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Transcript of Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH...
![Page 1: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/1.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 1 Einführung
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Spirit kreative Respektlosigkeit
Bildquelle: http://bratislava.startuppirates.org/wp-content/uploads/2012/08/Pirate.jpg
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„Startups müssen Regeln brechen. Nur durch diesen Akt der schöpferischen Zerstörung entsteht überhaupt etwas erfolgreiches Neues.“ Dr. Matthias Döpfner
Bildquelle: http://www.indiskretionehrensache.de/wp-content/uploads/asv-wg.jpg
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Inhalte
1. Lean Startup-Ansatz
2. Geschäftsmodellentwicklung
3. Team Team Team
4. Validiertes Lernen
5. Startup Metriken
6. Startup Analytics
7. Investoren-Pitch
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Gäste
Philipp Schroeder | Active Venture Partners
Venture Capital
Jan Andresen | Veeseo
Serial Entrepreneur und Business Angel
Fridtjof Detzner | Jimdo
Gründer
Arne Burghardt | NXP
Intrapreneur
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Termine
Vorlesung
− 3. Juni 2015 15.30 – 18.15 Uhr
− 10. Juni 2015 15.30 – 18.15 Uhr
− 17. Juni 2015 15.30 – 18.15 Uhr
− 25. Juni 2015 9:30 – 16.15 Uhr
Workshop
− Sa/So tba.
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Teil 1
Was ist ein Startup?
Die Wurzeln von Lean Startup
Lean Startup-Prinzipien
Lean Startup-Ansatz
Teil 2
Philipp Schröder im Gespräch:
Ein Investor blickt hinter die Kulissen.
1 Einführung
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Entrepreneurship
KMU (Klein- und mittelständische
Unternehmen)
Regionale Märkte
Restaurants
Reinigungen
Dienstleistungen
Was ist ein Startup?
IDE (Innovation-Driven Entrepreneurship)
Globale Märkte
Exportgüter
Nachhaltige Wettbewerbsvorteile
Lineares Wachstum
Geringes Investment nötig
Exponentielles Wachstum
Hohe Investments nötig Quelle: Aulet, Bill (2013): Disciplined Entrepreneurship: 24 Steps to a Successful Startup. Hoboken/NJ 2013
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A startup is an (temporary) organization formed to search for a repeatable and scalable business model.
Steve Blank
A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.
Eric Ries
Was ist ein Startup?
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„Success consists of going from failure to failure without loss of enthusiasm“ Winston Churchill
Bildquelle: http://sageofthesouth.files.wordpress.com/2013/06/churchill-v-sign.jpg
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Lean Manufacturing
Wurzeln von Lean Startup
Eric Ries
Steve Blank
Ash Maurya
Alexander Osterwalder
Dave McClure
Bildquelle: http://www.business-improvement.eu/lean/Toyota_brand.jpg
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Lean Startup Prinzipien
1. Entrepreneure gibt es überall
2. Entrepreneurship ist Management
3. Validierte Lernprozesse
4. Bauen-Messen-Lernen
5. Innovationsbilanz
Quelle: Ries, Eric (2011): The Lean Startup.New York 2011
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… ist keine Ansammlung taktischer Maßnahmen, sondern eine systematische Herangehensweise an die Entwicklung innovativer Produkte und Dienstleistungen.
Lean Startup
Bildquelle: http://www.wecreatehere.net/wp-content/uploads/2014/03/0301_BUS_STARTUP_05.jpg
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Der Kunde steht im Mittelpunkt.
Get out of the Building.
