Este documento apresenta a agenda para a Semana 3 do programa de aceleração da Fábrica de Startups, que ocorre de 16 a 20 de novembro. A agenda inclui discussões sobre fontes de receita, validação de hipóteses de modelo de negócios, atividades e recursos chave, e um convidado especial na quinta-feira.
13. Hipótese
• Acredito que [segmento de
mercado] irá [fazer esta acção
/ utilizar este solução] quando
[esta experiência] tiver [este
resultado].
Copyright Fábrica de Startups 14
17. Como Testar as Hipóteses?
• Entrevistas
• Sondagens através de email ou telefone
• Adwords
• Landing Page
• A/B Testing
• Protótipo
• Venda à consignação
• Venda porta-a-porta
• Plataformas de Crowdfunding
• Wizard of Oz
• Lojas Electrónicas
18Copyright Fábrica de Startups
18. Elevator Pitch
• [nome do produto ou serviço] ajuda o
[segmento de mercado] a resolver o
[problema] utilizando [a solução] que
é melhor do que [concorrentes]
porque [atributos distintivos].
Copyright Fábrica de Startups 19
20. Fontes de Receitas
• Quais os tipos de
fontes de receitas?
• Quais os modelos de
pricing?
• Quanto é que os
clientes estão
dispostos a pagar?
• Qual o contributo de
cada fluxo para o
rendimento total?
21
48. Discover Your Information Publishing
Possibilities
Copyright Fábrica de Startups 52
Fonte: “55 Time-Tested Information Programs and Products”, John Eggen, Copyright Mission Possible
53. Modelos de Pricing
• Cost Based Pricing – Pricing Baseado no Custo
• Value Based Pricing – Pricing baseado no Valor
• Competitive Pricing – Pricing competitivo
• Volume Pricing – Pricing de volume
• Portfolio Pricing – Pricing de carteira (Bundling)
• “Shaver” Price – Pricing “máquina de barbear”
• Feature Pricing – Pricing pelas características
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54. Abordagens Comuns
• Custo + Margem
• Centrado em aspectos economicos e
internos, e não no cliente
• Usa um multiplicador: por exemplo 3 vezes
mais do que o custo (de 2 a 5 vezes)
Cost
Based
• Determinado pela percepção de valor do
cliente
• A solução acrescenta valor para além das
outras alternativas
Value
Based
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83. Exercício
• Definir o preço para cada uma das Fontes de
Receita do vosso projecto.
• Verificar a consistência com a Lista de Tácticas
de Pricing e fazer os ajustamentos necessários.
87
88. Actividades Chave
• Quais as actividades
críticas exigidas pelo
Modelo de Negócio?
• Como podem ser
optimizadas?
• Quais as que podem
ser automatizadas?
• Quais as que podem
ser subcontratadas?
92
89. Porque a maioria dos negócios não funciona e
o que fazer para resolver esse problema
Why Most Businesses Don’t
Work and What To Do About It
Copyright Fábrica de Startups 93
94. “You have to build a system where
ordinary people can produce
extraordinary results”
Micheal Geber, The E-Myth, 1985
Copyright Fábrica de Startups 98
98. Cadeia de Valor
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Gestão Financeiras e Contabílistica
Gestão de Recursos Humanos
Infraestrutura
Sistemas Informáticos
Desenvolvimento
deClientes
Marketing
Vendas
Operações
Suporte
Actividades
de Suporte
Actividades
Principais
111. Definição de Processo
115
Colecção de actividades
inter-relacionadas,
iniciada em resposta a um
evento e que produz o
resultado esperado pelo
cliente do processo.
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117. Desenho de Processo
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Início ou Input Acção
Decisão
Sim / Não
Fim do processo/
Ligação a outro
processo
Fluxo do processo
125. Desenho de Processo
130Copyright Fábrica de Startups
Início ou Input Acção
Decisão
Sim / Não
Fim do processo/
Ligação a outro
processo
Fluxo do processo
135. Valor do Ciclo de Vida do Cliente
(Customer Lifetime Value)
• CLV = RMPC * (1 / taxa de atrito)
• Valor do Ciclo de Vida do Cliente é calculado
multiplicando a Receita Média por Cliente
(RMPC) pela duração média da relação da
empresa com os clientes. A duração da relação
é calculada dividindo 1 pela Taxa de Atrito
(Churn) durante o período.
