Build Your Business With Proven Cycles Course Communicate/Check

Cycles
The simplest, proven way to
build your business.
Course Communicate/Check

Quick Recap
Increase your odds
of working on the
right things
Problem finding +
Stimulus
+ Diversity
+Work
Ideas / solutions
worth testing
Clarity to move
forward

My personal views
• If you have done the alignment and build step right you should
already be on the right path
• Good alignment = about doing the right things (JTBD / BMI) and
purpose
• Good build = asking the right questions, then building ideas worth
testing
Now you need to make sure
1. Do people understand what you’re offering
2. If they do, do they want it
3. And will they pay for it

How …
Clarity
• Big Ideas
• Papertyping
• Storytyping
• Pretotyping
Want it
• Ask
• Test
• Look for
negatives
Will Pay
• Pricing
• Thoughtland

actionland
• Back of the
envelope
Kill or
continue
• Shoot
puppies
• Stop riding
dead horses

Clarity
• Big Ideas
• Papertyping
• Storytyping
• Pretotyping
Want it
• Ask
• Test
• Look for
negatives
Will Pay
• Pricing
• Thoughtland

actionland
• Back of the
envelope
Kill or continue
• Shoot
puppies
• Stop riding
dead horses

Products fail most often for 2 reasons
They are not offering a benefit anyone wants
Worse yet, are those offering the right benefit
but people don’t understand



Why is clarity critically important
• If you can’t explain something clearly, you don’t understand
what you’re selling
• If people can’t understand, they can’t give you feedback
• And it you happened to have things right
• You might get the wrong feedback and change a winner
• You won’t be able to sell your winner

9
Tappers received a list of twenty-five well-known songs,
such as “We will rock you” and “The Star Spangled
Banner.” and” Freres Jacques”
Each tapper was asked to pick a song and tap out the
rhythm to a listener (by knocking on a table). The listener’s
job was to guess the song, based on the rhythm being
tapped. (By the way, this experiment is fun to try at home if
there’s a good “listener” candidate nearby.)
Tappers Prediction 50%
Listener Results 2,5%
We are less clear
than we think

How to make ideas
clear …
One of the best business
books you’ll ever read
Doug Hall is a Fact Based
Guru
12

The Core of Clarity …
• Overt Benefit What’s in it for the customer? And
is the benefit overtly clear
• Real Reason to Believe Why should the
customer believe you will deliver on the promise
made above?
• Dramatic Difference How revolutionary and
new-to-the-world is your benefit/reason to
believe.

Clarity of communication Test
Round 1 Round 2 Round 3
Redout Rust Stopper StepSafe Opti-roma
Grandma Fricker’s Jack Snack’s HearthGlow
StainSane Microwave Sentry Ventin’ Scents
Scoring
Winner right (3 points) Winner right (3 points) Winner right (3 points)
Loser right (1 point) Loser right (1 point) Loser right (1 point)
Total Score
Evaluation
12 : Go into advertising
9-11: you're above average
0-8: you're average

Redout Rust Stopper
Stops Rust Each Time You Flush Redout

Grandma Fricker’s Organic Meals for Kids
Kid's Meals Made From Organic Ingredients

StainSane An Instant
Stain and Spot Remover that Won’t Harm You or Your
Fabrics

Round 1
Over Benefit
What’s in it for the customer?
The concept of focusing on benefits instead of features has long
been known to be critical to success.
The new news is how overt you need to be in today’s cluttered
market place.
In order for customers to “get it” today, you must be direct.

Each Time You Flush” provides no doubt or mystery
about what is “in it for me,” the customer, when I
purchase Redout. StainSane offers the next
strongest Overt Benefit, followed by Grandma
Fricker’s Organic Meals for Kids. Grandma Fricker’s
promises “the advantages of organic foods,” but it
never defines what those advantages are. It is left to
the customers to draw their own conclusions of why
organic is important. In the busy marketplace, this
“extra work” results in less sales.
Round 1
Score 3 points if you named
Redout Rust Stopper as #1
Score 1 point if you named
Grandma Frickers as #3

A fun sideline
(confirmation bias)

Got it ???
Now try listening for
“It is fun to smoke marijuana”

StepSafe Ice and Snow Remover
Melts Ice and Snow on Walkways in Super-Low
Temperatures

Jack Snack’s Milwaukee Beach Snack Mix
A Tropical Party From Milwaukee?

