how to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the...
TRANSCRIPT
![Page 1: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/1.jpg)
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![Page 3: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/3.jpg)
How to turn a guesstimate business model canvas into a fact-based one,
and considerably minimize the risk of failure
By William Choukeir
![Page 4: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/4.jpg)
![Page 5: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/5.jpg)
William ChoukeirVenture consultant, Designer, Generalist
Co-founded therefordesign.comCo-founded 1st TEDxBeirut
Mind, body, and rock climbing buff
![Page 6: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/6.jpg)
Who are you?
![Page 7: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/7.jpg)
![Page 8: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/8.jpg)
Motive
Opportunity
Means
Took the opportunity
+
+
![Page 9: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/9.jpg)
![Page 10: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/10.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
![Page 11: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/11.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
![Page 12: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/12.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
![Page 13: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/13.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
![Page 14: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/14.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
![Page 15: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/15.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
![Page 16: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/16.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
![Page 17: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/17.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
$$$
![Page 18: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/18.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
![Page 19: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/19.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERS
![Page 20: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/20.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERSEYES
![Page 21: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/21.jpg)
EVERYONE
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
FIND
WEBSITE
SELFSERVICE
ALGORITHM
SERVERS
IMPROVE
$$$ $ZERO
MARKETEERSEYES
$$$$$$
![Page 22: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/22.jpg)
Problem
Solution
Implementation
Scale+
+
![Page 23: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/23.jpg)
![Page 24: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/24.jpg)
Implementation: Backlinks
![Page 25: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/25.jpg)
False sense of confidence
![Page 26: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/26.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
![Page 27: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/27.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
![Page 28: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/28.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
![Page 29: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/29.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
![Page 30: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/30.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
SATELLITES
![Page 31: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/31.jpg)
SATELLITES
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
![Page 32: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/32.jpg)
SATELLITES
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
![Page 33: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/33.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
![Page 34: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/34.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
66SATELLITES
![Page 35: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/35.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
66SATELLITES
SALES
![Page 36: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/36.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
66SATELLITES
SALES
MAINTENANCE
![Page 37: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/37.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
66SATELLITES
SALES
MAINTENANCE
GOVERNMENTS
![Page 38: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/38.jpg)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer
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/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
Iridium 1991
DEEPPOCKETS
PERSONALASSITANCE
CALL FROMANYWHERE
$3000 EACH
$7 / MIN
15ROCKETS SATELLITES
66SATELLITES
SALES
MAINTENANCE
GOVERNMENTS
$6BILLION
![Page 39: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/39.jpg)
7 Years
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9 Months
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False sense of confidence
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What would Sherlock do?
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Problem+
Solution +
Implementation
Scale
Motive+
Opportunity+
Means
Took opportunity
PROVE
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Validate Problem
Validate Solution
Validate Business Model
Get Ready To Sell
Sell
Develop Company& Product Position
Deep Assessment:Pivot-or-proceedDo We Have Facts ThatThe Company Can Scale?
PHASE 3
Grow Customer Base & Demand
Preparation Develop Business Model & Hypotheses◉ Estimate the total market opportunity for the company
◉ Set long-term vision, product strategy, and 18-month schedule
◉ Develop hypotheses for customer segments, value proposition, product features and benefits and what’s a high fidelity MVP like?
◉ Develop hypotheses for distribution channels
◉ Set an initial Market Type and positioning hypothesis
◉ Develop hypotheses for customer relationships: Strategies and tactics to Get, Keep, and Grow customers
◉ Identify key resources required, and develop hypotheses for what each will cost, and how it’ll be found and secured
◉ Develop hypotheses for key partners, and the company's 'Value exchange' with each
◉ Develop revenue and pricing hypotheses and pricing tactics
◉ Design experiments for testing the hypotheses
◉ Develop a process to collect results and analyse the data
◉ Continuously run the experiments
◉ Build a low fidelity MVP to quantify interest in a solution to the problem
◉ Run low fidelity MVP, collect data, and reinforce learnings with live interviews
◉ Gather and gain in-depth understanding of customer segments
◉ Gather and gain in-depth understanding of the market environment
◉ Assemble all learnings, assess the data and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule
◉ Design a high fidelity MVP to quantify the intensity of customers’ enthusiasm for the product
◉ Identify critical metrics to determine customer enthusiasm and build them into the high fidelity MVP
◉ Assemble all learnings from day one, assess the data (focused around customer enthusiasm) and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule accordingly
◉ Begin to identify initial list of advisory board members
◉ Pause all e�orts to verify Product/Market Fit. Deeply assess each question: Serious problem/need? Does product addresses problem/need? Are there enough customers? Pivot or proceed. Update the business model canvas accordingly
◉ Develop a detailed understanding of who the customers are, how we reach them, and what it costs to get them. Update the business model canvas accordingly
◉ Determine if the company can be profitable: Reasonable estimate of the company’s revenue forecast across 4–8 quarters. Update the business model canvas accordingly
◉ Collect all learnings for all-hands-on-deck pivot or proceed meeting
◉ All stakeholders meet to deeply assessment whether the modified hypotheses provide a solid foundation for moving forward to larger-scale testing and test-selling (How much can the company scale and how?)
