design & planning (v. 2016 ita)

Design & planning

Frieda Brioschi / Emma Tracanella [email protected] / [email protected]

IED, 6 Dec 2016Lesson 8/2016

mailto:[email protected]?subject=

mailto:[email protected]

8. Design & planning

Course program1. Start-ups

2. Business Model & Canvas

3. Value Proposition Design

4. Customers & Market

5. Activities & Costs

6. Legal basics

7. Start-up in Italy & ecosystems


2


Design

3


Design a project

• No ToDo list available

• Every project is different, according to its story, your team, the chosen field, etc.

• We can just identify some good practices and useful tools

4


Design a project

Starting a project implies:

• to have clear goals (both quantitative and qualitative)

• these goals must be reached in a fixed time

• using available resources (human and monetary)

5


Concept

• Discuss your hunch as much as possible, and evaluate every single feedback you receive.

• If you want to patent your product don’t offer too many details.

6


Where do good ideas come from?

http://www.youtube.com/watch?v=NugRZGDbPFU

(il www)

7

http://www.youtube.com/watch?v=NugRZGDbPFU

4. Market and Value Analysis 8. Design & planning

Evaluation tool: SWOT

8


SWOT/1Strengths could include:

• personal and flexible customer service

• special features or benefits that your product offers

• specialist knowledge or skills

Weaknesses could include:

• limited financial resources

• lack of an established reputation

• inefficient accounting systems

9http://www.infoentrepreneurs.org/en/guides/create-your-marketing-strategy/


SWOT/2Opportunities could include:

• increased demand from a particular market sector

• using the Internet to reach new markets

• new technologies that allow you to improve product quality

Threats could include:

• the emergence of a new competitor

• more sophisticated, attractive or cheaper versions of your product or service

• new legislation increasing your costs

• a downturn in the economy, reducing overall demand

10http://www.infoentrepreneurs.org/en/guides/create-your-marketing-strategy/


Challenges to exporting• Import barriers • Import quotas and currency restrictions • Taxation • Health regulations • 'CE marking' for exports to most European nations • Safety regulations • Environmental standards • Accreditation issues • How you will be paid for your exported products or services • Legal agreements.

11http://www.nzte.govt.nz/en/export/starting-to-export/identify-your-target-market/


Country specific constraints• Tariffs or duties

• Industry regulations

• Political instability

• Business laws

• Intellectual property protection

• Product to market logistics

• Quarantine and regulatory requirements

12http://www.nzte.govt.nz/en/export/starting-to-export/identify-your-target-market/


Research and analysis• target audience

• SWOT

• marketing goals

• positioning

• pricing

• distribution

13

• marketing strategies

• communication strategy

• media plan

• schedule

• budget

• tracking and evaluation


Life cycle

14

Planning

Analysis

Design

Implementation

Maintenance

Maturity

Decline


Strategic planning• Prior questions:

• May I make money from my hunch?

• Is it scalable?

• Does it answer to a market need or am I trying to create a demand for my product?

• Have I any competitors?

• Which is my target?

15


Product Vs MarketAccording to Steve Blank:

• new product new market

• new product existing market

• "existing" product segmenting an existing market, acting on cost

• new product segmenting an existing market, creating a niche

They differ for consumers, needs, perfomances, competitors and risks.

16

http://blog.nicolamattina.it/2011/03/i-quattro-tipi-di-startup-sencondo-steve-blank/


Analysis

• Feasibility study

• Requirements

• Outline analysis

• Financial assessment

• Technology outlook

• Use cases

17


Feasibility study

• A feasibility study is an evaluation and analysis of the potential of the proposed project which is based on extensive investigation and research to give full comfort to the decisions makers.

• Feasibility studies aim to objectively and rationally uncover the strengths and weaknesses of an existing business or proposed venture, opportunities and threats as presented by the environment, the resources required to carry through, and ultimately the prospects for success.

18

http://en.wikipedia.org/wiki/Feasibility_study


Design

• Physical design

• Performance

• Usability

• Security

• Cross platform

• Certification

19


Outputs

• Placement

• Promotion

• Price

20


Implementation

• Prioritization of features (must have/nice to have)

• Testing

21


Maintenance

• Evolutionary maintenance

• Other possible outcomes: maturity and decline of the product

22


From concept to company

• A great team with clear leadership

• Never forget that "content is king“

• Strong business model

• Communicate, communicate, communicate!