Microwave Sentry
Monitors Your Microwave to Insure Your Family’s
Safety

Round 2
Reason Why
To convert the excitement generated by Overt Benefit into sales,
customers require that you provide persuasive credibility that you
will do as you promise.

Of the round two concepts, Microwave Sentry
offers a clear description of how it works, as
well as a scientific pedigree explaining the
technology. StepSafe at least offers a special
formula; however, it and Jack Snack’s are
both significantly less credible.
Round 2
Score 3 points if you
named Microwave Sentry
as #1
Score 1 point if you named
Jack Snack’s as #3

A great example of reason why…
• “Buy our XYZ bed and you will get your best night’s sleep ever.”
Yawn. Boring.
• “If your mattress is ten years old, it weighs twice its original
weight due to the dust mites that accumulate over the years.”

Opti-roma
An Air Freshener That Lets You Choose From Three
Fragrances

HearthGlow
A Quick-Lighting Fireplace Log of All-Natural Peat

Ventin’ Scents
Turns Your Room Vents Into an Air Freshening System

Round 3
Dramatic Difference
Sales and profits explode when an Overt Benefit and Real
Reason to Believe pair is offered with a Dramatic Difference.
Without uniqueness, you have a commodity that sells for
commodity-like profit margins.
The new news is that for the uniqueness to be effective, it must
be dramatic -ten times bigger than you think it needs to be—and
the drama must be focused directly on the Overt Benefit and
Real Reason to Believe.

In round three, Ventin’ Scents is the winner
as it offers the greatest Dramatic Difference
of the three. The benefit it offers cannot
easily be achieved in any other manner. Opti-
roma and HearthGlow offer decreasing levels
of uniqueness. HearthGlow provides many
features; however, the end benefit of it versus
competing logs is insignificant.
Round 3
Score 3 points if you
namedVentin’ Scents
as #1
Score 1 point if you
named HearthGlow
as #3

What makes an idea clear ?
• Overt Benefit What’s in it for the customer? And
is the benefit overtly clear
• Real Reason to Believe Why should the
customer believe you will deliver on the promise
made above?
• Dramatic Difference How revolutionary and
new-to-the-world is your benefit/reason to
believe.

Payoff
Dramatic difference how
is their life different and
better
Proof
Reason why should they
believe you and dramatic
difference
OVERT BENEFIT
REASON WHY
DRAMATIC
DIFFERENCE

My son’s work
• Phoenix retreats
• Classic addiction treatment does not work.
Success 5-15% at a cost of $30,000 - $70,000
• No change in stimulus / response
• No change in connectivity
• No change in environment
• Psilocybin + therapy = 50- 70 % cure rates
• Iboga can help after by reducing cravings
• Research in collaboration with John Hopkins
• Support from the UN to treat prisoners and prostitutes
New: Psilocybin + Iboga
Holistic
Replacement habits
Works with prisoners and
prostitutes

Putting the idea in practice
_____________________ (business name) is the
first to offer _________________ (Overt Benefit)
that’s because of _____________________ (Real
Reason to Believe)
or
What makes ______________________
(business name) dramatically different is that it’s
the only company to offer
______________________ (Dramatic Difference)
My company: ( company name )
Is developing ( a defined
offering/project )
To help ( a target audience )
( solve a problem )
with (unique benefit or RTB /secret
sauce)

Example
Let’s choose one of the following
One of your masters projects
Phoenix retreats
OR Smart-sprints

Paper is just the first
step …

If it is important…
you can (and should ) go further !
Big Idea Papertype StoryType PretoType ProtoType
Thought Land Action Land

Storytyping
The human mind is essentially
a high-powered story
machine.
According to research, a
message delivered in the form
of a story is twenty-two times
more memorable than a
simple fact.
AND we relate to stories
Context - Where did it all begin? What is your
background?
Example: In a social experiment called the
Significant Objects Project a number of people
bought two hundred random objects in thrift shops
and garage sales for a total of 129 USD.
Action - What can you/or want to do? What is
the problem?
Example: Each object was sold on EBay with the
the addition of a fictional piece of writing relating
to the object. This wasn’t an attempt to fool buyers;
buyers; the stories clearly weren’t true.
Result – What Happened
Example: The random objects sold on EBay for a
for a total of over 8,000 USD confirming the
persuasive power of narrative.

