Why Powderless DTF Printer is T-shirt Printing Game Changer.pptx
Lean startup for socialøkonomiske iværksættere
1. Lean Startup for
sociale vækstvirksomheder
Den Sociale Kapital Fond
2. !
!
Martin Sønderlev Christensen
Partner
!
Ph.d. i Social Computing IT-Universitetet København
Mentor, CIEL - Copenhagen Innovation and Entrepreneurship Lab
Ekstern Lektor, IT-Universitetet København
Censor, Informations- og Medievidenskaberne.
3. !
Since 2005
Pioneering blogs, wikis, visual
sharing, social media, social
intranets, social products and
services, communities etc. etc
Digital Strategy and Innovation Agency
51. !
Startups that succeed are those that
manage to iterate enough times before
running out of resources. Time between
these iterations is fundamental.
- Eric Ries
53. Alex Osterwalder
!
“A business model
describes the rationale
of how an organization
creates, delivers, and
captures value”
Yves Pigneur
54. 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/
Hvem er
vores
partnere,
samarbejdes
partnere,
levendører
Hvad
lover vi at
leverer?
Hvilken værdi
skaber vi?
Hvad er vores
produkt?
Hvem
er vores
kunder?
!
Hvem er de
først kunder?
Hvordan
skaber vi
værdifulde
relationer til
vores kunder
Gennem hvilke
kanaler sælger
og levere vi vores
ydelser?
Hvilke
ressourcer
kræver det af os
hvilke aktiviter
skal vi
gennemføre for
at levere det vi
lover
Hvad er vores
omkostninger
?
Hvordan
tjener vi
pengene?
56. 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/
60. Product Risk – lav det rigtige produkt
!
1. Find et problemet der er værd at løse
2. Definer den minimale måde at vise at det virker (MVP)
3. Byg og valider din MVP (definer UVP)
4. Valider ved at skalere din UVP
!
Customer Risk – byg en vej til kunderne
!
1. Find ud af hvad der er for en “pain” i fjerner for kunden
2. Find de første kunder (early adopters) som vil være interesseret i at skabe ydelsen med
jer
3. Start med outbound salg og marketing - gå ud og sælg gennem kanaler
4. Udvilke inbound salg - så hurtigt som muligt
!
Market Risk – find en levedygtig forretning
!
1. Find markedet gennem differentiering i forhold til allerede eksisterende alternativer
2. Test pris og produkt gennem samtale med kunderne
3. Derefter gennem hvad de gør - mål og følg dette nøje
4. Optimer omkostninger, revenue og ressourcer i forhold til at finde en forretnings
model
61. Produkt Risiko – Laver vi det rigtige produkt?
Kunde Risiko – Hvordan finder vi en vej til kunderne
Markeds Risiko – Bygger vi en levedygtig forretning
The Lean Canvas
Ash Maurya
62. 2013 -
Long haul business innovation made by
smart agile moves
!
• Business model innovation process
• Process and product owner for
product dev and marketing teams
• MVP approach build and launched in
3 months
• Customer development via social
media
• Campaign and launch support
• Community building and
management
• 1000 new titles published first 6
months
• 10000 monthly downloads of
material first 6 months