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136. Estimativa do Valor
• Exemplo em que o período é um ano:
• 1000 clientes novos (não incluindo utilizadores
grátis)
• 25.000 € de receitas.
• Isto significa que a receita média por clientes é
de 25.000 / 1000 = 25 €.
• Se a taxa de atrito for 20% então a duração
média é de 5 anos e o Valor do Ciclo de Vida do
Cliente é:
• CLV = 25 € * (1 / 0.2) = 125 €.
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140. Custo de Aquisição de Clientes
(Customer Acquisition Cost)
• CAC = Custos / Clientes
• Custo de Aquisição de Clientes (CAC) é
calculado adicionando todos os custos
associado às actividades comerciais (salários,
marketing, hosting) durante um determinado
período de tempo e dividindo o resultado pelo
número de clientes adquiridos nesse mesmo
período de tempo.
Copyright Fábrica de Startups 148
141. Estimativa de Custos
• Exemplo em que o período é um ano:
• 1000 clientes novos (não incluindo utilizadores
grátis)
• 15.000 € custos de marketing e 30.000 € custos
em salários e benefícios.
• CAC = 45.000 € / 1000 = 45 €
Copyright Fábrica de Startups 149
142. Exemplo nº2
(Site na Internet)
Copyright Fábrica de Startups 150
http://www.forentrepreneurs.com/startup-killer/
143. Exemplo nº2
(Força de Vendas)
Copyright Fábrica de Startups 151
http://www.forentrepreneurs.com/startup-killer/
148. Ferramenta
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http://http://www.panalysis.com/resources/customer-acquisition-cost#/calculator
Neste caso o valor
resultante é: $13,33
(Website
Development Costs
/ Expected life of
website) + Monthly
Promotion Costs +
Monthly
Maintenance Costs
New Customers
150. Recursos Chave
• Quais os recursos
críticos?
• Quais as
características dos
recursos críticos?
• Como obter os
recursos críticos?
• Como manter os
recursos críticos?
158
153. Exemplo de Descrição da Posição
Posição/Cargo Director Comercial
Principais Objectivos ___ K de Volume de Negócios, com uma margem mínima de
___%. Conquista de __ novos clientes. Taxa de Abandono
(Churn) inferior a __ %.
Tarefas Estratégicas Identificação de Alvos. Planeamento de Actividades dos
Colaboradores Subordinados. Criação de Planos de Acção ou
Desenho de Processos de Negócio. Avaliação do Desempenho
dos Colaboradores Subordinados.
Tarefas Tácticas Promoção da oferta nos mercados de actuação, Realização de
Visitas Executivas, Participação em Eventos, Realização de
Reuniões para Levantamento de Necessidades, Realização de
Apresentações e Demonstrações, Elaboração de Propostas,
Negociação e Contratação de Projectos.
Normas Utilização da metodologia da Methodus, denominada
Methodus Sales Process (MSP)
Registo de todos os suspeitos, contactos, oportunidades,
propostas, contractos e projectos no MS-CRM
Copyright Fábrica de Startups 161
160. Parceiros Chave
• Quem são os nossos
parceiros e
fornecedores críticos?
• Quais os recursos
chave que estamos a
adquirir a
fornecedores ou
parceiros?
• Que tipos de
parcerias?
