Design & planning (v. 2016 ita)

Design & planning
Frieda Brioschi / Emma Tracanella
frieda.brioschi@gmail.com / emma.tracanella@gmail.com
IED, 6 Dec 2016

Lesson 8/2016

8. Design & planning
Course program
1. Start-ups
2. Business Model & Canvas
3. Value Proposition Design
4. Customers & Market
5. Activities & Costs
6. Legal basics
7. Start-up in Italy & ecosystems
2

Design a project
• No ToDo list available
• Every project is different, according to its story, your
team, the chosen ﬁeld, etc.
• We can just identify some good practices and useful
tools
4

Design a project
Starting a project implies:
• to have clear goals (both quantitative and qualitative)
• these goals must be reached in a ﬁxed time
• using available resources (human and monetary)
5

Concept
• Discuss your hunch as much as possible, and evaluate
every single feedback you receive.
• If you want to patent your product don’t offer too many
details.
6

Where do good ideas come
from?
http://www.youtube.com/watch?v=NugRZGDbPFU
(il www)
7

4. Market and Value Analysis8. Design & planning
Evaluation tool: SWOT
8

SWOT/1
Strengths could include:
• personal and flexible customer service
• special features or benefits that your product offers
• specialist knowledge or skills
Weaknesses could include:
• limited financial resources
• lack of an established reputation
• inefficient accounting systems
9
http://www.infoentrepreneurs.org/en/guides/create-your-marketing-strategy/

SWOT/2
Opportunities could include:
• increased demand from a particular market sector
• using the Internet to reach new markets
• new technologies that allow you to improve product quality
Threats could include:
• the emergence of a new competitor
• more sophisticated, attractive or cheaper versions of your product or service
• new legislation increasing your costs
• a downturn in the economy, reducing overall demand
10
http://www.infoentrepreneurs.org/en/guides/create-your-marketing-strategy/

Challenges to exporting
• Import barriers
• Import quotas and currency restrictions
• Taxation
• Health regulations
• 'CE marking' for exports to most European nations
• Safety regulations
• Environmental standards
• Accreditation issues
• How you will be paid for your exported products or services
• Legal agreements.
11
http://www.nzte.govt.nz/en/export/starting-to-export/identify-your-target-market/

Country speciﬁc constraints
• Tariffs or duties
• Industry regulations
• Political instability
• Business laws
• Intellectual property protection
• Product to market logistics
• Quarantine and regulatory requirements
12
http://www.nzte.govt.nz/en/export/starting-to-export/identify-your-target-market/

Research and analysis
• target audience
• SWOT
• marketing goals
• positioning
• pricing
• distribution
13
• marketing strategies
• communication strategy
• media plan
• schedule
• budget
• tracking and evaluation

Life cycle
14
Planning
Analysis
Design
Implementation
Maintenance
Maturity
Decline

Strategic planning
• Prior questions:
• May I make money from my hunch?
• Is it scalable?
• Does it answer to a market need or am I trying to
create a demand for my product?
• Have I any competitors?
• Which is my target?
15

Product Vs Market
According to Steve Blank:
• new product new market
• new product existing market
• "existing" product segmenting an existing market, acting on
cost
• new product segmenting an existing market, creating a niche
They differ for consumers, needs, perfomances, competitors
and risks.
16
http://blog.nicolamattina.it/2011/03/i-quattro-tipi-di-startup-sencondo-steve-blank/

Analysis
• Feasibility study
• Requirements
• Outline analysis
• Financial assessment
• Technology outlook
• Use cases
17

Feasibility study
• A feasibility study is an evaluation and analysis of the
potential of the proposed project which is based on
extensive investigation and research to give full
comfort to the decisions makers.
• Feasibility studies aim to objectively and rationally
uncover the strengths and weaknesses of an existing
business or proposed venture, opportunities and
threats as presented by the environment, the
resources required to carry through, and ultimately the
prospects for success.
18
http://en.wikipedia.org/wiki/Feasibility_study

Design
• Physical design
• Performance
• Usability
• Security
• Cross platform
• Certiﬁcation
19

Outputs
• Placement
• Promotion
• Price
20

Implementation
• Prioritization of features (must have/nice to have)
• Testing
21

Maintenance
• Evolutionary maintenance
• Other possible outcomes: maturity and decline of the
product
22

From concept to company
• A great team with clear leadership
• Never forget that "content is king“
• Strong business model
• Communicate, communicate, communicate!
23
http://marketingarena.it/2011/05/25/5-step-per-costruire-unimpresa-partendo-da-unidea/

