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tell my kids if
they become
entrepreneurs
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Disclaimer:
There is no playbook for startups
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Things I will tell my kids if they
become entrepreneurs
Idea Competition
Team Money & Risk
Fundraising Success
Execution Tools
Market
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IDEA
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Somebody somewhere already had your idea.
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Your idea is 1% of success.
Googles key idea (pagerank) was published as a public paper in 1998
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Execution > idea
Jeff Bezos was not the only person trying to sell books on the internet.
He just executed better and faster.
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Team > idea
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Product > idea
How you implement an idea is more important than the idea itself
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Startup = idea + execution + product + team + luck
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Talk about your idea to as many people as possible
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Great ideas have lonely childhoods.
The more disruptive your idea, the less people will understand it.
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Good ideas can look terrible at the beginning
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Copycats kill excitement
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Dont worry too much about your companys name. You grow a name.
What does Amazon, Google or Apple mean anyway.
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IDEA
Where and when
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Every new technology is an opportunity: look for gaps between
how things have been done and how they can be done
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Every asleep industry is an opportunity: do things
incumbents cant or wont do because the economics dont
make sense to them, or because technically they cant.
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Every fringe user is an opportunity: go after those who are
already behaving like everybody will behave in the future
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Crisis are full of opportunities
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IDEA
Vision vs feedback
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Its not the customer's job to know what they want
Steve Jobs
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If I had asked people what they wanted,
they would have said faster horses.
Henry Ford
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Finding balance in feedback vs vision
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Conscious feedback (survey) < unconscious feedback (data)
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Friends & family might not give you truthful feedback
Beware of asking your friends whether they would pay for your service.
They will all say yes, until you ask for their credit card number.
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TEAM
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How many founders?
1 founder hard
2-3 co-founders best
4+ co-founders complicated
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manager leader
You need leaders and managers, and usually cant be both. Make sure
you and your co-founders complement each other.
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If youre not comfortable giving equity to
someone, they shouldnt be a co-founder
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Clarify everything (cap table, salaries) on day one, especially if
youre working with friends
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Define on day one what happens if a co-founder leaves
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TEAM
CEO duties
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No need to know everything.
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Founders duties: vision, fundraising, evangelisation, hiring and managing
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TEAM
Recruitment
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Paul Graham: People can become formidable, but its hard
to predict who
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First employees are as important as co-founders
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Bad recruits can kill your project in the early days
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Hire people who are better than you
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Hire people who you would feel comfortable reporting to
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Choose employees like you choose your friends
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Go for attitude over experience
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What you need to succeed in startups is not an expertise in startups.
Its an expertise in clients
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Hire people who have options
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Look for people with no ego getting in the way
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Retaining is less expensive than recruiting
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Have an extremely high bar, hire slowly
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Use trial periods for what they are: trial periods
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Fire people who are bad are their jobs, create politics, are negative
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Fire fast
You will always take too much time to fire your first employee
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Beware when you become a trophy employer.
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Money is just one factor in employee motivation
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4 things that lead to better performance:
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TEAM
Managing yourself
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You are your most important ressource. Take care of yourself.
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Behind every entrepreneur is a solid partner / family / assistant
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Seek support from people who have been / are entrepreneurs
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FUNDRAISING
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Never ask investors to sign NDAs
Sends a message you dont trust them. Dont send your pitch to people
you dont trust in the first place
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Raise only what you need, as late as possible
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Be honest about your past. Good investor will say if youre smart,
those mistakes you made wont happen again with my money
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Dumb investor: money
Smart investor: money + network + visibility + experience
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Fundraising is a milestone, not a success
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Be confident, not arrogant.
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EXECUTION
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Work hard
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A startup CEOs challenge is to define whats
the Most Important Thing (MIT)
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You cant decide how long its going to take
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Do every possible job, especially the client facing ones
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Focus is one of the most important thing there is
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Opportunistic strategic
You can either pursue every opportunity - in which case youre not really
deciding where youre going - or have a clear strategy and reject
opportunities that dont fit in. Opportunities will take you somewhere
fast, strategy will take you somewhere far.
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Employee effort entrepreneur effort
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EXECUTION
Growth
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Either you fail, or growth becomes your number one problem
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In many ways the startup journey is a downhill spiral of the CEOs quality
of life by adding constraints - users, customers, investors, etc.
Noam Bardin, Founder, Waze
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Let people control the ressources and priorities.
Let them know how success is measured
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Make people feel like they are in startups inside a larger organization
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Recreate diversity inside teams (designers + writers + programmers)
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Make sure people dont have to grow into leadership roles
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MARKET
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Peter Thiel: You want to be the last mover, not the first
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Find a small market inside which you can have a monopoly
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There are more opportunities now than ever (finance, health,
insurance, industry, transportation, logistics). The digital
revolution is just starting.
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Dont be ahead of your time.
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COMPETITION
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Competition means there is a market
Rejoice!
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Worry about a competitor only when they have a superior product
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Dont worry about competition from big companies
They are not reactive, slow, and complicated.
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Google/Facebook/Amazon/Apple could do this in 5 minutes
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Google/Facebook/Amazon/Apple will launch a similar service and kill you
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Even young companies can get complacent quickly
(Skype should have been Whatsapp)
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No candle-maker has become a bulb manufacturer, no
carriage-maker has become a car producer, and the post
office did not invent the email.