Bildquelle: http://revolveapp.com/Portals/218018/images/blog-interview1.png Quelle: Blank, Steve; Dorf, Bob (2012) The Startup Owners Manual. Pescadero/CA. 2011
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„If I had asked people what they wanted, they would have said faster horses.“ Henry Ford
„People don‘t know what they want until you show it to them.“
Steve Jobs Bildquelle: http://customerceoconsulting.com/wp-content/uploads/2012/08/Faster-Horse.jpg
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Lean Canvas Problem Solution Unique
Selling Proposition
Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Problem/ Solution-Fit
Product/ Market-Fit Scale
Start here! Achieve this
Traction
Time
Lean Startup Stages
New Idea Startup Copy Cat
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Problem/ Solution-Fit
Product/ Market-Fit Scale
Start here! Achieve this
Traction
Time
Lean Startup Stages
New Idea Startup Copy Cat Fokus:
Experimente:
Methoden:
Suche, Validiertes Lernen
Iteration, Pivots
Qualitative und Quantitative Methoden
Effizienz, Wachstum
Optimierung
Quantitative Methoden
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works, Sebastopol/CA 2012
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Lern-prozesse
Build
Measure Learn
Experiment
Metric Hypothesis
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011
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Focus Learning
Speed
Running Lean
Das Handeln in einem Startup ist ein schneller, kontinuierlicher Prozess.
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Aulet, Bill (2013): Disciplined Entrepreneurship: 24 Steps to a Successful Startup. Hoboken/NJ 2013
Blank, Steve; Dorf, Bob (2012) The Startup Owners Manual: The Step-By-Step Guide for Building a Great Company. Pescadero/CA 2011
Gentz, Judith (2015) 8 Besonderheiten von Lean Startups, In: www.deutsche-startups.de, http://www.deutsche-startups.de/2015/01/26/8-besonderheiten-von-lean-startups/
Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
Osterwalder, Alexander; Pigneur, Yves (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken/NJ 2013
Ries, Eric (2011): The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York/NY 2011
Literatur
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Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 2 Geschäftsmodellentwicklung
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2 Business Model
Teil 1
Termine und Veranstaltungen
Resümee Vorlesung 1
Geschäftsmodelle entwickeln und testen
Teil 2
Team – Was zeichnet ein erfolgreiches Team aus?
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„Someday, I'm going to make a big invention.“ Chester F. Carlson
Bildquellen: http://blog.legadodigital.de/wp-content/uploads/2013/10/Chester-Carlson.jpg http://fc04.deviantart.net/fs71/f/2012/344/d/c/new_xerox_914_by_georgecaltsoudas-d5no3nh.jpg
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„We want Google to be the third half of your brain.“ Sergey Brin
Bildquelle: http://static.theredlist.com/media/.cache/database/muses/tribes/silicon-valley/1468679918-063-silicon-valley-theredlist.jpg
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Im folgenden in enger Anlehnung an: Osterwalder, Alexander (2012): Osterwalder explaining the Business Model Canvas. http://www.youtube.com/watch?v=RzkdJiax6Tw, Veröffentlicht am 14.5.2012.
Bildquelle: http://roeglin-hamburg.de/wp-content/uploads/2011/05/nespresso.jpg
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Quelle: Tchibo (2013): Kaffeereport 2013, http://www.tchibo.com/cb/921190/data/-/Kaffeereport2013.pdf
Pro Sekunde trinken Deutsche 2315 Tassen Kaffee. 73.000.000.000 im Jahr.
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Quelle: Oberhuber, Nadine.(2012): Revolution in der Kaffeeküche. http://www.faz.net/aktuell/wirtschaft/unternehmen/die-trends-im-vergleich-revolution-in-der-kaffeekueche-11891477-p2.html, veröffentlicht am 24.09.2012
Entwicklung der Ausgaben für eine Tasse Kaffee in Deutschland in den letzten 10 Jahren
+ 600%
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Bildquellen: http://c0248141.cdn.cloudfiles.rackspacecloud.com/MCCA_01556_34447946A.JPG, http://demo.gavick.com/joomla25/yourshop/images/stories/virtuemart/product/nespresso_citiz_4cf6b7d57c36a.jpg
Nespresso hat das Geschäftsmodell für Espresso nachhaltig verändert.
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+ 30% durchschnittliches Wachstum pro Jahr seit 2000
der Nestlé Gruppe
:Quelle: Osterwalder, Alexander (2012)
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3,3 Mrd. $ Jahresumsatz mit nur einer einzigen Produktlinie
:Quelle: Osterwalder, Alexander (2012)
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Was macht das Geschäfts-modell von Nespresso so besonders? ?
