pres epitech david argellies

De l’idée au projet Du projet à l’entreprise Stratégie d’amorçage Business Model

David Argelliès [email protected] [email protected] Facebook/Twitter : @OpenFromage www.agoranov.com

David Argelliès / IREN 2014 Do not share or distribute this content

David Argelliès / IEpitech 2015Do not share or distribute this content


315 Millions € levés (hors IPOs)

268 Projets accompagnés 237 Sociétés actives

14 a

ns

3 IPOs (Nasdaq, Euronext, Alternext) Cap Bour > 2,6 Milliards

3500 Emplois directs créés

This is a feedback #This is not a lecture


There are best practices

There are bad practices

These are just statistical matters


Teachers#Mentors#

Serial Entrepreneurs#Funds, business angels#

Lawyer

These are just statistical matters based on previous stories and maybe a different context

They know these best and bad practices They have stories and lots of experiences

and feedback

idée projet entreprise

Débile Folle

Partagée Disruptif

Imaginer Construire Optimiser

Branding Croissance

Liberté Intuition

Réalité Réflexion

Exécution Exemplarité

Personnelle

Equipe Ecosystème

Facile/Compliquée Ambitieuse

Challengé Ambitieux

Réaliste Planification

Opportuniste

Agile Solide


Ecouter Comprendre

Faire

Problem/Solution

MVP Produit leader (blue ocean)

Opportunité de marché

Faisabilité éco Segmentation

Marketing op Scalabilité

Performance

Imaginer Construire Optimiser


Finance

Technologie / Savoir faire Produit Market

Equipe

Investment • Cash •  Time

•  Energy

Risk

Earnings • As a % of cash

invested • And not as an absolut

value

Desire dreams

(Is It a Good Idea To Launch This Company Matrix) iGiToLaTiC Matrix

Exemple 1 : iPad App, smart idea, no strong value •  Investment = Low •  Risk = Low •  Earnings = Low but high if related to investment (good cost structure) •  Dreams = you know Conclusion : nice business if you are ok to run a small business David Argelliès / IREN 2014 Do not share or

distribute this content


DONTs DOs

Things that may NOT help It s more :

Things that may help

Copying/Redoing

If you fight against biggers with money, clients, people,

legitimity

You’d better had to have A better idea and/or

a strong agility


This may NOT help This may help

Be smart/Think

It s not a choice Teachers call that Blue ocean

strategy

Fighting

The word is not ready for us = you are not ready to run a

business

The guy I’m talking to is not smart enough to understand us



Be smart with people give peace a chance

you will need them all :

team,

help, supplier, clients and also competitors

If you pitch a dumb do a pitch for

dumb If people did not understand well

your project it s because you present it baddly

Be naïve

Not be aware of who you

are and where you sail



Identify what you have that others don’t

Ideas, people knowledge

technologies patents advance

Agility,motivation

Try to keep that for you

Secret Protect Too much



Share Talk

Listen feedbacks

The difference/the value is

Not the IDEA but the EXECUTION

To stay in your garage

Obstinacy

VS determination



Be curious with everything

it may help one day

Score and valuate everything

Take decisions like an

insurer

CEO jobs is to make decisions

not to score options



Keep your common sense for everything

And even more for business

decisions

No risk

Too much risk



Balance

Unfortunately, the economic history of the world show a statistic direct correlation

between

risk and revenues

Think big Start small Move fast


micro-projets créant de la

micro-valeur pour des

micro-cibles


Courtesy of Olivier Ezratty / http://www.oezratty.net/wordpress/2014/ecosysteme-numerique-francais-surchauffe/

SUCCESS Is

OUBVIOUS


Courtesy of Oussama Ammar / Koudetat theFamily

Extensive marketing actions help to scale the business Not to force the success

VALUE #Know it , keep it#

try to make it grow every single day •  People •  Knowledge •  Technology •  Science (IP, know how) •  Marketing (brand name, clients) •  Products •  Ideas •  Cash ….


VALUE #Know it , keep it#

try to make it grow every single day

Design is not only cool

(IP, strategy, value analysis)


“Time is Money” “Risk is Money”

More time is less money More risks is less money

Go/No GO = Cash expected x Risks

Time


HR risks Product risks Market risks Finance risks

Competition risks Environment risks Execution risks


RISKS


Thoughts Strategic Marketing and Pricing are definitely for

engineers

Value analysis should be called margin optimization

There were no disruptive technologies in the first iPod

Your technology could be added to something stupid to do something great

Your current product will be maybe 5% of your

income within 3 years

MVP What is the purpose

Market ? Product design ? Legitimity

It s only the first step, there will be others step

DO NOT push too much marketing on the MVP

The incoming Beta version will be the one

Choose the right balance beetween

Cost / Time Functionalities for the user / Usability for your company


MVP

YOUR MVP WILL NEED TO BE CHANGED and DEEPLY MODIFIED

Code from draft Value Analysis

Think about Hardware MVP cost Not too much procedures

David Argelliès / IREN 2014 Do not share or


Business Plan ? BUSINESS PLANS ARE USELESS

TIME vs MONEY Planification and EXECUTION

KPIs for you KPI for investors

Consultant matrix (swot) Reality financial check NEED ++++

David Argelliès / IREN 2014 Do not share or


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

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?

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?

What type of relationship does each of our CustomerSegments 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?

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?

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

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

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

Day Month Year

No.

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.David Argelliès / IREN 2014 Do not share or distribute this content

Search Think (problem and risk identification)

Check List Ressources needed

Compare Understand

Optimize


Business Model : what’s for ?#

Internal communication Multiple Simple Clear Short

Logical


Business Model : what’s for ?#

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

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?

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?

What type of relationship does each of our CustomerSegments 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?

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?

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

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

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

Day Month Year

No.

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.David Argelliès / IREN 2014 Do not share or distribute this content

Roadmap


David Argelliès [email protected] [email protected] Facebook/Twitter : @OpenFromage www.agoranov.com


Merci et bonne chance !

pres epitech david argellies

Small Business & Entrepreneurship