Day62016 mb ashort

Day62016 mb ashort

• 1.
  Bora Özkent NEW VENTURE DEVELOPMENT/DAY-6
• 2.
  WHAT HAVE YOULEARNED FROM THE READING ASSIGNMENTS? 2 New Venture Development, Bora Özkent 2014
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  Revenue Models Commerce andRetail • Selling physical goods • Selling digital products • A service sold per unit • A service with fixed price • Sale of services for future use • Daily deals / flash sales Advertising • Advertisements • Promoted content • Sponsorships New Venture Development, Bora Özkent 2014 3 Subscription and Usage • Subscriptions • Usage fees • Rental Licencing • License of usage • Certifications Auctions • Auctions • Dynamic Pricing
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  Revenue Models Data andSoftware • Databases • IoT Data • SaaS Transactions / Intermediation • Brokerage • Transaction enablers • Affiliate Programs • Creating a platform / marketplace New Venture Development, Bora Özkent 2014 4 Fremium • Free hardware for other products • Paid version without advertisements • Paid version without restrictions • Paid version with additional features
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  Further Reading forRevenue Models http://www.boardofinnovation.co m/business-revenue-model- examples/ http://businessmodelgallery.com/ New Venture Development, Bora Özkent 2014 9
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  Jibo Case Study •Jibo tested demand in Indiegogo through crowdfunding. What are the potential advantages and disadvantages of this approach? Would you pursue the same path for your venture? Why, why not? • Should Jibo pursue a platform strategy at launch, or should the company build the initial applications themselves and evolve into a platform strategy in time? • When it comes time to develop a platform strategy, should Jibo take top-down approach (with strategic partners), a bottom-up (developler driven) approach, or a combination of the two? • If you were hired as head of strategy and in the room with Breazeal, Chambers, and Smith, what execution plan would you recommend to attract developer investment in a platform that will not be shipping for over a year? 13
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  Estimate the MarketSize Total Addressable Market: Total market demand for a product or service. (e.g. All Smartphone users) Served Available Market: Segment of the TAM targeted by your products and services which is within your geographical reach. (e..: Turkish speaking users) Target Market: Portion of SAM that you can capture. (e.g. Fenerbahçe fans) 15
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  Homework For NextSession • Read Running Lean – Chapter 10: Get Ready to Measure – Chapter 11: The MVP interview • Estimate market size for your project (TAM, SAM and TM) – Additional Reading: (https://www.thebusinessplanshop.com/blog/en/entry/tam_sam_som) • Design and launch your first MVP’s, determine what you are going to measure, what you want to learn. • Start getting customer feedback with MVP’s through interviews or measurements. Perform 15-20 solution/MVP interviews. • Prepare Version 3 of Business model Canvas. Prepare and deliver a presentation including: – Lean Canvas versions 1-2-3 and changes among them. – Your MVP and what you have learned from it. – KPI’s and traction (if any). – TAM, SAM, TM 16
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  What Dou YouLearn From Wikispeed • Prepare for Case Study as a Group (Due Saturday) – Team Wikispeed: Developing hardware the software way (Questions are at the following page, written report of 1 page, 12 font must be delivered in the class) – Please add a cover with all team member photos and names • Case Study Questions: – “Quick & Dirty” or “Proper Engineering”? When? Why? – Why do you think people join Wikispeed? How did Joe manage to get followers, and what strategies did he use to make this happen? – What are the key organizational principles by which team Wikispeed is organized and which have driven its speedy development? – How does the Wikispeed approach to product development differ from the more traditional waterfall process? – Do you think large organizations should adapt their product development processes to Wikispeed methods? Why, why not? – What Dou You Learn From Wikispeed That You Can Implement; • As an “to be” entrepreneur? • As a “to be” professional in corporate world 17
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  18 • According toresearch, %95 of all radical innovations since WW2 have been done by startups rather than big companies. • Based on what we have learned about the Lean Startup Methodology so far; 1. If you were a business consultant, what kind of recommendations would you give to a big company CEO for improving his/her organization’s’ radical innovation performance. (Max 100 Words) 2. If you decide to pursue a professional career instead of founding a startup, how will you use the lean startup methodology and what benefits do expect from using it? (Max 100 Words)