESIGN – A. OSTERWALDER VALUE PROPOSITION CANVAS
- 83. FitFit NUOVO PRODOTTO NUOVO SERVIZIO (Value Map) PROFILO CLIENTE (Customer Profile) VALUE PROPOSITION CANVAS
- 84. FitFit CLIENT the BIG IDEA The NEW PRODUCT VALUE PROPOSITION (YOUR Blue POST-it)
- 85. FitFit ZOOM OUT (BUSINESS MODEL CANVAS)
- 86. FitFit NEW PRODUCT NEW SERVICE (Value Map) CUSTOMER PROFILE Business book reader VALUE PROPOSITION DESIGN (book) from VALUE PROPOSITION DESIGN – A. OSTERWALDER VALUE PROPOSITION CANVAS
- 87. CUSTOMER JOB Functional Emotional GAIN Benefits PAIN Obstacles Risks Problems Business book reader da VALUE PROPOSITION DESIGN – A. OSTERWALDER CUSTOMER PROFILE
- 88. Looks good with Colleagues, boss, clients Minimize risk Make things People want Find, Learn Applying a method Comunicate well ideas Business book reader Improve skill set + Advance career Keep updated Make decision With confidence Improve or build a business from VALUE PROPOSITION DESIGN – A. OSTERWALDER CUSTOMER JOB
- 89. Boring content No clear path To apply a method Going down Wrong path Wasting time With ideas That don’t work Too much theory Lack of time Making things Nobody wants No budget Business book reader from VALUE PROPOSITION DESIGN – A. OSTERWALDER PAIN
- 90. Clear indicator To measure progress Can apply With confidence Connect with Like-minded people Lead to better collaboration Concrete Suggestions Applicable ideas Easy to understand Helps me Comunicate My ideas Lead to results Business book reader from VALUE PROPOSITION DESIGN – A. OSTERWALDER GAIN
- 91. from VALUE PROPOSITION DESIGN – A. OSTERWALDER CUSTOMER PROFILE (FILLED) Looks good with Colleagues, boss, clients Minimize risk Make things People want Find, Learn Applying a method Comunicate well ideas Improve skill set + Advance career Keep updated Make decision With confidence Improve or build a business Boring content No clear path To apply a method Going down Wrong path Wasting time With ideas That don’t work Lack of time Making things Nobody wants Manca budget sufficientet Essere associato ad un fallimento Too much theory Clear indicator To measure progress Can apply With confidence Connect with Like-minded people Lead to better collaboration Concrete Suggestions Applicable ideas Easy to understand Helps me Comunicate My ideas Lead to results Business book reader
- 92. No Budget Aiuto in condizione di stallo INSIGNIFICANT IMPORTANT MODERATE EXTREME NICE TO HAVE ESSENZIALE from VALUE PROPOSITION DESIGN – A. OSTERWALDER PRIORITIZE Comunicate well ideas Boring content No clear path To apply a method Going down Wrong path Wasting time With ideas That don’t work Lack of time Making things Nobody wants Too much theory Looks good with Colleagues, boss, clients Minimize risk Make things People want Find, Learn Applying a method Improve skill set + Advance career Keep updated Make decision With confidence Improve or build a business Clear indicator To measure progress Can apply With confidenceConnect with Like-minded people Lead to better collaboration Concrete Suggestions Applicable ideas Easy to understand Helps me Comunicate My ideas Lead to results
- 93. PRODUCTS & SERVICES DETAILS PAIN RELIEVERS GAIN CREATORS VALUE PROPOSITION DESIGN (book) from VALUE PROPOSITION DESIGN – A. OSTERWALDER VALUE MAP