23

http://marketingarena.it/2011/05/25/5-step-per-costruire-unimpresa-partendo-da-unidea/


Formalization

24


Write my projectIf everything is clear and well defined in my project, I can write it down.

Main points:

• Abstract

• Idea (What's the key idea? Which target/market? What's my goals? What's new in my product?)

• Action plan (people, time, space, equipment)

• Team

• Timeline (milestones)

• Budget

25

http://www.progettokublai.net/guida-alla-scrittura-del-progetto/


Help needed!

26


Resources

27


Useful on/off line resources

• Hangouts and events • Co-working, Fablabs, Makerspace, social incubators • Community leaders • Media • Business Plan competition, startup events • Incubators and accelerators • Investors, etc.

28http://www.chefuturo.it/2013/01/i-primi-100-contatti-e-anche-di-piu-per-chi-vuole-fare-startup-in-italia/


Coworking (by Mattia Leoni)

29

8. Design & planning30

COWORKING


WHAT ISCOWORKING?


Coworking is a style of work that involves individual workers such as freelancers in a shared working environment.

This is a new way to face the world of work that brings a social and cultural revolution as well as an economical change.


There are two main reasons that allowed coworking to develop and grow:

• No more fixed costs of owning an office.

• Opportunities to create a social work experience, a community where you can identify yourself, where everybody can share knowledge and skills.


ORIGIN &DEVELOPMENT


There were different attempts and projects that approached the idea of coworking before its birth.

For example, 1995 marked the birth of the first Hackerspace in the world, in Berlin.


In 1999 Brian DeKoven used the word “coworking” to identify a new way of working, as he realized that people and enterprises aimed to develop a peer to peer working place.

His method wanted to promote collaborative work, where projects could be developed without facing too much internal competition.


However, we can say that the real idea of coworking was not fully developed until 2005.


COWORKINGSPACES


In 2005, Brad Neuberg, a programmer from California, decided to create the San Francisco Coworking Space, a place where people could share services and connections with freelancers who could not afford renting their own office space.


This wasn’t the first time where Brad tried to create something for the freelancers community.In 2003 he founded a group called “Nine to five group”, the aim was to meet people in coffee shops and work together.

Despite his effort promoting it on Craiglists, it wasn’t a successful project, and after a month, the Nine to five group closed.


At the beginning the San Francisco Coworking group didn’t generate much interest, but after some promoting with flyers and meetings in coffe shops, people started to get interested and decided to join the group.


Two notable mentions of the coworking developement scene were Chris Messina and Tara Hunt, who brought the San Francisco Coworking Group online, and created a CoworkingWiki.

The CoworkingWiki helped people to find all the information needed to open and manage a coworking space.

One year after the opening, the first coworking space closed.


In 2006, a month after the San Francisco Coworking Space closing, Brad Neuberg, Chris Messina and Tara Hunt opened the Hat Factory coworking space.

The Hat Factory presented itself as the first full-time space and it was one out of almost 30 coworking spaces worldwide at that time.


That same year, the first “Jellies” started. Jellies were occasional meetings where a small group of people came together to collaborate.

Jellies offered the opportunity to exchange ideas, with no commitments or costs. At the same time, they allowed the community to grow.


From 2006 to 2012 coworking spaces had nearly doubled each year and the movement had become very popular.

In 2007 the term “coworking” was seen as trending on Google Trends.

By the end of 2008, there were about 160 coworking spaces worldwide.

2011 also saw the first large companies begin to experiment with their own coworking spaces. Companies like TUI, Europe’s largest tourism association, and ING Bank, began to approach the idea of coworking.


In 2012 more than 2000 coworking spaces were found worldwide.

Over the course of that year, Twitter users sent over 93,000 tweets with the hashtag “coworking”.

At the beginning of 2013, more than 100,000 people were involved in coworking spaces.


Coworking is a phenomenon in constant growth, and every year brings together new people, new challenges and new ideas.


WHY SHOULDI COWORK?


Working from home can be isolating and coffee shops can be distracting.


The are a lot of resources such as inexpensive office space, free WiFi connection, fax and printers, conference rooms, kitchen and snack-prep areas.

You’re surrounded by a ton of passionate people going for a dream.

Your motivation increase.


The value of coworking is in the relationships, far more than the resources.

In just a short amount of time, you have a network of people that you can instantly ask advice from/on anything.

In the coworking environment, we’re all very protective of each other. There’s a lot of support because we’re all in the same boat.


