1. Lean Business Building
By Katapult Group
2015 Copyright Katapult Group
cc: WarzauWynn - https://www.flickr.com/ ph otos/9 42460 31@N00

2. An interactive day lies ahead of you
• 9-10:20: Lean Business Building
• Principles and benefits
• Internationalization case
• Venture Creation case
• Group work
• 10:30-11:30 Google Glass
• About
• Cases
• Live demonstration 2015 Copyright Katapult Group
cc: instragram.com/amirk uckovic - https://www.flickr.com/ph ot os/12389 767@N04

3. A real life example to start the day
• Brazilian ERP going to N.A.
• High complexity business
• Long sales cycles (>2 years)
• Owner = main deal maker today
• Plan for expansion:
• Send team of 4 Brazilian A-team members to N.A.
He will still stay in Brazil including technical
support, Acc. Mgt., Sales
• Execute existing sales process from Brazil
• Setup company, admin, etc.
• Expend ~USD500,000 per year
• “Calculates” to sell a product within 1-2 years =
revenue ~500K
• What do you think about
this plan? (1-10 in the
approach)?
• What is important for
survival?
cc: Vitor Guerson - https://www.flickr.com/p ho tos/987 44226@N 00

4. Lean Business Building
Growing your company while minimizing your risk
2015 Copyright Katapult Group
cc: davedehetre - https://www.flickr.com/ph ot os/2243 3418@N04

5. Lean Business Building –Test, learn, iterate
Principles:
• Define riskiest assumptions
• Test riskiest assumptions, primarily by engaging customers
• Define learnings, i.e. assumption results
• Iterate solution based on learnings
• Repeat cycle until no more riskiest assumptions…
• Do only the most necessary to achieve the above
2015 Copyright Katapult Group
cc: Håkan Dahlström - https://www.flickr.com/ pho tos/93 7552 44@N00

6. Benefits of Lean Business Building?
• Primary benefits:
• Build businesses with stronger core
• de-risks growth initiatives
• accelerates time to cash-flow positive for growth initiatives
2015 Copyright Katapult Group
cc: nicely85 - https://www.flickr.com/ ph ot os/234331 55@N07

7. Internationalization case: Brazilian software
vendor to SME’s in N.A.
• Background:
• Brazilian based total solution for SME’s
• Had run landing pages in the USA across most all products in portfolio
• Very little success so far
• What we are doing
• Phase 1: Uncover true strengths = the existing winning biz model
• Phase 2: Assess US opportunity of business model.
• Phase 3: Customer discovery
• Phase 4: Sales execution and scaling
• Weekly sprints
cc: Argonne National Laboratory - https://www.flickr.com/ pho tos/35 73427 8@N05

8. Case: Internal VC of USD 16 Billion company
• Background:
• Very large firm wanted to build new successful businesses
• Limited resources due to VC fund structuring
• Company had spec sheet for their product but little customer input
• What we did
• Phase 1: Uncover organizational objectives and parameters and assess solution
• Phase 2: Customer discovery process
• Phase 3: Prototyping, testing, learnings, iteration, repeat to maturity
• Phase 4: Sales execution and scaling
• Weekly sprints
cc: pamhule - https://www.flickr.com/ph ot os/58571 789@N00

9. Group work
cc: Robert Bejil Productions - https://www.flickr.com/p ho tos/286 1810 9@N05

10. Our Brazilian ERP provider needs YOUR help!
• Brazilian ERP going to N.A.
• High complexity business
• Long sales cycles (>2 years)
• Owner = main deal maker today
• Plan for expansion:
• Send team of 4 Brazilian A-team members to N.A.
He will still stay in Brazil including technical
support, Acc. Mgt., Sales
• Execute existing sales process from Brazil
• Setup company, admin, etc.
• Expend ~USD500,000 per year
• “Calculates” to sell a product within 1-2 years =
revenue ~500K
• How would you tell him
to approach N.A. using
Lean Business Building?
cc: Vitor Guerson - https://www.flickr.com/p ho tos/987 44226@N 00