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Was ist ein Geschäftsmodell?
:Quelle: Osterwalder, Alexander (2012)
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Business Model Canvas | Alexander Osterwalder
8 Key Partners 6 Key Activities 2 Value Proposition
4 Customer Relationships
1 Customer Segments
7 Key Resources 3 Channels
9 Cost Structures 5 Revenue Streams
Quelle: Osterwalder, Alexander; Pigneur, Yves (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken/NJ 2013
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Business Model Canvas | Alexander Osterwalder
Quelle: http://www.businessmodelgeneration.com/canvas
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Was ist ein Geschäftsmodell?
Discuss Design Test
In Anlehnung an: Osterwalder, Alexander (2012)
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Kaffeebohnen-Lieferanten
Nespresso | Business Model Key Partners Key Activities Value
Proposition Customer Relationships
Customer Segments
Key Resources Channels
Cost Structures Revenue Streams
Nespresso Club
Nespresso .com
Nespresso Kaffee-
maschinen
Nespresso Pads
Produktion
Vertriebs-kanäle
1 x Verkauf Kaffeemaschine
sich stets wiederholender
Verkauf von Kaffeepads
Produktion
:In Anlehnung an: Osterwalder, Alexander (2012)
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Lean Canvas | Ash Maurya
2 Problem 3 Solution 4 Value Proposition
9 Unfair Advantage
1 Customer Segments
8 Key Metrics 6 Channels
7 Cost Structures 5 Revenue Streams
Product Market
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Design
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Test
Build
Measure Learn
Experiment
Metric Hypothesis
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011
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Business Model Testing 8 Key Partners 6 Key Activities 2 Value
Proposition 4 Customer Relationships
1 Customer Segments
7 Key Resources 3 Channels
9 Cost Structures 5 Revenue Streams
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Business Model Testing
Quelle: Osterwalder, Alexander; Pigneur, Yves (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken/NJ 2013
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„Plans are nothing; planning is everything.“ Dwight D. Eisenhower
Bildquelle: http://www.azbiltmoregc.com/wp-content/gallery/history/eisenhower.jpg
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Skype | Business Model Canvas 8 Key Partners 6 Key Activities 2 Value
Proposition 4 Customer Relationships
1 Customer Segments
7 Key Resources 3 Channels
9 Cost Structures 5 Revenue Streams
Anrufer von Festnetz-telefonen
Netzanbieter
Günstige Telefon-
gebühren (SkypeOut)
Prepaid (SkypeOut) Kunden-
service
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Skype | Business Model Canvas 8 Key Partners 6 Key Activities 2 Value
Proposition 4 Customer Relationships
1 Customer Segments
7 Key Resources 3 Channels
9 Cost Structures 5 Revenue Streams
Einfaches Telefonie-Angebot
kein Netz
90% kostenlos
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Lean Canvas | Ash Maurya
2 Problem 3 Solution 4 Value Proposition
9 Unfair Advantage
1 Customer Segments
8 Key Metrics 6 Channels
7 Cost Structures 5 Revenue Streams
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
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Die 10 häufigsten Stolperfallen bei Startup- Business Models.
Bildquelle: http://blogs.richardson.com/wp-content/uploads/2013/07/pitfalls-sales-effectiveness.jpg
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10 Unwissen darüber, wie der Erfolg
gemessen werden soll.
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9 Marketing für JEDEN.
![Page 50: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/50.jpg)
8 Beim lokalen Maximum aufhören.
![Page 51: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/51.jpg)
7 Kundenprobleme sind nicht
ausreichend spezifiziert.
![Page 52: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/52.jpg)
6 Keine „Unfair Advantage“-Story.
![Page 53: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/53.jpg)
5 Eine schwache
„Unique Value Proposition“.
![Page 54: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/54.jpg)
4 Keine ausreichende Überlebensfähigkeit.
![Page 55: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/55.jpg)
3 Keinen signifikanten Vertriebskanal
zum Kunden.
