Ias201302 webinar 1
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The document provides guidance on developing an effective pitch to present new business ideas. It emphasizes that ideas need to be refined through testing and learning before pitching. An effective pitch clearly identifies the problem the idea solves, challenges addressed by proposed solutions, proof of concepts, and reasons the presenter is qualified. The document also notes that pitches should be tailored based on the needs and interests of the intended audience in order to convince them to support the idea.
Ias201302 webinar 1
- 1. The Lean Startup Innovating Smarter Successfully
- 2. Main messages You have a great idea! But how to convince other people? You do not get it right 9irst time. Sorry about that! Test. Learn. Test. Learn. That’s it!
- 3. Startups need a VISION What do you want to achieve? This grand vision depicts customers using your offering to their great pleasure and pro=it. It also depicts you in the position of arriving at your desired position. accelerate-steer-VISION * *break your vision down into components. Grand Vision
- 5. What are you deeply passionate about? What can you be the best in the world at? What drives your economic engine? Free after Jim Collins’ ‘Hedgehog Principle,” in “Good to Great” BHAG Big Hairy Audaciaous Goal
- 6. “I think it is often easier to make progress on mega- ambitious dreams. I know that sounds completely nuts. But, since no one else is crazy enough to do it, you have little competition.” Larry Page
- 7. Your Company and You! An Amazing Story! An Amazing Picture! WOW... Customers, employees, members and all other stakeholders are very positive about the company. All are very happy with what the company has established. All you have to do is write that article! In the article, you write •what has been accomplished •how it has been accomplished •with whom •which strategic choices have been made •investments and returns •your personal role in all this! Choose a medium and a title Titles are important. They carry the main message. Make sure it is there. Think BIG. Think DIFFERENT. Go WILD. Have FUN. Develop a couple of strong one-‐liners. Create an elevator pitch. “Beat the devil’s advocate” Sometime in 2018. Or earlier. Or later. Five years from now, an incredibly positive article appears on your new product or service. Imagine that a journalist interviews you on the success of the company.
- 8. 8
- 9. Figure 2.1 Defining the Business Question 1: Who do we serve? Answer: De=ine customer segments Question 2: What do we offer? Answer: De=ine customer value proposition Question 3: How do we do that? Answer: De=ine resource con=iguration What Business Are We In?
- 10. how-what-WHO De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Problem!
- 11. how-what-WHO De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situationDoes the offering deliver value to the customer?
- 12. how-what-WHO De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situationDoes the offering deliver value to the customer? Is there a clearly deXined segment? Is there a clearly deXined value proposition?
- 14. how-what-WHO De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situationDoes the offering deliver value to the customer? Is there a clearly deXined segment? Is there a clearly deXined value proposition? ｝ Hypotheses to test! ｝
- 16. Under which circumstances does which customer experience a need? how-what-WHO De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situation Is there a clearly deXined segment? For whom is this gap a signiFicant issue? Who lies awake from all this?
- 17. Under which circumstances does which customer experience a need? De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situation Is there a clearly deXined segment? For whom is this gap a signiFicant issue? Who lies awake from all this? What is the management problem? What are the facts that support your point of view? What kind of facts do you need? how-WHAT-who
- 19. De9ining your business | The value hypothesis Functional Symbolic Experience Undesired situation Desired situation Is there a clearly deXined segment? How do you move the customer along this path? Technology / Business Model What is the management problem? “Product does not sell.” “Customers are not convinced.” HOW-what-who “Customers do not know it exists.”
- 21. Presenting your ideas | Re=ine. Re=ine. Re=ine. PITCH In pitching your idea, you follow the main rules of marketing: Make someone ‘buy’ into your idea. The full idea, that is. Here’s an interesting idea. “We should build cars that go 1,000 kilometers an hour, get 100 kilometers on a liter that easily fold in your back pocket.” This ‘pitch’ lacks something. “Build a breakthrough automobile.”Abstract idea A plan “The trans-‐warp drive I’ve already designed improves gasoline efXiciency tenfold.”
- 22. Presenting your ideas | Re=ine. Re=ine. Re=ine. PITCH•1 Do not waste people’s times. Test and learn. Whose problem does it solve? Challenges and solutions. Whose problem is this? Proof of concept. Why you? Why support you? ｝Hypotheses to test!
- 26. Presenting your ideas | Make three pitches. PITCH•5 Different occasions require different messages. Communications 101. You can base these pitches on your Grand Vision. If you can’t explain your idea, how can someone else by into it? Discovering DNA “I’m working to explain how human cells reproduce.” Inventing light bulbs. “I’m making light from electricity.” Insert your idea here. Insert your 5-‐second pitch here. 5 second pitch 30 second pitch 5 minute pitch
- 27. Presenting your ideas | Deliver and perform. PITCH•6 The voice(s) in your head will convince you that you have the right idea. Genchi gembutsu, that’s the ticket! It’s more dif=icult when there’s more than one voice in your head... Excellent communicator Find interesting and useful ideas Convert an idea into a realistic plan
- 30. Useful instruments. • The four actions framework • The product innovation charter
- 32. Compe&&ve Advantage : Be1er or Different Source : Kim & Mauborgne
- 33. Compe&&ve Advantage : Be1er or Different Raise What factors should be raised well beyond the industry standard? Source : Kim & Mauborgne
- 34. Compe&&ve Advantage : Be1er or Different Raise What factors should be raised well beyond the industry standard? Reduce What factors should be reduced well below the industry standard? Source : Kim & Mauborgne
- 35. Compe&&ve Advantage : Be1er or Different Raise What factors should be raised well beyond the industry standard? Reduce What factors should be reduced well below the industry standard? Eliminate what factors should be eliminated that the industry has taken for granted? Source : Kim & Mauborgne
- 36. Compe&&ve Advantage : Be1er or Different Raise What factors should be raised well beyond the industry standard? Reduce What factors should be reduced well below the industry standard? Eliminate what factors should be eliminated that the industry has taken for granted? Create What factors should be created that the industry has never offered? Source : Kim & Mauborgne
- 37. Wii
- 38. 1. Eliminate: Movie playing. 2. Reduce: Graphics and physics. 4. Create: Wiimote. 3. Raise: Fun. Wii
- 39. Strategy Canvas. • Describe your current canvas as compared to: • Competition • Desired performance, company view • Desired performance, customer view • Be ruthlessly honest
- 40. The Strategy Canvas Low High KE Key Elements LevelofOffering KE KE KE KE KE KE KE KE
- 41. 41 The Contents of a Product Innova8on Charter Figure 3.4
- 42. 42 PIC Special Guidelines • Degree of Innova8veness – First-‐to-‐market – Adap8ve product – Imita8on (emula8on) • Timing – First – Quick second – Slow – Late • Miscellaneous – Avoidance of compe88on with certain firms – Recogni8on of weaknesses – Patentability – Product Integrity
- 43. If you cannot fail, you cannot learn About your idea: Do customers recognize the problem you are trying to solve? If there was a solution, would they buy it? Would they buy it from you? Can you build a solution for that problem? “Success is not delivering a feature; success is learning how to solve the customer’s problem.” “Markets change all the time and our job is to change with them.” vision:experiment
- 44. steer:pivotorpersevere Crossing the chasm techies visionaries pragmatists conservatives sceptics 80% Xinished is okay! The offering should be 100%! Selling your offering big time. Time to test another hypothesis… Build -‐ Measure -‐ Learn Zoom in Zoom out Customer segment Customer need Platform Business architecture Value capture Engine of growth Channel Technology