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Ako na Slovensku založiť globálny start-up?
1. Ako na Slovensku založiť
globálny start-up?
Unicamp, 20.10.2011
Wednesday, October 19, 2011
2. Agenda
• O mne
• Čo je start-up?
• Mám nápad. Ísť do toho na plno?
• Lokálne vs. globálne
• Ako zložiť tím
• Ako myšlienku ochrániť
• Ako získať na nápad peniaze
• Business model workshop
Wednesday, October 19, 2011
4. Startup
Čo je start-up?
Wednesday, October 19, 2011
5. Start-up
sexy
technológia high risk
R&D
high reward
neoverený koncept rastový potenciál
SME scalable
repeatable
novozaložený
collaborative
Wednesday, October 19, 2011
6. Start-upy na
Slovensku
Wednesday, October 19, 2011
7. Nápad
VLASTNÉ CUDZIE
LOKÁLNE GLOBÁLNE
BEŽNÉ TECHNOLOGICKÉ
OCHRÁNITEĽNÉ NEOCHRÁNITEĽNÉ
“Keď si myslíš, že si prišiel na niečo úplné
nové, čo tu ešte nebolo, znamená to, že si len
slabo googlil“
Wednesday, October 19, 2011
8. Hodnota nápadu
ĽUDIA
PRÍLEŽITOSŤ
REALIZÁCIA
“Vzhľadom na to že neexistuje žiaden trh, na
ktorom by sa predávali nápady, môžeme ich
považovať na bezcenné.“
Wednesday, October 19, 2011
9. “Nepotrebuješ mať
vynikajúci nápad,
stačí ti mať kupca.“
Wednesday, October 19, 2011
10. Sophie’s
choice
Mám nápad. Ísť naplno do toho,
alebo nie?
Wednesday, October 19, 2011
11. PENIAZE
TRH
BENEFIT
ZÁUJEM
RADOSŤ
POSLANIE
OCHRANA
Wednesday, October 19, 2011
12. 3 atribúty
“killer idea”
Globálne ambície
$1bn firma
založené na R&D
Wednesday, October 19, 2011
13. Veľká
ryba
Prečo a ako vybudovať lokálne
firmu s globálnym potenciálom.
Wednesday, October 19, 2011
14. Prečo začať
lokálne
Think big,
fail small.
Wednesday, October 19, 2011
15. Prečo byť globálny
• Neexistuje priveľký trh
• Organický rast
• Atraktivita pre investora
Wednesday, October 19, 2011
16. Prečo byť globálny
5 000 000 trh 300 000 000 trh
*
2% podiel > *
2% podiel
Wednesday, October 19, 2011
17. Ako sa dostať do
Sillicon Valey?
+ +
Wednesday, October 19, 2011
18. The lone
ranger
Ako vybudovať stabilný
tím ľudí s nulovým kapitálom?
Wednesday, October 19, 2011
19. Ako získať ľudí
• Potrebujem ľudí? Rozmanitosť!
• Nájsť interného človeka alebo zadať zákazku?
• Ako presvedčiť človeka do tímu:
• Responsibility, decision making, meritocracy *
• Rock-star environment ‘’
• Equity stake Ak nedokážete nájsť
kolegov do tímu,
nepresvedčíte ani investora...
* http://venturebeat.com/2011/03/31/work-at-a-startup-graduate/
‘’ Fried, Jason: Rework (2010)
Wednesday, October 19, 2011
20. Dohoda
spoločníkov
• Kamarátstvo na papieri
• Spoločenská zmluva vs. Dohoda
spoločníkov
• Doplnok k Biznis plánu
• Spoločný konsenzus a spokojnosť
zmluvných strán je nevyhnutnosťou !!!
Wednesday, October 19, 2011
21. Dohoda
spoločníkov
Najhoršie prípady
• Zmena priorít spoločníkov
• Nové príležitosti
• Pohádaní spoločníci
Wednesday, October 19, 2011
22. Protector
Ako ochrániť svoj nápad tak, aby
ste z neho vyťažili maximum?