![Page 56: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/56.jpg)
2 Keine relevante Monetarisierbarkeit.
![Page 57: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/57.jpg)
1 Falling in love with the solution.
![Page 58: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/58.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 3 Team
![Page 59: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/59.jpg)
Bildquelle: http://2.bp.blogspot.com/-RBtnx4ol5EM/UkN4lh7nK1I/AAAAAAAAA2E/QDpFtOn_i34/s1600/imagenes.4ever.eu-breaking-bad-161916.jpg
TEAM - Toll, Ein Anderer Macht‘s.
![Page 60: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/60.jpg)
? Welche Kompetenzen sollte ein
Gründerteam abdecken?
![Page 61: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/61.jpg)
Management − Prioritäten setzen − Schlüssel-Metriken
definieren
Produkt − die richten Features
entwickeln − Messen und Iterieren
Marketing/Vertrieb − Vertrieb, Vertrieb, Vertrieb
(Search, Social, Mobile)
Drei zentrale Bereiche
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 62: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/62.jpg)
? Durch welche Eigenschaften zeichnen
erfolgreiche Unternehmer aus?
![Page 63: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/63.jpg)
8 Eigenschaften erfolgreicher Menschen
Quelle: St. John, Richard (2010): The 8 Traits Successful People Have in Common: 8 to Be Great
![Page 65: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/65.jpg)
7 Geheimnisse, die Steve Jobs erfolgreich machten
Bildquelle: http://us.cdn281.fansshare.com/photos/stevejobs/steve-jobs-rules-for-success-1145220429.jpg
![Page 66: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/66.jpg)
Spirit. Culture.
Bildquelle: http://www.buzzfeed.com/peggy/gorgeous-start-up-offices-you-wish-you-worked-in
![Page 67: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/67.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 4 Validiertes Lernen
![Page 68: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/68.jpg)
Validiertes Lernen ist ein Prozess, der empirisch nachweist,
dass ein Team wichtige Wahrheiten über die
gegenwärtigen und zukünftigen
Geschäftsaussichten entdeckt hat.
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011
![Page 69: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/69.jpg)
Validiertes Lernen
Build
Measure Learn
Experiment
Metric Hypothesis
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011
![Page 70: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/70.jpg)
Empirisches Falisfikationsprinzip
Karl Raimund Popper 1902-1994
"Methode von Versuch und Irrtum: Es ist die Methode, kühne Hypothesen aufzustellen und sie der schärfsten Kritik auszusetzen, um herauszufinden, wo wir uns geirrt haben."
Bildquelle: http://upload.wikimedia.org/wikipedia/commons/thumb/4/43/Karl_Popper.jpg/468px-Karl_Popper.jpg
![Page 71: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/71.jpg)
Lean Canvas | Ash Maurya
2 Problem 3 Solution 4 Value Proposition
9 Unfair Advantage
1 Customer Segments
8 Key Metrics 6 Channels
7 Cost Structures 5 Revenue Streams
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 72: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/72.jpg)
Ein kontinuierlicher Prozess
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 73: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/73.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 5 Web-Startup Metriken
![Page 74: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/74.jpg)
? Was sind Metriken
bei einem Web-Startup?
Visits
Payments
Logins
Satisfaction Clicks
Usage
Returns Performance
Access
Sign-ups Downloads
Tell friends
![Page 75: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/75.jpg)
Accessible Auditable
Actionable
3 A‘s of metrics
ties specific, repeatable actions to observed results
can be understood by entire team
go behind the numbers
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011
![Page 76: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/76.jpg)
Pirate Metrics
Acquisition
Activation
Retention
Referral
Revenue
Customer Funnel
How do users find you?
Do users have a great first experience?
Do users come back?
Do users tell others?
How do you make money?
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 77: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/77.jpg)
5 Step Web-Startup Metric Model
Activation
Acquisition
Referral
Retention
Revenue
AARRR
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 78: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/78.jpg)
1. Problem/Solution-Fit Activation & Retention 2. Product/Market-Fit Acquisition & Referral 3. Skalierung Revenue & Profitability
Prozess
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 79: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/79.jpg)
Activation 1st visit happy experience
Homepage/ Landing Page
Product Features
Was machen die Nutzer bei Ihrem ersten Besuch? Schlüssel-Metriken
− Pages per visit − Time on site − Conversions
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 80: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/80.jpg)
Retention come back multiple usage
Warum kommen Nutzer zurück und wie oft?
