10. “It’s our goal to make corporates innovate
like startups to challenge the status quo.”
We’ve had the pleasure to innovate with...
11. Topics of today
1. BM innovation: what - why - how
2. Introduction to the Lean Canvas
3. Channels
4. Costs
5. Revenue model(pricing)
6. Key metrics
Business model
innovation
12. Business Model in a nutshell
An organization’s logic of creating,
delivering and capturing value.
just to make sure we’re all on the same page…
13. Why should I have an innovative business
model?
Why
26. Now it is up to you!
Step 1: Take a pen and a piece of paper
27. Now it is up to you!
Step 2:
Write down
3 assumptions
regarding your
business idea
Step 1: Take a pen and a piece of paper
Students
will pay to
use my
idea
29. Now it is up to you!
Step 2:
Write down
3 assumptions
regarding your
business idea
Step 1: Take a pen and a piece of paper
Students
will pay to
use my
idea
Step 3:
Write down
the opposite of these
assumptions
Students
get paid to
use my
idea
Nobody
will pay to
use my
idea
47. Volume of innovation efforts
last 10 years
source: Doblin Group, Inno 15
10 types of innovation
Configuration Offering Experience
Business
model
Network
Company
Structure
Process
Product
performance
Product
system
Service Channel Brand
Customer
Engagement
48. 10 types of innovation
Configuration Offering Experience
Business
model
Network
Company
Structure
Process
Product
performance
Product
system
Service Channel Brand
Customer
Engagement
Cumulative Value Creation
last 10 years
source: Doblin Group, Inno 15
less than 2% of projects,
produce more than 90% of value
50. 10 types of innovation
Configuration Offering Experience
Business
model
Network
Company
Structure
Process
Product
performance
Product
system
Service Channel Brand
Customer
Engagement
Cumulative Value Creation
last 10 years
source: Doblin Group, Inno 15
54. Startups = Uncertain
A startup is a human
institution designed to create a
new product or service under
conditions of extreme
uncertainty
Eric Ries
63. Product vs Business innovation
Product innovation Business innovation
PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
64. Product vs Business innovation
Product innovation Business innovation
PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
65. Product vs Business innovation
Product innovation Business innovation
PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
1.
2.
67. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Lean canvas
68. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Lean canvas
Product Market
70. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
9 building blocks
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
77. Lean Canvas : Problem
List the top one to three
problems!
e.g “Problems falling asleep”
Focus on customer segment!
The Problem
List existing alternatives
e.g “SleepClinic”
Many times NOT from an
obvious competitor
The problem
78. B2B VS B2C
Lean Canvas : Customer Segments
Define your Customer(s)
People who will buy your
product
Narrow down!
Your prototypical customer
Define other users on the
stakeholder map (exercise)
Customer Segments
79. Lean Canvas : Unique Value Proposition
Unique Value Proposition
Why you are different and
worth getting attention
Answer the what, who and
why.
UVP
8 seconds rule
First-time customers spend eight
seconds on average on a landing
page! Your UVP is the first
interaction with your product!
Your message
82. Lean Canvas : Channels
How will you get customers?
Communication VS Distribution
Retention before referral
You have to first sell your product
yourself, before letting others do it.
Channels
Reaching customers
83. Lean Canvas : Revenue Streams & Cost Structure
Revenue out of demos?
First DEMO should address
the TOP problems
If you intend to charge for
your product, charge from
day one!
You don’t need a lot users to
support learning, just a few
good customers
Revenue & Costs
Cost VS price
84. Lean Canvas : Key Metrics
Key Metrics
Key numbers that tell you
how your business is doing
Real time
Before you get the sales
report
Key Metrics
Downloads
Dig deeper
85. Lean Canvas : Unfair Advantage
Unfair Advantage
Passion, features, ... are not
unfair advantages
A real unfair advantage
cannot easily be copied
Anything worth copying will be
copied, especially once you start
to show a viable business model.
Unfair Advantage
The team
Prizes
86. Lean Canvas - Brainstorm tips
Some Lean Canvas Rules
It’s a sketch!
It’s a working document!
Use post-its!
Think in the present!
Use a customer-centric approach
87. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
9 building blocks
Unfair
advantage
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
88. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Focus for today
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
89. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Write down your key answers for these 4 blocks
UVP
Customer
segments
Problem
Solution
90. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Focus for today
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
91. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Starting point
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
92. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Starting point
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
Product/
Service
Buyers
126. Denvy, Has an idea!
“How could he realise
his idea?”
127. Quirky.com
Example case: “Quirky raised the bar for co-creation
platforms by paying out influencers. Every week 2 new
products are being launched.”
+500 people co-designed 1 new iPad stand*
*quirky.com/products/30-Cloak-iPad-Case
141. Acquisition = traction
“Many entrepreneurs who
build great products simply
don’t have a good distribution
strategy”
- Marc Andreesen -
by Gabriel Weinberg and Justin Mares
@Traction: The Book
142. Focus on Acquisition channels
Selection of
6 proven channels
for start-ups to get
traction
by Gabriel Weinberg and Justin Mares
@Traction: The Book
157. Your turn - How can you use one of these channels
Unconventional PR
Targeting blogs
Social & display ads
Viral Marketing
Search engine marketing
Speaking engagements
158. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
Costs
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
159. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Costs
Costs Price
164. One dominant business model
A pricing method in which the selling price
is established by adding a markup to total
variable costs.
