MIB School of Management (www.mb.edu) Entrepreneur's Factory The 2015 Courses

1. Francesco)Venier)–)www.twi0er.com/checovenier)
MIB$Entrepreneurs$Factory)
Da$Manager$a$imprenditore$di$te$stesso$$
Da$imprenditore$a$business$model$architect$

2. Francesco)Venier)–)www.twi0er.com/checovenier)

3. Francesco)Venier)–)www.twi0er.com/checovenier)

4. Francesco)Venier)–)www.twi0er.com/checovenier)

5. Francesco)Venier)–)www.twi0er.com/checovenier)
MIB)Entrepreneurs)Factory)

6. Francesco)Venier)–)www.twi0er.com/checovenier)
MIB)Entrepreneurial)factory)

7. Francesco)Venier)–)www.twi0er.com/checovenier)
29@30)gen)IDEO)CreaGvity)Strategies)–)
Cathy)Huyghe)

8. Francesco)Venier)–)www.twi0er.com/checovenier)

9. Francesco)Venier)–)www.twi0er.com/checovenier)
02@04)mar)New)Ventures)Start@Up)and)
Business)Planning)–)Nicola)Redi))
)

10. Francesco)Venier)–)www.twi0er.com/checovenier)
09@11)mar)Open)InnovaGon)Strategies)@)
Di)Minin)
)

11. Francesco)Venier)–)www.twi0er.com/checovenier)
18@20)mar)@)InnovaGon)Management)–)
Guido)Bortoluzzi)
)

12. Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$
The$Entrepreneurial$Manager$)