161. Tipos de Parcerias
• Alianças estratégicas entre empresas
complementares
• Cooperação entre empresas concorrentes
• Joint-ventures para desenvolver novos negócios
• Relações comprador-fornecedor para assegurar
fornecimentos estratégicos
Copyright Fábrica de Startups 169
162. Motivações
• Economias de escala
• Redução do risco e da incerteza
• Aquisição de recursos ou actividades
• Redução do custo de internacionalização
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169. Home Work
• Actualizar o Modelo de Negócios em
função dos resultados dos testes
• Identificar ou actualizar as principais
hipóteses
• Realizar entrevistas e sondagens
• Criar o Protótipo 2.0
• Preparar a apresentação “Lessons
Learned”
• Actualizar o Quadro de Validação
178Copyright Fábrica de Startups
170. Material de Referência
• Summary of 'The Mom Test‘:
http://www.slideshare.net/xamde/summary-of-the-mom-test
• Mom Test - Customer Development:
http://www.slideshare.net/robfitz/mom-test-customer-development-30m
• BMC Channels
https://www.udacity.com/course/viewer#!/c-ep245/l-48722304/m-48716274
• BMC Customer Relationships: https://www.udacity.com/course/viewer#!/c-
ep245/l-48722304/m-48712363
• The Ultimate Guide to Minimum Viable Products
http://scalemybusiness.com/the-ultimate-guide-to-minimum-viable-products/
• The Achilles Heel of Customer Development http://leanstack.com/customer-
development-getting-started/
• 26 Resources to Help You Master Customer Development Interviews
https://blog.kissmetrics.com/26-customer-development-resources/
180
Notas del editor
what are customers really willing to pay for? how? are you generating transactional or recurring revenues?
Tipos de Fluxos de Rendimento: Venda, Taxa de Utilização, Assinaturas, Arrendamento, Licenciamento, Comissões, Publicidade, Freemium, etc.
A transaction based revenue model is the basic traditional revenue model for companies. It involves the customer paying a set fee for a transaction. There are a lot of variations available on this model and it is suited for commodity products or a completely customized service.
One-time payment i.e. users buy a license to use e.g. Microsoft Office
A transaction based revenue model is the basic traditional revenue model for companies. It involves the customer paying a set fee for a transaction. There are a lot of variations available on this model and it is suited for commodity products or a completely customized service.
One-time payment i.e. users buy a license to use e.g. Microsoft Office
The subscription business model is a business model where a customer must pay a subscription price to have access to the product/service. The model was pioneered by magazines and newspapers, but is now used by many businesses and websites.
Rather than selling products individually, a subscription sells periodic (monthly or yearly or seasonal) use or access to a product or service, or, in the case of such non-profit organizations as opera companies or symphony orchestras, it sells tickets to the entire run of five to fifteen scheduled performances for an entire season. Thus, a one-time sale of a product can become a recurring sale and can build brand loyalty. It is used for anything where a user is tracked in both a subscribed and unsubscribed status.
Membership fees to some types of organizations, such as trade unions, are also known as subscriptions.
Industries that use this model include mail order book sales clubs and music sales clubs, cable television, satellite television providers with pay-TV channels, satellite radio, telephone companies, cell phone companies, internet providers, software providers, business solutions providers, financial services firms, fitness clubs, and pharmaceuticals, as well as the traditional newspapers, magazines and academic journals.
Renewal of a subscription may be periodic and activated automatically, so that the cost of a new period is automatically paid for by a pre-authorized charge to a credit card or a checking account. In the U.S., recurring card charges must be disclosed in writing to the cardholder at least 10 days before each charge.[1]
A common model on web sites, colloquially becoming known as the freemium model, is to provide content for free, but restrict access to premium features (for example, archives) to paying subscribers. It has also been described as ransomware. In this case, the subscriber-only content is said to be behind a paywall or - in a scholarly context - closed access, which alludes to the alternative model of open access. The razor and blades business model (also called the bait-and-hook model) is an attempt to approximate the subscription model, but without a formal agreement by both parties.
The subscription business model is a business model where a customer must pay a subscription price to have access to the product/service. The model was pioneered by magazines and newspapers, but is now used by many businesses and websites.
Rather than selling products individually, a subscription sells periodic (monthly or yearly or seasonal) use or access to a product or service, or, in the case of such non-profit organizations as opera companies or symphony orchestras, it sells tickets to the entire run of five to fifteen scheduled performances for an entire season. Thus, a one-time sale of a product can become a recurring sale and can build brand loyalty. It is used for anything where a user is tracked in both a subscribed and unsubscribed status.
Membership fees to some types of organizations, such as trade unions, are also known as subscriptions.
Industries that use this model include mail order book sales clubs and music sales clubs, cable television, satellite television providers with pay-TV channels, satellite radio, telephone companies, cell phone companies, internet providers, software providers, business solutions providers, financial services firms, fitness clubs, and pharmaceuticals, as well as the traditional newspapers, magazines and academic journals.
