1. IDEA GENERATION Stephen Daze Dom Herrick Entrepreneur in Residence and Visiting Professor Telfer School of Management

2. Idea Inspiration Guy Kawasaki on Innovation (4:14): https://www.youtube.com/watch?v=Mtjatz9r-Vc Where Ideas Come from (4:30): http://www.ted.com/playlists/20/where_do_ideas_come_from Innovator’s DNA: https://www.youtube.com/watch?v=prXYdJzM9M8&feature=yout u.be Sam Altman’s Stanford Class: http://startupclass.samaltman.com/

3. Fundamental Premise Entrepreneurship is neither a science nor an art. It’s a practice. Peter Drucker Generating business ideas is nothing more then practice surrounded by some core principles.

4. Idea Generation Principles 1. Good Business Ideas make Money. They have a value proposition for a critical mass of addressable customers. - Value Proposition = 1) there is enough pain to pay for a solution and 2) relative to competition. - Critical Mass = big enough market that can be efficiently addressed. - Addressable = I can reach them with my revenues greater than expenses.

5. Idea Generation Principles 2. Ideas evolve over time (eg. Facebook, Blackberry) or start as mistakes (eg. 3M Sticky Notes.)

6. IKEAIKEA- Ingvar Kamprad founded IKEA in 1943 at his Uncle Ernst’s kitchen table. IKEA was basically an acronym of his name Ingvar Kamprad and Elmtaryd, his family farm and the village Agunnaryd. At first the business was typically mail-order and included only small household goods such as picture frames, wallets, nylon stockings, pens and wallets.

7. NintendoNintendo: The Nintendo Corporation’s domination of the gaming industry didn’t start with their first video game console. They have actually established themselves 70 years before the first video game came to life, in the 19th century when they brought back the popularity of card games to Japan. A new card game, Hanafuda, was invented, by Fusajiro Yamauchi (Nintendo founder) which used images instead of numbers, making it difficult for gambling.Hanafuda

9. Netflix Netflix : The genesis of Netflix came in 1997 when I got this late fee, about $40, for Apollo 13. I remember the fee because I was embarrassed about it. That was back in the VHS days, and it got me thinking that there's a big market out there. So I started to investigate the idea of how to create a movie-rental business by mail. I didn't know about DVDs, and then a friend of mine told me they were coming. I ran out to Tower Records in Santa Cruz, Calif., and mailed CDs to myself, just a disc in an envelope. It was a long 24 hours until the mail arrived back at my house, and I ripped them open and they were all in great shape. That was the big excitement point.

10. Idea Generation Principles 3. Ideas can come from anywhere, most often we see good business ideas starting with one (or more) of the following:

11. Personal Pain I have a problem that needs solving. 120,000 customers in 80 countries and a $1B valuation.

12. Market Gap A critical mass of customers are looking for solution.

13. Interest I love this so much, I can see myself working on it 24/7.

14. Insight I understand the industry and see where it is going.

15. The best business ideas satisfy most (or all) conditions - If your current idea doesn’t, look to evolve it sufficiently such that it does.

16. Exercise Part 1 1. Generate as many potential business ideas as you can. They don’t have to be good. 2. Look to combine ideas, eliminate and make existing ideas as good as possible. 3. Pick the best business idea. 4. Prepare to discuss why this is the best idea.

17. Opportunity Assessment

18. http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1 802 http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1 802

19. Opportunity Assessment Considerations 1. Idea What is the pain or gap hypothesis? What is the potential solution (v.1)? Do you have some advantage?

20. Opportunity Assessment Considerations 2. Market Who is the typical customer? What is the size of that market? What does the competitive landscape look like? Are there channels to the market? Do you have an advantage?

21. Opportunity Assessment Considerations 3. Any Big Issues What key resources are required? What are the rules; regulations required? Any big logistical issues? What risks: economic, political etc? Any big concerns?

22. Opportunity Assessment Considerations 4. Revenue Model Who pays you; how do you get paid; how do you make money? What are the big costs? What is your pricing plan? Any advantage?

23. Exercise Part 2 1. Using your “best” idea” - consider and record your thoughts related to the main Opportunity Assessment considerations – likely guesses at this time. 2. Prepare your thoughts in order to present.

24. Next steps Validate these assumptions using: Business Model Canvas (week 3) Customer Validation (week 4)

25. Expanded Thinking: Business Opportunities What are the businesses associated with the coffee?

26. Any more?

28. Introduction to Business Modeling

29. Business Models Answer questions such as: - who are your customers? - how many are there? - how do you access them? - how do you make money? - what are your costs? - who pays you? - what are your key activities? - what are your human resource requirements - what are the operational considerations? - who are your key partners? - etc.

30. Parting Thoughts?