basics of entrepreneurship and startup world.

1. ENTREPRENEURSHIP
101

2. Overview:
Inside job.
Economic disaster 2008.
Rich gets richer and poor gets poorer.
Fulfillment to Basic human needs.

4. DEFINITIONS

5. Entrepreneur is:
■ is a person who sets up a business with the aim to make a profit.
■ is someone who starts a side hustle that can eventually create a full-
time, sustainable business with employees.
■ Same with the freelancer. If you’re focused on creating a profitable
business, you fit the entrepreneur definition.
■ Entrepreneurs are some of the world’s most powerful transformers.
■ Visionaries and holistic thinkers.
■ French word entreprendre is to undertake.

6. Entrepreneurship isn't:
■ about building a life on your own terms.
■ No bosses.
■ No restricting schedules.
■ And no one holding you back.

7. Entrepreneurship
:
■ is the act of creating a business
or businesses while building and
scaling it to generate a profit.
■ Like initiating social change,
creating an innovative product
or presenting a new life-
changing solution.
– Social innovation
– TBL (triple bottom line)

8. Entrepreneurship is about
Need assessment
Financial risk

9. SME

10. PATHTO
SUSTAINABILIT
Y

11. Entrepreneurial operating system (EOS):
Vision Data Process
Traction Issues People

12. Vision:
■ Clear image to where business is
going.
■ How it’s going to get there?
■ The more clear everyone is seeing
your vision, the likelier you are to
achieve it.
■ Things to consider:
– Core values.
– Core focus.
– 10 year target.
– Marketing strategy.
– Three year picture.
– One year plan.
– Quarterly rocks and issues.

13. People:
■ You can’t build your business
without great people
surrounding you.
■ The right people in the right
seats.
■ People analyzer + sharing your
core values= right people.
■ Unique ability + accountability
chart= right seats.
■ Accountability chart: sales and
marketing, operations and
finances.

14. Data:
■ Handful metrics to help manage
their business.
■ It frees you from quagmire of
manage personalities, egos,
subjective issues, emotions and
intangibles.
■ If you can’t measure it, you can’t
manage it.
■ Measurements: on time, margin,
client satisfaction and quality
standards.

15. Issues:
■ Are the obstacles that must be
faced to execute your vision.
■ Transparency.
■ Discuss them honestly and learn
how to eradicate them, so you
can achieve your vision.
■ Compartmentalize and prioritize
your issues.
■ List: vision, leadership and
departmental issues.
■ Track: identify, discuss and
solve.

16. Process:
■ Your way of doing your business.
■ Clearly identified, documented,
understood and followed by
everyone in the organization.
■ Core process: HR, marketing,
sales, operations, accounting and
customer retention.
■ Training everyone to follow it, so
they will avoid troubleshooting’s,
errors reductions, improve efficiency
and increase your bottom line.
■ Circle of life meeting and
rearrangement.

17. Traction:
■ Making your vision a reality.
■ Organizational traction:
– Vision is crystal clear.
– Right people in the right seat.
– Managing data.
– Solving issues.
– Defining the way.
– Everyone is following.
■ After traction:
– Accountability.
– Communication.
– Organization.
■ They execute well, and they know how
to bring focus, accountability, and
discipline to their organization.
■ Setting rocks: short term priorities.

18. CHECKLIST

19. Maintaining
and building a
leadership
team
Dictatorship
Open and honest
It's not possible to have your hands on sales,
accounting, complaints and everyday basis.
Instill effective communication and accountability.
Clarity and cohesive team.

20. Leadership
Team
Visionaries (strategic business
developers)
Hackers
(CTO)
Hustler (operations)

21. Visionaries
R&D IDEAS. CREATIVE PROBLEM
SOLVING.
MAJOR
RELATIONSHIPS.
CULTURE. SELLING.

22. GWC ISTHE
METHODOLO
GY
Get it, want it
and capacity
to do it.

23. Take care
of:
Be careful what you wish for, because you will
get it. If you want to grow, you have to
understand that everyone is going to be able
to keep up and remain in the same seat
forever.
Keeping people around just because you like
them is destructive.
People must add value, people in the right
seats and everyone is happy.