Cost Plus Pricing
@investopedia
165. What is the production cost of an Ipad Air 2?
@techcrunch
COST
Ipad-air 16Gb Wifi
?
170. Percieved value
Price is not what you think you can charge,
but what your customers are willing to pay
based on the perceived value.
171. Percieved value
Price is not what you think you can charge,
but what your customers are willing to pay
based on the perceived value.
€1500 €500
€700
186. STEP 1
f. x
f. y f. z
f. a
f. b
f. c
features/characteristics of your concept
187. features/characteristics of your concept
STEP 1
Rank the features from the perspective
of your early adopters
STEP 2
f. x
f. y
f. z
f. a
f. b
f. c
188. Structured process: The Innovation Battlefied
Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
f. x f. y
f. z
f. a
f. b
f. c
189. How to rank the features of your concept?
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
f. x
191. What are the features or characteristics of this concept?
f. x
Handle with care
Able to track
Within 3 days
…
192. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
193. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
194. What are the features or characteristics of this concept?
f. x
SMS alert
Free recall
Real-time tracking
…
195. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
SMS alert
Free recall
Real-time tracking
196. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
197. What are the features or characteristics of this concept?
f. x
Cardboard box
FedEx logo
Vans
…
198. Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Cardboard
Vans
FedEx Logo
199. Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Cardboard
Vans
FedEx Logo
200. What are the features or characteristics of this concept?
f. x
€15/parcel
Be at home
Sign-off
…
201. Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Cardboard
Vans
FedEx Logo
Be home
€15/p
Sign-off
202. Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Cardboard
Vans
FedEx Logo
Be home
€15/p
Sign-off
203.
204. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Cardboard
Vans
FedEx Logo
Be home
€15/p
Sign-off
<15 min
205. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Cardboard
Vans
FedEx Logo
Be home
€15/p
Sign-off
<15 min
207. Pleasure level
“unexpected awesomeness” “harder,better, faster, stronger.”
“Expected essentials”
How hard will a feature be missed if left out?
How much pleasure does
this feature bring?
“I don’t care...”
“It hurts, take it away.”
H
L
L H
Indispensability Level
How much happiness
does this feature
bring to our customer?
Would this feature be missed
by our customer if left out?
Handle with care
Able to track
Within 3 days
SMS alert
Free recall
Real-time tracking
Cardboard
Vans
FedEx Logo
Be home
€15/p
Sign-off
Drone
210. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
1. Revenue streams
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution
213. Percieved value - Lean pricing
Price is not what you think you can charge,
but what your customers are willing to pay
based on the perceived value.
214. Percieved value - Lean pricing
Price is not what you think you can charge,
but what your customers are willing to pay
based on the perceived value.
€1500 €500
€700
241. Key metrics for succes? - Lean analytics
+ Slideshare by Andreas Klinger
Source: Lean analytics
Lean Analytics:
Use Data to Build a Better Startup Faster
by Alistair Croll , Benjamin Yoskovitz
242. Successful?
In a startup, the purpose of analytics is to
iterate to product/market fit before the
money runs out.
246. Product market fit
Time
Traction
Product/market fit
Empathy Stickness Virality Revenue Scale
Find a product
the market wants
Optimise the product
for the market
@andreasklinger
Clones start here
Product & customer
development
Scale marketing
& operations
248. Key metrics for START-UP succes? - Lean Analytics
+ Slideshare by Andreas Klinger
Source: Lean analytics
No Vanity metrics
Metrics need to hurt
Use Cohords
Early stage metrics
Use a framework (AARRR)
Meaningful KPIs
264. 5. Find meaningful KPI’s
1. Linked to assumptions of your product
2. Rate or ratio
3. Comparable to your history
(market = reality check)
4. Explainable
266. 6. Metrics need to hurt
If yo are not ashamed about the KPIs in
your product dashboard than something is
wrong.
Either you focus on the wrong KPIs or you
do not drill deep enough.
267. 6. Metrics need to hurt: Example
90 % activation rate
Only vote for friends - No usage
Activation = vote for more than 1
268. Key metrics for succes? - Lean analytics
+ Slideshare by Andreas Klinger
Source: Lean analytics
No Vanity metrics
Metrics need to hurt
Use Cohords
Early stage metrics
Use a framework (AARRR)
Meaningful KPIs
269. PROBLEM
List your top 1-3 problems
Designed by:Designed for:
On:
Day Month Year
Iteration:
No.
REVENUE STREAMS
List your sources of revenue
CHANNELS
List your path to customers
(inbound or outbound)
Unfair Advantage
Something that cannot easily be
bought or copied
CUSTOMER SEGMENTS
List your target customers and
users
Unique Value Proposition
Single, clear compelling messages
that states why you are different
and worth paying attention
Solution
Outline a possible solution for each
problem
KEY METRICS
List the key numbers that tell you
how your business is doing
COST STRUCTURE
List your fixed and variable costs
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
The Lean Canvas
www.leancanvas.com
HIGH-LEVEL CONCEPT
List your X for Y analogy e.g.
YouTube = Flickr for videos
EXISTING ALTERNATIVES
List how these problems are solved
today
EARLY ADOPTERS
List the characteristics of your
ideas customers
9 2
5
1 4
8
7 6
3
Unfair
advantage
A quick overview
Channels
Revenue
streams
UVP
Customer
segments
Costs
Key
metrics
Problem
Solution