O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Startup Mindset 2011

1.380 visualizações

Publicada em

How do successful startups think and operate in 2011? They don't operate like small version of large companies anymore, but co-develop products with customers and operate lean by design, not crisis.

Publicada em: Tecnologia
  • Entre para ver os comentários

Startup Mindset 2011

  1. 1. Startup Mindset 2011Customer DevelopmentCo-Development with Early AdoptersWakoopa’s PivotThe Lean StartupLow Burn by Design not by CrisisBootstrapping Conimbo
  2. 2. Large Companies Plan Startups Model
  3. 3. Large Companies Execute Startups Search
  4. 4. Large Companies SellStartups Validate Customers
  5. 5. his success? From Product Development become a catchall tool for HE FOUR STEPS TO THE EPIPHANY and budget. Investors use the T every startup executive’s schedule, plan,Most startups lack a process for discovering plan funding. Everyone their firstuses a road map that was product development diagram to set and their markets, locating involved customers, validating designed for a very different location, yet they are surprised when they end up lost.their assumptions, and growing their business. A few successful ones like Design Within Reach doall these things. The difference is that the ones that succeed invent a Customer Development model. The Customer Development model, depicted in Figure 2.1, is designed to solve the 10 problems ofthe Product Development model enumerated in Chapter 1. Its strength is itsLaunch/ Concept/ Product Alpha/Beta rigor and flexibility.The model separates out all the customer-related activities in the early stage of1st Ship Seed Development Test a company into theirown processes, designed as four easy-to-understand steps: Customer Discovery, CustomerValidation, Customer Creation, and Company Building. As you will see, these steps mesh seamlesslyand support a startup’s ongoing 1.1 The Product Development Diagramof them results in specific Figure product development activities. Eachdeliverables to be described in subsequent chapters. To see what’s wrong with using the product development model as a guide to building a startup, let’s first look at how the model is currently used to launch a new product. We’ll view the actions at each step in two ways: in general practice and in the specific example of Webvan, which managed to Customer Customer Company Customer million in 3 years. Then we will dissect the model’s toxic consequences for burn through $800 Discovery Validation Creation Building startups. What’s wrong with the old model in general, and how were those wrongs compounded in the billion-dollar Webvan implosion? Lets look at the model stage-by-stage. Concept and Seed Stage In the Concept and Seed Stage, founders capture Development and vision for the company and turn Figure 2.1 The Customer their passion Model them into a set of key ideas, which quickly becomes a business plan, sometimes on the back of the proverbial napkin. The first thing captured and wrestled to paper is the company’s vision. To Customer Development The Customer Development model is not need to be defined:the Product Development model, but Next, issues surrounding the product a replacement for What is the product or service concept?a companion. to build? Is further technical research needed focuses onthat the product can be built? Is it possible Broadly speaking, Customer Development to ensure understanding customerproblemsare the product features Validation on developing a sales model that can be replicated, What and needs, Customer and benefits?Customer Creationwill the customers bedriving end user demand, and Company market research Second, who on creating and and where will they be found? Statistical and Building on
  6. 6. Case: Wakoopa’s PivotWas Social Network for Apps
  7. 7. Case: Wakoopa’s PivotTo Market Research Technology
  8. 8. Case: Wakoopa’s Pivot Week 1: Slide deck
  9. 9. Case: Wakoopa’s PivotWeek 9: Custom for WIRED
  10. 10. Case: Wakoopa’s Pivot Week 14: First demo
  11. 11. Case: Wakoopa’s PivotWeek 22: First customers
  12. 12. Case: Wakoopa’s Pivot Week 30: Version 1
  13. 13. Startup Mindset 2011Customer DevelopmentCo-Development with Early AdoptersWakoopa’s PivotThe Lean StartupLow Burn by Design not by CrisisBootstrapping Conimbo
  14. 14. Use Commodity Technology For Community, not Cost
  15. 15. Operate on SaaSJust try, change if needed
  16. 16. Minimum viable productNo scaling until revenue
  17. 17. Agile developmentRelease weekly not yearly
  18. 18. Bootstrapping ConimboSpinoff from One Agency
  19. 19. Bootstrapping ConimboPower of Drupal, not the hassle.
  20. 20. Bootstrapping ConimboCloud and open source
  21. 21. Bootstrapping ConimboBuilt one customer at a time
  22. 22. The Four Steps to the Epiphany (Steve Blank)http://steveblank.com/http://www.slideshare.net/sblank/sxsw-new-rules-for-the-new-bubble-031211The Lean Startup (Eric Ries)http://theleanstartup.com/http://www.slideshare.net/startuplessonslearned/2009-09-29-the-lean-startup-at-stanford-entrepreneurial-thought-leader-seminarRework (Jason Fried & David Heinemeier Hansson)http://37signals.com/rework/http://37signals.com/svn
  23. 23. Agilicianhttp://agilician.com/Productcamp Amsterdamhttp://productcampamsterdam.org/