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Rapid Prototyping Per Håkansson @perhakansson [email protected] [How to make almost anything]

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  • Rapid Prototyping

    Per Hkansson @perhakansson [email protected]

    [How to make almost anything]

  • About Per Hkansson

    Accelerated learning experiences around tech innovation and business transformation

    Guest lecturer at Hyper Island, LMU, UCLA Google learning and development partner Previously early employee at Icon Medialab, Yahoo! & Blurb Living in San Francisco; enjoying tennis, food and travels

  • Maker Culture

    Theres just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea, it changes and grows. It never comes out like it starts because you learn a lot more as you get into the subtleties of it.

    And you also find there are tremendous tradeoffs that you have to make.

    Steve Jobs in 1995

  • Imagination

  • Ideation

    Ideas need help to see the light of day. Instead of analysing needs and wants we can feel into what we need help with. The

    method is called Job to be done.

    Exercise: Spend a few minutes individually, writing down one thing you would need help with per Post-it. Example: Help me clean make house, Help me get there,

    Help me stay healthy.

  • Paper Prototyping

    Exercise: Turn your idea into an intuitive user experience in three screenshots.

  • Business Model

    The Business Model Canvas

    Revenue Streams


    Customer SegmentsValue PropositionsKey ActivitiesKey Partners

    Key Resources

    Cost Structure

    Customer Relationships

    Designed by: Date: Version:Designed for:

    designed by: 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.

    What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

    is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)

    sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope

    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?

    channel phases1. Awareness

    How do we raise awareness about our companys products and services?2. Evaluation

    How do we help customers evaluate our organizations Value Proposition?3. Purchase

    How do we allow customers to purchase specific products and services?4. Delivery

    How do we deliver a Value Proposition to customers?5. After sales

    How do we provide post-purchase customer support?

    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?

    Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform

    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?

    examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation

    What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

    catergoriesProductionProblem SolvingPlatform/Network

    What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

    types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial

    Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?

    motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities

    What value do we deliver to the customer?Which one of our customers 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?

    characteristicsNewnessPerformanceCustomizationGetting the Job DoneDesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability

    typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising

    fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent

    dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market


    Revenue Models Paid app downloads In-app purchases In-app subscription In-app advertising Out-of-app advertising Push advertising User conversion Coupons Digital-to-physical

    Exercise: Whats your revenue model?

  • Mobile Prototype

    Exercise: Download POP - Prototyping on Paper from the AppStore or Google Play. Turn your sketches into an interactive

    experience by taking photos and then linking the features.

  • App Demo

    Demo: Each startup team gets 2-minutes to demo their prototype. Share your Job to be done, demo your prototype and talk about viable revenue models.

  • Iterations

    Fail fast. Fail often. Fail better.

    Exercise: Make a better prototype based on your own and others feedback. Or maybe pivot and make something new.

  • If you are interested in learning more about Rapid Prototyping please follow me on Twitter @perhakansson.