13. Francesco)Venier)–)www.twi0er.com/checovenier)
I)24)steps)(6)temi))del)corso))
“The)Entrepreneurial)Manager”)

14. Francesco)Venier)–)www.twi0er.com/checovenier)
I)24)steps)(6)temi))del)corso))
“The)Entrepreneurial)Manager”)• $$
• Step$0:$GeFng$Started$
• Three Ways to Start a New Venture
• How to Go from “I Have a Passion” to “I Have an Idea or Technology”
• Finding a Founding Team: Entrepreneurship Is not a Solo Sport
• Step$1:$Market$SegmentaHon$
• The Single Necessary and Sufficient Condition for a Business
• Create a New Market That You Will Dominate
• When “Paying Customers” Lead You Astray
• Complex Paying Customers: Primary Versus Secondary Customers and Two-Sided Markets
• How to Do a Market Segmentation
• How Long Should I Spend on Market Segmentation?
• $Step$2:$Select$a$Beachhead$Market$
• How to Choose Your Beachhead Market
• Your Beachhead Market Still Needs to Be Segmented Further
• Step$3:$Build$an$End$User$Profile$
• Why Target a Specific Demographic?
• Does Your Founding Team Include Someone in the End User Profile?
• Step$4:$Calculate$the$Total$Addressable$Market$(TAM)$Size$for$the$Beachhead$Market$
• Bottom-Up Analysis
• Top-Down Analysis
• From “How Many End Users?” to “Show Me the Money”
• What Should My Tam Be?
• $Step$5:$Profile$the$Persona$for$the$Beachhead$Market$
• How to Choose and Profile Your Persona
• The Persona Is more than Just an Exercise
• Should I Create Multiple Personas? If so, When?
• The Persona Helps You Focus on What to Do—and What Not to Do
• Step$6:$Full$Life$Cycle$Use$Case$
• What to Include in a Full Life Cycle Use Case
• Step$7:$High<Level$Product$SpecificaHon$
• Creating a High-Level Product Specification
• Then, Make a Product Brochure
• Step$8:$QuanHfy$the$Value$ProposiHon$
• Aligning Your Value Proposition with the Persona’s Priorities
• Keep it Simple: The “as-is” State Versus the “Possible” State with Your Product
• Step$9:$IdenHfy$Your$Next$10$Customers$
• How to Complete This Step
• Is the Current Persona Valid?
• Dealing with Negative Feedback
• Step$10:$Define$Your$Core$
• A few Examples of Core
• How to Define your Core
• What about Intellectual Property? or Culture?
• Core Is Different than Competitive Position
• First-Mover Advantage Is not a Core
• Locking Up Suppliers Is Typically not a Core
)
• tep$11:$Chart$Your$CompeHHve$PosiHon$
• The Toughest Competitor of all: The Customer’s Status Quo
• How to Chart Your Competitive Position
• Step$12:$Determine$the$Customer’s$Decision<Making$Unit$(DMU)$
• Primary Roles in the Decision-Making Unit
• Additional Roles in the Decision-Making Unit (DMU)
• How to Determine the Decision-Making Unit
• Step$13:$Map$the$Process$to$Acquire$a$Paying$Customer$
• How to Map the Process
• Budgeting/Purchasing Authority
• Time Is of the Essence
• Consumer Versus B2B
• Step$14:$Calculate$the$Total$Addressable$Market$Size$for$Follow<on$Markets$
• How to Calculate Broader Tam
• Step$15:$Design$a$Business$Model$
• A Business Model Is not Pricing
• Key Factors When Designing a Business Model
• Free Is not a Business Model
• Generalized Categories of Business Models
• Think Outside the Existing Categories
• Step$16:$Set$Your$Pricing$Framework$
• Basic Pricing Concepts
• Step$17:$Calculate$the$LifeHme$Value$(LTV)$of$an$Acquired$Customer$
• Key Inputs to Calculate the LTV
• How to Calculate Lifetime Value
• How to Calculate the LTV: “Widget” Plus Yearly Maintenance Fee
• Important Considerations
• Step$18:$Map$the$Sales$Process$to$Acquire$a$Customer$
• Four Factors Entrepreneurs Often Overlook about Customer Acquisition Costs
• Your Sales Process Changes over Time
• How to Map Your Sales Process
• Sales Process Comparisons: Zynga, Groupon, Linkedin, Facebook
• Step$19:$Calculate$the$Cost$of$Customer$AcquisiHon$(COCA)$
• Why Coca Matters
• How not to Calculate Coca: A bottom-up Perspective
• The Right Way to Calculate Coca: A top-down Perspective
• How to Reduce Coca
• Step$20:$IdenHfy$Key$AssumpHons$
• How to Identify Your Key Assumptions
• Step$21:$Test$Key$AssumpHons$
• Now That We Have Identified The Assumptions, Let’s Test them
• Examples of Easily Testable Assumptions: Student Teams
• Step$22:$Define$the$Minimum$Viable$Business$Product$(MVBP)$
• Three Conditions of a Minimum Viable Business Product
• $Step$23:$Show$That$“The$Dogs$Will$Eat$the$Dog$Food”$
• Step$24:$Develop$a$Product$Plan$

15. Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$
The$Entrepreneurial$Manager$)

16. Francesco)Venier)–)www.twi0er.com/checovenier)
04@06)mag))))New)product)
development)–)Nicola)Redi)

17. Francesco)Venier)–)www.twi0er.com/checovenier)

18. Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$
The$Entrepreneurial$Manager$)

19. Francesco)Venier)–)www.twi0er.com/checovenier)
04@05)giu)@)The)Startup)of)you)–)
Socialmedia)Strategy)and)Personal)Branding)

