Finding your path to Market - Scott Armanini Senior Advisor, Portfolio Company Growth
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Finding your path to Market Scott Armanini Senior Advisor, Portfolio Company Growth 06.11.2019 / sarmanini@samsungnext.com
Finding Your Path
to Market
• After launch, how do founders create a
sustainable revenue stream that will
enable them to further develop their
product offerings, build their
infrastructure, and pay their team?
• This workshop will provide hands-on
advice to help attendees build a
scalable go-to-market strategy.
2
After Launch
3
It’s a marathon,
not a sprint
4
Finding Your Path
is Messi
5
6
10 Success Lessons from Lionel Messi
• Fight For What You Believe In. • Don't Ever Chase the Money.
• Success Takes Time. • Don't Forget What's Most
Important to You.
• Just Do What You Love.
• Remember That It's Not All
• Improvement is Always Possible. About You.
• Give Your Team the Credit they • Always Give Everything You’ve
Deserve. Got.
• Learn to Accept Your Failures.
7
Sustainable
Revenue Stream
• Do You Know Your
Customers?
• Who Owns “The Number”?
• Charging for the Value
Created?
8
Know Your Customer – they’re not Equal
• Who are my best prospects? • Who is staying awake at night?
• How much will they purchase? • What is their pain?
• When? For what price? • How much does it hurt?
• How often? • What value am I creating?
9
76% of Consumers Expect
Companies
to Understand their Needs
& Expectations
10Experiment
A/B testing is in Amazon's DN A and (is)
at the core of how Amazon innovates
on behalf of customers.
1112
13
How Much Value are you Creating?
€1000
€350 €800
€450 €600
€700
14€850 €650 €1800 €400 €50 €60
15How to increase
revenues …
16Develop
Infrastructure,
Build Offerings,
Pay Team
17Shifting Gears: Innovation vs. Value Creation Just Because You Can Build Something … … Doesn’t Mean You Should.
The More Things Change … The More They Stay the
Same
Mainframe .com Crash
Online Transaction Processing Sarbanes Oxley
Minicomputer Smartphones
Fax Machines Digital Advertising
Mobile Phones Personalization
Real Estate Crisis #1 Cloud
Massively Parallel Processing Big Data
Local Area Networking Real Estate Crisis #2
Personal Computers Financial Crisis #1
Client / Server AR / VR
Neural Network Cybersecurity
Enterprise Resource Planning Machine Learning
Human Capital Management Data Lake
Customer Relationship Management Artificial Intelligence
Data Warehousing Blockchain
eCommerce Bitcoin
SaaS Initial Coin Offering
… and so on …5 Year Innovation Lifecycle
Create
Corporate
Venture Fund
Build external
Accelerator
Build internal $MMM
Innovation
Build SV Center $MM
Innovation
Create Center $MM
SV Outpost
Visit
$M Where are the
Silicon Valley $KK bottom line results?
t
Leave SV We’ll meet We’ll work with Our employees Our startups We’ll invest in
Inspired … great startups! great startups! have great ideas have great ideas great startups!
We met a lot of We attracted We have Some of our We’ve seen
… and afraid
startups … startups … who thousands startups have hundreds of pitches
(vunerable)
some were needed us more of ideas … but really good ideas … and
really exciting. than we needed can’t tell great … that we struggle invested in a few
them. ones from good. to implement & startups …
monetize.How do you value / allocate assets and risks in your Innovation Portfolio … and measure their contributions?
Innovation Portfolio Management (v1)
Innovation Teams
typically focus on
Leaving Horizon Horizons 2 & 3
1 to “the
business”
This overlooked Characterized by a high
area is where $B degree of risk &
business value is uncertainty, and 2+
rapidly created years reaching market –
if everInnovation Portfolio Management (v2)
Innovation Teams
focus on Horizon 2 & 3
Disruptive Architectural
• Open Source Software (software co) • Personalized Medicine
New • Video on Demand (for DVD rental co) • Digital Imaging (Kodak)
• Ride-Sharing Services (taxi co) • Internet Search (newspapers)
Business
Model
Routine Radical
• Next model year vehicle (car co) • Biotechnology (pharma co)
• Raw Index Fund (mutual fund co) • Jet Engines (aircraft co)
Existing • 3-D Animated film (Pixar) • Fiber-optic cable (telcos)
Leaving Horizon 1 to
“the business”
Existing Technology New
Credit: Gary Pisano, Harvard Business SchoolSolving Real Problems
Horizon 1
Routine
• Know Your Customers, Markets
Existing
Technology • Make Better Decisions
• Protect Your Brand & Reputation
• Demonstrate Fiscal Responsibility
Existing
Business ModelGrowth & Impact
Impact on
Business
Achieve domain expertise in
monetizing & scaling
Value to Brand
& Employee
Engagement
Challenges
“Catching & Running”
Inspirational
Impact on
Customers
Aspirational Solving your customers’
business problemsKnow Your Buyer
• Who are my best prospects?
• How much will they purchase? Are you
• When? For what price?
selling to the
• How often?
• Who is staying awake at night?
Innovation
• What is their pain? Team or to
• How much does it hurt? the Business?
• What value am I creating?
26Keys to Success • Sprint vs. marathon • Know your customer • How they think, feel & why • Create measurable value • Experiment / Evaluate / Evolve • Raise Prices • Charge what you’re worth
Always Be
Prepared
28Thank You Contact: sarmanini@samsungnext.com
You can also read
