Part two of Lean Startup Workshop in Bergen Norway. Mix of english/norwegian text.

1. “IdLFE OmPAS”
L 1
søndag 2. juni 13

2. WHaT wE (Ow) KW AUt ArTS
75% fails (US) - 9% > 1 MSEK after 3 years (SE)
They are not a small version of a large company
66% drastically change their plans
The business plan rarely survive first contact with customers
Long-term plans is a waste of time
Most founders want to develop their product not the market
They embrace a new way of working - “the lean startup” methodology
* Harvard Business Review 2012
søndag 2. juni 13

3. MålSTiNR
Få introduksjon til Lean Startup metodikken
Mer rasjonell jobbing i tidligfase
Komme i gang med Lean Startup for egen bedrift
Komme i gang med utvikling av forretningsmodell for egen bedrift
søndag 2. juni 13

4. GeN G 1
Velkommen og introduksjon
Presentasjonsrunde
Lean Startup Revolution
Introduksjon til forretningsmodellering vha Lean Canvas
Lean Canvas Workshop med lunsj
Hjemmeoppgave
Avslutning - kl 1300
søndag 2. juni 13

5. ElKME
Vert: Per Arve Frøyen, Innovasjon Norge
Kursholder: Helge Hannisdal, gründer og mentor
søndag 2. juni 13

6. Gründerfasen
1999
Idé
Vekstfase
Driftsfase
Internasjonalisering
Konsolidering
2012
200 ansatte - 8 land
omsetter 190MNOK - verdsatt 600MNOK
CEO
CTO
CMO
søndag 2. juni 13

7. INTERESSER
GRÜNDERVIRKSOMHET
NYSKAPNINGSPARKEN
CONNECT VEST
MENTOR
BUSINESS ANGEL
TEKNOLOGI
INNOVASJON
SALGMARKEDSFØRING STRATEGI
RADIKAL ENDRING
KREMMER
STYREARBEID
INNOVASJON NORGE STARTUP WEEKEND
søndag 2. juni 13

8. Li EN
Alle presenter på 3 minutter:
Hvem er du/dere?
Hva er ideen?
Nevn det viktigste du har lært fra å lese Running Lean
Hva er dine forventinger til workshopene/kurset
søndag 2. juni 13

9. lE sTTuP EtH - 3 CPoNTs
business model design - canvas with testable hypotheses
customer development - get out of the building and test the
hypotheses
agile development - building a minimum viable product (MVP)
søndag 2. juni 13

10. N SRtU Is  tEOrA oRNiZIN
dEGnE To sECh fO A rEAtAE N
sCAL bUNeS MEl.
- Steve Blank
søndag 2. juni 13

11. UsISs DL EGn
He SiNS MEl NS
dERiB lOCaL W
yO bUNeS WoR oN 
sILe Ge.
AcH OmPEnT OnTNS
a RiE Of PoTSiS HT
yO NeE To St.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Problem
Top 3 problems
Existing
Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing
Alternatives
Key Metrics
Activity that
drives retention/
revenue
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Channels
Path to customers
Customer
Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
1
søndag 2. juni 13

12. UsTER EvEPNt
g o o t Budi!
- Steve Blank
2
Search Execute
Problem/Solution
Fit
Product/Market
Fit
Scale
Pivots Optimizations
Validated Learning Revenue & Growth
Method
How to change
Objective
søndag 2. juni 13

13. Requirements Development QA Release
ReASt Sk  nO DeVOpMT O NeW RoDTs,
bU DeVOpMT O CuSMeR AnD ArKS.
- Steve Blank
Mt EaRNg PpE Re
TritIAl OdU dELoPNt
søndag 2. juni 13

14. V
2 weeks - 2.000$ 9 months - 82.000.000$
søndag 2. juni 13

15. GE EvEPNt
TaRPs wAt CcE aR ThO tH mAGe  iTAT
eNGh MeS EfO rUInG Ut  rEUEs.
- Eric Ries
3
Steve Blank, Harvard Business Review 2012
short repeatable cycles
continuously revise MVP
søndag 2. juni 13

16. IDEAS
PRODUCTDATA
-- EeDCk Op
BUILD
MEASURE
LEARN
bUD AEr
Unit Tests
Usability Tests
Continuous Integration
Incremental Deployment
Free & Open-Source Components
Cloud Computing
Cluster Immune System
Just-in-time Scalabilty
Refactoring
Developer Sandbox
lEN AEr
Split Tests
Customer Interviews
Customer Development
Five Whys Root Cause Analysis
Customer Advisory Board
Falsifiable Hypotheses
Product Owner Accountability
Customer Archetypes
Cross-functional Teams
Smoke Test
Meur AEr
Split Tests
Clear Product Owner
Continuous Deployment
Usability Tests
Real-time Monitoring
Custom Liason
Funnel Analysis
Cohort Analysis
Net Promoter Score
Search Engine Marketing
Real-time Alterting
Predictive Monitoring Eric Ries / KissMetrics
Wireframes
Prototypes
Landing Pages
Focus Group
søndag 2. juni 13

