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Startup Accelerator 2014: Indentifying gaps and refining business models by Vivek Agarwal_21st Feb 2014

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Information about Startup Accelerator 2014: Indentifying gaps and refining business models...
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Published on February 24, 2014

Author: TiEDelhi

Source: slideshare.net

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Fine Tuning the Business model Vivek Agarwal Feb 21, 2014

4 Questions for Biz Plan • Who is your customer? • Why will he pay you? • How will you reach them? • How large and profitable can it be?

Two sides to every Coin (you have to die to go to heaven!)

You got to answer this question first OR Jim Morrison Narayan Murthy

What do you want your pie to look like? Scenario 1 Scenario 2 1 Total Value – 10 cr Total Value – 1000 cr Your share – 100% Your share – 10% Your value – 10 cr Your value – 100 cr

Watch the size Must match your capability level V/s • Smaller scope • Too small for the “big guys” … with killer potential! • Need time to acquire capability

What is the model Innovation Efficiency

What is the right rate of growth for you?

How much should you plan Ready. Aim. Fire. FIRE. FIRE. FIRE OR

How do you balance this “World Class Execution Takes time” “I have to meet my monthly payroll”

Watch who you listen to “Core Competence” v/s “Customer is asking for services we currently do not provide”

Can there be TOO much Focus? “We know how to service this market” v/s “There are many more tempting opportunities”

The Age-old debate! Quality v/s Speed

One Thought Minimum Viable Product (MVP)

MVP • Simplified Offering that reveals how real customers – not cloistered focus groups-respond • Actionable Metrics – not “Vanity Metrics” • Iterating through a “Build-Learn-Measure-Loop”

Customer Segments • Enterprise v/s consumer • Best Value Proposition • Large v/s Small 16

Product – Value Proposition • What is the key problem that it is solving? • Are there too many features / Services? • Is the offering too complex? 17

Channels • Not an easy answer • Scalability, reach, profitability • Variable v/s Fixed costs 18

Cost Structure • Fixed v/s Variable • Components • Relative importance 19

Revenue Streams • One-time v/s annuity • Growth potential • Objective 20

Key Activities • Customers • Fund Raising • External Stakeholders 21

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