Formalization
24

Write my project
If everything is clear and well deﬁned in my project, I can write it down.
Main points:
• Abstract
• Idea (What's the key idea? Which target/market? What's my goals?
What's new in my product?)
• Action plan (people, time, space, equipment)
• Team
• Timeline (milestones)
• Budget
25
http://www.progettokublai.net/guida-alla-scrittura-del-progetto/

Help needed!
26

Resources
27

Useful on/oﬀ line resources
• Hangouts and events
• Co-working, Fablabs, Makerspace, social incubators
• Community leaders
• Media
• Business Plan competition, startup events
• Incubators and accelerators
• Investors, etc.
28
http://www.chefuturo.it/2013/01/i-primi-100-contatti-e-anche-di-piu-per-chi-vuole-fare-startup-in-italia/

Coworking
(by Mattia Leoni)
29

8. Design & planning30
COWORKING

WHAT IS
COWORKING?

Coworking is a style of work that involves individual workers such as freelancers in a
shared working environment.
This is a new way to face the world of work that brings a social and cultural
revolution as well as an economical change.

There are two main reasons that allowed coworking to develop and grow:
• No more ﬁxed costs of owning an ofﬁce.
• Opportunities to create a social work experience, a community where you
can identify yourself, where everybody can share knowledge and skills.

ORIGIN & 
DEVELOPMENT

There were different attempts and projects that approached the idea of coworking
before its birth.
For example, 1995 marked the birth of the ﬁrst Hackerspace in the world, in Berlin.

In 1999 Brian DeKoven used the word “coworking” to identify a new way of working,
as he realized that people and enterprises aimed to develop a peer to peer working
place.
His method wanted to promote collaborative work, where projects could be
developed without facing too much internal competition.

However, we can say that the real idea of coworking was not fully developed until
2005.

COWORKING
SPACES

In 2005, Brad Neuberg, a programmer from California, decided to create the
San Francisco Coworking Space, a place where people could share services and
connections with freelancers who could not afford renting their own ofﬁce space.

This wasn’t the first time where Brad tried to create something for the freelancers
community. 
 
In 2003 he founded a group called “Nine to five group”, the aim was to meet people
in coffee shops and work together.
Despite his effort promoting it on Craiglists, it wasn’t a successful project, and after a
month, the Nine to five group closed.

At the beginning the San Francisco Coworking group didn’t generate much interest,
but after some promoting with ﬂyers and meetings in coffe shops, people started to
get interested and decided to join the group.

Two notable mentions of the coworking developement scene were Chris Messina
and Tara Hunt, who brought the San Francisco Coworking Group online, and created
a CoworkingWiki.
The CoworkingWiki helped people to ﬁnd all the information needed to open and
manage a coworking space.
One year after the opening, the ﬁrst coworking space closed.

In 2006, a month after the San Francisco Coworking Space closing, Brad Neuberg,
Chris Messina and Tara Hunt opened the Hat Factory coworking space.
The Hat Factory presented itself as the ﬁrst full-time space and it was one out of
almost 30 coworking spaces worldwide at that time.

That same year, the ﬁrst “Jellies” started. Jellies were occasional meetings where a
small group of people came together to collaborate.
Jellies offered the opportunity to exchange ideas, with no commitments or costs. At
the same time, they allowed the community to grow.

From 2006 to 2012 coworking spaces had nearly doubled each year and the
movement had become very popular.
In 2007 the term “coworking” was seen as trending on Google Trends.
By the end of 2008, there were about 160 coworking spaces worldwide.
2011 also saw the ﬁrst large companies begin to experiment with their own
coworking spaces. Companies like TUI, Europe’s largest tourism association,
and ING Bank, began to approach the idea of coworking.

In 2012 more than 2000 coworking spaces were found worldwide.
Over the course of that year, Twitter users sent over 93,000 tweets with the hashtag
“coworking”.
At the beginning of 2013, more than 100,000 people were involved in coworking
spaces.

Coworking is a phenomenon in constant growth, and every year brings together
new people, new challenges and new ideas.

WHY SHOULD
I COWORK?

Working from home can be isolating and coffee shops can be distracting.

The are a lot of resources such as inexpensive ofﬁce space, free WiFi connection, fax
and printers, conference rooms, kitchen and snack-prep areas.
You’re surrounded by a ton of passionate people going for a dream.
Your motivation increase.

The value of coworking is in the relationships, far more than the resources.
In just a short amount of time, you have a network of people that you can instantly
ask advice from/on anything.
In the coworking environment, we’re all very protective of each other. There’s a lot of
support because we’re all in the same boat.

