Why do we start startups? A good question for the inaugural class of the NYC Media Lab: The Combine. Covering Motivation, Lean, Business Model Canvas, the Rich/King Dilemma, and Scale Outcomes
3. What Lean* is Great For:
Figuring out if you should pursue this path (or not)
and under what conditions
Figuring out your path to growth
*Lean LaunchPad, Lean Startup, Agile, Move Fast/Break Things
4. What Lean*
Doesnât Cover
Why you are doing this?
What are the tradeoïŹs: investment vs.
customer funded?
How to trade oïŹ competing values, particularly
if you are primarily driven by impact and
outcomes?
How do you form teams? Deal with team
dynamics?
7. Why are you doing this?
More time
More money
Canât work for other people
Social impact
Huge ïŹnancial returns
Control over my own destiny
I want to have CEO in my title
Control over product, autonomy
No one looking over my shoulder
Freedom
I see a huge opportunity
Hungry to learn
Uber feminism - deïŹning my own rules
Iâm not employable
Itâs my family business, my legacy
Environmental impact
I want to be a founder
No one would hire me
I am creating art / culture / music
What else?________________________
8. What is a startup?
(according to 3 w.m.)
âA startup is a human institution designed to deliver a
new product or service under conditions of extreme
uncertainty.â â Eric Ries
âA startup is a company designed to grow fast.â âPaul
Graham. Y Combinator.
âA startup is a temporary organization designed
formed to search for a scalable repeatable business
model.â â Steve Blank.
ââMost startups change their business model multiple
times. A scalable startup is a special class of startup â
world class team, large vision, large target market,
passionate belief and a reality distortion ïŹeld.â
9. Motivation & Ambition
âThe most important factor for business success was
ambition with those ïŹrms starting out with high growth
expectations performing most strongly. Indeed, motivations
inïŹuence business success mainly by driving diïŹerences in
growth expectations, which in turn drive success.â
Entrepreneurship Understanding Motivations
UK Survey 2015
10. Rich V. King
Founders choices are straightforward: Do they want to be rich or king?
Few have been both. - Noam Wasserman
Fail Rich
King Exception
Well below potential Close to potential
LittleComplete
Controlovercompany
Financial gains
The Founderâs Dilemma at HBR.org.
13. The Wonders of
Customer Revenue
Itâs revenue!
You need less capital!
You can hire a team,
invest proïŹts into
product
14. The Hidden Risks of Early
Needy Customers
The best early customer is a risk taker, who is an early adopter,
who others tend to follow.
A lighthouse customer.
A reference customer.
A slide full of logos.
âOh if Target / GE / Red Bull use it, so should Iâ
And who deïŹnes the patterns for the industry.
The worst ïŹrst customer: so need-speciïŹc, so custom, so high
maintenance - nothing can be built that will serve more
customers, and serve your product plan
19. You canât aim at
everyone, ïŹrst
âServe a unique customer
segmentâ
âTarget a speciïŹc nicheâ
âAim for your most
proïŹtable segmentâ
âItâs better to dominate a
micro segment than to aim
for everyone and hit
nobodyâ
âDeïŹne your Archetypesâ
20. Use Personas to
Find the Pain
From: Business Model Canvas, Value Proposition Design,
Alexander Osterwalder, The Innovatorsâs Solution, Clay
Christensen and Michael Raynor
21. Uncover the
âjob to be doneâ
Fast Food Milkshake
40% of milkshakes
purchased by commuters
in the morning - to go
What job customers hire milkshakes to do: On a a long, boring commute,
customers âneeded something to keep that extra hand busy and to make the
commute more interesting.â - Clayton Christensen, HBR
http://hbswk.hbs.edu/item/clay-christensens-milkshake-marketing
26. Persona Tool
Context:
#stillathome
#notanadultyet
Name:
Peyton
Age:
24
Living with
Mom at
home
Motivations/Goals:
Independence
Freedom
Apartment
Bike to work
Pay off college loan
Interests:
Roller derby
Raising money for
breast cancer
Jewelry making
Pains:
Canât seem to save
At breakeven/loss
each month
Bad credit rating
Fears + Secrets:
Afraid of getting
rejected for an
apartment
Really likes
momâs support
29. Value Proposition
Silicon Valley / Tech Version
âWho do you want to create value for
and what jobs need to be done?â
Value proposition(s) outline how
exactly your products and services
create value for one or more of your
customer segments.
- Alexander Osterwalder, Value
Proposition Design.
Madison Avenue / Branding
âA statement of the beneïŹts delivered
by the brand that provide value to the
customer.
Communicates the beneïŹts that add
value, why we are diïŹerent, the
brand-customer relationship, and
gives customers an âRTBâ - reason to
buy (or believe).
-David Aacker,
Building Strong Brands.
30. Value Proposition
My company __(company name)_______________________________
is developing _(deïŹned oïŹering)_______________________________
to help __(a target audience)___________________________________
_(solve this problem / pain) ____________________________________
(with this secret sauce)_______________________________________
(with this proof point to the customer)______________________
Jen van der Meer, Reason Street Revenue Steps
31. Letâs Commercialize!
Researchers use chemicals
to manipulate the behavior
of mice
with eïŹects that last up to
an hourâŠ
to control the hunger and
activity levels of mice
The Scientist, 2015.
http://www.the-scientist.com/?articles.view/
articleNo/42878/title/Mouse-Mind-Control/
32. Value Proposition
My company __MINDTETHER_________________
is developing _a mind tether spray_____________
to help __busy moms_________________________
_compel their children to complete homework____
with our proprietary mind control chemicals____
eïŹects last up to an hour with minor side eïŹects!
Jen van der Meer, Reason Street Revenue Steps
33. Who + What
Custom Offer Scalable Offer
LargeNeedSmallmarket
CustomerSegment
Value Proposition
36. Scale
Impact. Scale. Envisioning Big Outcomes. If it is
clear enough and compelling enough AND BIG
ENOUGH it will attract the SCALE AND IMPACT-
SEEKING people and resources (VCs, angels, future
partners and team members)
What does it mean to seek a 10x return?
37.
38. Unicorn question
How pissed would you be if some other
company was anointed the chosen one? And
blew you out of the water?
39. Yesterday news broke of General
Motorâs acquisition of Sidecar assets.
Why the sale? In short, we were forced
to shut down operations and sell. We
were unable to compete against Uber, a
company that raised more capital than
any other in history and is infamous for
its anti-competitive behavior. The legacy
of Sidecar is that we out-innovated Uber
but still failed to win the market. We
failedâââfor the most partâââbecause
Uber is willing to win at any cost and
they have practically limitless capital to
do it.
Sunil Paul, Founder, Sidecar
Jan 20, 2016
Medium (Post Mortem)
40. How fast?
My current user base of _______ would be on
track to grow to ____________ in 5 years to be
considered worthy of growth investment (VC,
angel) today.
42. The Ask
My company __(company name)_____________________________________
is developing _(deïŹned oïŹering)_____________________________________
to help __(a target audience)_________________________________________
_(solve this problem / pain) __________________________________________
(with this secret sauce)_____________________________________________
(we already experiencing this much traction)_____________________
(and weâll seeking this much growth capital to get there faster__
43. Now multiply by 10.
(the impact youâll achieve. the money youâll
need).
46. Purpose of Why We Search
While you are hereâŠ
Learning how helpful humans are when you ask them.
Run through the exercise of seeing how you could achieve scale.
DeïŹning a hidden unmet need, and a scalable solution.
Uncover your blinders, limiting beliefs, and see how big you can
think.
Realize you canât really control for anything, so follow the water
around the rock.