Phoenix Retreats is the first to
offer safe replacement habits
with the use of Psilocybin and
Iboga with a 50-70% cure
rates, Research in
collaboration with John
Hopkins and the support of
UN.

Story work in groups
Context: 3rd Try
Action: I doubted, but I saw the work
they are doing with Prisoners and
Prostitute
Result: It really worked
If you don’t know what to do, give
Phoenix a try

The biggest challenge
with rationale research
People don’t think what they feel,
they don’t say what they think,
and they don’t do what they say.
(David Ogilvy)

Pretotyping
ReadThis book !
• Validating market interest and actual use
of a potential innovation
• by simulating the core experience
• with the minimum investment of time
and resources
Fake it, before you make it

You’ll also see pretotyping in action
Walhub

XYZ Hypothesis: What you get when you apply
“say it with numbers” to the Market Engagement
Hypothesis.
The basic form for the XYZ Hypothesis is: “At least
X% of Y will Z,” where X% represents a percentage
of your target market, Y, and Z represents how that
percentage of the market will engage with your new
product idea.
Example - the XYZ Hypothesis for Second-Day
Sushi:
“At least 20% of packaged-sushi eaters will try
Second-Day Sushi if it’s half the price of regular
packaged sushi.”
xyz hypothesis: A small, specific, easily and
quickly testable hypothesis that is derived from, and
consistent with, a broader XYZ Hypothesis.
The process of going from a broad XYZ Hypothesis
to one or more xyz hypotheses is called
hypozooming.
Example - a possible xyz hypothesis for Second-
Day Sushi is:
“At least 20% of students buying packaged sushi at
Coupa Café today at lunch will choose Second-Day
Sushi if it’s half the price of regular packaged
sushi.”
But it is more than faking it.
It is about testing something

PRETOTYPING vs PROTOTYPING
58
TECHNOLOGY
INNOVATION
USER
INNOVATION
BUSINESS
INNOVATION
THE
SWEET
SPOT
Will people continue to use
it? Do people pay for it?
Are people interested in it?
Do people use it as
expected?
PRETOTYPING
Will it work as
expected?
How cheaply can we build
it?
PROTOTYPING
Can we build it?
How fast can we make it?
Source : Verhaert Innovation Day 2019

How to pretotype ?
xyz
to mimic XYZ

Complexity
Time /
Effort
Your message
Your Target
You gotta put in the effort to simplify !
3/2/2020
60

When you get it right… you’ll get
back to a big idea…
Overnight ? Send via Fedex
Safety important? Buy a Volvo
Think Different? Buy Apple

Clarity
• Big Ideas
• Papertyping
• Storytyping
• Pretotyping
Want it
• Ask
• Test
• Look for
negatives
Will Pay
• Pricing
• Thoughtland
 actionland
• Back of the
envelope
Kill or continue
• Shoot
puppies
• Stop riding
dead horses

I'll believe it when I see it
vs.
I'll see it when I believe it -
research
You need insights
not confirmation
to drive your business forward
63

The 5 keys to good research
1. Understand your biases
2. Think about questions you need answered, before
looking for answers
3. Define success before you start
4. Stay focused on the big picture
5. Actively search for negatives

#1 Understand your biases
• Desire bias: SUGGING Selling under the guise of market research
• Cognitive bias: We see what we believe is true
• Confirmation bias (people will find the information that supports their opinion
(and ignore information that denies it), selective memory à knowing this
impacts how questions are worded. Positively or negatively.. What are you
looking for? Prove yourself wrong or right?

An example: global warming
Hot summers
Warm winters
Evidence of global
warming
Cold summers
Cold winters
Evidence of global
warming
Clearly there is evidence of global warming ?!