Schlüssel-Metriken
− Quelle der Wiederkehrer − Wiederkehrrate − Conversions − Nutzerloyalität − Session-Länge
E-Mails, Alerts
System-Events, Time-based features
Blogs, RSS, News Feeds
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 81: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/81.jpg)
Acquisition come from various channels
Wo kommen die Nutzer her?
Schlüssel-Metriken je Quelle
− Anzahl Nutzer − Kosten − Conversion
SEO
SEM Social
Networks
PR
Blogs
Campaigns, Contents
Biz Dev Direct, Tel, TV
Domains
Apps, Widgets
Affiliates
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 82: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/82.jpg)
Referral like product enough refer to others
Wie empfehlen Nutzer das Produkt weiter?
Schlüssel-Metriken
− % Einladungen X − # Einladungen Y − % akzeptierte
Einladungen Z Viral Growth Factor = X*Y*Z
Viral Loops
E-Mail Widgets
Affiliates Contests
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 83: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/83.jpg)
Revenue monetization behavior
Wie verdiene ich Geld?
Schlüssel-Metriken
− Minimum Umsatz − Break-even Umsatz − Profitabilität
Ads, Lead Generation,
Subscriptions, Ecommerce
Biz Dev
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 84: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/84.jpg)
Beispiel
Stage Conversion Status Conv. % Est. Value
Acquisition Visitors on Site/Widget/Landing Page (2+ pages, 10+ sec, 1+ clicks = don‘t abandon)
60% $ 0.05
Activation „Happy“ 1st visit; Usage/Signup (clicks/time/pages, email/profile reg, feature usage)
15% $ 0.25
Retention Users come back; Multiple visits (1-3x visits/mo; email/feed, open rate/CTR)
5% $ 1
Referral Users refer others (cust sat >= 8, viral g factor > 1 1% $ 5
Revenue User pay; Generate $$$ (first rev, break-even, target profitability)
2% $ 50
Quelle: McClure, Dave (2007) Startup Metrics for Pirates.
![Page 85: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/85.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 6 Startup Analytics
![Page 86: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/86.jpg)
Problem/ Solution-Fit
Product/ Market-Fit Scale
Start here! Achieve this
Traction
Time
Lean Startup Stages
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 87: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/87.jpg)
Problem/ Solution-Fit
Product/ Market-Fit Scale
Traction
Time
Lean Startup Stages
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
Interviews
Demos
Videos
Landing Page
MVP Minimum
Viable Product
![Page 88: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/88.jpg)
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
Problem Interview Skript
![Page 89: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/89.jpg)
Prozess Startup Analyse
Product
Strategy
Vision
Why
How What
Quelle: Ries, Eric (2011): The Lean Startup. New York 2011; Sinek, Simon (2009): Start With Why: How Great Leaders Inspire Everyone to Take Action
![Page 90: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/90.jpg)
Lean Stack
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
1 Lean Canvas
2 Lean Dashboard
3 Experiment Report
Why
How
What
![Page 91: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/91.jpg)
Lean Canvas | Ash Maurya
2 Problem 3 Solution 4 Value Proposition
9 Unfair Advantage
1 Customer Segments
8 Key Metrics 6 Channels
7 Cost Structures 5 Revenue Streams
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 92: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/92.jpg)
EXPERIMENT QUEUE
Lean Dashboard | Ash Maurya
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
SUCCESS METRICS CURRENT METRICS
EXPERIMENTS
PROBLEM/SOLUTION FIT PRODUCT/MARKET FIT SCALE
KEY OBJECTIVE ACTIVE EXPERIMENTS COMPLETED EXPERIMENTS
BUILD MEASURE LEARN
AARRR KEY METRICS REVENUE STREAMS
EXPERIMENT REPORT
![Page 93: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/93.jpg)
EXPERIMENT QUEUE
Lean Dashboard | Ash Maurya
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
SUCCESS METRICS CURRENT METRICS
EXPERIMENTS
PROBLEM/SOLUTION FIT PRODUCT/MARKET FIT SCALE
KEY OBJECTIVE ACTIVE EXPERIMENTS COMPLETED EXPERIMENTS
BUILD MEASURE LEARN
20 Customers
200 Customers
2,000 Customers
8 weeks from now
1.5 years from now
3 years from now
Acquisition Activation
Revenue Retention
Referral 1,000 100%
800 80%
400 50%
200 50%
200 25%
$ 20,000 MRR
Oct 1
1-Page SaaS Metrics will resonate strongly
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Experiment Report | Ash Maurya
Background What are you trying to learn or achieve?