Renewal of a subscription may be periodic and activated automatically, so that the cost of a new period is automatically paid for by a pre-authorized charge to a credit card or a checking account. In the U.S., recurring card charges must be disclosed in writing to the cardholder at least 10 days before each charge.[1]
A common model on web sites, colloquially becoming known as the freemium model, is to provide content for free, but restrict access to premium features (for example, archives) to paying subscribers. It has also been described as ransomware. In this case, the subscriber-only content is said to be behind a paywall or - in a scholarly context - closed access, which alludes to the alternative model of open access. The razor and blades business model (also called the bait-and-hook model) is an attempt to approximate the subscription model, but without a formal agreement by both parties.
Subscription model i.e. users pay a per month/per year e.g. book libraries, dropbox and other online storage sites, SAAS platforms, etc.
Firm or person (such as a broker or consultant) who acts as a mediator on a link between parties to a businessdeal, investment decision, negotiation, etc. In money markets, for example, banks act as intermediaries between depositors seeking interest income and borrowers seeking debt capital. Intermediaries usually specialize in specific areas, and serve as a conduit for market and other types of information. Also called a middleman. See also intermediation.Read more: http://www.businessdictionary.com/definition/intermediary.html#ixzz1vCn8FdvO
“Freemium” model. In this variation on the free model, used by LinkedIn and many other Internet offerings, the basic services are free, but premium services are available for an additional fee. This also requires a huge investment to get to critical mass, and real work to differentiate and sell premium services to users locked-in as free.
Rather than selling products individually, a subscription sells periodic (monthly or yearly or seasonal) use or access to a product or service, or, in the case of such non-profit organizations as opera companies or symphony orchestras, it sells tickets to the entire run of five to fifteen scheduled performances for an entire season. Thus, a one-time sale of a product can become a recurring sale and can build brand loyalty. It is used for anything where a user is tracked in both a subscribed and unsubscribed status.
A common model on web sites, colloquially becoming known as the freemium model, is to provide content for free, but restrict access to premium features (for example, archives) to paying subscribers. It has also been described as ransomware. In this case, the subscriber-only content is said to be behind a paywall or - in a scholarly context - closed access, which alludes to the alternative model of open access.
Freemium: Free for basic, paid for premium services. E.g. sugarsync.com, linkedin, gmail, etc
The “Freemium” model. Many software companies like LinkedIn and Dropbox offer a free, limited-functionality version of their product, hoping that some users will pay a premium for advanced features. The trick with this model is to offer just enough value in the free version so you attract (and hopefully lock in) regular users, and incrementally more value in the premium version so that you entice conversion and maximize cash flow. Your pricing must be a function of the incremental perceived value you offer: Can you convert 1,000 users at $100 per year? Or 10,000 users at $10 per year?
Cost-based model. In this more traditional product pricing model, the price is set at two to five times the product cost. If your product is a commodity, the margin may be as thin as ten percent. Use it when your new technology gives you a tremendous cost improvement. Skip it where there are many competitors.
Cost-based model. Many consumer products sold through conventional distribution channels are priced at two to five times the production cost, depending on the industry. Margins are much thinner for commodities, of course. Multiples are used because the middlemen in the distribution channel, as well as the end retailer, all have standard markups. If you are selling into existing retail channels, this is a common pricing strategy.
Cost Plus mode: where the seller decides the price of the product based on the cost of the product. This is usually done for physical goods e.g. shoes, garments, computers, pens, etc. Doing this model for online services is not feasible because there is no real cost of the physical goods. How much premium you can charge over the cost is dependent on a number of factors including competition, alternate options, the overall value-proposition that the customers see in your offering, and often, also the personality & equity of the brand
Value model. If you can quantify a large value or cost savings to the customer, charge a price commensurate with the value delivered. This doesn’t work well with “nice to have” offerings, like social networks, but does work for new drugs that solve critical health problems.