#2 Identify the questions,
before looking for answers
• Richard Thaler (Nobel Laureate).. let me ask the questions and I
can lead you to any conclusion
• Just like in alignment
• Doing wrong things righter makes things wronger
• Positive answers to the wrong questions are a sure recipe for
overconfidence
Note:
It will always be hard to know what you don’t know… but you gotta try
The right questions will be hypothesis based and reflect your learning
objectives

#3 Define success before you
start
• Invest some time in market math what is reasonable/ what is
needed
• Define metrics
• Commit to the metrics
• Keep it simple.. Simplicity is the ultimate sophistication.
(Leonardo da Vinci)

# 4 Stay focused on
the big picture
Do they want it ?
Have they demonstrated they want it

#5 Actively search
for negatives
(and really listen)

Advice from the Mom test
1. Talk about their life instead of your idea
2. Ask about specifics in the past instead of generics or opinions
about the future
3. Talk less and listen more

Target Deliverables
• A quick honest assessment – do you have something ?
• A list of key death threats

Why WTP is important
• Quite simply, no margin = no mission
• WTP is the real end goal

Tools you should know about
• Van Westendorp pricing models (where expensive, where
cheap to identify a range of prices)
• Fermi Estimations / Chain calculations
• WTP modeling
• Lifetime value calculations

VAN WESTENDORP pricing analysis: how to gauge
the ‘perceived’ value  ask the customer !
4 questions
1. At what price would you say the
product is INEXPENSIVE
(a bargain)
product is EXPENSIVE but worth
considering?
product is TOO EXPENSIVE to
consider?
product is TOO CHEAP to be of
value?
OPTIMAL price point is at the crossing
of TOO EXPENSIVE and TOO CHEAP
RANGE of
acceptable
pricing

Lifetime value
Cost of client acquisition
+ Purchase #1 profits
+ Lifetime profits
---------------------
Profit per customer * market size = Profit potential
Present this with reasonable proof
you can deliver (or will be able to deliver soon)

If you want to be taken
seriously never do
top-down financials

Top down versus bottom up
• Top down
If every child in China sent me 1€
• Bottom up
I got one child to send me 1€ and this is how much it
costs

SPRINT - A cost per lead model that might be useful to you
Questions to think about: Price elasticity, ways to staffing events, ongoing revenues
A very simple model
Investment % Cumulative Cost to
Number Unit Investment Convert Net Invest next Stage
Total Market 2,500 2 5,000 10% 250.00 5,000 20
Aware 250 50 12,500 10% 25.00 17,500 700
Interested 25 500 12,500 25% 6.25 30,000 4,800
Desire 6.25 1500 3,125 50% 3.13 33,125 10,600
Act 3.13 5000 15,625 50% 1.56 48,750
Cost per Client 31,200
Sprint Sale price 85,000 Days # people € Day rate
Cost of people 73,500 70 1.5 700
Cost of event space 10,500 Cumulative 70 150
Margin 11,500 -19,700
Add-on sales
Revenue 50,000
Cost 30,000 Cumulative
Assumptions
Investment/costs Conversion
Thecostof 4-5emails %webelievewoulddo a shortassessment
Costsof content 10mailingswitha 1.5%responserate
Costof call 25%isreasonableaswebroughtthemto thisstage
Costof 2meetings+follow-up Currentconversion
4Daysfora finaloffer 5%lostinsetup
Numberthatcouldhelp DayrateEUR
Localconsultantcost 700
Bryan+Dom 1100
Int'lconsultantscosts 1200
EventLocationif off site 150
LowCostInt'lconsultants 200

Clarity
• Big Ideas
• Papertyping
• Storytyping
• Pretotyping
Want it
• Ask
• Test
• Look for
negatives
Will Pay
• Pricing
• Thoughtland

actionland
• Back of the
envelope
Kill or
continue
• Shoot
puppies
• Stop riding
dead horses

The biggest 3 mistakes of
Entrepreneurs
1. Investing in the wrong business
2. People don’t buy your product or service because they don’t
understand why they should…
3. Staying too long in the wrong business.. (after you should
know it is time to change…)
The most expensive mistake (by far) is #3

“Dakota tribal wisdom says that when you're on a dead
horse, the best strategy is to dismount.
Of course, there are other strategies. You can change
riders. You can get a committee to study the dead horse.
You can benchmark how other companies ride dead
horses. You can declare that it's cheaper to feed a dead
horse. You can harness several dead horses together.
But after you've tried all these things, you're still going to
have to dismount.”