◉ Cra� company positioning statement: clear, compelling message explaining why the company is di�erent and the product is worth buying
◉ Devise plans for getting customers to the app to sign up or buy: Aquire and activation plans
◉ Create a polished High Fidelity MVP which will be used to generate a steady stream of customer and product behavior data to refine the business model and product
◉ Determine which key business metrics to measure and develop a system or dashboard for collecting and monitoring data
◉ Hire a dedicated analytics expert on the senior management team
◉ Formally engage advisors who can facilitate high-level introductions and are top-notch “out of the box” thinkers
◉ Assemble all data, reports, questionnaires, map, diagrams, business model components, etc., for full review
◉ Use facts gathered to validate the business model and ensure all business model hypotheses have been converted into facts
◉ Ensure the startup can become a profitable, scalable business before it runs out of money
◉ Further validate the business model to determine if the company is making the best bet possible, and that the revenue is as high and costs as low as they can realistically be
◉ Decide whether to execute the business model and start creating demand and building a user base
◉ Agreement among investors, founders, and team on commitment to the process outlined here.
◉ Initial agreement on Market Type & appropriate funding needs (Re-segmented Market)
◉ Cash burn rate in # of months (Runway). Is there enough funding for 2-3 pivots?
◉ Agree on approximate time frame
◉ Agree on exit criteria for customer discovery
◉ Agreement on founders being present during customer interviews
◉ Agreement on who leads the team
◉ Agreement on responsibilities and roles-to-be-aquired (Is this the right team)
◉ Agreement on 3 to 5 Core Values of the founding team. What does the company believe in?
◉ Develop a plan that defines acquisition metrics to optimize, and how customer behavior will be monitored and optimized
◉ Implement the plan and optimise continuously by testing and improving the plan
◉ Optimize “Keep” And “Grow” Results, and validate sales potential of app
◉ Test Sell Tra�ic Partners: Get deals or firm commitments from prospective tra�ic partners
◉ Formalize the product’s positioning through customer validation
◉ Ensure product positioning matches company’s market type through customer validation
◉ Develop Company Positioning statement that fully articulates the company’s vision and mission
◉ Validate product and company positioning, and product features through detailed feedback about the marketplace and product from key analysts and influencers
PHASE 1
Validate Problem,
Solution, & Business
Model
PHASE 2:
Validate How Much
We Can Scale & How
there for design therefordesign.com
![Page 45: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/45.jpg)
Interviews
Ad tracking
Landing page
Low /High fidelity MVP
Unique link tracking
A/B testing
Prototype
Video
Brochures & data sheets
Wizard of Oz
Mock sales & pre sales
A|B
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Validate Problem
Validate Solution
Validate Business Model
Get Ready To Sell
Sell
Develop Company& Product Position
Deep Assessment:Pivot-or-proceedDo We Have Facts ThatThe Company Can Scale?
PHASE 3
Grow Customer Base & Demand
Preparation Develop Business Model & Hypotheses◉ Estimate the total market opportunity for the company
◉ Set long-term vision, product strategy, and 18-month schedule
◉ Develop hypotheses for customer segments, value proposition, product features and benefits and what’s a high fidelity MVP like?
