Validation di un idea di startup

Validationdell’ideadistartupPrototipazione, validazione e possibili vie per ridurre il rischio

© Daniele Radici / Innovation-LAB - tutti i diritti riservati
DISCLAIMER
§ il presente documento è stato realizzato da Daniele Radici e la proprietà intellettuale del medesimo è di
Daniele Radici
§ il brand "Innovation-LAB" è utilizzato esclusivamente da Daniele Radici e ogni sua riproduzione è vietata
§ le informazioni in esso contenute hanno valore solo con il commento orale dell’autore
§ l’utilizzo, riproduzione e la divulgazione di questo materiale sono consentiti solo con il consenso scritto
di Daniele Radici

CIAO!
Daniele Radici
Università degli Studi di Bergamo
CYFE – Center for Young & Family Enterprise

be sure your startup vision
isn’t a hallucination
[Steve Blank]
”
Validation

...CHI,MEGLIODISTEVEBLANK,CIPUÒSPIEGAREQUESTOCONCETTO?

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
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?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.

QUALCHEEPICFAIL
2005, mercato ITA: 12.000.000 utenti stimati
2007, mercato ITA: 350.000 utenti reali

QUALCHEEPICFAIL
investor concern over the threat
of new technologies is overstated
” [Blockbuster Analyst Report, 1999]

QUALCHEEPICFAIL

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
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?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
D’OH!

TRANQUILLI,SIPUÒFARE!

GET OUTOF THE
BUILDING!!!

CUSTOMERDEVELOPMENT
IL CUSTOMER DEVELOPMENT È IL
PROCESSO ITERATIVO ATTRAVERSO IL
QUALE SI VALIDANO LE IPOTESI,
CONVERTENDOLE IN FATTI

PROCESSODIVALIDAZIONE/CUSTOMERDEVELOPMENT

TESTCARD&LEARNINGCARD

QUALCHESPUNTODAALEXANDEROSTERWALDER

CONQUALEAPPROCCIO?

TEST&LEARN

GRAZIE
DANIELERADICIdaniele@danieleradici.com
+39.349.4143.581
www.danieleradici.com
Via Masone, 2
24121 - Bergamo

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