Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf. Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.

1. STARTUP GLOSSARY
BEGRIFFE UND METHODEN AUS DER STARTUP-WELT
Daniel Bartel
Benjamin Bestmann
Exec I/O | Düsseldorf | 02.12.2013

2. About!
Ein Zusammenschluss aus Unternehmern und Innovatoren
DANIEL
BARTEL
Business Innovation
Evangelist
BENJAMIN
BESTMANN
DR.
WINFRIED
RICHTER
ADRIAN
THOMA
Business Innovator & Entrepreneur, davor
Serial Entrepreneur
Founder
Corporate-Executive
PROF.
DR.
NILS
HÖGSDAL
Wissenschaftlicher
Begleiter
+ UNSER NETZWERK
• STEVE BLANK (4 Steps to Epiphany)
• BOB DORF (The Startup Owners Manual)
• ALEXANDER OSTERWALDER (Business Model Generation)
• ASH MAURYA (Running Lean Series, Spark 59)
• YVES PIGNEUR & ALAN SMITH (Business Model Generation)
• ROB FITZPATRICK (The Mom Test)
• PROF. DR. GUNTER DUECK (ehem. CTO IBM)
• SAL VIRANI (Leancamp)
• uvm
Exec I/O | Düsseldorf | 02.12.2013
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3. What is a Startup?
Some Definitions
„A human institution designed to create a new product
or service under conditions of extreme uncertainty.”
- Eric Ries
„A startup is a temporary organization in search for a
scalable, repeatable, profitable business model.“
-
Exec I/O | Düsseldorf | 02.12.2013
Steve Blank
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4. Startups = Experiments
Problem (Market) = unknown
Solution (Product) = unknown
http://wallpaperscraft.com/image/pier_lake_descent_uncertainty_fog_60618_1920x1285.jpg
Exec I/O | Düsseldorf | 02.12.2013
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5. Innovation Spectrum
Sustaining vs. Disruptive Innovation
The Lean Entrepreneur, http://www.slideshare.net/slideshow/embed_code/
16699289
Exec I/O | Düsseldorf | 02.12.2013
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6. Search vs. Execute
„Startups are not just smaller versions of big companies“
Source:
h*p://steveblank.files.wordpress.com/2010/01/business-model1.jpg
Exec I/O | Düsseldorf | 02.12.2013
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7. One method to rule them all?
No! Startups need their own management tools
MBA = ADMINISTRATION
(perfect for running a company, but not for “designing”)
Exec I/O | Düsseldorf | 02.12.2013
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8. Efficiency vs. Effectivity
Are you advancing a plan or are you making progress?
http://impossibleobjects.com/catalogue/cleaning-sneakers.html
Exec I/O | Düsseldorf | 02.12.2013
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9. 90% OF ALL STARTUPS FAIL
http://www.wnd.com/2012/02/bolton-u-s-running-up-the-white-flag-to-taliban/

10. According to Ash Maurya …
66% drastically change their original plans
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11. Don‘t build products nobody wants
Why startups fail
“ Startups don’t fail because
they lack a product; they fail
because they lack customers
and a profitable business
model ”
Exec I/O | Düsseldorf | 02.12.2013
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12. Innovation Value Chain
Proof of
Concept
Theory
BASIC
RESEARCH
APPLIED
RESEARCH
Prototype
PRE
DEVELOPMENT
DEVELOPMENT
1st Model
PRE
PRODUCTION
1st Batch
PRODUCTION
DESIGN THINKING
Empathize & Define
Ideate
Prototype & Test
LEAN STARTUP
Customer Discovery
Customer Validation & Creation
Company Building
BUSINESS MODEL GENERATION
Value Proposition Design
Exec I/O | Düsseldorf | 02.12.2013
Business Model Canvas
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13. The four stages of a Startup
Product/Market-­‐Fit
Problem/Solu1on-­‐Fit
Search
Exec I/O | Düsseldorf | 02.12.2013
Execution
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14. The four stages of a Startup
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15. The Problem of existing companies:
Our
Learning
Curve
Speed
of
Change
Past
Future
Eddies Obeng's the world after midnight rate of lerning pace of change around us
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16. Alexander Osterwalder says:
“Every Business Model has an Expiry-Date!”
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17. Lean Startup
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18. Lean?
Maximize Customer Value while minimizing waste.
In context of startups/innovation:
“Every activity that helps to learn about what
creates value for potential customers.”
Exec I/O | Düsseldorf | 02.12.2013
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19. Lean Startup
A scientific approach to manage Disruptive Innovation
Define Hypotheses
Make assumptions about your business.
Build & Run Experiments
Test your assumptions empirically.
Learn from the Results
Pivot (change strategy) or Persevere.
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20. Build-Measure-Learn
Scientific Feedback Loop
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21. Define Hypotheses
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22. Finding a Business Model
The Business Model Canvas (Alexander Osterwalder)
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23. “Business Model Stack”
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24. Test Assumptions
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25. Get out of the Building
„There are no facts inside“ (Steve Blank)
http://www.giantbomb.com/emergency-exit/3055-4475/
Exec I/O | Düsseldorf | 02.12.2013
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26. Systematically Test your Model
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27. Minimum Viable Product (MVP)
The minimum feature set that enables learning
Examples:
•
•
•
•
•
•
Landing Pages
Videos / Sketches
Screenshots
Paper Prototypes
Mockups & Wireframes
KickStarter
http://leanheroes.com/what-is-a-minimum-viable-product-mvp/
Exec I/O | Düsseldorf | 02.12.2013
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28. Pretotyping (Concierge Service)
h*p://www.openideo.com/open/web-­‐start-­‐up/inspira1on/pretotype-­‐building-­‐the-­‐right-­‐it-­‐vs.-­‐building-­‐it-­‐right/
Exec I/O | Düsseldorf | 02.12.2013
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29. Pretotyping (Concierge Service)
h*p://www.openideo.com/open/web-­‐start-­‐up/inspira1on/pretotype-­‐building-­‐the-­‐right-­‐it-­‐vs.-­‐building-­‐it-­‐right/
Exec I/O | Düsseldorf | 02.12.2013
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30. Make it count
Innovation Accounting & Metrics
Example: AARRR Framework by Dave McClure
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31. Design Thinking
Exec I/O | Düsseldorf | 02.12.2013
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32. Non-linear Process
Problem
Solution
POV
Exec I/O | Düsseldorf | 02.12.2013
h*p://humani1eslab.stanford.edu/Bootcamp/Home
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33. “64% of features and functions are
rarely or never used.”
*Source: Standish Group.
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34. © HPI / D-School und andere
empathize
define
test
ideate
prototype
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35. Huge OutCOME!
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36. Digg for needs, wishes & insights
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37. Fragen? Fragen.
BENJAMIN
BESTMANN
mail: bb@ifbi.eu
mobil: @BenBestmann
web: ifbi.eu
DANIEL
BARTEL
mail: db@ifbi.eu
twitter: @danbar87
web: ifbi.eu

38. 3 Mayor Risks
1. Product Risk: Getting the product right
2. Customer Risk: Building a path to customers
3. Market Risk: Building a viable business
è TEST THEM ALL!!!
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39. prototype: fail early and often
h*p://www.pdfpedia.com/download/12464/lecture-­‐9-­‐prototyping-­‐
pdf.html
Exec I/O | Düsseldorf | 02.12.2013
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40. Traditional Development
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