Value model. If you can make a clear case for the value your product offers to the customer, then you can price in proportion to the value. In some cases, the value could be monetary, as in savings: perhaps you have a SaaS solution that takes the place of traditional desktop software, and the end user saves on installation, ongoing maintenance and upgrade costs, and local storage requirements. Or perhaps the value is in terms of health benefits – maybe a new drug that can treat a disease faster, with fewer side effects. The key to value-based pricing is to demonstrate that you deliver considerably more value than available alternatives.
For products or services that do not have an individual unit price [e.g. Microsoft Office software], the seller decides the price based on what they believe is possible to be charged from the consumer. This is the toughest part and may require some experimentation and in-market tests to arrive at the price point that you could charge.
Competitive positioning. In heavily competitive environments, the price has to be competitive, no matter what the cost or volume. This model is often a euphemism for pricing low in certain areas to drive competitors out, and high where competition is low. Competing on price alone is a good way to kill your startup.
Market pricing. In highly competitive and minimally differentiated markets where competitors’ prices are visible to all market participants (like most products sold online), prices are set primarily by supply and demand. This takes into account shipping costs and sales taxes. You can earn a slight premium if you have a strong reputation (like Amazon), or if you can promise faster delivery, or if you offer a more liberal return policy. If you can’t justify pricing at a slight premium to the market, then you need to be the low-cost manufacturer or importer, or else you’ll compete yourself out of business.
Tiered or volume pricing. In certain product environments, where a given enterprise product may have one user or hundreds of thousands, a common approach is to price by user group ranges, or volume usage ranges. Keep the number of tiers small for manageability. This approach doesn’t typically apply to consumer products and services.
Tiered or volume pricing. If your product is purchased in different quantities by different types of buyers, you can offer tiered pricing. This is very common for B2B sales of printed matter or for apparel. Depending on the industry, it might be something like a 10% price break for ordering 100+ units, and a 15% price break for ordering 500+ units. This can also apply, directly or indirectly, to certain consumer products and services: for example, the “buy 9 and get the 10th one free” punch card is volume pricing in disguise.
Tiered or volume pricing: Typically used to group buying benefits. E.g. an enterprise software where the license fee per user reduces as more licenses get bought. The pricing in this model is often defined in slabs as relevant to the category.
Portfolio pricing. This model is relevant only if you have multiple products and services, each with a different cost and utility. Here your objective is to make money with the portfolio, some with high markups and some with low, depending on competition, lock-in, value delivered, and loyal customers. This one takes expert management to work.
Portfolio pricing. If you offer a suite of products and services, each with a different cost and value to the customer, then you have an opportunity to offer a customized solution that maximizes the benefit to the customer at maximum profit to you. This strategy can become very complex very fast.
Portfolio pricing or package price: This strategy is applicable when the seller has a range of products and/or services and may want to engage the consumer for the entire portfolio. E.g. Insurance companies which offer for corporates a portfolio comprising of life insurance + car insurance + fire insurance + health insurance
The razor and blades business model (also called the bait-and-hook model) is an attempt to approximate the subscription model, but without a formal agreement by both parties.
Razor blade model. In this model, like cheap printers with expensive ink cartridges, the base unit is often sold below cost, with the anticipation of ongoing revenue from expensive supplies. This is another model that requires deep pockets to start, so is normally not an option for startups.
Razor and blade model. This pricing model involves a reusable “base” component that you sell cheaply (or even give away) and a consumable component that must be replaced regularly. This is why ink jet printers are so cheap: they make their money on the ink. This can also be used with medical devices where a fresh, sterilized component must be used with each application. If you are selling the base unit at below cost, you obviously need a deep balance sheet.
Feature pricing. This approach works if your product can be sold “bare-bones” for a low price, and price increments added for additional features. It can be a very competitive approach, but the product must be designed and built to provide good utility at many levels. This is a very costly development, testing, documentation, and support challenge.
Feature pricing. If your product or service can be configured to have a “base” model with a variety of optional upgrades, you can attract interested buyers with a low price on the bare-bones version and then upsell on the features. Anybody who has purchased a car or new home is very familiar with this technique. While this approach can be very profitable, you need to be careful not to alienate your customers by making them feel like they’ve been tricked. Consumer protection agencies are flooded with complaints against car sellers!