24. Three
questions to
ask:
Is this the right structure to get
us to the next level?
Are all the right people in the
right seats?
Does everyone have enough
time to do the job well?

25. Hitting the
ceiling is
inevitable
Simplify, KISS (keep it simple, stupid).
Delegate and elevate.
Long and short term prediction.
Systemize.
Structure.

26. BEING OPEN
MINDED,
GROWTH
ORIENTED AND
VULNERABLE
If you can’t risk,
you can’t grow. If
you can’t grow,
you can’t become
your best. If you
can’t become
your best, you
can’t be happy. If
you can’t be
happy, what else
matters?

27. ROADMAP

28. ECO-INCLUSIVE ENTERPRISE
DEVELOPMENTTRAINING
SEED

29. Build your enterprise
Discover
• Customer
analysis
• Problem
solution fit
• Team
building
Design
• Visual
prototype
• Pitching
• Target
market
analysis
• Lean
enterprise
blueprint
• Branding
Test
• Test idea
• Test
methods
• Customer
experience
analysis
• Relationship
mapping
• Expanding
network
Refine
• Refine
insights.
• Marketing
distribution
channels
• Go to
market
• Finance
startup
Demonstrate
• Funding
strategy
• Pitching

30. STARTYOUR OWN
BUSINESS
Book

31. Conten
t
Ready to be entrepreneur.
Ideas.
Your market.
Audience (customer segment)
Research.
Naming.
Structure.
Winning plan.
Finances.

32. LEAN STARTUP
Book

33. Content
Vision:
Start
Define
Lean
Experiment
Steer:
Leap
Test
Measure
Pivot
Accelerate:
Batch
Grow
Adapt
Innovate

34. CASE STUDIES

35. GOOGLE

36. FACEBOOK

37. UBER
AND
CAREE
M

38. MICROBUS APP

39. AMAZON
AND SOUQ

40. HARMONIC
A

41. IDEA
SKETCHING

42. Idea generation:
FINDING
PROBLEMS
BRAINSTORMING
SOLUTIONS
PROTOTYPE TESTING GETTING
FEEDBACK
MAKING CHANGE

43. SDGS

44. Remaking ideas:
WHO AREWE? WHAT WE
VALUE?
HOWWE
INTERACT?
WHAT WE CAN
ACCOMPLISH?

45. How do we generate ideas?
Coming and looking through the world
Understand our changing reality
Operationalize our daily life

46. Intersubjective
understanding
of our
experience,
looking at the
world:
Viewing
Understanding
Knowing

47. Through:
Experiences
Capacities
Resources
Discourses
Drawing
Past experiences
Current realities
Aspirations
Imagined future

48. Root cause of
suffering (5
why’s):
Personalize
Humanize
Publicize

49. HOW DO
WE
GENERATE
IDEAS?

50. Knowledge
:
Two types:
Methodological
Epistemological
Representation for us to respond and
react to our environment
Product of the past and the factor that
determines future
Contextual, traditional and deeply rooted
in it’s context

51. Building relations (research-based)
Visions Imagination Day-dreams Dreams
Arts Crafts Dance
Environmental
knowledge
Kinship
systems
Belief system
Cultural
expressions
Customary
knowledge

52. Embedded
in:
Art
Cultural and social practices
Performance
Narrative
Storytelling
Memory making

53. Society of
the future:
Something to look forward with
a pleasure
Contemplation
Dread

54. This leads to:
MEANINGTOTHINGS MAKING SENSE

55. Summary:
Ideas come from:
• Experiences
• Watching the world
• Looking around
• Jotting and coaxing
Sources for good ideas:
• Films
• Tv
• Books
• Life education
• Travelling

56. DESIGNTHINKING

57. Definition:
■ Creating the world and make people live inside them
– Emotion
– Play
– Engage
– Fun
– Challenge
– Reward

58. Approaches
Human
centered
Activity
centered

59. Designer:
Imagine
Describe
Define
Transmit
Implement

60. User
experience:
User interface
Interactivity
Engagement

61. 3 questions
should be
answered:
What do customers want?
How can their needs be
satisfied?
What can be done to enhance
customer service and customer
value?

