11. Program
9:00 - 10:30 What is innovation?
10.45 - 12.15 What is a startup?
12.15 - 13.15 Lunch
13.30 - 15.15 Introduction Negotiations
15.30 - 17.30 What is a Business Model?
17.30 - 18.30 Incubators visit, meet & greet
entrepreneurs and drinks & bites
23. What is innovation?
innovate |ˈin"ˌvāt|
verb [ no obj. ]
make changes in something established, esp. by
introducing new methods, ideas, or products: the
company's failure to diversify and innovate competitively.
• [ with obj. ] introduce (something new, esp. a
product): innovating new products, developing existing
ones.
59. Entrepreneur(ial)
~ORIGIN early 19th cent. from French, from
entreprendre ‘undertake’
~one who organizes, manages, and assumes
the risks of a business or enterprise
-ial: ~not afraid to undertake a challenge
60. Entrepreneurship
The process by which individuals – either
on their own or inside organizations –
pursue opportunities without regard to the
resources they currently control
Stevenson, 1989
61.
62. What is a startup?
• Temporary organization
• designed to search
• for a repeatable
• and scalable business model
Blank, 2012
63. What is a startup?
A very risky and extremely powerful
innovation tool
Nauta, 2013
64. Very Risky...
Fisker $ 1.200 M
Better Place $ 850 M
A123 350 + ? M
Solyndra 1.000
Miasole 450
VPG 400
Coda 320
71. Entrepreneurship
The process by which individuals – either
on their own or inside organizations –
pursue opportunities without regard to the
resources they currently control
Stevenson, 1989
76. Further reading
• Startup Owners Manual - Steve Blank
• Founders at Work - Livingston
• Raising Verture Capital for Serious
Entrepreneurs - Berkery
78. Do's
• Ask questions, ask questions, ask questions
• Repeat what the other party said
• Make sure you're not in a hurry
• Be friendly
• Say 'Yes, and...'
79. Dont's
• Argue
- 'Yes, but...', 'With all due respect...', 'I hear what
you say...'
• Reduce complexity
• Apply pressure
• 'In between deal'
• Say yes
• Say no
81. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really 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 Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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82. Value Proposition
in 7 steps:
1. FOR [the ideal customer]
2. WHO [has this specific pain or problem]
3. OUR [product name]
4. IS A [product category]
5. THAT PROVIDES [this main benefit and reason
to buy]
6. UNLIKE [the primary alternative or competitor]
7. OUR PRODUCT [describe the key product
features]
