Professional Documents
Culture Documents
Developing Business Ideas
and Business Models
Prof. Sabyasachi Sinha
Indian institute of management – Lucknow
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How do we think?
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Innovation and creative thinking –
inborn/you can learn
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We also think with our body parts (our
sensors to the brain) – embodied cognition
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Where Do Entrepreneurs Get Their Ideas?
Replicated or modified
5% 4%
an Idea encountered
20% through previous
employment
Discovered
serendipitously
71%
Swept into PC
revolution
Discovered through
How to find new business ideas? systematic research for
opportunities
Source: 100 founders of the 1989 Inc. “500” fastest growing private companies
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TOP FIVE SOURCES OF STARTUP IDEAS
experienced a pain point in my life and wanted to solve it
met someone talented, and we started a company together
have a special skill or passion, and I turned it into a business
After working in an industry for a long time, I saw a customer need
researched many ideas and eventually narrowed it down to one
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Some models you may use for new ideas
• 4As
• Aggregation (marketplace, mom‐n‐pop store model)
• Adaptation (copy and adapt)
• Arbitraging [(buy price at one place+ transaction costs)<perceived
value elsewhere]
• Assembling (combining certain things to build a new value)
• Transforming your hobby/passion into Business
• Look for big pain or opportunity areas
• Riding the technology wave
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Technologies you may use
• Cloud Service
• Software as Service [Google Apps, Salesforce, Workday, Concur, Citrix GoToMeeting,
Cisco WebEx]
• Platform as service [Heroku, Google App Engine, and Red Hat’s OpenShift]
• Infrastructure as service [Amazon Web Services (AWS), Cisco Metapod, Microsoft
Azure, Google Compute Engine (GCE), Joyent]
• Robotics
• IOT
• Machine learning /AI
• Augmented reality/ virtual reality
• Data analytics
• Blockchain
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Pain/opportunity areas of your interest
• Medical services to masses
• Education for masses; reform in how we learn now in schools
• Health
• Unsolved issues for the community you understand so well
• Extending military technologies to civil usage
• Copying other business elsewhere
• Correct systemic voids/ market failures/ inefficient private value creation or
delivery mechanism
• Using different technologies
• Commercialising innovations from labs
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Big problems
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Some useful frameworks for shaping ideas
and idea‐execution
• Design thinking
• Business model canvas
• Lean Start‐up concept
• Organizational Ambidexterity
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Design Thinking (Human Centered Design )
Convergent and divergent thinking
EMPATHIZE IDEATE
DEFINE PROTOTYPE
Look/ask/try: Feel the pain
TEST
Re‐frame the problem
Iterations/Concept development
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Modelling the Business Strategy Canvas
Customer
Key Activities
Relationships
Value Customer
Key Partners
Proposition Segments
Key
Resources/ Channels
Capabilities
Cost Structure Revenue Streams
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Principles of lean start‐up
Entrepreneurship is management
Validated learning (prototyping, failing early in small quantum,
customer connect)
Innovation accounting
Minimum viable product
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Principles of lean start‐up
• Most startups fail, and many of these are preventable
• Many startups fail after burning a lot of cash; this can be prevented
• Lean startup principles help in building customer focused, sustainable
business models, with lower cash burns.
• Design (human centered thinking) and balancing exploration‐
exploitation (organizational ambidexterity) theories with lean startup
theory
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Organizational Ambidexterity
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