11. Break
cc: Richard Clark (Digimist) - https://www.flickr.com/ ph ot os/308988 14@N03

12. Google Glasscc: giuseppe.costantino - https://www.flickr.com/ph ot os/69730 904@N03

13. Shorten the time from thought to actioncc: PDXdj - https://www.flickr.com/ pho tos/87 2215 79@N00

14. Google Glass Explorers – summer of 2012
cc: Thomas Hawk - https://www.flickr.com/ pho tos/51 03555 5243@N0 1

15. Use cases
cc: apasp - https://www.flickr.com/ pho tos/28 15707 9@N05

16. Healthcare
cc: phalinn - https://www.flickr.com/ pho tos/17 86820 5@N00

17. Manufacturingcc: jurvetson - https://www.flickr.com/ph ot os/4412 43481 09@N01

18. Live demonstration
cc: Moody Man - https://www.flickr.com/p ho tos/2157 9885@N0 8

19. Questions for @KatapultGroup?
cc: Leo Reynolds - https://www.flickr.com/ph ot os/49968 232@N00

20. How to contact us
Via phone: +1.844.528.2785
Via email: hello@katapultgroup.com
Twitter: @katapultgroup
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21. Wrap-up
cc: MattysFlicks - https://www.flickr.com/ pho tos/68 39796 8@N07

22. Individual company sessions
cc: thelearningcurvedo tca - https://www.flickr.com/p ho tos/577 56296@N 06

23. Supporting information
cc: Paul Keller - https://www.flickr.com/p ho tos/182 59771@N0 0

24. 2015 Copyright Katapult Group

25. Pitfalls to success in the USA
cc: Hot Grill - https://www.flickr.com/ph ot os/4296 6467@N00

26. Biggest pitfalls
• Lack of Executive buy-in and support
• Lack of support from the home organization (ex. Tech support)
• Lack of focus
• Everything vs ones strengths
• All segments vs perfect customer
• All USA vs logical scope
2015 Copyright Katapult Group
cc: Old Sarge - https://www.flickr.com/p ho tos/552 41410@N0 0

27. Biggest pitfalls
• Emphasizing the wrong things at the wrong time
• Team is doing many non-important things
• Non-competitive price/value
• Thinking the product will sell itself
• Forgetting the soft aspects
Note the Supporting information section for characteristics on firms
that succeed in the USA
2015 Copyright Katapult Group
cc: Old Sarge - https://www.flickr.com/p ho tos/552 41410@N0 0

28. Characteristics of firms that succeed in the
USA
• Segments:
• Understands who their perfect customer is
• Focus on niche and expand from there
• Product / Service characteristics
• Strong and differentiated along one relevant competitive dimension
• Strong price-value balance
• Focus is on succeeding with one solution before expanding the portfolio
2015 Copyright Katapult Group

29. Characteristics of firms that succeed in the
USA
• Organisation and team:
• USA market is a priority for the CEO and Board of Directors
• USA lead person is one of the company founders or an executive with 5+ years history
at company and deep and trusted roots across the home organization
• 24/7 attitude with an ability to execute on the plan but learn, change and adapt to
find product market fit
• Sees the US market as a marathon, not a sprint. Long term the US-market is
considered a “must”
• Dedicated person championing and supporting the USA mission in the home office on
a daily basis
• US-Founder = Heavily charged with customer engagement
• Recruits help / Outsources less value added activities including admin, book keeping,
etc.
2015 Copyright Katapult Group

30. Characteristics of firms that succeed in the
USA
• Financials and funding:
• Well funded, financial runway for 24 -
36 months
• Extremely lean operation until product-
market fit has been found and can
support scale the USA
2015 Copyright Katapult Group

31. Operations and people:
• US leadership and the operation receives extraordinary amount of
visibility and priority at home in the initial years
• Higher degree of interaction between HQ and US-market office, I.e.
meetings, visits, calls, other
• Emphasize customer engagement pre- market entry and continue
putting sales as the primary activity during growth of the firm
• Focus is on small and frequent wins throughout the company building
Characteristics of firms that succeed in the
USA
2015 Copyright Katapult Group