1. Roald Sieberath
HOPE MIC Belgique

2. We’re going to talk about :

3. Who am I ?
I used to : I studied business at :
I (co-)launched startups : I work with startups :

4. Main ideas
What is an entrepreneur
Some building blocks
“Lean startup” model
Startup is a different animal
Exemples & TEST !

5. Violonist story
Earned : 32$

6. Violonist story II
(the revenge)
Joshua Bell

7. Lesson
for Joshua (& gifted developers)
Talent is not enough

8. Some building blocks…missing

9. Boostcamp
• 3 jours
• 4 ateliers de 2 jours (2 x par an)
– Emarketing
– Business model & ventes
– Finance
– Art du pitch
• 6 journées “experts”
• Suivi personnalisé (+ coaching)

10. Entrepreneur
• Rêve ou cauchemar ?

12. Qualités d’un entrepreneur ?

13. Qualités d’un entrepreneur
• Vision
• Volonté
• Savoir convaincre
– Clients / employés / partenaires
• Apprendre (“learntrepreneur”)
• Mix : thinker / doer / seller / …

16. Co Entrepreneurs
• Co : connecté :
– À soi
– À une vision
– À une finalité (“purpose”)
– À des ressources
– À une réalité de marché

17. Connecté : à soi
• Énergie
• Focus
• SWOT
• Capacité
– Observer
– Adapté

18. Connecté : à une vision

19. Connecté : à des ressources

20. Connecté : à une communauté

21. Connecté : à une finalité (“purpose”)
“Success to me is not
about money or
status or fame, its
about finding a
livelihood that brings
me joy and self-
sufficiency and a
sense of contributing
to the world.”
- Anita Roddick,
The Body Shop

22. Connecté : à une réalité de marché
• Mega-trends
• P&L
• Timing

23. Entrepreneur
“L’homme des cavernes était un entrepreneur”
(Mohammad Yunus,
Entrepreneurship <-> risk ??

24. “Entrepreneurship is the pursuit of
opportunity beyond the resources you
currently control.”
Howard Stevenson (Harvard Business School, 1983)

25. Business Paradigms
Social Darwinism Co-entrepreneurs
• Nature : Struggle for life • Nature : Cooperation
• Survival of the fittest • Some people have similar
• Competition goals
– Find & leverage them
• Co-creation

26. Myth #1 :
a startup is a company, smaller
And should be managed in a similar way

27. Reality
A startup is a different animal
A company solves a known problem
A startup solves an unknown
problem
Management science is not (as)
relevant

28. Myth #2 : You need a plan !

29. Reality
Sticking to a plan may be unrealistic
The ability to adjust is vital

30. Myth #3 :
To succeed I need to execute the plan

31. The essence of a startup is…
• To learn
(by doing)
• To adjust

32. Success

33. Learning Startup spiral
GROW
- Revenues Purpose
- Ressources
- Learning
Cadre
(PIVOT)
Operations Problem
Admin
Learning
Market Solution
entrepr
Test
eneur)
Distrib Service
Partners Market
Design
Mktg
Chan Bus
nels Model

35. Business

36. Why Business Model matters ?

37. The winner is…
…not the one …but the one
with the best with the best
technology business
model

38. Introducing…

39. Business Model : 9 building blocks

40. Customer segments

41. Value proposition

42. Channels

43. Customer relationships

44. Revenue streams

45. Key Resources

46. Key Activities

47. Key Partners

48. Cost structure

49. Recap

50. Full model

51. All right,
what do I make of it ?

52. Use it as a toolbox !

53. Business Models need to be designed

54. Business model canvas

55. It’s visual

56. It’s fun

57. It’s a communication tool
Developers Marketers
are from are from
Mars Venus

58. You get to work with Post-It

59. It’s becoming a lingua franca

60. An easy way to share, discuss, adjust

61. It’s…everywhere !

62. Introducing… (Part 2)

63. We used to think:
a startup is a company,
just smaller
And should be managed in a similar way

64. Reality
A startup is a different animal
Management science
shouldn’t be completely the same

65. Another view: Steve Blank
a company a startup
solves a solves an
known unknown
problem problem

66. Waterfall model
Problem: known Solution: known

67. Agile Development (XP)
Problem: knowncustomer Solution: unknown

68. Customer Development
Data, feedback, insights
Problem: unknown Solution: unknown
Hyp, experiments, insights

69. Generate multiple hypotheses

70. TEST the hypotheses !

71. Customer Development

72. Lean startup cycle

73. Adjust until you can prove it works !

74. What is a “proof” ?

75. a signed deal !

76. So: get out of the building !

77. Search (and find)
the right business model
Only then, “execute” !

78. Pivot !

79. “Nail it, then Scale it”
• Nail
– The pain
– The solution
– The go-to-market
– The business model
• Scale it

80. Exemple : Djengo
Cool startup
Young
founders
Cool concept

81. Djengo v.0.5 : C2C car-sharing
(may 2010)
Carsharing concept :
- Between individual users
- From anywhere to anywhere
- ‘clearinghouse’ + social

82. Djengo was going into a wall

83. So Djengo pivoted…

84. Djego v.1.0 : event car-sharing
Value prop:
Fixed destination
Customers:
Event organizers
BMC : changed
Better !

85. Djengo v.2.0 : B2B car-sharing
• Changed again :
– car-pooling for
employees
– Value proposition for
companies
– Different partners,
relationships,
• …

86. Djengo : they now have a business !

87. Business Model innovation
Many sectors can be
challenged & changed.
Not so much technologically,
But on their business model.

88. Business Model innovation
ENIAC
First commercial
computer
15 Feb 1946

89. Lessons
(recap)

90. 1. Business Model
can win or kill your
business

91. 2. You need to design your
Business Model

92. 3. Use it as a
communication tool

93. 4. TEST your hypotheses

94. 5. …by getting out of the
building !

95. 6. PIVOT (if needed)

96. 7. only then, execute !

97. Understand this to avoid crashes

98. Thank you !