Results Enter your qualitative/quantitative data.
Validated Learning Summarize your learning from the experiment. [VALIDATED or INVALIDATED]
Next Action What is the next experiment?
Falsifiable Hypotheses Declare your expected outcome. Use this format: [Specific Repeatable Action] will [Expected Measurable Outcome]
Details How will you setup this experiment?
Title: [TITLE] Author: [NAME] Created: [DATE]
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 95: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/95.jpg)
Einfache Charts
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012 http://de.slideshare.net/LeanStartupConf/ash-maurya-slides-2013
![Page 96: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/96.jpg)
Fortschritt kommunizieren
Quelle: Maurya, Ash (2012): Running Lean: Iterate from Plan A to a Plan That Works. Sebastopol/CA 2012
![Page 97: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/97.jpg)
Lean Startup Dr. Judith Gentz Fachhochschule Wedel | SoSe 2015 7 Investoren-Präsentation
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7 Investoren- Präsentation
Theorie
Resümee
Was ist ein Pitch?
Gute vs. schlechte Präsentation
Elevator Pitch
Investor Pitch
Tipps
Praxis
NXP: Intrapreneurship
Jimdo: Wachstum
![Page 99: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/99.jpg)
Pitch ist ein Vortrag mit dem Ziel, jemanden zu überzeugen.
![Page 100: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/100.jpg)
Ein Pitch verfolgt die Absicht, ein Produkt oder Service zu verkaufen
oder dessen Verkauf vorzubereiten.
![Page 101: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/101.jpg)
“They may forget what you said, but they will never forget how you made them feel.” Carl W. Buechner
Bildquelle: http://blog.press42.com/wp-uploads/2013/01/startup-pitch-748x561.jpg
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Make it sticky.
Quelle: Heath, Chip; Heath, Dan (2008) Made to Stick: Why Some Ideas Survive and Others Die. New York/NY. Bildquelle: http://images.agoramedia.com/wte3.0/gcms/kid-travel-activities-sticky-note-with-heart-drawing.jpg
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6 „sticky“ Eigenschaften
Simple Concrete Emotional Unexpected Credible Stories
S
Quelle: Heath, Chip; Heath, Dan (2008) Made to Stick: Why Some Ideas Survive and Others Die. New York/NY Bildquelle: . http://runyoncm.files.wordpress.com/2010/09/picture-1.png%3Fw%3D511%26h%3D125
![Page 104: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/104.jpg)
Bildquelle: http://images.boomsbeat.com/data/images/full/209/jobs-jpg.jpg
“That’s been one of
my mantras – focus
and simplicity. Simple
can be harder than
complex; you have to
work hard to get your
thinking clean to
make it simple.”
simple
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unexpected
Bildquelle: http://dr-kohen.com/main/wp-content/uploads/2011/07/fischschwarm.jpg
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Konkret, nicht abstrakt.
concrete
![Page 107: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/107.jpg)
credible
Bildquelle: http://www.doodletogs.com/media/catalog/product/cache/1/image/9df78eab33525d08d6e5fb8d27136e95/5/_/5_21_250.png
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What’s in it for you?