Wednesday, October 19, 2011
23. ochranné
známky IP
práva na
označenie
pôvodu označenie
priemyselné autorské
vlastníctvo práva
zemepisné
označenia SW
technické
priemyselné
vzory riešenia
úžitkové
patenty
vzory
Wednesday, October 19, 2011
24. Kedy nepatentovať
• Vynález je ťažké replikovať reverzným
inžinierstvom a tým pádom kopírovať (Coca
Cola, ...)
• Vymožiteľnosť patentu by bola náročná (je
ľahké ho obísť, ...)
• Náklady na patentovanie > komerčná
hodnota patentu (malý trh, ...)
OBCHODNÉ TAJOMSTVO
Wednesday, October 19, 2011
25. Everything
*
Všetko, čo ste chceli vedieť o
investoroch a báli ste sa spýtať.
Wednesday, October 19, 2011
27. riziko cash
flow
čas
pre-seed seed growth exit
nápad koncept prototyp produkt early users early majority late majority
3F BA BA/VC VC/PE IPO/BO
Wednesday, October 19, 2011
28. Čo prináša investor?
• Peniaze
• Radu
• Spoluprácu
• Synergie
„Rôzne typy investorov sú vhodné pre
rôzne štádiá spoločnosti.“
Wednesday, October 19, 2011
29. Typy investorov
• Vlastné úspory - idea
• Angel - koncept
• Seed capital - proof of concept
• Start-up - prototyp
• Bankové pôžičky
„Lepšie je mať 5 % v 100 mil. podniku ako 50%
v podniku za 10 000.“
Wednesday, October 19, 2011
30. Million
$$$ Baby
Čo je biznis model a ako ho
navrhnúť?
Wednesday, October 19, 2011
32. ?
PENIAZE
Bude moja cieľová skupina Ako bude
ochotná a schopná za produkt platiť? produkt spoplatnený?
TRH BENEFIT
Kto je mojim Je môj produkt
zákazníkom? Akým spôsobom lepší ako konkurenčné
ho dokážem osloviť riešenia? Je užitočný pre
a presvedčiť? používateľov?
McKinsey & Company: Planen, Gründen,Wachsen (2007)
Wednesday, October 19, 2011
33. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
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Source: Osterwalder, Alexander and Pigneur,Yves: Business Model Generation (2010)
Wednesday, October 19, 2011
34. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
marketing How costly are they?
zlepšovanie self-service
GDS vyhľadávača rýchle kvalitná podpora weboví
a komfortné on-line interakcia používatelia
zák. servis
HRS vyhľadanie so záujmom
a rezervácia cestovať
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Autopožičovne Our Distribution Channels? Customer Relationships?
Revenue Streams? leteniek podľa want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
vyhľadávací preferencií Which ones are most cost-efficient?
How are we integrating them with customer routines? business
Chimpo algoritmus travelers
pelikan.sk
infraštruktúra facebook
ad-words
financie
billboardy
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
prevádzka portálu For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying? reklama aeroliniek
How would they prefer to pay?
vývoj vyhľadávača How much does each Revenue Stream contribute to overall revenues?
zákaznícky servis
príjmy za sprostredkovanie:
marketing
letenky, ubytovanie, prenájom áut(affiliate)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Osterwalder, Alexander and Pigneur,Yves: Business Model Generation (2010)
Wednesday, October 19, 2011
39. Ozvite sa nám!
• sprostredkujeme investície do start-up a
spin-off firiem s rastovým potenciálom
• podporujeme ich v oblasti rozvoja biznisu
• sprostredkujeme kontakty na ľudí, ktorí vám
chýbajú
idea@neulogy.com
Wednesday, October 19, 2011
41. There is nothing more Nič na svete nie je také
powerful than an idea mocné, ako nápad, na ktorý
whose time has come. nadišiel ten správny čas.
Victor Hugo, spisovateľ
Wednesday, October 19, 2011
42. Posledná rada na
záver:
NETWORKUJTE!!!
Wednesday, October 19, 2011