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BerlinStartupInsights G-Forum 2013

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Hier unsere Präsentation vom G-Forum 2013 von BerlinStartupInsights - der Entrepreneurforschungsgruppe der Hochschule für Wirtschaft und Recht Berlin.

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BerlinStartupInsights G-Forum 2013

  1. 1. Geschäftsmodell-Controlling Eine qualitative Untersuchung am Beispiel von Online-Startups Koblenz, den 07.11.13 Sven Ripsas, Birte Schaper, Steffen Tröger, Chris Tegge Ein Forschungsprojekt von: Gefördert durch:
  2. 2. Kurzvorstellung Prof. Dr. Sven Ripsas Studentische Mitarbeiter Wissenschaftliche Mitarbeiter Das Team Professor für Entrepreneurship 2
  3. 3. Kurzvorstellung Forschungsbereich: BerlinStartupInsights @ HWR (seit 10/2013) Hochschulprojekte (seit 09/2013) Auftragsforschung  Hürden für US Venture Capital Investitionen in deutschen Internet-Startups (Google Inc.) Drittmittelprojekte (seit 10/2012, ESF) Promotionsforschung  Management- und Organisationsentwicklung in Unternehmen der Net Economy (Start 2014) ( in Planung > Start 04/2014, IFAF) (Start 2014 geplant)  Deutscher Startup Monitor 2013 (BVDS)  Deutscher Startup Monitor 2014 (BVDS, in Planung)  KPI-Steuerung für KMU (Volksbank) 3
  4. 4. 1. Einleitung Definitionen  Definition Startup “A startup is a temporary organization in search of a scalable, repeatable, profitable business model.” (Blank/Dorf, 2012, p. xvii)  “Hypothesis-driven entrepreneurship… … is a systematic approach for validating a startup’s proposed business model […] through staged experiments.“ (Eisenmann et al., 2012, S.1)  Validierung risikoreicher Annahmen (Ries, 2011)  Wertschaffungshypothese (value hypothesis)  Wachstumshypothese (growth hypothesis) 4
  5. 5. 1. Einleitung Geschäftsmodell-Controlling für Online-Startups  Wie könnte ein Controllingsystem für Online Startups aussehen, das diese darin unterstützt Hypothesen zu validieren und datenbasierte Entscheidungen zu treffen?  Traditionelles Controlling?  Business Plan?  Ziel: Geschäftsmodell-Controlling für Online-Startups 5
  6. 6. 2. Kennzahlen Konzepte Basierend auf der praktischen Lean Startup Literatur  Innovation Accounting (Ries, 2011)  “[...] If we are building something that nobody wants, it doesn’t much matter if we are doing it on time and on budget. The method I recommend is called innovation accounting, a quantitative approach that allows us to see whether our engine-tuning efforts are bearing fruit.” (Ries, 2011, S.77)  Actionable Metrics (Ries, 2011)  “An actionable metric is one that ties specific and repeatable actions to observed results.” (Maurya, 2012, S. 121)  Methoden, wie die Kohortenanalyse und A/B-Testing, dienen zur Entscheidungsfindung.  AARRR Metrics (McClure, 2011) 6
  7. 7. 2. Kennzahlen Konzepte Mögliches Dashboard für Online-Startups Ziele Kundennutzen Wachstum Kennzahlen • ... • ... • ... • ... • .... • .... * Finanzen • ... • ... • ... Hypothesen • (A/B Testing) testen • Kohortenanalyse • (A/B Testing) • Kohortenanalyse *Literatur: Experten Workshop, Eric Ries (2011), Ash Maurya (2012), Croll/Yoskovitz (2013) Fragestellung: Welche Kennzahlen sind relevant für Online-Startups? 7
  8. 8. 3. Methodisches Vorgehen  Qualitative Interviews mit 10 Startups  Auswahl der Startups  4 digitale Produkttypen (Croll/Yoskovitz, 2013)     Online-Marktplatz (Web) (1) Business Software (Web) (4) Consumer App (2) User generated Content (mobile App) (3)  Early-stage Startups  Startups mit Außenfinanzierung  Seed-Finanzierung: VC (5), Business Angel (8), Inkubator (3) oder Förderstipendium (z.B. Exist, 2) 8
  9. 9. 3. Methodisches Vorgehen Weitere Statistiken zur Auswahl:  Die befragten Startups…  … haben zwischen 2 und 5 Mitgründer (Ø = 3,4; DSM: 2,3).  … haben zwischen 1 und 8 Mitarbeiter (Ø = 4,4; DSM: 12,4).  … sind zwischen 8 und 24 Monaten alt (Ø = 16,7; DSM: 28,3). 9
  10. 10. 4. Erste Ergebnisse Kundennutzen  Ziel: Relevante Kennzahlen zu identifizieren  7 von 10 Startups bezeichnen die “Anzahl der aktiven Nutzer” als wichtige Kennzahl.  Täglich/wöchentlich/monatlich aktive Nutzer  Definition von “aktiv” ist firmenspezifisch  Die Kennzahl “aktive Nutzer” misst…  … den Wert und Nutzen eines digitalen Services.  … die Zahlungsbereitschaft.  … das Monetarisierungspotenzial. 10
  11. 11. 4. Erste Ergebnisse Für welche Startups ist die Kennzahl „aktive Nutzer“ relevant? 1 einmal jährlich 2-3/Jahr 2 1 monatlich 2 wöchentlich täglich 4 stündlich Optimale Nutzungsdauer pro Durchschnittsuser 11
  12. 12. 4. Erste Ergebnisse Wachstum und Akquise  mit Ertragsmodell: # neue zahlende Nutzer  ohne Ertragsmodell: # neue aktive Nutzer  Akquisekanäle testen:  PR (9), Online-Marketing (4), Sales (4), Virale Elemente (4)  Beispiel: Consumer mobile App ohne Ertragsmodell:     Wie viel kostet ein aktiver Nutzer? 20 cent pro Download auf Facebook 25% von den Downloads werden wöchentlich aktive Nutzer 0,80 $/aktiven Nutzer 12
  13. 13. 4. Erste Ergebnisse Finanzkennzahlen Welche der folgenden Finanzkennzahlen sind wichtig? Runway 8 Burn Rate 8 Kosten 6 Ertrag Cash Flow 5 2 Deckungsbeitrag 13
  14. 14. Literaturliste       Blank, S. G. / Dorf, B. (2012): The Startup Owner’s Maual: the Step-by-step Guide for Building a Great Company, K & S Ranch, Kalifornien. Croll/Yoskovitz (2013): Lean Analytics: Use data to build a better startup faster, O’Reilly Media Inc, Kalifornien. DSM (2013): Der deutsche Startup Monitor 2013. EISENMANN, T. / RIES, E / DILLARD, S. (2012): Hypothesis-Driven Entrepreneurship: The Lean Startup, Harvard Business School, Entrepreneurial Management, Nr. 9812-095. MAURYA, A. (2012): Running Lean – lterate form Plan A to a Plan That Works, O’Reilly Media Inc, Kalifornien. RIES, E. (2011): The Lean Startup – how Constant Innovation Creates Radically Successful Businesses, Portfolio Penguin, London. 14
  15. 15. Danke für Ihre Aufmerksamkeit Ein Forschungsprojekt von:

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