17. https://vimeo.com/65596799
søndag 2. juni 13

18. øvEE 1
Hva er “Jobs to be Done” (Problem) her?
Hvem er kunden (Customer Segment)?
søndag 2. juni 13

19. Problem
Mett til lunsj
Tidsfordriv i bilen
Existing Alternatives
Solution Unique Value
Proposition
High-Level Concept
Unique Value
Proposition
High-Level Concept
Unfair Advantage Customer Segments
De som kjører
>15min alene til jobb
Early Adopters
Problem
Mett til lunsj
Tidsfordriv i bilen
Existing Alternatives
Key Metrics
Unique Value
Proposition
High-Level Concept
Unique Value
Proposition
High-Level Concept Channels
Customer Segments
De som kjører
>15min alene til jobb
Early Adopters
Cost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streams
søndag 2. juni 13

20. Exci 2 - RoBM
Start sketching a canvas for your idea/company
List top 3 problems you are solving for your potential
customers
List “Jobs to be done”
Document how early adopters solve these problems
today
Problem
Top 3 problems
Existing Alternatives
søndag 2. juni 13

21. Exci 2 - RoBM
Start sketching a canvas for your idea/company
List top 3 problems you are solving for your potential
customers
List “Jobs to be done”
Document how early adopters solve these problems
today
Problem
Top 3 problems
Existing Alternatives
søndag 2. juni 13

22. lE sTTuP EtH - MRy
business model design - canvas with testable hypotheses
customer development - get out of the building and test the
hypotheses
agile development - building a minimum viable product (MVP)
søndag 2. juni 13

23. cUOmE DeVOpMT
søndag 2. juni 13

24. AlITE RoBM/OlUOn T
Problem/Solution
Fit
Product/Market
Fit
Scale
Activities:
Problem and solution interviews, viability testing
Test all your hypotheses in Problem/Solution/Customer Segments
Pivoting! - substantial change to one or more blocks in the business model
Done when validated that problems are must-haves, minimum features
for “must have” (MVP) , customer is willing to pay x
søndag 2. juni 13

25. Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
søndag 2. juni 13

26. IaBItY EsTG
Landing page
Concierge
Wizard of Oz
Prototypes
Wireframe/Mockups, similar
products
Test apps
Crowd-Funding test
He Al AsU oF UcCS I ThE UmB O
eXRiMTs At N B CrOwEd TO 2 HRs.”
-Thomas Alva Edison
søndag 2. juni 13

27. cOIGe cRwD FDN
søndag 2. juni 13

28. g raD TO Pit - a Let Oe
Crowd Fundraising to Groupon
Burbn comparable to foursquare to Instagram
Roleplaying game to Flickr
HotOrNot.com to Facebook
Personal podcasting to Twitter
Cellular Phone for kids to simcard to Bipper (iphone app)
Mobile restaurant menu to PAM (shopping centre promotion/map)
søndag 2. juni 13

29. ChIE RoDT/ArK It
Problem/Solution
Fit
Product/Market
Fit
Scale
Activities:
Building your MVP, sell it to early adopters
Test all your hypotheses in Solution/Key Metrics/UniqueValue Prop
Pivoting!
Done when validated key metrics show high retention, customer
satisfaction and customer acquisition
søndag 2. juni 13

30. Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
søndag 2. juni 13

31. PtIZe R CL
Problem/Solution
Fit
Product/Market
Fit
Scale
How to accelerate growth?
How do we scale internationally?
søndag 2. juni 13

32. Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
søndag 2. juni 13

33. UsTER EvEPmE sUAR
Search Execute
Problem/Solution
Fit
Product/Market
Fit
Scale
Pivots Optimizations
Validated Learning Revenue & Growth
Method
How to change
Objective
søndag 2. juni 13

34. bUNeS MoDInG wIH EN AAs
søndag 2. juni 13

35. EN AAs
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
RoDT AEt
søndag 2. juni 13

36. 2. UsTER EgMTs
Who are your customers segments?
Who are your users?
Identify early adopters - NOT mainstream customers.
Example segments:
Small companies in Norway
Mothers with children between 2-5 years old
Customer Segments
Target customers
Early Adopters
segment her er også ikke
helt bra,......
søndag 2. juni 13

