Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

A Scaleup is not a Startup

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Prochain SlideShare
Build the right thing
Build the right thing
Chargement dans…3
×

Consultez-les par la suite

1 sur 75 Publicité

A Scaleup is not a Startup

Télécharger pour lire hors ligne

What you do to get Product Market Fit, should be very different to what you do afterwards in order to scale. Startups are about putting out fires, scaleups are about lighting them.

What you do to get Product Market Fit, should be very different to what you do afterwards in order to scale. Startups are about putting out fires, scaleups are about lighting them.

Publicité
Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à A Scaleup is not a Startup (20)

Publicité

Plus par Joseph Haslam (16)

Plus récents (20)

Publicité

A Scaleup is not a Startup

  1. 1. A Scaleup is Not A Startup Product, Process, People Joe Haslam Executive Director, Owners Management Program AD-ENG-OMP ABR-2017 Monday, 24 April 2017 Serrano, 99 (S-001)
  2. 2. "It has never been easier to start …. but never been harder to scale!"
  3. 3. A Scaleup is Not A Startup 1. Scale 2. Product 3. Process 4. People 5. Resources
  4. 4. 1. Scale
  5. 5. 1. Product/Market Fit Risk 2. Product Quality Risk 3. Team Risk 4. Recruiting Risk 5. Sales Risk 6. Market Risk 7. Funding Risk 8. Short-Term Competition Risk 9. Long-Term Competition Risk
  6. 6. 2. Product
  7. 7. 1. Beware of small, rare problems 2. Beware of offering a cheap, complex product 3. Beware of solving problems people don’t know/don’t care about 4. Beware of solving problems you can’t experience yourself
  8. 8. Law #1: Delivers a service that can be metered. Law #2: Grows with the business. Law #3: Replaces something that companies already pay for. Law #4: Offers an amazing user experience for the developer Law #5: Receives tons of explicit developer love. Law #6: Exhibits strong network effects. Law #7: Eliminates the need for non-core skillsets no one enjoys. Law #8: Democratizes development.
  9. 9. 1. Charge earlier than you’re comfortable with 2. Charge more than you’re comfortable with 3. Justify (or kill) your lowest plan 4. Plan on changing prices
  10. 10. c 1) Marketing Specialization During the transition from startup to scale-up, the change in marketing goals calls for specialist skill-sets. The marketing focus shifts to quickly and efficiently scaling up the repeatable sales or customer acquisition model. 2) Marketing Experimentation A business that’s scaling up depends on experience to determine what growth engine to focus on. After all, the trial and errors of the startup phase have helped the startup figure out what works and what doesn’t. This knowledge may also reduce the room for marketing experimentation. With a bigger customer base, there is less room for error. 3) Marketing Processes and Hierarchies Operational efficiency becomes increasingly important as you hit the scale-up phase. The ability to efficiently prioritize, delegate, record, track, and analyze marketing activities becomes process dependent. 4) Marketing Leadership A startup does not always need to align sales and marketing activity. However, most scale- up marketing needs are always coupled with revenue generation responsibilities. In a scale- up, it is important to align sales and marketing activities for optimized growth focus. Marketing in a scale-up needs to behave more like revenue centers than cost centers.
  11. 11. 3. Process
  12. 12. “Scaleup is the Real Startup” 1. A startup should not be fat but it should not be lean. Forget about small efficiencies, about 97% of the time. 2. Silicon Valley Blitzscaling (AirBnB, Uber, Dropbox) is only for <1% of the world. 3. Zero to One, not One to N (Peter Theil is right) 4. You can be Good, Quick & Cheap (you don´t have pick just two) 5. A scaleup screwup is worse than a startup screwup. Scaleup is EVEN MORE about survival. Corsten & Haslam (2017)
  13. 13. (1) SCALE - Your Gross Revenue, money in (2) MARGIN - Both Gross & Contribution Margin (3) MOMENTUM - Direction of market Share? (4) ACTIVITY - How quickly items are bought/sold? (5) ENGAGEMENT - No sale yet but interaction (6) RETENTION - Can you keep a customer? (7) CONCENTRATION - Spread out or highly concentrated? (8) ACQUISITION - How much it costs to get a customer? (9) ROI - Unit Economics, does average transaction bring value? (10) CASH - Burn Rate
  14. 14. Advisory Board Problems: 1. Not enough time. 2. Not enough wisdom. 3. Too much effort. 4. Expensive. My view on how to best implement advisory boards: 1. Ask for small investments 2. Run semi-annual advisory dinners 3. Don’t overplay in your VC pitches
  15. 15. 4. People
  16. 16. 1. Employee Net Promoter Scores as Manager Thermometer 2. Enterprise Value > Team Value > Self Value 3. Chief Pothole Prevention Officer 4. Everything Needs to Work Right Almost All the Time 5. Sailing Ships 6. No Uninspired Compromises 7. Right vs. Fast 8. Short-term vs. Long-term 9. Documenting Strategy 10. CEO = Chief Explanation Officer 11. The Bus Analogy 12. Great Products Are to Customers as Great Cultures Are to Employees
  17. 17. https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team
  18. 18. - Problem solving is much easier than coaching. - Coaching takes a lot of energy. It’s exhausting, because you need to understand what the person’s about, their strengths and weaknesses, their hopes, dreams, and fears. - You have to deliver messages in such a way that’s tailor-made for them so they can internalize it, and most importantly — this is where true scale begins to happen — they can start coaching people on their team to do it”
  19. 19. “Just when I thought I’d figured out how to be the CEO of a 100-person company, suddenly it’s 200 people.” - Ben Silbermann, Co-Founder, Pinterest
  20. 20. 5. Resources
  21. 21. https://www.entrepreneurship.org/learning-paths/scaling-your-company
  22. 22. Nail It then Scale It by Nathan R. Furr (2011)
  23. 23. Scaling Up Excellence by Robert I. Sutton & Huggy Rao (2014)
  24. 24. Scaling Up by Verne Harnish (2014)
  25. 25. From Impossible to Inevitable by Aaron Ross & Jason Lemkin (2016)
  26. 26. Scaling Lean by Ash Maurya (2016)
  27. 27. Scale and Scope by Alfred Chandler (1990)
  28. 28. Joe Haslam Lives in: Madrid, Spain joehas at gmail dot com http://www.linkedin.com/in/joehas/ http://twitter.com/joehas/ http://joehas.tumblr.com/ https://angel.co/joe-haslam

×