• Talk to 20 people (that are not
your friends)
• If no one hates the idea, be
scared
• Ask people “if this fails” why
would it fail (you’ll get a lot
more information than asking
what they think of the idea !)
• Keep it simple …
• Evidence people want it
• Evidence people will pay
• Evidence they will pay enough

My strongest advice
If you want to be a successful
entrepreneur learn to kill your own
ideas

Top 20% performers kill 9
times more projects before
detailed design starts (HBR 2017)
“They eliminate the
walking dead to save the
living “

It is easy to kill bad ideas,
great companies kill good
ideas (early)
Jack Welch

Read this
book someday
it is short and
well worth your
time

A productizable
Innovation product
Built on things people already
know

5-Day sprints
A 5-Day Sprint will not change habits and will not be very
distinctive
5-Day sprints
+ Alignment
+ Habit building
CEOs
Innovation Mgrs
Google
Method
Sell Sprint
CEOs
Innovation Mgrs
+ all
departments
Google
+ Assessment
+ ABCs
+ software
Sell Sprint
+ 1 year activities
+ ongoing SW
usage

Insights
1. Habits are interesting but not compelling
2. People like the idea of sprints but prefer a tailormade solution
3. Big and small companies have different budgets and different
needs
4. A sprint based on individual interests is likely to be more
successful and more motivating
5. Starting small in a ‘safe’ environment is appealing
6. Frustration innovation consultants: A few good recipes but I
didn’t learn to cook
7. Too many “experts” , who should I trust and why

4 Ps Problem / Pain Projects done now and habits to deliver future projects
Promise (Make a SPECIFIC promise
to SOLVE this problem.)
A double-dip
Projects done now, faster than ever before
Plus a way to turn these methods into habits
Proof (Reason to believe)
Based on the proven Google Sprint Methodogy
and the latest science on building habits
With powerful alignment to focus on the right things
Training to build skills
And support to build long-term habits
Payoff (Dramatic Difference) Work done + habits Built
Pricing
A low price for Sprints (the thing easy to compare)
250 , 100 and 50 K packages for big, medium, small
Profit (How will this make money)
Day rates higher than average
A program that could be run with other consultants

SPRINT Sherpas
One Sprint
Post
Training
Build
Ability
Inspirations Days
Sprint Markets
2 Sprint per year
Change
Behaviour to
habits
Coaching +
Train the trainer
Alignment
The right
Things
Seeds for
The future
Training
Build
Ability
What is a sprint
Build
Check & Comm
SPRINTMARKE
T
Sprint
Cross-company
Sprint
Cross-companyMultiple Sprints
97

Rationale
1. The alignment up-front will ensure you are working on the
right projects
2. Built on a proven method that generates results fast
3. Training first will help ensure success in the Sprint and build
long-term skills
4. Working first individually then as a company will build
expertise across the company and experience working
together
5. The long-term reinforcement program will change behaviours
into habits

BIG MEDIUM SME
Budget (k EUR) 250 100 50
Working Days 152 52 28
Fee per day (k EUR) 1,6 1,9 1,8
3 levels of Service
+ ongoing income (software for driving and tracking Sprint Market)

Feedback
• Too Expensive (without details shown)
• Not enough clarity on what after
• Focus too large
• Like the idea of solving things while learning (double dip =
strong)

Insights
1. Family companies are the type of company I like working with
Focus = credibility
2. Any problem == > Business model innovation = more clear
and credible
3. Don’t divide by company size, but by company needs
4. More clarity on the next steps

