Entrepreneurship for GW Engineers Lean Startup Business Model

Entrepreneurship for GW Engineers: Lean Startup & Business Model Canvas Jim Chung Executive Director Entrepreneurship and Tech Transfer November 15, 2013 SEAS 1001 Class

The Entrepreneurship Choice How many of you have thought about being an entrepreneur?

Why Not Entrepreneurship? 1. 2. 3. 4. 5. 6. Not Interesting Too Risky Too Much Work Too Young/Inexperienced Too Much Opportunity Cost Too Long

Famous Entrepreneurs

Technology Entrepreneurship • Unfair Advantage • Tech v. Non-Tech • • Fast Change Defensibility High Value-Add High Growth, Scalable

Why Entrepreneurship? • Making a Difference • Creating a Vision • Fun/Thrill • Fame • Financial Rewards • BYOB

Alexis Ohanian & Jon Torrey

Invention v. Innovation

Rube Goldberg Competition

Senior Design Project

GW $101 K Business Plan Competition www. gwbizplan. com

Workshops and Mentorship

Jenda – Undergrad Winners

$101 K GW BPC Cash Prizes Type Award 1 st Place $35, 000 2 nd Place $15, 000 3 rd Place $8, 000 4 th Place $5, 000 Best Undergraduate Team Additional Cash Prizes Amount $10, 000 Best Non-Profit Social Venture $7, 500 Best For-Profit Social Venture $7, 500 AARP Foundation Prize $5, 000 Capital. One Bank Best Sustainable Technology Prize $5, 000 Audience Choice Award $3, 000

Important Dates Date Deadline January 21 2 -page Executive Summary Due February 3 Semi-Finalists Announced and Mentors Assigned March 3 Business Plan Due March 18 Finalists Announced April 11 Final Presentations

Other Competitions Hundreds of Competitions to Leverage with the Same Idea!

Collegiate Inventors Competition

National Collegiate Inventors & Innovators Alliance

$50 K ASME Student i. SHOW Competition

The Lean Startup How to Innovate, Not Just Invent

Customer Development

Build-Measure-Learn

Business Model Canvas The Roadmap

http: //www. businessmodelgeneration. com/canvas

Who Wants Me to Do Their Homework? Projects you think have some commercial value?

Customer Segments For whom are we creating value? Who are our most important customers? • Mass Market • Niche Market • Segmented • Diversified • Multi-sided Platform

Value Proposition • What value do we deliver to the customer? • Which one of our customer’s 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?

Product Market Fit

Channels • 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?

Customer Relationships • 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?

Revenue Streams • 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?

Key Partners • • • Who are our Key Partners? Who are our Key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?

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

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

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

Questions?

The Business Model Canvas: ver 1. 0 Privacy advocacy groups Creating awareness Building trust Technology Developing costs Marketing costs Enhanced Location Privacy Consumers Don’t Care About Location Privacy educational trust Own website App revenue (or free? ) Smart phone users uneasy about privacy

The Minimal Viable Product

What Most Startups Want to Build

What They Should Build First

Eventually Build This

Homework Problem/Solution Statement & Business Model Canvas Customer Development Interview

Homework 1. Problem/Solution Statement 1. State the Problem You Are Trying to Solve 2. Explain How Your Solution Is Better Than Existing Solutions 2. Business Model Canvas 3. Practice Customer Development Interview

Next Week • Volunteers for Mock Customer Development Interviews with SEAS Alum, Entrepreneur, and Angel Investor, Richard Stroupe • Send me your idea and business model canvas at jimchung@gwu. edu