Not only are you around other inspiring independent business owners, but you
could be rubbing elbows with your next investor, your future partner or your board
of advisors.
There’s a lot of potential when you join the tribe of coworkers in your community.
Coworking can introduce you to people who have the answers that you may be
looking for.

Coworking it’s much more than resources and a place to do business.
It’s a community, and it’s the future of how business is going to be done.
Coworking it’s much more than resources and a place to do business.
It’s a community, and it’s the future of how business is going to be done.

http://bit.ly/1fkbG9J

Incubators
Business incubators are programs designed to support
the successful development of entrepreneurial
companies through an array of business support
resources and services, developed and orchestrated by
incubator management and offered both in the incubator
and through its network of contacts.
Incubators vary in the way they deliver their services, in
their organizational structure, and in the types of clients
they serve.
55
http://en.wikipedia.org/wiki/Business_incubator

Incubator’s services
• Help with business basics
• Networking activities
• Marketing assistance
• High-speed Internet access
• Help with accounting/ﬁnancial management
• Access to bank loans
•Help with presentation skills
• Links to higher education resources
• Links to strategic partners
• Access to angel investors or venture capital
• Advisory boards and mentors
• Management team identiﬁcation
56
http://en.wikipedia.org/wiki/Business_incubator

Certiﬁed incubators
Startup Regulation introduces “certified incubators for
innovative start-ups”.
The start-up incubator or accelerator must verify if specific
requirements concerning the start-up’s physical structures,
management, facilities and, above all, its track record, are
fulfilled. In this way, the law aims to identify the structures
that are able to offer efficient incubation services in Italy.
Certified incubators can benefit from some instruments
provided for by the law.
57
http://bit.ly/11f2mtq

Public incubators
Are supported by public sponsors and are non-profit. Usually
public authorities are the major stakeholders and play an
important part in the definition of the legal status of the
incubators and in their management, frequently supported by
a broadly-based partnership of public authorities and
institutions such as a Chamber of Commerce, Municipality,
Province, Region, Banking Institutions, and various business
associations.
Typically, they are multi-purpose and the activities of their
occupants span all the traditional-economy business sectors
as well as some hi-tech ones.
58
http://www.rivistapolitecnico.polimi.it/rivista/politecnico_rivista_9.18.pdf

University incubators
They usually concentrate on promoting hi-tech start-ups
developed by their students, researchers and professors.
Their objective is to foster the industrial applications of the
knowledge generated through academic research activities.
They have a strong connection with research labs and are
often focused on the area in which the founder university
specializes.
59

Private incubators
Are usually profit-making.
The number and type of organizations making up private
incubator partnerships varies from individuals to groups
consisting of several private companies and organizations.
Most of these incubators invest almost exclusively in one
business sector.
They contribute to the success of the start-ups in several
ways, including the availability of specialized professionals
who work with the start-ups own staff.
60

Seed accelerators
• Seed accelerators are a modern, for-proﬁt type of
startup incubator, with an open application process,
taking in classes of startups consisting of small teams,
supporting them with funding, mentoring, training and
events for a deﬁnite period (usually three months), in
exchange for equity.
• While traditional business incubators are often
government-funded, generally take no equity, and
focus on biotech, medical technology, clean tech or
product-centric companies, accelerators are privately
funded and focused on mobile/Internet startups.
61
http://en.wikipedia.org/wiki/Seed_accelerator

Fab Lab
A fab lab (fabrication laboratory) is a small-scale workshop
offering (personal) digital fabrication.
A fab lab is generally equipped with an array of flexible
computer controlled tools that cover several different length
scales and various materials, with the aim to make "almost
anything". This includes technology-enabled products
generally perceived as limited to mass production.
62
http://en.wikipedia.org/wiki/Fab_lab

H-Farm Screening Criteria
63
http://marketingarena.it/2012/11/26/10-domande-scomode-a-h-farm/

Networking
64

Startup Saturday
http://www.startupsaturday.it/
Many opportunities:
• Workshop
• Elevator Pitch Competition
• Idea Jam Session
• Speed Pitch Date
• Startup Outing
• Job Posting
65

Italian Startup Scene (ISS)
Facebook group for italian startupper, entrepreneurs,
investors, bloggers, developers and anyone interested in
start-ups and venture capital.
67
http://it.startupscene.org/

TechGarage
It’s an italian association which aims to connect
• Grassroot innovation
• business angel, seed funds and independent venture
capital
• companies
68
http://techgarage.eu/

Design & planning (v. 2016 ita)

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