from an idea to a project and then a company

1. De l’idée au projet
Du projet à l’entreprise
Stratégie d’amorçage
Business Model

2. David Argelliès
da@agoranov.com
davidargellies@gmail.com
Facebook/Twitter : @OpenFromage
www.agoranov.com
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3. David Argelliès / IEpitech 2015Do not share or distribute this content

7. David Argelliès / IREN 2014 Do not share or
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315 Millions € levés
(hors IPOs)
268 Projets accompagnés
237 Sociétés actives
14ans
3 IPOs (Nasdaq, Euronext, Alternext)
Cap Bour > 2,6 Milliards
3500 Emplois directs créés

8. This is a feedback #
This is not a lecture

9. David
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There are best practices
There are bad practices
These are just statistical matters

10. David
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Teachers#
Mentors#
Serial Entrepreneurs#
Funds, business angels#
Lawyer
These are just statistical matters based on
previous stories and maybe a different context
They know these best and bad practices
They have stories and lots of experiences
and feedback

11. idée
projet
entreprise
Débile
Folle
Partagée
Disruptif
Imaginer
Construire
Optimiser
Branding
Croissance
Liberté
Intuition
Réalité
Réflexion
Exécution
Exemplarité
Personnelle
Equipe
Ecosystème
Facile/Compliquée
Ambitieuse
Challengé
Ambitieux
Réaliste
Planification
Opportuniste
Agile
Solide

12. idée
projet
entreprise
Ecouter
Comprendre
Faire
Problem/
Solution
MVP
Produit leader
(blue ocean)
Opportunité de
marché
Faisabilité éco
Segmentation
Marketing op
Scalabilité
Performance
Imaginer
Construire
Optimiser

13. idée
projet
entreprise
Finance
Technologie / Savoir faire
Produit
Market
Equipe

14. Investment
• Cash
• Time
• Energy
Risk
Earnings
• As a % of cash
invested
• And not as an absolut
value
Desire
dreams
(Is It a Good Idea To Launch This Company Matrix)
iGiToLaTiC Matrix
Exemple 1 : iPad App, smart idea, no strong value
• Investment = Low
• Risk = Low
• Earnings = Low but high if related to investment (good cost structure)
• Dreams = you know
Conclusion : nice business if you are ok to run a small business
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DONTs
DOs
Things that may NOT help
It s more :
Things that may help

16. Copying/Redoing
If you fight against biggers
with money, clients, people,
legitimity
You’d better had to have
A better idea and/or
a strong agility
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This may NOT help
This may help
Be smart/Think
It s not a choice
Teachers call that Blue ocean
strategy

17. Fighting
The word is not ready for us
= you are not ready to run a
business
The guy I’m talking to is not smart
enough to understand us
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This may NOT help
This may help
Be smart with people
give peace a chance
you will need them all :
team,
help, supplier, clients
and also competitors
If you pitch a dumb do a pitch for
dumb
If people did not understand well
your project it s because you
present it baddly

18. Be naïve
Not be aware of who you
are and where you sail
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This may NOT help
This may help
Identify what you have
that others don’t
Ideas, people
knowledge
technologies
patents
advance
Agility,motivation
Try to keep that for you

19. Secret
Protect
Too much
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This may NOT help
This may help
Share
Talk
Listen feedbacks
The difference/the value is
Not the IDEA
but the EXECUTION

20. To stay in your
garage
Obstinacy
VS
determination
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This may NOT help
This may help
Be curious
with everything
it may help one day

21. Score and valuate
everything
Take decisions like an
insurer
CEO jobs is to
make decisions
not to score options
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This may NOT help
This may help
Keep your common
sense for everything
And even more for business
decisions

22. No risk
Too much risk
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This may NOT help
This may help
Balance
Unfortunately, the economic
history of the world show a
statistic direct correlation
between
risk and revenues

23. Think big
Start small
Move fast
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24. micro-projets
créant de la
micro-valeur
pour des
micro-cibles
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Courtesy of Olivier Ezratty / http://www.oezratty.net/wordpress/2014/ecosysteme-numerique-francais-surchauffe/

25. SUCCESS
Is
OUBVIOUS
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Courtesy of Oussama Ammar / Koudetat theFamily
Extensive marketing actions
help to scale the business
Not to force the success

26. VALUE #
Know it , keep it#
try to make it grow every single day
• People
• Knowledge
• Technology
• Science (IP, know how)
• Marketing (brand name, clients)
• Products
• Ideas
• Cash ….
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27. VALUE #
Know it , keep it#
try to make it grow every single day
Design is not only cool
(IP, strategy, value analysis)
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28. “Time is Money”
“Risk is Money”
More time is less money
More risks is less money
Go/No GO = Cash expected x Risks
Time
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29. HR risks
Product risks
Market risks
Finance risks
Competition risks
Environment risks
Execution risks
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RISKS

30. David
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Thoughts
Strategic Marketing and Pricing are definitely for
engineers
Value analysis should be called margin optimization
There were no disruptive technologies in the first iPod
Your technology could be added to something
stupid to do something great
Your current product will be maybe 5% of your
income within 3 years

31. MVP
What is the purpose
Market ?
Product design ?
Legitimity
It s only the first step, there will be others step
DO NOT push too much marketing on the MVP
The incoming Beta version will be the one
Choose the right balance beetween
Cost / Time
Functionalities for the user / Usability for your company
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32. MVP
YOUR MVP WILL NEED TO BE CHANGED and
DEEPLY MODIFIED
Code from draft
Value Analysis
Think about Hardware MVP cost
Not too much procedures
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34. Business Plan ?
BUSINESS PLANS ARE USELESS
TIME vs MONEY
Planification and EXECUTION
KPIs for you
KPI for investors
Consultant matrix (swot)
Reality financial check NEED ++++
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35. 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.
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36. Search
Think (problem and risk identification)
Check List
Ressources needed
Compare
Understand
Optimize
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Business Model : what’s for ?#

37. Internal communication
Multiple
Simple
Clear
Short
Logical
David Argelliès / IREN 2014 Do not share or
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Business Model : what’s for ?#

38. 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.
David
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IREN
2014
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39. Roadmap
David
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IREN
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40. David Argelliès
da@agoranov.com
davidargellies@gmail.com
Facebook/Twitter : @OpenFromage
www.agoranov.com
David Argelliès / IREN 2014 Do not share or
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Merci
et bonne chance !