- 94. VALUE PROPOSITION CANVAS Book Online exclusive companion Online exercise, materials, tools template community Online course Web app VALUE PROPOSITION DESIGN (book) from VALUE PROPOSITION DESIGN – A. OSTERWALDER PRODUCTS & SERVICES DETAILS
- 95. Helps shape ideas Helps create Products people want Istruzioni step by step Helps understand What matters Proven + effective Suite of tools Shared language To communicate Access to Advances material VALUE PROPOSITION DESIGN (book) Enable practice + Skills assessment Software supported methodology from VALUE PROPOSITION DESIGN – A. OSTERWALDER GAIN CREATORS
- 96. VALUE PROPOSITION DESIGN (book) Formato pratico, divertentye Facile, poche barriere Minimize risk of Big failure Integrated with other Business methods Integrated with Business Model Canvas Brief, clear, Applicable content Engaging online Multimedia content from VALUE PROPOSITION DESIGN – A. OSTERWALDER PAIN RELIEVERS
- 97. VALUE PROPOSITION DESIGN (book) from VALUE PROPOSITION DESIGN – A. OSTERWALDER NEW PRODUCT or SERVICE (FILLED) VALUE PROPOSITION CANVAS Book Online exclusive companion Online exercise, materials, tools template community Online course Web app Formato pratico, divertentye Facile, poche barriere Minimize risk of Big failure Integrated with other Business methods Integrated with Business Model Canvas Brief, clear, Applicable content Engaging online Multimedia content Helps shape ideas Helps create Products people want Istruzioni step by step Helps understand What matters Proven + effective Suite of tools Shared language To communicate Access to Advances material Enable practice + Skills assessment Software supported methodology
- 98. NICE TO HAVE ESSENTIAL NICE TO HAVE ESSENZIALE NICE TO HAVE ESSENTIAL from VALUE PROPOSITION DESIGN – A. OSTERWALDER PRIORITIZE (Home work)
- 99. o Business book reader VALUE PROPOSITION DESIGN (book) FitFit √ √ √ √ √ √ √ √ √√ √ √ √ √ √ √√ √ √ √ √ √ √ X X X X X X X √ √√ √ √ √ √ √ √ √ √ from VALUE PROPOSITION DESIGN – A. OSTERWALDER FIT CHECK (Home work) √ √ √
- 100. CHECK on PAPER CHECK in MARKET CHECK in the BANK √ √ √ √ Pain e Gain FIT Pain Relievers e Gain Creators FIT Business Model FIT from VALUE PROPOSITION DESIGN – A. OSTERWALDER 3 FIT CHECKS
- 101. from VALUE PROPOSITION DESIGN – A. OSTERWALDER UNDERSTAND THE CUSTOMER (TOOL n°2)
- 102. 2006(T. KELLEY - IDEO)
- 103. DATA DETECTIVE
- 104. from VALUE PROPOSITION DESIGN – A. OSTERWALDER THE JOURNALIST
- 105. THE ANTHROPOLOGIST in LONDON
- 106. STRATEGY CANVAS (TOOL n°3)
- 107. STRATEGY CANVAS (VALUE PROPOSITION vs COMPETITORS)
- 108. Da BLUE OCEAN STRATEGY – Kim - Mauborgne STRATEGY CANVAS or VALUE CURVE (CIRQUE DU SOLEIL)
- 109. 6 THINKING HATS – De Bono (TOOL n°4)
- 110. VALUE PROPOSITION CANVAS UNDERSTANDING THE CUSTOMER STRATEGY CANVAS vs COMPETITORS 6 THINKING HATS to test your VALUE PROPOSITION PIT-STOP LEARNING n°5
- 111. Extract HypothesisExtract Hypothesis Prioritize HypothesisPrioritize Hypothesis Design TestsDesign Tests Prioritize TestsPrioritize Tests Run TestsRun Tests Capture LearningCapture Learning Make ProgressMake Progress TEST & MEASURE
- 112. NOTES SKETCHES MVP (minimum viable product) PROTOTYPES RENDERING WEB PAGES ... WHAT TO TEST?