37. tENoLY-APtI lI cYE
Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16%
Chasm
søndag 2. juni 13

38. Exci 3
Fill out problem and customer segment blocks
søndag 2. juni 13

39. Exci 3
Fill out problem and customer segment blocks
søndag 2. juni 13

40. 3. NiQ AE RoPIOn
Why are you different and worth getting attention?
Target Early Adopters
High-level concept pitch
Unique Value
Proposition
Single, clear compelling
message that states
why you are different
and worth buying
High-Level Concept
søndag 2. juni 13

41. Exci 4
Define your unique value proposition(s) and high level pitch
søndag 2. juni 13

42. Exci 4
Define your unique value proposition(s) and high level pitch
søndag 2. juni 13

43. 4. OlUOn
For each problem, define your simplest solution.
The solution should NOT be more than your MVP
(MinimumViable Product)
Solution
Top 3 features
søndag 2. juni 13

44. Exci 5
Try to define your solution / MVP.
søndag 2. juni 13

45. Exci 5
Try to define your solution / MVP.
søndag 2. juni 13

46. Luj
søndag 2. juni 13

47. 5. HaNL
How/Where can you meet potential customers?
How/Where can you sell to customers?
How/Where can you distribute your product to
customers?
No partners or referrals (yet) - focus on direct
Channels
Path to customers
søndag 2. juni 13

48. 6. EvEE TrES
How will you charge you customers?
What will you charge?
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
søndag 2. juni 13

49. 7. OsT TrUUR
What are the most important costs you will have?
Examples:
Costs to interview
Costs to build MVP/prototypes
Monthly fixed costs (staff/office etc)
Sales / Distribution costs
Cost Structure
Customer Acquisition
Costs
Distribution Costs
Hosting
Staff etc.
søndag 2. juni 13

50. 8. EY EtRS
What key numbers/activities define our success and
progress?
Focus on and run experiments for ONE metric at the
time
Examples:
Key feature usage
New customers
Churn
Key Metrics
Activity that drives
retention/revenue
søndag 2. juni 13

51. 9. NfA DvAAG
Unfair Advantage
Can’t be easily copied
or bought What is you unfair advantage?
A real unfair advantage cannot easily be copied/bought.
Examples:
Large network effect
Personal Authority
The right “expert” endorsements
søndag 2. juni 13

52. Exci 6 - OmPTe E CVA
Nå skal dere:
5 min på å ferdigstille canvasen
Presentere Lean Canvas for de andre - 3 minutter
Oppsummering / diskusjon i plenum
søndag 2. juni 13

53. Exci 6 - OmPTe E CVA
Nå skal dere:
5 min på å ferdigstille canvasen
Presentere Lean Canvas for de andre - 3 minutter
Oppsummering / diskusjon i plenum
søndag 2. juni 13

54. Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Unique Value
Proposition
Single, clear
compelling message
that states why you
are different and
worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
søndag 2. juni 13

55. “hmEwRk”
For each company, to do until next week:
Complete and revise your canvas
Complete at least 3 problem interviews or another problem/JBT
validation activity
Finish reading Running Lean (at least chapter 1-7)
Prepare to present canvas and interview summary next week
søndag 2. juni 13

56. RoBM NtEIEw
Validate your hypotheses
Key questions:
Who has the problem/pain - Is
this a viable customer segment?
What are you solving? How do
customers rank the problems?
Who is the competition - How
do you customers solve these
problems today?
søndag 2. juni 13

57. OcUNt STs
Be objective
Document immediately after interview
Notice their “keywords”
søndag 2. juni 13

58. øvEE 7
Hva kan du gjøre til neste samling for å validere dine “Jobs To Be
Done” / Problems ?
Dokumenter/Planlegg hva du vil gjøre. Vær veldig konkret både på
rekruttering og gjennomføring.
Problemintervju anbelfales, men foreslå gjerne alternative aktiviteter.
søndag 2. juni 13

59. rEUtENg JeNMføNg
Eksempler:
Bruke LinkedIn for å rekruttere 5 kandidater til problem intervju.
Eksempler:
Gjennomføre 5 problem intervjuer ute hos potensielle kunder.
øvEE 7
søndag 2. juni 13

60.  & A
søndag 2. juni 13

61. EeDCk
Jeg likte spesielt
godt......
Dere kan bli bedre
på.....
søndag 2. juni 13

62. Kontaktinfo: helgeh@gmail.com
Neste samling: onsdag 15. mai kl 0900-1300
AkK Or  DA!
søndag 2. juni 13

63. søndag 2. juni 13