mib entrepreneurs factory

Francesco)Venier)–)www.twi0er.com/checovenier)

MIB$Entrepreneurs$Factory)

Da$Manager$a$imprenditore$di$te$stesso$$Da$imprenditore$a$business$model$architect$


MIB)Entrepreneurs)Factory)


MIB)Entrepreneurial)factory)


29@30)gen)IDEO)CreaGvity)Strategies)–)Cathy)Huyghe)


02@04)mar)New)Ventures)Start@Up)and)Business)Planning)–)Nicola)Redi))

)


09@11)mar)Open)InnovaGon)Strategies)@)Di)Minin)

)


18@20)mar)@)InnovaGon)Management)–)Guido)Bortoluzzi)

)


10<11$apr,$15<16$mag,$12<13$giu$The$Entrepreneurial$Manager$)


I)24)steps)(6)temi))del)corso))“The)Entrepreneurial)Manager”)


I)24)steps)(6)temi))del)corso))“The)Entrepreneurial)Manager”)

•  $$•  Step$0:$GeFng$Started$•  Three Ways to Start a New Venture•  How to Go from “I Have a Passion” to “I Have an Idea or Technology”•  Finding a Founding Team: Entrepreneurship Is not a Solo Sport•  Step$1:$Market$SegmentaHon$•  The Single Necessary and Sufficient Condition for a Business•  Create a New Market That You Will Dominate•  When “Paying Customers” Lead You Astray•  Complex Paying Customers: Primary Versus Secondary Customers and Two-Sided Markets•  How to Do a Market Segmentation•  How Long Should I Spend on Market Segmentation?•  $Step$2:$Select$a$Beachhead$Market$•  How to Choose Your Beachhead Market•  Your Beachhead Market Still Needs to Be Segmented Further•  Step$3:$Build$an$End$User$Profile$•  Why Target a Specific Demographic?•  Does Your Founding Team Include Someone in the End User Profile?•  Step$4:$Calculate$the$Total$Addressable$Market$(TAM)$Size$for$the$Beachhead$Market$•  Bottom-Up Analysis•  Top-Down Analysis•  From “How Many End Users?” to “Show Me the Money”•  What Should My Tam Be?•  $Step$5:$Profile$the$Persona$for$the$Beachhead$Market$•  How to Choose and Profile Your Persona•  The Persona Is more than Just an Exercise•  Should I Create Multiple Personas? If so, When?•  The Persona Helps You Focus on What to Do—and What Not to Do•  Step$6:$Full$Life$Cycle$Use$Case$•  What to Include in a Full Life Cycle Use Case•  Step$7:$High<Level$Product$SpecificaHon$•  Creating a High-Level Product Specification•  Then, Make a Product Brochure•  Step$8:$QuanHfy$the$Value$ProposiHon$•  Aligning Your Value Proposition with the Persona’s Priorities•  Keep it Simple: The “as-is” State Versus the “Possible” State with Your Product•  Step$9:$IdenHfy$Your$Next$10$Customers$•  How to Complete This Step•  Is the Current Persona Valid?•  Dealing with Negative Feedback•  Step$10:$Define$Your$Core$•  A few Examples of Core•  How to Define your Core•  What about Intellectual Property? or Culture?•  Core Is Different than Competitive Position•  First-Mover Advantage Is not a Core•  Locking Up Suppliers Is Typically not a Core

)

•  tep$11:$Chart$Your$CompeHHve$PosiHon$•  The Toughest Competitor of all: The Customer’s Status Quo•  How to Chart Your Competitive Position•  Step$12:$Determine$the$Customer’s$Decision<Making$Unit$(DMU)$•  Primary Roles in the Decision-Making Unit•  Additional Roles in the Decision-Making Unit (DMU)•  How to Determine the Decision-Making Unit•  Step$13:$Map$the$Process$to$Acquire$a$Paying$Customer$•  How to Map the Process•  Budgeting/Purchasing Authority•  Time Is of the Essence•  Consumer Versus B2B•  Step$14:$Calculate$the$Total$Addressable$Market$Size$for$Follow<on$Markets$•  How to Calculate Broader Tam•  Step$15:$Design$a$Business$Model$•  A Business Model Is not Pricing•  Key Factors When Designing a Business Model•  Free Is not a Business Model•  Generalized Categories of Business Models•  Think Outside the Existing Categories•  Step$16:$Set$Your$Pricing$Framework$•  Basic Pricing Concepts•  Step$17:$Calculate$the$LifeHme$Value$(LTV)$of$an$Acquired$Customer$•  Key Inputs to Calculate the LTV•  How to Calculate Lifetime Value•  How to Calculate the LTV: “Widget” Plus Yearly Maintenance Fee•  Important Considerations•  Step$18:$Map$the$Sales$Process$to$Acquire$a$Customer$•  Four Factors Entrepreneurs Often Overlook about Customer Acquisition Costs•  Your Sales Process Changes over Time•  How to Map Your Sales Process•  Sales Process Comparisons: Zynga, Groupon, Linkedin, Facebook•  Step$19:$Calculate$the$Cost$of$Customer$AcquisiHon$(COCA)$•  Why Coca Matters•  How not to Calculate Coca: A bottom-up Perspective•  The Right Way to Calculate Coca: A top-down Perspective•  How to Reduce Coca•  Step$20:$IdenHfy$Key$AssumpHons$•  How to Identify Your Key Assumptions•  Step$21:$Test$Key$AssumpHons$•  Now That We Have Identified The Assumptions, Let’s Test them•  Examples of Easily Testable Assumptions: Student Teams•  Step$22:$Define$the$Minimum$Viable$Business$Product$(MVBP)$•  Three Conditions of a Minimum Viable Business Product•  $Step$23:$Show$That$“The$Dogs$Will$Eat$the$Dog$Food”$•  Step$24:$Develop$a$Product$Plan$


