Tel Aviv University Entrepreneurs Night November 17 2011
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Concepts entrepreneurs must master: Customer Discovery and the 9 Building Blocks of Business Models.
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Tel Aviv University Entrepreneurs Night November 17 2011
- 1. Entrepreneurs Night @ Recanati November 17, 2011 Tel Aviv University 1 (c) Liad Agmon, www.agmon.com
- 2. My Background DynamicYield 2
- 4. The 9 Building Blocks of Business Models
- 5. Mass Market Niche Market Segmented Diversified Multi-sided platforms For whom are we creating value? Who are our most important customers?
- 6. What value do we deliver to the customer? Which problems are we helping to solve? Newness (cellphones) Performance (faster PC) Customization (Lego) Getting the job done (Rolls Royce) Design (Apple) Brand/Status (Abercrombie) Price (Free email) Cost reduction (EasyJet) Risk reduction (Paypal, Amazon) Accessibility (HomeAway, Redfin) Convenience/Usability (iPod)
- 7. How to reach our customers? How are our channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Channel Phases Awarenes Evaluation Purchase Delivery After Sales
- 8. Personal assistance (store) Dedicated personal assistance (private banking) Self-service (Posterous) Automated services (Amazon) Communities (Wix, flickr) Co-Creation (Zazzle,Youtube)
- 9. Asset sale (cars) Usage fee (telecom) Subscription fees (Netflix) Lending/Renting/Leasing (Budget) Licensing (Qualcomm, HBO) Brokerage Fees (ebay, credit cards) Advertising (Most of the Internet)
- 11. Production (Toyota) Problem solving (McKinsey, Doctors) Platform / Network (eBay,Visa, Microsoft)
- 12. Optimization and economy of scale (Apple / Samsung) Reduction of risk and uncertainty (Blu-ray, HTML 5) Acquisition of particular resources and activities (Nokia/MS)
- 13. Cost-driven (easy-jet) Fixed costs Value-driven (luxury hotels) Variable costs Economies of scale (Walmart) Economies of scope (McAfee)
- 14. The Four Steps to the Epiphany Customer Customer Customer Company Building Discovery Validation Creation 14
- 15. In Memory Of $188M in 9 months 3.2M Users Expenses: $19,000,000 per month Revenues: $1,000,000 per months $375M in 18 months $81M in 9 months pets.com Any many others...
- 16. Customer Discovery Iteration Execution Customer Customer Customer Company Building Discovery Validation Creation 16
- 17. Who Are Your Customers? 17
- 18. Who Are Your Customers? Develop for the few 17
- 19. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 17
- 20. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 1. Has a problem 17
- 21. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 1. Has a problem 2. Is aware of having a problem 17
- 22. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 1. Has a problem 2. Is aware of having a problem 3. Has been actively looking for a solution 17
- 23. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 1. Has a problem 2. Is aware of having a problem 3. Has been actively looking for a solution 4. Has put together a solution out of piece parts 17
- 24. Who Are Your Customers? Develop for the few Find Your Earlyvangelist 1. Has a problem 2. Is aware of having a problem 3. Has been actively looking for a solution 4. Has put together a solution out of piece parts 5. Has or can acquire a budget 17
- 25. Test and Qualify Your Hypothesis Friendly First Contacts • 50 Names • List of innovators • “Who should I talk to?” • 5-10 interviews 18
- 26. Test and Qualify Your Hypothesis Friendly First “Problem” Contacts Presentation • 50 Names • Don’t Sell, Listen! • List of innovators • Presentation: • “Who should I talk to?” 1. problem hypothesis • 5-10 interviews 2. available solutions 3. your solution • Find the pain! 18
- 27. Test and Qualify Your Hypothesis Friendly First “Problem” Customer Contacts Presentation Understanding • 50 Names • Don’t Sell, Listen! • Did we mention • List of innovators • Presentation: pain? • “Who should I talk to?” 1. problem hypothesis • What would make • 5-10 interviews 2. available solutions them use it? how 3. your solution often will they use it? • Find the pain! • How do you learn about new products? 18
- 28. Test and Qualify Your Hypothesis Friendly First “Problem” Customer Market Contacts Presentation Understanding Knowledge • 50 Names • Don’t Sell, Listen! • Did we mention • Become an expert in • List of innovators • Presentation: pain? your target market • “Who should I talk to?” 1. problem hypothesis • What would make • Read • 5-10 interviews 2. available solutions them use it? how often will they use it? • Talk to people all 3. your solution the time • Find the pain! • How do you learn about new products? • Listen and learn 18
- 29. Test and Qualify The Product Concept First Reality Check • Are we in the right direction? 19
- 30. Test and Qualify The Product Concept First Reality Product Check Presentation • Are we in the right • Don’t sell, Listen direction? 19
- 31. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product 19
- 32. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features 19
- 33. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features • Discuss pricing 19
- 34. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features • Discuss pricing • How can you reach them via marketing? 19
- 35. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features • Discuss pricing • How can you reach them via marketing? • Who has the money? 19
- 36. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features • Discuss pricing • How can you reach them via marketing? • Who has the money? • Talk to Channel partners 19
- 37. Test and Qualify The Product Concept First Reality Product More Customer Check Presentation Visits • Customer workflow • Are we in the right • Don’t sell, Listen with and without your direction? product • Ask about features • Discuss pricing • How can you reach them via marketing? • Who has the money? • Talk to Channel partners • Potential Advisors? 19
- 38. Test and Qualify The Product Concept First Reality Product More Customer Second Reality Check Presentation Visits Check • Customer workflow • Are we in the right • Don’t sell, Listen with and without your • Did they love your direction? product product? • Ask about features • Did they jump • Discuss pricing over the table? • How can you reach them via marketing? • Who has the money? • Talk to Channel partners • Potential Advisors? 19
- 39. Verify the Product Verify the Verify the Verify the Iterate or Problem Product Business Model Exit 20
- 40. 21
- 41. Enjoy the Ride! November 17, 2011 Tel Aviv University 22 (c) Liad Agmon, www.agmon.com
Notes de l'éditeur
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- What value do we deliver to customers?\nWhich one of our customer’s problems are we helping to solve?\nWhich customer needs are we satisfying?\nWhat bundles of products and services are we offering to each Customer Segment?\n\n
- Through which channels do out customer segments want to be reached?\nHow are we reaching them now?\nHow are our channels integrated?\nWhich ones work best?\nWhich ones are most cost-efficient?\nHow are we integrating them with customer routines?\n\n
- what type of relationship does each of our customer segments expect us to establish and maintain with them?\nwhich ones have we established? how costly are they?\nhow are they integrated with the rest of our business model?\n
- For what value are our customers really willing to pay?\nFor what do they currently pay? how are they currently paying?\nHow would they prefer to pay?\nHow much does each revenue stream contribute to overall revenues?\n
- Financial: Ericsson\n
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- Who are our key partners?\nWho are our key suppliers?\nWhich key resources are we acquiring from partners?\nWhick key activities do partners perform?\n
- What are the most important costs inherent in our business model?\nWhich key resources are most expensive?\nWhich key activities are most expensive?\n
- Customer validation: Finding out who the customers for your product are and whether the problem you are solving is important to them.\nCustomer validation: Build a repeatable sales road map for the sales and marketing teams that will follow later.\nCustomer creation: Create end-user demand and drive that demand into the company’s sales channel.\nCompany building: Transition from its informal, learning and discovery-oriented phase into formal departments.\n
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