- 113. from VALUE PROPOSITION DESIGN – A. OSTERWALDER HOW TO TEST & MEASURE?(TEST & LEARNING CARDS-TOOL n°5)
- 114. ZOOM OUT (TEST & LEARNING CARDS on the BUILD-MEASURE-LEARN CYCLE)
- 115. TEST & LEARNING CARDS (FILLED)
- 116. PRO PHOTOS GOAL: increase the number of night LEAP OF FAITH: using PRO photos will increase the number of nights booked TEST: recruiting few good photographer for a shooting in few houses. GOAL REACHED: if at least 70% of the houses with PRO photos show an increase of 50% of nights booked HYPOTHESI after the TEST : PRO photo sctually help to book more nights per house. WHAT WE HAVE OBSERVED: house with PRO photo of each spaces perform better than house with PRO photo of limited rooms/spaces. The service perform better for house with 150euros and higher rent WHAT WE HAVE LEARNED: both photo quality and photo of all the spaces are very important issue to have. NEXT STEP: one more test on different house in different cities. ONE MORE EXAMPLE
- 117. Extract HypothesisExtract Hypothesis Prioritize HypothesisPrioritize Hypothesis Design TestsDesign Tests Prioritize TestsPrioritize Tests Run TestsRun Tests Capture LearningCapture Learning Make ProgressMake Progress MAKE PROGRESS
- 118. from KISSMETRICS VANITY METRICS vs ACTIONABLE METRICS
- 119. Actionable – Clear connection between CAUSE and EFFECT Accessible – genuine feedback from all Auditable – trusted data THE 3A METRICS (E.RIES)
- 120. PIRATES METRICS
- 121. RELEVANT METRICS OF A PRODUCT/SERVICE CHANGE WITH TIME METRICS CHANGE
- 122. from VALUE PROPOSITION DESIGN – A. OSTERWALDER PIVOT or PERSEVERE (E.RIES)
- 124. from https://vforvaidy.wordpress.com/2015/05/26/lean-analytics-part-1-notes-from-a-fantastic-udemy-course/ 3 ENGINES of GROWTH (E.RIES)
- 127. CASE STUDY (NETFLIX)
- 128. from http://www.fundinguniverse.com/company-histories/netflix-inc-history 2 founders (1997) ONE YEAR LATER ( 1998 ) 30 employees 925 DVD films available for rent CASE STUDY (NETFLIX)
- 129. from www.businessinsider.com Netflix's website in 1999 looked nothing like it does today - (2016) 1999 (more than 2600 DVD for rent)
- 130. DID YOU BUY NETFLIX SHARES? EARLY INVESTOR
- 131. from www.businessinsider.com Blockbuster's CEO once passed up a chance to buy Netflix for only $50 million (2015) DEAR Would you buy me for 50milions dollars? (2000) STATUS QUO
- 132. from https://blogonmanagement.wordpress.com Disruptive innovation in the Video Rental Industry – Story of Netflix (2015) WE KNOW THE END
- 133. from GOOGLE IMAGES “store closing blockbuster” research STORE CLOSING THIS LOCATION ONLY!!! DECLINE STAGE
- 134. from www.businessinsider.com - Netflix's website in 1999 looked nothing like it does today - (2016) I CAN’t IMAGINE SOMETHING MORE “HARDWARE” 2004 (DVD rental delivered to you shipped by POST SERVICE)
- 135. from www.businessinsider.com - Netflix's website in 1999 looked nothing like it does today - (2016) I CAN’t IMAGINE SOMETHING MORE “SOFTWARE” 2008 (Unlimited streaming easier than you think, FREE TRIAL)
- 136. from https://blogonmanagement.wordpress.com - Disruptive innovation in the Video Rental Industry – Story of Netflix (2015) 2013 ORGINAL SERIES LAUNCH (HOUSE of CARDS the first)
- 137. from www.businessinsider.com - Netflix's website in 1999 looked nothing like it does today - (2016) 2014 (WATCH ANYTIME and ANYWHERE, START YOUR FREE MONTH)
- 138. 1000$ in Netflix (2007) 50x (2017) from http://www.visualcapitalist.com A Decade Later: What $1K Invested in These Stocks is Worth Today (2017) WHY DON’T YOU BUY SHARES? (2007-2017)
- 139. from https://www.digitaltrends.com/home-theater/netflix-vs-hulu-plus-vs-amazon-instant-video/ Price Audio & Video quality Content Supported Devices Interface & ease of use Original content Release date for new content “NETFLIX is still the king of the streaming world” 2017 BEST STREAMER PERFORMERS
- 140. Do you remember “HOUSE of CARDS” from https://www.polygon.com/2017/10/30/16575426/house-of-cards-ending 2017-PIVOT LESSON (NO FEAR to stop the FIRST ORIGINAL SERIES)