emotional
Bildquellen: https://4p2p.files.wordpress.com/2013/06/mohrruebe.jpg?w=450&h=336 http://ecx.images-amazon.com/images/I/51G957Lf-1L.jpg http://ecx.images-amazon.com/images/I/810IASGMUYL.jpg
![Page 109: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/109.jpg)
"There's always room for a story that can transport people to another place.“ J.K. Rowling
stories
Bildquelle: http://ricehistorycorner.files.wordpress.com/2012/02/harry-potter-quidditch-broom-6x4.jpg
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AIDA Attention
Interest
Desire
Action
Bildquelle: http://img.webme.com/pic/s/seefahrten/800-aida-stb.jpg
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A I Elevator Pitch
D A Investor Pitch
30 sec
15-30 min
Bildquellen in Anlehnung an: http://cache3.asset-cache.net/xc/450661417.jpg/http://www.iec.ch/etech/2011/etech_1011/pic_tc/tc-11_elevator_pictogram_lrg.jpg
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Bildquelle: http://4.bp.blogspot.com/-yJBehf0rBqw/Tl--DEYigDI/AAAAAAAAH94/HXM0eUahsR8/s1600/Autotronic_Elevator_Otis.jpg
Und, was machen
Sie?
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“I’m big. I’m bad. I’m bald. I’m German. That’s five seconds. Keep the rest.” Götz Otto
Bildquelle: http://images.kino.de/flbilder/max03/mbiz03/mbiz30/z0330288/b640x600.jpg
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Besteht aus einem High Concept Pitch,
der die Vision eines Startups in einem einzigen Satz transportiert.
![Page 115: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/115.jpg)
My company, (company name), is developing (a defined offering) to help (a target audience) (solve a problem) (with secret sauce).
![Page 116: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/116.jpg)
My company, Socialista, is developing a social community to help female consumers find deals online faster.
![Page 117: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/117.jpg)
My company, Socialista, is developing an ecommerce site to help new parents, who are female
shop for a hip baby products at wholesale prices
with automated ordering of diapers and other staples.
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Analogien für die Einführung neuer Ideen
=
for videos
![Page 119: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/119.jpg)
Wow. − Ein Intro, das nach mehr
verlangt.
How. − Was macht das
Unternehmen konkret
Now. − Erfolgszahlen − eine Geschichte,
ein Kundenbeispiel
Brian Walter
Quelle: Walter, Brain. (2011) Verbal Ping Pong elevator speech sample http://www.youtube.com/watch?v=FqS7OEzd0ng
![Page 120: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/120.jpg)
Bildquelle: http://business-innova.com/wp-content/uploads/2013/12/Elevator-Pitch.png
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Sie haben 20 Minuten.
![Page 122: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/122.jpg)
Die wichtigste Voraussetzung
Zuhören.
Quelle: Rose, David S. (2007) How to pitch to a VC. http://www.ted.com/talks/david_s_rose_on_pitching_to_vcs
![Page 123: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/123.jpg)
1. Lästern
2. Verurteilen
3. Pessimismus
4. Beklagen
5. Entschuldigungen
6. Lügen
7. Dogmatismen
7 Dinge, die uns zum Nicht-Zuhören bewegen
Quelle: Walter, Brain. (2011) Verbal Ping Pong elevator speech sample http://www.youtube.com/watch?v=FqS7OEzd0ng
![Page 124: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/124.jpg)
Bildquellen: http://farm3.static.flickr.com/2326/2203527938_93866072e5_b.jpg
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Bildquellen: http://farm3.static.flickr.com/2326/2203527938_93866072e5_b.jpg
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1. Mit einer Pause starten
2. Geben, statt nehmen
3. Echten Augenkontakt
4. Ungewöhnlich langsam sprechen
5. Neinsager ignorieren
6. Nervosität in positive Aufregung wandeln
6 Tipps von Simon Sinek
Quelle: Walter, Brain. (2011) Verbal Ping Pong elevator speech sample http://www.youtube.com/watch?v=FqS7OEzd0ng
![Page 127: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/127.jpg)
10-20-30 Regel
Quelle: Kawasaki, Guy (2006) 10-20-30 Presentation Rule. http://www.youtube.com/watch?v=liQLdRk0Ziw
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1. Ist die Business Idee einfach genug?
2. Wird ein echtes Problem gelöst und trifft auf Bedürfnisse?
3. Ist der Markt groß genug?
4. Kann das Team die Aufgabe lösen?
Was möchten Investoren wissen?