Name Smart Sprints Smart Sprints
Headline A brighter future for your family business A brighter future for your family business
Who CEOs of Family owned companies
Advisors to family owned companies without an
innovation service
Problem / Pain How to make their business future proof
How to better help their best clients with their long-
term challenges
Promise (Make a SPECIFIC promise
to SOLVE this problem.)
Personalized solutions for your company
1. Identify the strengths and area’s to work on as
building blocks for the right business model,
2. Fuel your organization with a can-do attitude,
3. Develop and attract an engaged workforce.
Personalized solutions for your company
1. Identify the strengths and area’s to work on as
building blocks for the right business model,
2. Fuel your organization with a can-do attitude,
3. Develop and attract an engaged workforce.
Proof (Reason to believe)
A smart methodology combining BMI from St. Gallens,
Google Sprints and Long-term habit building program
based on the ABCs taught at leading MBA programs
Brought to you by experienced people: Bryan a
successful entrepreneur, Dominique CFO and family
business expert and your trusted advisors
A smart methodology combining BMI from St. Gallens,
Google Sprints and Long-term habit building program
based on the ABCs taught at leading MBA programs
Brought to you by experienced people: Bryan a
successful entrepreneur, Dominique CFO and family
business expert and your trusted advisors
Payoff (Dramatic Difference) Fast Results + habits Built
Better service for you most important clients
New fees
Learn by doing- building expertise for the future
Pricing 25, 40 and 72K 25, 40 and 72K less 20%
Profit (How will this make money)
Problems (Death Threats to test)
How to take away the "academic" feel
20% is too high for us and maybe too low for them
and not much room to price up
Actions Focus more on the doing See if 20% is enough
Problems (Death Threats to test) Too complicated Too complicated
Actions Simplify Simplify
Problems (Death Threats to test) Where is the urgency to act Why should I trust these people
Actions Target transistions An intro program

Details
PRE-SPRINT SPRINT: All of a google sprint + training POST-SPRINT
AM PM Closing Project Kick-off
Bright Spots Assessments Monday Alignment Map , Sketch Challenge discussion Weekly Project Updates
Tuesday Vote on Focus , Build Story-boarding Group feedback
BMI Workshop Wednesday Communicate and Check Prototype + First Feedback Idea Building Optional
Thursday Prototype Prototype Testing discussion Master Classes
Friday Test Systems What next
Deliverables
Bright Spot Identification Alignment on the challenges Follow-up to ensure habits started continue
Areas for improvment System analysis and work on at least 2 challenges (Who, What, How or Value extraction) Help with testing and executing ideas
Decisions on the areas to work Actionland experiments and testing
on during the Sprint Real market feedback
Agreement what next
Learning by Doing Learning by Doing Changing by Doing
How to make this simpler
?

Details – Follow-up
Project Kickoff Meeting
90 Minutes to Launch an Innovation Project
Project into Cycles of Learning
10:00 Review Team Roles & Responsibilities
20:00 Review Idea for Clarity
30:00 Key Risks Analysis
20:00 Build Learning Plan
10:00 Review Next Meeting's Agenda
Project Update Meeting
45 Minutes to Update Management on
Learnings related to your Innovation Project
5 OR 10 Follow-up workshops
Title Title
Value
Creation
Value
Capture
Manage
ment /
Systems
Incl
Ready, Willing And Able: A Habit Building Approach
To Make Innovation Happen ! a a a
Select 4 OR9 of the following
1 8 WaysTo Do Better Mentoring a
2 A SystemsView Of Change Management a a a
3 Building A Culture For Innovation Success a a a
4 BusinessModel Innovation a a
5 Buzz Marketing - Using Social Media Effectively a a
6 Co-Creation- Building Value Together a a a
7 Customer Focused Innovation Research a a
8 Execution - Getting ThingsDone a a a
9 Forecasting And BusinessPlanning a
10 Innovation EcosystemDevelopment a a a
11 Innovation Portfolios a a a
12 Investing In Innovation a a a
13 Market Timing- When To Be First Or Second a a
14 People And TeamsFor Innovation Success a
15 Pitch Workshop a a a
16 Pricing For Value And Profits a a
17 Rethinking Market Research a a
18 Speed - New ThoughtsOn An Old Idea a a a
19 Strategic Thinking For New Products a a a
20 The Power Of Theory a a a
21 The Science Of Innovation- FactsAnd Best Practices a a a
22 Up to 1 new workshop tailored to your organization

Our offer
• We offer 3 different programs, you decide what fits best your needs
OFFER BRONZE SILVER GOLD
Alignment workshop on
business model
1 day 1 day 1 day
Sprint 1 sprint
5 days
1 sprint
5 days
2 sprints
2 x 5 days
Execution mentorship
(group)
1 hour / week
10 weeks
10x virtual
1 hour / week
10 weeks
5x virtual + 5x F2F
2 hours / week
20 weeks
20 x F2F
Smart Mastermind
Round Table
Included Included Included
‘How to’ masterclasses
(group)
-
3 hours / bi-weekly
5 masterclasses
3 hours / bi-weekly
10 masterclasses
25k 72k40kSMART SPRINT

How would you rate this idea ?
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
 Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
 You probably got a loser
One Suggestion
80

What is the riskiest
assumption ?
How could this be
pretotyped for less than
€1000 in 5 days?