◉ Develop hypotheses for distribution channels
◉ Set an initial Market Type and positioning hypothesis
◉ Develop hypotheses for customer relationships: Strategies and tactics to Get, Keep, and Grow customers
◉ Identify key resources required, and develop hypotheses for what each will cost, and how it’ll be found and secured
◉ Develop hypotheses for key partners, and the company's 'Value exchange' with each
◉ Develop revenue and pricing hypotheses and pricing tactics
◉ Design experiments for testing the hypotheses
◉ Develop a process to collect results and analyse the data
◉ Continuously run the experiments
◉ Build a low fidelity MVP to quantify interest in a solution to the problem
◉ Run low fidelity MVP, collect data, and reinforce learnings with live interviews
◉ Gather and gain in-depth understanding of customer segments
◉ Gather and gain in-depth understanding of the market environment
◉ Assemble all learnings, assess the data and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule
◉ Design a high fidelity MVP to quantify the intensity of customers’ enthusiasm for the product
◉ Identify critical metrics to determine customer enthusiasm and build them into the high fidelity MVP
◉ Assemble all learnings from day one, assess the data (focused around customer enthusiasm) and determine whether to pivot or proceed
◉ Update the business model canvas, team, and 18-month delivery schedule accordingly
◉ Begin to identify initial list of advisory board members
◉ Pause all e�orts to verify Product/Market Fit. Deeply assess each question: Serious problem/need? Does product addresses problem/need? Are there enough customers? Pivot or proceed. Update the business model canvas accordingly
◉ Develop a detailed understanding of who the customers are, how we reach them, and what it costs to get them. Update the business model canvas accordingly
◉ Determine if the company can be profitable: Reasonable estimate of the company’s revenue forecast across 4–8 quarters. Update the business model canvas accordingly
◉ Collect all learnings for all-hands-on-deck pivot or proceed meeting
◉ All stakeholders meet to deeply assessment whether the modified hypotheses provide a solid foundation for moving forward to larger-scale testing and test-selling (How much can the company scale and how?)
◉ Cra� company positioning statement: clear, compelling message explaining why the company is di�erent and the product is worth buying
◉ Devise plans for getting customers to the app to sign up or buy: Aquire and activation plans
◉ Create a polished High Fidelity MVP which will be used to generate a steady stream of customer and product behavior data to refine the business model and product
◉ Determine which key business metrics to measure and develop a system or dashboard for collecting and monitoring data
◉ Hire a dedicated analytics expert on the senior management team
◉ Formally engage advisors who can facilitate high-level introductions and are top-notch “out of the box” thinkers
◉ Assemble all data, reports, questionnaires, map, diagrams, business model components, etc., for full review
◉ Use facts gathered to validate the business model and ensure all business model hypotheses have been converted into facts
◉ Ensure the startup can become a profitable, scalable business before it runs out of money
◉ Further validate the business model to determine if the company is making the best bet possible, and that the revenue is as high and costs as low as they can realistically be
◉ Decide whether to execute the business model and start creating demand and building a user base
◉ Agreement among investors, founders, and team on commitment to the process outlined here.
◉ Initial agreement on Market Type & appropriate funding needs (Re-segmented Market)
◉ Cash burn rate in # of months (Runway). Is there enough funding for 2-3 pivots?
◉ Agree on approximate time frame
◉ Agree on exit criteria for customer discovery
◉ Agreement on founders being present during customer interviews
◉ Agreement on who leads the team
◉ Agreement on responsibilities and roles-to-be-aquired (Is this the right team)
◉ Agreement on 3 to 5 Core Values of the founding team. What does the company believe in?
◉ Develop a plan that defines acquisition metrics to optimize, and how customer behavior will be monitored and optimized
◉ Implement the plan and optimise continuously by testing and improving the plan
◉ Optimize “Keep” And “Grow” Results, and validate sales potential of app
◉ Test Sell Tra�ic Partners: Get deals or firm commitments from prospective tra�ic partners
◉ Formalize the product’s positioning through customer validation
◉ Ensure product positioning matches company’s market type through customer validation
◉ Develop Company Positioning statement that fully articulates the company’s vision and mission
◉ Validate product and company positioning, and product features through detailed feedback about the marketplace and product from key analysts and influencers
PHASE 1
Validate Problem,
Solution, & Business
Model
PHASE 2:
Validate How Much
We Can Scale & How
there for design therefordesign.com
![Page 47: How to turn a guesstimate business model canvas into a fact-based one, and considerably minimize the risk of failure - By William Choukeir](https://reader033.vdocument.in/reader033/viewer/2022051720/589d2e7f1a28abeb478b72f7/html5/thumbnails/47.jpg)
What would Yoda do?
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Sherlock v/s Yoda
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Thank you!–William Choukeir
bit.ly/agileyoda
Get these resources:• These slides• Prezi: Business Model Validation Phases & Milestones• Google Spreadsheet: Channel metrics & funnel• Books• Links & videos