Becoming an Entrepreneur Assignment | Online Homework Help

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2. Submit a 1 page essay (in English) which consist of the following (summary, 3 main points, and your take-away from the online forum, webinar, workshops, etc.) Write your name, ID number and the title of the online event on the essay. I have upload some on the course content & the summary.

Entrepreneurship

Entrepreneurship is the pursuit of opportunity beyond resources controlled

• Pursuit:the actions of an individual entrepreneur — drive, resiliency, focus, discipline, and balance
• Opportunity:the type of venture — a better, cheaper, or more efficient offering for the customer
• Beyond resources controlled:managing the risks of external constraints

Overcoming Concerns

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Entrepreneurial Myths

Here’s a bit more on the perceived hurdles:

• Innovation/Idea:most ideas have been thought of before, and all will have competition. Success comes down to executing on your idea well and finding the right customers where you can solve their needs better. Think of all your favorite companies, and chances are, there was already someone doing a startup very similar when they founded.
• Time:starting a company does take time, and this just comes down to managing your time well. Focus on the things that matter most, and remember that perfect is the enemy of done. Recall also that many great ventures start as side projects, which is why companies like Google allow their employees 20% of their time to work on projects they think will benefit the company. Check out this article for more on when to go all-in with your startup, and this one for why the overnight success myth isn’t real.
• Team:you can do a lot on your own, though when you do go to find teammates, understand the gravity of this decision and what is most important in choosing a great team. Check out this post for more.
• Funding:the average amount to start a company is only about $10,000 – $30,000 (depending on the source — Kauffman Foundation estimates $30,000, while the Small Business Association quotes smaller numbers). Most entrepreneurs fund their company either on their own, or with a small loan from friends and family. Media skews what is needed to start something with the few outliers who raise millions of dollars, but the truth is, it usually requires much less.

Finding Opportunities

Look for ways that current customers of the market aren’t fully satisfied with the solutions available, plus look for potential customers who do not have access or skills for current offerings.

• List your ownunderserved needs or frustrations
• Listen to customersin this market about their frustrations
• Watch your competitors— both top companies and newly hyped companies in the industry, assessing their strengths and weaknesses. Read online customer reviews of current offerings and identify their biggest unmet needs.
• Assess barriers to being a customerto see if there are certain skills, access, awareness, etc. that makes the offering accessible to these customers, but prevent it from being desirable or accessible to others.

Some Reminders for the Process

As you brainstorm, there are NO BAD PROBLEMS TO SOLVE

• Build on concepts — ask “how might this work?” versus “why wouldn’t it work?”
• Write down ALL problems — no matter how silly – they can build to something great!
• Go for quantity — this isn’t the time to be filtering yet — that comes later.

Avoid:

• Thinking that it’s already been done.
• Waiting only for “quality” ideas.
• Focusing on the solution instead of the problem.

Filtering

Our tool for filtering is to check the items roughly against “fit” and “potential”.

Fit — be a founding team that others believe in
Roughly assess each problem based on how excited you would be to work on it, and whether or not it plays to your strengths.

Potential — give confidence that you would be creating value that you can capture
Roughly assess each problem based on whether there is a real need with customers who are desperate for a solution.

Determine which problems score high on both dimensions. Narrow to a few problems through this process, then review these a bit further. Do some research, plus get some outside input. If you find yourself leaning towards one even if it not being the highest ranked, that’s fine! Trust your gut over the numbers — this was just a helpful first pass to narrow the list.

There’s no magical formula for the perfect idea, but it’s important to be passionate about what you are working on, have the ability to execute on it, and feel confident in the potential.

Teaming

Relationships are hard, and this is especially true in startups, when the ups and downs of the process cause emotions and tensions to run high. Startups are much more likely to fail due to issues within the founding team than any other problem. Sixty-five percent of startup failures result from “people problems,” compared with only thirty-five percent failing for any other reason—including funding, customer acquisition, and product development.

You can minimize interpersonal challenges by finding the right co-founders and setting up expectations for how you’ll work together. The success of a team can be broken down into three parts:

• Design– finding the right complementary co-founders.
• Launch– setting expectations and norms.
• Process– managing the culture relative to norms and expectations.

While you may be tempted to startup your company alone, keep in mind that there can be a lot of potentially valuable reasons to have co-founders: complementing your skills, getting a more well-rounded perspective, having support through the ups and downs of a startup, and more.

Team Design

Team design is about having the right people—finding cofounders with a similar vision and values, and with complementary personalities and skills. Many entrepreneurs start by finding others who have similar interests, like their friends. Instead, entrepreneurs should start look for people who have the same values and reasons for wanting to start a business. Skills can be learned and interests can change, but shared values and motivation create a strong foundation.

1. Shared vision– have a common “why”. The best cofounder teams have similar drives for starting their company, and this plays out in their decisions as they develop and grow the business.
2. Complementary skills– we refer to three types: the builder, brander, and business developer
   • The builder is the technical co-founder and product developer. This may include skills of coding or product prototyping.
   • The brander connects the customer to your offering, including marketing, brand guidelines, and visual design.
   • The business developer is the operations, finance, and sales person. This person hustles to get the right partners and customers.
3. Shared interests– (least important) Once you’ve aligned with compatible teammates around similar values, it becomes surprisingly easier to find common ground to develop business ideas.

Team Launch

Setting up team norms and expectations is the “launch.” Most team issues come down to a misalignment in expectations, so it’s important to set these clearly up front. Know what is important (and not important!) to everyone, how you’ll communicate, when people can make decisions without checking in, whether you’ll work together in the same room or separately, etc.

