Material presented at the DayOne Accelerator kickoff days. This includes introductions to working as a team, business model and value proposition canvases and how to test your hypothesis and become a learning organisation. The material is of course not complete without the accompanying discussion. It builds upon material from Strategyzer.com and leanstack who of course retain their original copyright. More info on the program at https://www.dayone.swiss/dayone/dayone-accelerator.html

3. 3
What are three things about Switzerland that you know?

4. Backstories

5. 5

6. 6

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12. Saskia Cecchi Rahel Schneider Daniel Meier Gabriel Schweizer

13. 13

15. 15

16. 16

17. DayOne mission

19. 19

21. DayOne vs traditional accelerator
…

26. Value Proposition Canvas Business Model Canvas

27. DayOne Accelerator Activities Overview
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29. Mentoring - Business coach, Domain experts & advisors

31. Some more dates

32. Program details to be open
and shared
Regular updates
Opportunity to share your
experience
Engage community

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36. STAGE 1
business idea
& strategy
STAGE 2
market
& revenue
STAGE 3
operations
& financing
RAW IDEA SOLID CASE
ready to pitch in
front of investors
Building solid business cases with expert advice

37. New Venture Assessment
Answer high level strategic questions to fill information gaps in your business case

38. New Venture Assessment
Examplary expert for overall business case assessment
• PhD in Biochemsitry from MPI for Biochemsitry / TU Munich
• Master in Business Administration from Wirtschaftsfachschule Zurich
• 10 years experience as CEO/CFO in life sciences startups
• 6 years Head of/ Partner at Venture Capital Firms
• 2013 Startup Coach with KTI/CTI
• 2014 started own consultancy firm Marsa Corporate Finance GmbH
• since 2018 Accredited Startup Coach with Innosuisse

39. New Venture Assessment Experts
Areas of support: Regulatory Affairs, Public Affairs, Medical Affairs, Legal & Compliance,
Pharmacovigilance, Quality Assurance, Market Access and Commercialization
• Master in Biology and Master in Business Administration from Vienna
• Global regulatory positions at Sanochemia, Baxter, Roche, Kuros
• Adjunct instructor regulatory affairs at George Washington University
• CEO at SFL Regulatory Affairs & Scientific Communication Ltd.

40. New Venture Assessment Experts
Areas of support: patent strategy with countries, cost and time schedule
• Diploma in Physics from University of Karlsruhe
• German & European Patent & Trademark Attorney since 1997
• With Vossius & Partner since 2014 (attained Swiss approval)
• Expert in computer soft- & hardware, processor design, medtech
• Consulted a large number of startups and SMEs

43. UNDERSTANDING THE
CUSTOMERS
INTRO TO CUSTOMER’S PROFILE AND VALUE MAP

44. observedesign

45. “People don’t want to buy a quarter-inch drill.
They want a quarter-inch hole!”
- Theodore Levitt

48. JOBS TO BE DONE
CUSTOMER’S PROFILE
WHAT CUSTOMERS ARE
TRYING TO GET DONE IN
THEIR WORK AND IN
THEIR LIVES?
Customer
Jobs
• FUNCTIONAL
• SOCIAL
• EMOTIONAL

49. PAINS
CUSTOMER’S PROFILE
BAD OUTCOMES,
RISKS AND
OBSTACLES RELATED
TO CUSTOMER JOBS
Customer
Pains
• UNDESIRED OUTCOMES
• OBSTACLES
• RISKS

50. GAINS
CUSTOMER’S PROFILE
OUTCOMES
CUSTOMERS WANTS
TO ACHIEVE OR THE
CONCRETE BENEFITS
THEY ARE SEEKING
Customer
Gains
• DESIRED
• UNEXPECTED

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55. observedesign

56. 56
Value Map – Value Proposition
Product
and
services
A list of all the
Products and
Services a value
proposition is built
around.

57. 57
Value Map – Pain Relievers
They describe how
the products and
services alleviate
customer pains.
Pain
Relievers

58. 58
Value Map – Gain Creators
They describe how
the products and
services create
customer gains.
Gain
Creators

59. Value Proposition Canvas
59
? FIT
?Fit is achieved
when Value Map
meets Customer
Profile

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63. ⃤

74. What are the pillars
of Google’s Business Model?

75. What are the Pillars of Google’s Business Model?

77. Business Model
Users
globally
Advertisers
Automated
Automated
0.-
Keyword
auctionIT Bandwidth
Google.com
Adwords
Find
information
Large
audience
Telecom
infrastructure
(pipes)
IT infrastructure
IP (algorithms)
User base
Software
development
Network
development

78. CUSTOMER
SEGMENTS
The Customer Segments building block defines the different groups of people or
organizations an enterprise aims to reach and serve

79. VALUE
PROPO-SITIONS
CUSTOMER
SEGMENTS
The Value Propositions Building Block describes the bundle of products and services that
create value for a specific Customer Segment

80. VALUE
PROPO-SITIONS
CUSTOMER
SEGMENTS
CHANNELS
The Channels Building Block describes how a company communicates with and reaches
its Customer Segments to deliver a Value Proposition

81. CUSTOMER
SEGMENTS
CHANNELS
VALUE PROPO
SITIONS
CUSTOMER
RELATIONSHIPS
The Customer Relationships Building Block describes the types of relationships a company
establishes with specific Customer Segments

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84. CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY ACTIVITIES
REVENUE STREAMS
The Key Activities Building Block describes the most important things a company must do
to make its business model work

85. CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIES
REVENUE STREAMS
The Key Resources Building Block describes the most important assets required to make
a business model work

86. CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIESKEY
PARTNER-
SHIPS
The Key Partnerships Building Block describes the network of suppliers and partners that
make the business model work

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•

89. CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIESKEY
PARTNER-
SHIPS
REVENUE STREAMS

90. COST STRUCTURE
CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPO-SITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIESKEY
PARTNER-SHIPS
REVENUE STREAMS
The Cost Structure describes all costs incurred to operate a business model

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106. Hypothesis Hypothesis
Hypothesis
Hypothesis
HypothesisHypothesis
Hypothesis
Hypothesis Hypothesis
Hypothesis

107. Hypothesis Hypothesis
Hypothesis
Hypothesis
HypothesisHypothesis
Hypothesis
Hypothesis Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis

108. Hypothesis Hypothesis
Hypothesis
Hypothesis
HypothesisHypothesis
Hypothesis
Hypothesis Hypothesis
Hypothesis Hypothesis
Hypothesis

109. 109
COST STRUCTURE
CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIESKEY
PARTNERSHIPS
REVENUE STREAMS
DESIRABILITY
(Human)
FEASIBILITY
(TECHNICAL)
VIABILITY
(FINANCE)

110. Cost structure
110
COST STRUCTURE
CUSTOMER
SEGMENTS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
KEY ACTIVITIESKEY
PARTNERSHIPS
REVENUE STREAMS

111. •
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112. 112
“In Leanstartup, everything a
startup does is an experiment
designed to achieve validated
learning” Eric Ries, Lean Startup

113. 113

115. Rule # 1
Test in the quickest
and cheapest way

116. Rule # 2
What people say and do
are two different things

117. Example tests - Desirability, Viability, Feasibility
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119. Jan Feb March April May June
POST IT COLOR CODED PER ACTIVITY TYPE : EXPERIMENT, MEETINGS AND CONFERENCES, VISITS…

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