Marc Giget
http://perspectives.pictet.com/2013/06/19/interview-with-prof-marc-giget/
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The real problem is standing out
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Build the right media mix
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Evolve your mix over time
Earned
Paid
Owned Owned
Owned Paid Earned
Earned Paid
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MONEY&&RISKS
MONEY RISK
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People who don't pay you will treat you like shit
People who pay a lot will show a lot of respect
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Dont disregard money.
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Money cant buy happiness.
But it can buy freedom to pursue your projects
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Entrepreneurs have more job security than employees
The 85k employees company I was working for in 2001 shut down in
one week because 20 guys had shredded some papers in Houston. As an
entrepreneur, I can work on week-ends, call my contacts and ask for
business. Employee does not control anything. Entrepreneur does.
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21st century job security = network + reputation
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Employee vs (successful) entrepreneur - salary evolution
money entrepreneur
Entrepreneurs laughing
employee
Employees laughing
time
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SUCCESS&&FAILURES
SUCCESS FAILURE
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Success is multidimensional
Money
Fulfilment
Experience
Independence
Impact
Status
Network
Family
Legacy
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Money is a consequence, never the objective
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Zuckerberg could have sold Facebook 500 times. His motivation is not money.
Facebook has had countless offers: an unnamed investor offered $10 million
in June 2004, Friendster was interested in a purchase, Google offered to buy
or partner in the summer of 2004, Viacom offered $75 million in March 2005,
Myspace wanted to buy in spring 2005, News Corp (Myspace's parent
company) wanted to in January 2006, Viacom came back in 2005, NBC was
also interested soon after, Viacom again made an offer of $1.5 billion in
2006, Yahoo offered $1 billion in June 2006, AOL also considered $1 billion
soon after, Yahoo came back again at the end of 2006, and finally Google
offered $15 billion in 2007.
http://www.zdnet.com/article/mark-zuckerberg-was-planning-to-sell-facebook-in-july-2004/
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Media buzz is completely disconnected from success
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People always underestimate the role of luck
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Life is a marathon, not a sprint
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The only way to last is to be ethical and respectful
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Compromising with your values is dangerous
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You won't be good when you go against what you like
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Sometimes you win, sometimes you learn
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Good decisions come from experience
Experience comes from bad decisions
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The point is the journey
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TOOLS
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The Value Proposition Canvas
Copy or outperform current solutions that delight Help make adoption easier? What would make your customers job or life easier?
your customer? (e.g. lower cost, less investments, lower risk, better quality, (e.g. flatter learning curve, more services, lower cost of
(e.g. regarding specific features, performance, quality, ) performance, design, ) ownership, )
Make your customers job or life easier? Rank each gain your products and services create according to What positive social consequences does your
(e.g. flatter learning curve, usability, accessibility, more its relevance to your customer. Is it substantial or insignificant? customer desire?
services, lower cost of ownership, ) For each gain indicate how often it occurs. (e.g. makes them look good, increase in power, status, )
Create positive social consequences that your What are customers looking for?
customer desires? (e.g. good design, guarantees, specific or more features, )
(e.g. makes them look good, produces an increase in power,
status, ) What do customers dream about?
(e.g. big achievements, big reliefs, )
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, ) How does your customer measure success and
failure?
Fulfill something customers are dreaming about? (e.g. performance, cost, )
(e.g. help big achievements, produce big reliefs, )
What would increase the likelihood of adopting a
Produce positive outcomes matching your solution?
customers success and failure criteria?
(e.g. better performance, lower cost, )
Gain Creators Gains (e.g. lower cost, less investments, lower risk, better quality,
performance, design, )
Describe how your products and services create customer Describe the benefits your customer expects, desires or would Rank each gain according to its relevance to your customer.
gains. be surprised by. This includes functional utility, social gains, Is it substantial or is it insignificant? For each gain indicate
Products & Services How do they create benefits your customer expects, desires
or would be surprised by, including functional utility, social
positive emotions, and cost savings. how often it occurs.
Customer Job(s)
gains, positive emotions, and cost savings? Which savings would make your customer happy?
List all the products and services your value proposition is (e.g. in terms of time, money and effort, ) Describe what a specific customer segment is trying to get
built around. done. It could be the tasks they are trying to perform and
Do they What outcomes does your customer expect and what complete, the problems they are trying to solve, or the needs
Which products and services do you offer that help your
customer get either a functional, social, or emotional job Create savings that make your customer happy? would go beyond his/her expectations? they are trying to satisfy.
done, or help him/her satisfy basic needs? (e.g. in terms of time, money and effort, ) (e.g. quality level, more of something, less of something, )
Produce outcomes your customer expects or What functional jobs are you helping your customer
Which ancillary products and services help your customer How do current solutions delight your customer?
perform the roles of: that go beyond their expectations? (e.g. specific features, performance, quality, ) get done? (e.g. perform or complete a specific task, solve a
(e.g. better quality level, more of something, less of specific problem, )
something, )
Buyer What social jobs are you helping your customer get
(e.g. products and services that help customers compare
offers, decide, buy, take delivery of a product or service, ) done? (e.g. trying to look good, gain power or status, )
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The best way to predict the future is to invent it.
Alan Kay
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Thank you:
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Get in touch
@laurenthaug
ch.linkedin.com/in/laurenthaug
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