The same principle applies to numbers. Dehaene, Bossini and Giraux (1991) found that people conceptualize numbers on an imaginary horizontal line, with numbers growing larger from left to right.
In their study, they presented participants with digits ranging from 0 and 9, and they asked participants to indicate its parity (i.e., whether it was odd or even). As expected, people responded faster to smaller numbers when using their left hand (and vice versa). In other words, people responded faster with the hand that matched the same side of their mental ruler.
How does that finding relate to pricing?
Since we conceptualize smaller numbers as belonging on the left, positioning prices toward the left can trigger people’s conceptualization for a smaller magnitude, thus altering their perception of your price (Coulter, 2002).
Since we can also associate numbers with a vertical magnitude (with smaller numbers positioned toward the bottom), you might want to position your prices toward the bottom-left.
Besides font size and kerning, another consideration is punctuation. Researchers found that removing commas (e.g., $1,499 vs. $1499) can influence people to perceive your price to be lower (Coulter, Choi, and Monroe, 2012).
For example, Coulter and Coulter (2005) presented participants with various descriptions for an inline skate. Some descriptions emphasized a “Low Friction” benefit. Other descriptions emphasized a “High Performance” benefit.
Even though participants rated those benefits as equally important, participants were more favorable toward the price when the description contained “Low Friction.”
When you choose the language near your price, choose words that are “congruent” with a small value (e.g., “low,” “small,” “tiny”).
Thomas, Simon, and Kadiyali (2007) analyzed 27,000 real estate transactions. What did they find? Buyers pay more money when prices are specific (e.g., $362,978 vs. $350,000).
Is it because of the negotiation aspect? If someone asks for a very specific price, wouldn’t potential buyers perceive less room to negotiate?
That’s what I thought. But nope. Researchers ruled out that possibility. Surprisingly, the real culprit involved priming a small magnitude.
Think about it. When are you more likely to use a precise value? Answer: when you’re dealing with small numbers (e.g., 1, 2, 3).
Due to the association between precise numbers and small values, precise numbers trigger an association with small values, thus influencing people’s perception.
Due to anchoring, it’s no shocker that sellers can get more money by starting negotiations with a high initial offer (Galinsky & Mussweiler, 2001). That high number establishes an anchor point, pulling the final settlement closer to that range.
Not only should you start with a high initial price, but you should also use a precise value. In one study, Janiszewski and Uy (2008) asked participants to estimate the actual price of a plasma TV based on the suggested retail price — either $4,998, $5,000, or $5,012.
When participants were given precise values ($4,998 and $5,012), they estimated the TV’s actual price to be closer to that range. When the suggested price was rounded ($5,000), participants believed the actual price to be much lower.
Nunes and Boatwright (2004) tested that possibility. On a popular boardwalk in West Palm Beach, the researchers sold music CDs. Every 30 minutes, the adjacent vendor alternated the price of a sweatshirt on display — either $10 or $80.
What happened? You guessed it. The sweater’s price anchored people toward the respective ends of the price spectrum. When the price of the sweatshirt was $80, shoppers paid higher prices for the CDs.
If you’re selling items on eBay, you might want to mention some of the other items you have for sale (the more expensive items, of course).
Baker, Marn, and Zawada (2010) suggest raising the price of your old product. By raising the price, you raise people’s reference price (thereby enhancing the perceived value of your new product). You’ll be releasing the new product into more favorable conditions.
Conversely, if you lower the price of your old product, you set yourself up for failure. You’ll reinforce a lower reference price, which will make your new product seem more expensive.
which activities do you need to perform well in your business model? what is crucial?
Caranguejos
Churn rate, when applied to a customer base, refers to the proportion of contractual customers or subscribers who leave a supplier during a given time period. It is a possible indicator of customer dissatisfaction, cheaper and/or better offers from the competition, more successful sales and/or marketing by the competition, or reasons having to do with the customer life cycle.
which resources underpin your business model? which assets are essential?
Exemplos de Recursos: Físicos, Intelectuais, Humanos e Financeiros.
which partners and suppliers leverage your model? who do you need to rely on?
Avaliar necessidade de ter uma avaliação para B2B e uma outra para B2C.