Not only are you around other inspiring independent business owners, but you could be rubbing elbows with your next investor, your future partner or your board of advisors.

There’s a lot of potential when you join the tribe of coworkers in your community.

Coworking can introduce you to people who have the answers that you may be looking for.


Coworking it’s much more than resources and a place to do business.

It’s a community, and it’s the future of how business is going to be done.

Coworking it’s much more than resources and a place to do business.

It’s a community, and it’s the future of how business is going to be done.


http://bit.ly/1fkbG9J


Incubators

Business incubators are programs designed to support the successful development of entrepreneurial companies through an array of business support resources and services, developed and orchestrated by incubator management and offered both in the incubator and through its network of contacts.

Incubators vary in the way they deliver their services, in their organizational structure, and in the types of clients they serve.

55

http://en.wikipedia.org/wiki/Business_incubator


Incubator’s services• Help with business basics

• Networking activities

• Marketing assistance

• High-speed Internet access

• Help with accounting/financial management

• Access to bank loans

•Help with presentation skills

• Links to higher education resources

• Links to strategic partners

• Access to angel investors or venture capital

• Advisory boards and mentors

• Management team identification

56http://en.wikipedia.org/wiki/Business_incubator


Certified incubators

Startup Regulation introduces “certified incubators for innovative start-ups”.

The start-up incubator or accelerator must verify if specific requirements concerning the start-up’s physical structures, management, facilities and, above all, its track record, are fulfilled. In this way, the law aims to identify the structures that are able to offer efficient incubation services in Italy. Certified incubators can benefit from some instruments provided for by the law.

57http://bit.ly/11f2mtq


Public incubators

Are supported by public sponsors and are non-profit. Usually public authorities are the major stakeholders and play an important part in the definition of the legal status of the incubators and in their management, frequently supported by a broadly-based partnership of public authorities and institutions such as a Chamber of Commerce, Municipality, Province, Region, Banking Institutions, and various business associations. Typically, they are multi-purpose and the activities of their occupants span all the traditional-economy business sectors as well as some hi-tech ones.

58

http://www.rivistapolitecnico.polimi.it/rivista/politecnico_rivista_9.18.pdf


University incubators

They usually concentrate on promoting hi-tech start-ups developed by their students, researchers and professors. Their objective is to foster the industrial applications of the knowledge generated through academic research activities.

They have a strong connection with research labs and are often focused on the area in which the founder university specializes.

59http://www.rivistapolitecnico.polimi.it/rivista/politecnico_rivista_9.18.pdf


Private incubators

Are usually profit-making. The number and type of organizations making up private incubator partnerships varies from individuals to groups consisting of several private companies and organizations.

Most of these incubators invest almost exclusively in one business sector.

They contribute to the success of the start-ups in several ways, including the availability of specialized professionals who work with the start-ups own staff.

60http://www.rivistapolitecnico.polimi.it/rivista/politecnico_rivista_9.18.pdf


Seed accelerators• Seed accelerators are a modern, for-profit type of

startup incubator, with an open application process, taking in classes of startups consisting of small teams, supporting them with funding, mentoring, training and events for a definite period (usually three months), in exchange for equity.

• While traditional business incubators are often government-funded, generally take no equity, and focus on biotech, medical technology, clean tech or product-centric companies, accelerators are privately funded and focused on mobile/Internet startups.

61

http://en.wikipedia.org/wiki/Seed_accelerator


Fab Lab

A fab lab (fabrication laboratory) is a small-scale workshop offering (personal) digital fabrication.

A fab lab is generally equipped with an array of flexible computer controlled tools that cover several different length scales and various materials, with the aim to make "almost anything". This includes technology-enabled products generally perceived as limited to mass production.

62http://en.wikipedia.org/wiki/Fab_lab


H-Farm Screening Criteria

63http://marketingarena.it/2012/11/26/10-domande-scomode-a-h-farm/


Networking

64


Startup Saturday

http://www.startupsaturday.it/

Many opportunities:

• Workshop

• Elevator Pitch Competition

• Idea Jam Session

• Speed Pitch Date

• Startup Outing

• Job Posting

65


Italian Startup Scene (ISS)

Facebook group for italian startupper, entrepreneurs, investors, bloggers, developers and anyone interested in start-ups and venture capital.

67http://it.startupscene.org/


TechGarage

It’s an italian association which aims to connect • Grassroot innovation • business angel, seed funds and independent venture capital • companies

68http://techgarage.eu/

design & planning (v. 2016 ita)

Education