Clarification note
Assignment Communicate and Check

Assignment objectives
• To learn individually how to make an idea clear enough that you
can get feedback
• To see how when you start working as an individual then work
in a group your group work will be more effectively
• To be able to create a clear, compelling 4Ps for your idea
• To create some simple back of the envelope number for your
product

Assignment for the next class
As a Group
Build your ideas as a group (note: start with individual
work)
Go from thoughtland to actionland… see how far you
can get with real potential buyers (I would love to see
a video of an interview)
Deliverable: 1 presentation
1. On maximum 3 slides. 1. what you tested 2. what
you learned (issues, death threats, strategic
updates) 3. Back of the envelope number 4. your
new 4PS
2. AND Embedded copies of the videos of the people
in your group and key test results (Suggested
format Video 1, Video 2, Key learnings)
Individual
• At least 2 30-60 second
videos with your group
idea
• Weekly Journal
http://tiny.cc/ESLSCA_jou
rnal
Deadline : 14/1
2 days before the next class

Numbers
• We didn’t cover back of the envelope calculations in class, but it
is something I think you can do.
• The basics in this case are to estimate the cost of client
acquisition and then check if a price that would be willing to pay
might be profitable. On the next page is a sample set of number
of an Build Innovation habits service
This is part of your next assignment

Suggested process
• Do you agree on your TRUE NORTH ? / IDEA
• Note: it probably makes sense to at least test your 4Ps in your
group and with a few people before make individual videos
• Work first as individuals
• Key questions (see attached). Goal: think harder about the challenges
• Your 30-60 videos
• Get feedback (meaningful, unique, death threats)
• Then work as a group
• What you tested
• What you learned
• Your new version

Sample videos and a
completed assignment
Here are 2 links to the same file
Google Drive:
https://drive.google.com/file/d/1IbNxn7i4l_7UmJEcQTvvu22M
MVkdi_Eu/view
Dropbox:
https://www.dropbox.com/s/2sw8dxc2bftnje1/Group%209%20
-
%20Communicate%20%2B%20Check%20Submission%20%2
B%20Individual%20Videos%20and%20Key%20Learnings.ppt

A note for the groups presenting
(Groups 3 and 4)
• I would like your presentation to highlight the value of getting
feedback. My suggested format for your presentation is the
following:
1. What you tested (elevator pitch or 4P)
2. How you tested things
3. What did you learn
4. What is your new best idea going forward ?
1. Did feedback change your strategy ? (your TRUE NORTH)
2. What is your updated idea

Suggestions on how to
get feedback

Check your ideas
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
 Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
 You probably got a loser
One Suggestion
80

Questions to ask as you
develop your 4Ps

The types of questions to ask (1)
• Why is this a problem?
• Is the problem really worth solving?
• Can the problem be described in a completely different way?
Try to come up with at least 3–4 different ways of describing or
interpreting the problem.
• Who is it a problem for? Who is it not a problem for?
• Who are the other stakeholders?
• How does each stakeholder view the problem? (Go and ask
them if possible)
• How do the stakeholders currently solve (or deal with) the
problem?

The types of questions to ask (2)
• Could we be wrong about the problem? Could we be looking at a symptom
of a deeper problem?
• How exactly does the problem occur, step by step? What actually
happens? What does it look like if we film it with a video camera?
• Which observations is our current diagnosis of the problem based on? Are
the observations correct? Can they be interpreted in a different way?
• Are there cases where the problem does not occur? What is special about
these cases?
• If any solutions have been attempted in the past, why did these fail? Was it
only a matter of poor execution, or did the attempted solution address the
wrong problem?
• If any new solutions have been proposed, what do these solutions assume
about the problem? Is there any evidence that those assumptions are

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