20. Francesco)Venier)–)www.twi0er.com/checovenier)
10<11$apr,$15<16$mag,$12<13$giu$
The$Entrepreneurial$Manager$)

21. Francesco)Venier)–)www.twi0er.com/checovenier)
CALL)FOR)ACTION)Prima)del)corso)
• Entro)il)28/2)Ogni)gruppo)dovrà)individuare)almeno)tre)idee)
di)business)che)potrebbero)essere))sviluppate)in)vere)imprese)
e)le)comunica)a)venier@mib.edu)spedendo)una)tabella)con)
almeno)quesG)campi)per)ogni)idea)di)business)
DEFINIZIONE$DELL’IDEA$DI$BUSINESS$ Ad$es:$Pizzeria$da$EMBA$
A)cosa)pensiamo)possa)servire)il)
nostro)prodo0o)o)servizio)
Soddisfare)l’appeGto,)dare)piacere,)
soddisfare)bisogni)relazionali…)
A)chi)può)serve)il)nostro)prodo0o)o)
servizio)
Alle)famiglie)del)quarGere)
Ai)teenager)della)ci0à)etc...)
Che)risorse)finanziarie)e)umane)
servono)per)realizzarlo)
Locali,)mobili,)competenze,)danaro...)
Che)processi)vanno)creaG)per)
realizzarlo)
GesGone)acquisit,)Produzione)pizza,)
GesGone)sala,)amministrazione)etc...)
Perchè)avrà)successo) Nessuno)fa)una)pizza)buona,)grande,)
simpaGca,)come)noi...)

22. Francesco)Venier)–)www.twi0er.com/checovenier)
CALL)FOR)ACTION)Prima)del)corso)
• Raccolte)le)idee)dell’)aula)scarteremo)quelle)che)
eventualmente)ci)paiono)troppo)complesse)e)aggiungeremo)
eventuali)startup)pre@seed)o)seed)per)arrivare)ad)una)dozzina)
di)business)ideas)che)me0eremo)ai)voG)
• Entro)il)15/3)Chiederemo)a)ogni)gruppo)di)ordinare)la)lista)in)
base)alle)sue)preferenze.)
• Il)31/3$ad)gni)gruppo)sarà)data)la)business)idea)da)sviluppare)
in)base)i)seguenG)criteri)in)ordine)di)priorità)
1. Preferenza)espressa)dal)gruppo)
2. Presenza)nel)gruppo)dell’imprenditore)che)sta)già)sviluppando)l’idea)
3. Presenza)nel)gruppo)di)imprenditori)e)manager)del)se0ore))
4. Presenza)nel)gruppo)delle)competenze)tecniche)so0ostanG)all’idea)
10/4)Kick)off:)inizia)The)Entrepreneurial)Manager))

23. Francesco)Venier)–)www.twi0er.com/checovenier)
15)o)16)O0obre@)Pitch)e)Discussione)
Progek)finali)difronte)a)docenG)e)
investor)

24. Francesco)Venier)–)www.twi0er.com/checovenier)
Entrepreneurs)Factory)Recap:)
• 29@30)gen)TS)@)IDEO$CreaHvity$Strategies$–)Cathy)Huighe))
• 02@04)mar)New)Ventures)Start@Up)and)Business)Planning)–)Nicola)Redi))
• 09@11)mar)Open)InnovaGon)Strategies)–)Alberto)Di)Minin)
• 18@20)mar)InnovaGon)Management)–)Guido)Bortoluzzi)
• 10<11$apr$PN$<$The$Entrepreneurial$Manager$1<2)con)InnovaGon)Factory)
di)AREA)Science)Park)
• 04@06)mag))))New)product)development)–)Nicola)Redi)
• 15<16$mag$TS$<$The$Entrepreneurial$Manager$3<4$con)InnovaGon)Factory)
di)AREA)Science)Park$
• 04@05)giu)@)The)startup)of)YOU)–)Francesco)Venier)
• 12<13$giu$PN$<$The$Entrepreneurial$Manager$5<6$con)InnovaGon)Factory)di)
AREA)Science)Park)
• 15$o$16$ohobre$Chiusura$corso$con$presentazione$del$progeho$di$
impresa$ad$una$commissione$composta$da$invesHtori$e$docenH$

25. Francesco)Venier)–)www.twi0er.com/checovenier)

26. Francesco)Venier)–)www.twi0er.com/checovenier)