These discussion topics for the first few meetings that may help reduce friction caused from misalignment:

• Values and motivations:Share why you’re interested in the project—what drives each of you and what aspects of the project appeal to you?
• Company vision:Ask teammates to share their visions for the future of the company. It’s important to ensure that this isn’t a simple project or app, but that there is a bigger mission around which the team can align.
• Working style:Share aspects of your personality and preferences that are relevant to the team settings, as well as your commitments outside of work.
• Roles and responsibilities:There are two options here: either assign roles in advance and have specific responsibilities within each role, or assess needs as they arise and assign responsibilities based on skills, interest, and capacity.
• Establish and agree to your team norms:Download a template here.

Research Methods

Market research is the process of gathering information about your customer’s needs and preferences. There are lots of ways to get input from customers. Some include:

• Interviews or observations—bring depth to the customer frustrations to help you uncover important opportunities, and refine the target customer in order to make surveys and internet research more directed and valuable
• Internet research—most suited towards covering specific topics such as researching competition or learning more about the market size.
• Surveys—most suited towards gathering quantitative data or rankings, such as determining the most important purchasing criteria for a specific group of customers.

There are advantages to each of the different research methods, though the advantages of interviews, in particular, makes them most suited to this early stage. Interviews allow you to get actionable insights on customer needs to build an offering of value.

Surveys work best after an initial need is uncovered and verified, so that actionable and pointed questions to your target customers can help you design your product. This will be covered in a later section of the course.

How to Interview

What NOT To Do

• Don’t come into a customer interview feeling you have the answers. If your idea doesn’t adjust at least some based on these conversations, you’re not listening.
• Don’t expect customers to have the answer. They’ll know their frustrations and needs, but not necessarily how to solve it.
• Do not sell! This is the time to learn, so do NOT mention your specific ideas for how to solve the problem.
• Do not include friends and family in your interviews – you will not get as realistic perspective on the problems.

What To Do

• Focus on the need, not the solution!
• Beware of confirmation bias — you are NOT there to validate what you think, you are there to uncover a need.
• Do it in person, one at a time — this will allow you to pick up on cues from gestures and facial expressions.
• Ask open-ended questions — this makes it a conversation and allows you to get to more depth of the need you may not have thought about before.
• Get subjects to tell a story.
• Listen much more than you talk!
• Follow your nose and drill down (Why? Why?…).
• Understand their priorities..

Dropwise Example

Interview results / insights

• Renters tend not to have to pay for water usage, so are less likely to implement a solution
• Homeowners would prefer to use less water due to:
  • Monthly costs
  • Environmental impact
  • Water shortages
• Homeowners who have the biggest concern of the above are in locations like California, where there has been a drought

Target customer: eco-friendly homeowners in California who install energy- saving products, such as the Nest thermostat.

Customer v. End User

Often, your customer will be different from the end user, and many early startups make the mistake of optimizing a solution for the end user. Keep in mind that your customer is whoever is paying for the offering, though the person who obtains value from what you develop may be different. Here are a few examples:

• Educational products — the school is the customer while students are often the end users
• Public transportation — governments pay for the solution while commuters are the most common end user
• Corporate products — the business buyer will be the customer while it is usually another person in the organization is the end user

In all of these scenarios, you need to appeal to both the customer and the end user, though optimizing to the needs of the customer is most important.

Brainstorming Solutions

Refer to your list of the top priorities of your target customer, the person with the biggest burning need in this area. Spend some time coming up with lots of potential ways to provide a solution that optimizes against just those top priorities. This is where it is important to really consider the full breadth of options, and to not just continue with your pre-conceived notion of how the problem may be solved.

Consider the following to prompt the breadth of potential solutions:

• What productsdo this? Why aspects are helpful to my customers and which are unnecessary? What is missing from these that my customer cares more about than the customers of this product?
• What servicessupport customers with this problem? Are there forums, blogs, softwares, trainings, platforms, apps, consultants, etc. who provide solutions? What are the pros and cons of each? Where are the gaps for the customers I have identified as lacking a solution?

Remember – the existence of competition does NOT mean that there is not an opportunity! In fact, competition shows that there is a real need. Your job is to find a way to better meet the needs of your customers, while seeing what opportunities that your competitors have not learned to meet – including specific customers, marketing channels, scaling challenges, and more.

Value Proposition

What to do:

• Clearly identify your specific customer
• Use numbers in the benefit, such as “30% less water usage”
• Under promise, over deliver
• Keep it short and simple (just one sentence)

What NOT to do:

• Try to have everyone as your customer
• Framing your industry narrowly as your specific product type
• Having a vague benefit like “better quality”
• Listing too many features that muddles the confidence in your ability to deliver

Outline for writing a value proposition statement:
For (target audience),
our company is the brand of (industry or other frame of reference or type of product/service)
that delivers (quantified primary benefit / promise)
through (key attributes / strategy).

Product Development

1. Outline— Start with a simple sketching or outline, ensuring alignment and getting feedback.
2. MVP— Then, setup a “looks like” test — the offering with some manual workarounds but that still feels the same to the customer.
3. Prototype— Finally, develop the full prototype after you have gotten feedback from these early tests.

You may ask why there is such a long gap between the First MVP and the Prototype – the reason is that there are multiple iterations on the MVP until a more formalized prototype. The first MVP is rarely the correct version. There will be a lot of learning from it to iterate upon and integrate into multiple more versions before being ready for the prototype. Keep iterating until you feel confident that you have answers to most of the questions about customer behavior that you had at the outset.