![Page 129: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/129.jpg)
Aber woran ist der Investor am meisten interessiert?
An Dir.
Quelle: Rose, David S. (2007) How to pitch to a VC. http://www.ted.com/talks/david_s_rose_on_pitching_to_vcs
![Page 130: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/130.jpg)
Honesty be clear and straight
Authenticity by yourself
Integrity be your word
Love passion
Julian Treasure
HAIL
Quelle: Walter, Brain. (2011) Verbal Ping Pong elevator speech sample http://www.youtube.com/watch?v=FqS7OEzd0ng
![Page 131: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/131.jpg)
10 Slides to an awesome Pitch
Elevator Pitch
Problem
Lösung
Marktgröße
Business Model
Technologie
Wettbewerb
Marketing/Vertrieb
Team
Money
1
2
3
4
5
6
7
8
9
10
Teaser Slide
Demo
Quelle: McClure, Dave (2012) How to Pitch a VC
![Page 132: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/132.jpg)
Problem 2
Beschreibe das Problem und Bedürfnis deiner Kunden.
Wie lösen sie das Problem heute?
The bigger the pain the better ...
![Page 133: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/133.jpg)
Lösung 3
Präsentiere die Problemlösung.
Beschreibe wie die Kunden von der Lösung profitieren und wie sie es besser macht als andere.
Nutze Szenarios und Fallbeispiele zur Veranschaulichung
![Page 134: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/134.jpg)
Demo 3
Demonstriere die Lösung.
![Page 135: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/135.jpg)
Markt 4
Beschreibe den Markt und den durchschnittlichen Kunden.
The bigger the better ...
![Page 136: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/136.jpg)
Business Model 5
Wie verdient das Business Geld? Beschreibe 3 Umsatzquellen.
Nenne die Schlüssel-Metriken deines Erfolgs.
Was sind die Besonderheiten des Geschäftsmodells?
Herleitung des Business Case
![Page 137: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/137.jpg)
Technologie 6
Besonderheiten der technischen Lösung
Vorteile gegenüber bestehenden Lösungen
Patente, Erfahrungen, Marktanteil, …
Sonstige Assets
![Page 138: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/138.jpg)
Wettbewerb 7
2x2 Matrix
Wer sind die Wettbewerber?
Was sind deren Stärken und Schwächen?
Zeige, dass Deine Lösung besser oder zumindest anders ist
![Page 139: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/139.jpg)
Marketing/Vertrieb 8
Was sind die wichtigsten Marketing- und Vertriebskanäle.
Fokussiere die Schlüsselmetriken volume, cost, conversion
![Page 140: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/140.jpg)
Team 9
GEEKS, ENTREPRENEURS, SALES
Zeige, dass das Team perfekt für diesen Job aufgestellt ist.
![Page 141: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/141.jpg)
Money 10
PROOF OF CONCEPT / Product Market-Fit:
Was wurde bisher erreicht?
Stelle die Ergebnisse der Schlüssel-Metriken vor
![Page 142: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/142.jpg)
Money 10
INVESTMENT:
Wie viel Geld wird benötigt und wofür?
Wie viel Kapital wurde bereits eingeworben/investiert?
Die wichtigsten Finanzkennzahlen heute und morgen Burn-Rate, Break Even, Anzahl Mitarbeiter, Umsatzrendite, …
![Page 143: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/143.jpg)
Backup X
Kenne Dein Gegenüber.
Antizipiere Fragen.
![Page 144: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/144.jpg)
− succes(s)
− Einsatz der Stimme
− Bilder verwenden
− Skript schreiben
− Üben üben üben
− Kenne den Pitch auswändig
− Whiteboard-Test
− Auf keinen Fall vorlesen.
− Keine Füllworte
− Zeit im Blick haben
− Authentisch sein!
Tipps
![Page 145: Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship" | Dr. Judith Gentz, FH Wedel](https://reader033.fdokument.com/reader033/viewer/2022042706/5887b7261a28ab817a8b5913/html5/thumbnails/145.jpg)
Vielen Dank.