1. LAUNCH YOUR BUSINESS IN A WEEKEND SUPPORTED BY
DESIGNERS, DEVELOPERS AND BUSINESS EXPERTS
2. WHY LAUNCHWEEKEND?
South Africa needs entrepreneurs
We are being whipped by China, India, Brazil, USA, Kenya, etc.
Many entrepreneurs fail from avoidable mistakes
3. WHAT IS LAUNCHWEEKEND?
Learning experience: Lean Startup, Startup Science and
Effectuation
Competition: Get more done, Bring out your best
Mentors and advice: Designers, Accountants, Startup
Experts, Cofounders, Marketers
Build your business: Business Model, Customer
Validation, Logo, Website, Financial Plan, Go-to-market, Test Critical
Assumptions, Validate Business Model
FoundersCircle: Smart entrepreneurs sharing great ideas. Invite only
club for up and coming entrepreneurs.
7. STARTUP SCIENCE
A large body of research shown that these 10 variables predict startup success
1
Opportunity
6
Pre-mature scaling
2
Team Quality
7
Financial Management
3
Quality of Advice Sort
8
Business Community
4
Industry Knowledge
9
Business as a priority
5
Traction
10
Vision
10. PITCHES (60 SECONDS)
15
secs
Who you are?
15
secs
What is your idea / business?
15
secs
How much progress have you made?
15
secs
What help do you want?
28. HOW TO CREATE PLAN THAT WORKS?
1.
2.
3.
4.
Sketch your business model (Plan) 10 minutes
Identify critical assumptions 5 minutes
Test critical assumptions
Keep changing until you find one that works
71. THE LAUNCH CANVAS
1 SKETCH
BUSINESS
MODEL
2 IDENTIFY
ASSUMPTIONS &
UNKNOWNS
3 ORDER
ASSUMPTIONS
4 RUN
EXPERIMENTS
5 VALIDATE
QUALITATIVELY
6 VALIDATE
QUANTITATIVELY
Costs
72. THE LAUNCH CANVAS
Costs
3 ORDER ASSUMPTIONS
2 IDENTIFY ASSUMPTIONS
& UNKNOWNS
1 SKETCH BUSINESS
MODEL
73. HOW TO IDENTIFY ASSUMPTIONS?
Question 1:
How much proof do we
have this is true?
Question 2:
How much will the
business model need to
change if this
assumption is wrong?
74. THE LAUNCH CANVAS
6 PROVE THE MODEL
QUANTITATIVELY
5 PROVE THE MODEL
QUALITATIVELY
Costs Costs
Costs
4 PROVE THE MODEL WITH
RESEARCH / INTERVIEWS
3 ORDER ASSUMPTIONS
2 IDENTIFY ASSUMPTIONS
& UNKNOWNS
1 SKETCH BUSINESS
MODEL
75. TONIGHT
6 PROVE THE MODEL
QUANTITATIVELY
5 PROVE THE MODEL
QUALITATIVELY
4 PROVE THE MODEL WITH
RESEARCH / INTERVIEWS
3 ORDER ASSUMPTIONS
2 IDENTIFY ASSUMPTIONS
& UNKNOWNS
1 SKETCH BUSINESS
MODEL
Editor's Notes
Have recycling product 3 billion francs with one product line
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
Lets turn it into a tool. Very quickly you map out a business model. What is powerful is Channels - Only through there own channels. Failed business model