04@06)mag))))New)product)development)–)Nicola)Redi)


04@05)giu)@)The)Startup)of)you)–)Socialmedia)Strategy)and)Personal)Branding)


CALL)FOR)ACTION)Prima)del)corso)•  Entro)il)28/2)Ogni)gruppo)dovrà)individuare)almeno)tre)idee)

di)business)che)potrebbero)essere))sviluppate)in)vere)imprese)e)le)comunica)a)[email protected])spedendo)una)tabella)con)almeno)quesG)campi)per)ogni)idea)di)business)DEFINIZIONE$DELL’IDEA$DI$BUSINESS$ Ad$es:$Pizzeria$da$EMBA$

A)cosa)pensiamo)possa)servire)il)nostro)prodo0o)o)servizio)

Soddisfare)l’appeGto,)dare)piacere,)soddisfare)bisogni)relazionali…)

A)chi)può)serve)il)nostro)prodo0o)o)servizio)

Alle)famiglie)del)quarGere)Ai)teenager)della)ci0à)etc...)

Che)risorse)finanziarie)e)umane)servono)per)realizzarlo)

Locali,)mobili,)competenze,)danaro...)

Che)processi)vanno)creaG)per)realizzarlo)

GesGone)acquisit,)Produzione)pizza,)GesGone)sala,)amministrazione)etc...)

Perchè)avrà)successo) Nessuno)fa)una)pizza)buona,)grande,)simpaGca,)come)noi...)


CALL)FOR)ACTION)Prima)del)corso)•  Raccolte)le)idee)dell’)aula)scarteremo)quelle)che)

eventualmente)ci)paiono)troppo)complesse)e)aggiungeremo)eventuali)startup)pre@seed)o)seed)per)arrivare)ad)una)dozzina)di)business)ideas)che)me0eremo)ai)voG)

•  Entro)il)15/3)Chiederemo)a)ogni)gruppo)di)ordinare)la)lista)in)base)alle)sue)preferenze.)

•  Il)31/3$ad)gni)gruppo)sarà)data)la)business)idea)da)sviluppare)in)base)i)seguenG)criteri)in)ordine)di)priorità)1.  Preferenza)espressa)dal)gruppo)2.  Presenza)nel)gruppo)dell’imprenditore)che)sta)già)sviluppando)l’idea)3.  Presenza)nel)gruppo)di)imprenditori)e)manager)del)se0ore))4.  Presenza)nel)gruppo)delle)competenze)tecniche)so0ostanG)all’idea)

10/4)Kick)off:)inizia)The)Entrepreneurial)Manager))


15)o)16)O0obre@)Pitch)e)Discussione)Progek)finali)difronte)a)docenG)e)

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Entrepreneurs)Factory)Recap:)•  29@30)gen)TS)@)IDEO$CreaHvity$Strategies$–)Cathy)Huighe))•  02@04)mar)New)Ventures)Start@Up)and)Business)Planning)–)Nicola)Redi))•  09@11)mar)Open)InnovaGon)Strategies)–)Alberto)Di)Minin)•  18@20)mar)InnovaGon)Management)–)Guido)Bortoluzzi)•  10<11$apr$PN$<$The$Entrepreneurial$Manager$1<2)con)InnovaGon)Factory)

di)AREA)Science)Park)•  04@06)mag))))New)product)development)–)Nicola)Redi)•  15<16$mag$TS$<$The$Entrepreneurial$Manager$3<4$con)InnovaGon)Factory)

di)AREA)Science)Park$•  04@05)giu)@)The)startup)of)YOU)–)Francesco)Venier)•  12<13$giu$PN$<$The$Entrepreneurial$Manager$5<6$con)InnovaGon)Factory)di)

AREA)Science)Park)•  15$o$16$ohobre$Chiusura$corso$con$presentazione$del$progeho$di$

impresa$ad$una$commissione$composta$da$invesHtori$e$docenH$

mib entrepreneurs factory

Education

beachhead market

new market

market segmentation

solo sport step

life cycle use case

end user profile

secondary customers

complex paying customers