63. Four stages from design of everyday things
Observation
Ideation
Prototype
Testing

64. Observation (cultural issues):
APPLIED
ETHNOGRAPHY
REAL
SITUATIONS
TRUE NEEDS
AND INTERESTS
CAPABILITIES EXPERIENCE

65. Ideation:
Crazy ideas
Stupid questions
Creativity
Constraints

66. Creative inc.
■ Pixar studio
■ Story is the king
■ Animation studio
■ Change and randomness
■ Research trips
■ Learning to see
■ Continuing to learn

67. Prototype:
Mockups Spread sheets PowerPoint
Sticky notes Mood board Sketches

68. Testing:
Target segment and
apply
Try Hypothesis

69. 3 things
you should
keep in
your mind:
Never solve the problem, you are
asked to solve.
Secret to success is to understand
what’s the real problem is.
Engineers and businessmen solve the
problems, designer discover the real
problem (converge and diverge
solutions)

70. MAPPINGYOUR
BUSINESS IDEA

71. DEF.:
Describes the rational of how
organization creates, delivers and
capture the value.

73. 9 building
block of
CANVAS:
Customer segment
Value proposition
Channels
Customer relationship
Revenue stream
Key resources
Key activities
Key partnerships
Cost structure

74. Customer
segment
(CS):
Mass market
Segmented
Niche market
Diversified
Multisided platform (interdependent market)

75. Value proposition (VP), Why customer turn to one company
over another?
Design
Getting the job
done
Newness Performance
Price Customization Brand/ status Risk reduction
Cost reduction
Convenience/
usability
Accessibility

76. Channels (CH)
It serves several functions:
Raising awareness
among customers
about company
Help customers
evaluate customer’s
value proposition
Allow customers
purchase specific
product and services
Delivering a value
proposition to
customers
Providing post-
purchase customer
support
How company communicates with and reaches its
customer segments to deliver a value proposition?

77. CHANNELS (CH)

78. Customer
relationships
(CR):
Driven with:
• Customer acquisition
• Customer retention
• Boosting sales
Personal assistance
Self services
Communities
Automated service
Co-creation

79. Revenue stream (RS)
Cash that company generates from each customer segment.
Costs must be subtracted from revenues to create earnings
For what value is each customer segment willing to pay?

80. Two types of
revenue
stream:
Transaction revenues:
•One time customer payment
Recurring revenues:
•Ongoing payments to either
deliver a value proposition to
customers or provide post-
purchase customer support

81. The question
list:
For what value our customers are 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 contribute to overall
revenues?

82. Ways to generate revenue stream:
Asset sale: selling ownership rights to physical products.
Usage fee: use of particular service.
Subscription fees: a gym subscription monthly or yearly.
Lending/ renting/ leasing: created by temporarily granting someone the exclusive right to
use a particular asset for a fixed period in return for a fee.
Licensing: giving customers permission to use protected intellectual property in exchange
for licensing fees.

83. Key resources (KR):
Physical
• manufacturing
facilities,
• buildings,
• vehicles,
• machines,
• systems,
• point-of-sales
systems,
• and distribution
network
Intellectual
• brands,
• proprietary
• knowledge,
• patents and
copyrights,
• partnerships,
• and customer
databases
Human
• human
resources are
crucial in
knowledge-
intensive and
creative
industries
Financial
• cash,
• lines of credit
• a stock option
pool for hiring
key employees

84. Key
activities
(KA):
Production
• Designing
• Making
• Delivering
Problem solving
• Knowledge management
• Continuous training
Platform/ network
• Networks
• Matchmaking platforms
• Software's

85. Key partnerships (KP):
Strategic alliances between non-competitors
Coopetition: strategic partnerships between competitors
Joint ventures to develop new business
Buyer-supplier relationship to assure reliable support

86. Cost
structure
(CS):
• Minimizing costs wherever possible
• creating and maintaining the leanest possible
cost structure
• Using: low priceValue Propositions, maximum
automation, and extensive outsourcing
Cost driven
• PremiumValue Propositions
• a high degree of personalized service
• Luxury hotels
Value driven

88. MINIMUMVIABLE
PRODUCT (MVP)

89. Definition:
Simplest form
What’s an idea look like in the end?
The smallest possible product or service that can satisfy the
customer need or problem.

