1. Roald SieberathHOPE MIC Belgique

2. Were going to talk about : 3. Who am I ?I used to : I studied business at :I (co-)launched startups :I work with startups : 4. Main ideasWhat is an entrepreneurSome building blocksLean startup modelStartup is a different animalExemples & TEST ! 5. Violonist story Earned : 32$ 6. Violonist story II (the revenge)Joshua Bell 7. Lessonfor Joshua (& gifted developers) Talent is not enough 8. Some building blocksmissing 9. Boostcamp 3 jours 4 ateliers de 2 jours (2 x par an) Emarketing Business model & ventes Finance Art du pitch 6 journes experts Suivi personnalis (+ coaching) 10. Entrepreneur Rve ou cauchemar ? 11. Qualits dun entrepreneur ? 12. Qualits dun entrepreneur Vision Volont Savoir convaincre Clients / employs / partenaires Apprendre (learntrepreneur) Mix : thinker / doer / seller / 13. Co Entrepreneurs Co : connect : soi une vision une finalit (purpose) des ressources une ralit de march 14. Connect : soi nergie Focus SWOT Capacit Observer Adapt 15. Connect : une vision 16. Connect : des ressources 17. Connect : une communaut 18. Connect : une finalit (purpose)Success to me is notabout money orstatus or fame, itsabout finding alivelihood that bringsme joy and self-sufficiency and asense of contributingto the world.- Anita Roddick,The Body Shop 19. Connect : une ralit de march Mega-trends P&L Timing 20. EntrepreneurLhomme des cavernes tait un entrepreneur(Mohammad Yunus,Entrepreneurship risk ?? 21. Entrepreneurship is the pursuit ofopportunity beyond the resources youcurrently control.Howard Stevenson (Harvard Business School, 1983) 22. Business ParadigmsSocial Darwinism Co-entrepreneurs Nature : Struggle for life Nature : Cooperation Survival of the fittest Some people have similar Competitiongoals Find & leverage them Co-creation 23. Myth #1 : a startup is a company, smallerAnd should be managed in a similar way 24. RealityA startup is a different animalA company solves a known problemA startup solves an unknownproblemManagement science is not (as) relevant 25. Myth #2 : You need a plan ! 26. RealitySticking to a plan may be unrealistic The ability to adjust is vital 27. Myth #3 :To succeed I need to execute the plan 28. The essence of a startup is To learn(by doing) To adjust 29. Success 30. Learning Startup spiralGROW- Revenues Purpose- Ressources- LearningCadre (PIVOT)Operations ProblemAdmin LearningMarketSolution entrepr Test eneur)Distrib Service Partners MarketDesign Mktg Chan Bus nelsModel 31. Business 32. Why Business Model matters ? 33. The winner isnot the onebut the onewith the best with the besttechnologybusinessmodel 34. Introducing 35. Business Model : 9 building blocks 36. Customer segments 37. Value proposition 38. Channels 39. Customer relationships 40. Revenue streams 41. Key Resources 42. Key Activities 43. Key Partners 44. Cost structure 45. Recap 46. Full model 47. All right,what do I make of it ? 48. Use it as a toolbox ! 49. Business Models need to be designed 50. Business model canvas 51. Its visual 52. Its fun 53. Its a communication toolDevelopers Marketersare from are fromMarsVenus 54. You get to work with Post-It 55. Its becoming a lingua franca 56. An easy way to share, discuss, adjust 57. Itseverywhere ! 58. Introducing (Part 2) 59. We used to think:a startup is a company,just smallerAnd should be managed in a similar way 60. RealityA startup is a different animalManagement scienceshouldnt be completely the same 61. Another view: Steve Blanka company a startupsolves asolves anknown unknownproblem problem 62. Waterfall modelProblem: known Solution: known 63. Agile Development (XP)Problem: knowncustomer Solution: unknown 64. Customer Development Data, feedback, insightsProblem: unknown Solution: unknownHyp, experiments, insights 65. Generate multiple hypotheses 66. TEST the hypotheses ! 67. Customer Development 68. Lean startup cycle 69. Adjust until you can prove it works ! 70. What is a proof ? 71. a signed deal ! 72. So: get out of the building ! 73. Search (and find)the right business model Only then, execute ! 74. Pivot ! 75. Nail it, then Scale it Nail The pain The solution The go-to-market The business model Scale it 76. Exemple : DjengoCool startupYoungfoundersCool concept 77. Djengo v.0.5 : C2C car-sharing(may 2010)Carsharing concept :- Between individual users- From anywhere to anywhere- clearinghouse + social 78. Djengo was going into a wall 79. So Djengo pivoted 80. Djego v.1.0 : event car-sharingValue prop:Fixed destinationCustomers:Event organizersBMC : changedBetter ! 81. Djengo v.2.0 : B2B car-sharing Changed again : car-pooling foremployees Value proposition forcompanies Different partners,relationships, 82. Djengo : they now have a business ! 83. Business Model innovation Many sectors can be challenged & changed. Not so much technologically, But on their business model. 84. Business Model innovationENIACFirst commercialcomputer15 Feb 1946 85. Lessons(recap) 86. 1. Business Model can win or kill your business 87. 2. You need to design yourBusiness Model 88. 3. Use it as acommunication tool 89. 4. TEST your hypotheses 90. 5. by getting out of thebuilding ! 91. 6. PIVOT (if needed) 92. 7. only then, execute ! 93. Understand this to avoid crashes 94. Thank you !