90. Feature list of
MVP:
It has enough value that
customers want to use it
It hints at we will produce in the
future to keep the customer
interested
It gives us feedback from, as we
refine our product or service

91. At what point do we need
MVP?
ASAP
• Helps gauge product/
market fit
• Focus thinking onVP
• Take customer development
to complete arena
ALAP
• Open ended customer
discovery
• Pushes team to sales mode

92. Types of MVP
Physical
Need mockups
Styrofoam
Virtual
Low fidelity
Web or mobile mockup

93. PHYSICAL PROTOTYPE

94. VIRTUAL PROTOTYPE

95. Product
simulation:
Have a working
front end
Backend is done
manually, not
automatically
Work for small #
customers only
Allows you to
find holes in the
overall value
propositions and
solutions

96. LET’S BUILD
JUST
ENOUGHTO
SEE IF
PEOPLE BUY

98. MARKET RESEARCH

99. Overview:
What How
Data
collection
analysis Report

100. Data What?
Insight So what?
Action What’s next?

101. Tools:
IMITATION FEEDBACK COACHING CONTINUOUS
PRACTICES

102. CUSTOMER
INTERVIEW
S: THE MOREYOU ASK,
THE MOREYOU GET

103. SURVEYS

104. SPLIT
TESTS

105. FOCUS
GROUP

106. FOLLOW
AND
OBSERVE

107. MAPPING

108. CUSTOMER EXPERIENCE ANALYSIS

109. UX layer:
SEEING HEARING INTERACTION

110. What do we research? (16 form of
fun feelings)
Beauty Immersion
Intellectual
problem
solving
Competition Comedy
Social
interaction
Thrill of
danger
Physical
activity
Love Creation
Power Discovery Advancement Learning
Application of
an ability
Altruism

111. Discoverability:
Informative feedback Control, information and correspondence
Maps
Spatial technical terms
Control layout
Affordance
Human interaction
Environment
Signifiers
Direct perception
Information pickup (indicators)
Constraints

112. PIVOT

113. FINANCEYOUR
STARTUP

114. Do it yourself
■ Personal balance sheet (your assets)
– Vehicles
– Savings
– Collections
– Equity in real estate
– Accounts
– Recreational equipment's

115. Friends
and family
Starting phase
Business associates from 4 to 5
different sources
Choose the right source, the one
with no emotional strings.

116. Go to crowd
Peer to peer lending
• Lendingclub.com
• Zopa.com
Crowd funding
• Kickstarter.com
• Indiegogo.com

117. Venture capital
investment
■ Cairo angels
■ Flat6lab
■ 138 pyramids
■ Bedaya
■ Ideavelopers
■ Look for more here!

118. SPONSORSHIPS

119. Grants
Sawiris foundation
Drosos foundation
Ford foundation

120. LOOKIN
G FOR
LOANS

121. FED FUND:
GOVERNMEN
T LOANS

122. Putting it
on paper
How much money you need?
What you will use it for?
How you will pay it back?

123. YOUR FINAL
CHECKLIST

124. YOUR DEAL (SUCCESSFUL
NEGOTIATION)

125. SITE SEEKING

126. LOOKING GOOD:
PROFESSIONAL
IMAGE

127. SETTING UPYOURSELF
FORTHE NEWS

128. INSURANCE

129. STAFF SMART

130. SETTING POLICIES
AND BENEFIT

131. BUYERS GUIDE

132. BOOSTYOUR
PRODUCTIVITY

133. NETWORKING

134. KEEP INTOUCH:
CONNECTVIA
TECHNOLOGY

135. Always
check these
resources
and
websites
• Start your own business, entrepreneur
magazine (6 edition).
• Lean startup, Eric Ries.
• Traction, GinoWickman.
• Business model generation
Resources:
• Wamda.com
• Entrepreneur magazine
• Inc.com
• The economist
Websites:

136. Watch list:
Enron Inside job The corporation No logo
Shock doctrine The intern Entrepreneur list
Documentaries
to reconsider our
view to the world

137. Your ultimate
pitching
strategy
Problem statement
Goals and objectives
Methodology
Activities to be carried out
Monitoring and evaluation (M&E)
Project sustainability
Assumptions
Expected outcomes
Budget
Biographies

138. THANK
YOU!