Crash Course on

Developing Digital Startups

Trainer: Ron Mahenur
Founder and CEO at Uddoktagiri
WhatsApp: +8801717110060
Email: ronmahenur@uddoktagiri.com
Social Media Username: ronmahenur
Bio: A Visionary Entrepreneur who has a Dream of an Unemployment,
Poverty and Hunger-free Sustainable Bangladesh & World as well. An ICT
Division recognized Innovator, Innovation Fund Achiever, BASIS certified
Top 3 Startups Founder and National ICT Awards Winner
Crash Course on Developing Digital
Startups Outline

3 Parts of Startup!
 1. Pre-startup
 2. Startup
 3. Post-startup
Pre-startup

1.Startups A,B,C,D:
 A. What is a Startup?
 B. Why a Startup?
 C. How to start a Startup?
(idea, Problem, Solution, Mission, Vision, Target Market Size, Market
Segmentation, Business Model, Revenue Projection/Financial Forecast, MVP,
Launching, Growth)
 D. Startup Entrepreneurship Essentials
(Lean Startup, 5 Dysfunctions of a Team, Entrepreneurial or Startup Skills,
Leadership)
Pre-startup

2.Startup Essentials Before Start:

 A. Idea Filtering
 B. SWOT Analysis
 C. Feasibility Test
 D. 13 Aspects of Startup Business every entrepreneur should focus on before
launching or starting Startup
Startup

3.From idea to Startup:

 A. idea Concept & Product Blue Print
 B. Pitch Deck
 C. Business Plan
 D. Team Buildup
 E. Prototype
 F. Product (MVP)
Startup

4.Startup Developing Process :

 A. Business Filtering
 B. Launching
 C. Piloting (Beta Version)
 D. Customers Feedback and R&D
 E. Product Development (Pro Version)
Post-startup

5.Startup Development Strategies:

 A. Revenue Generating
 B. Fundraising for startups
(Stage: Idea, Pre-seed, Seed, Growth, Series A, Series B, Series C, Series
D.......Fundraising Options: FnF, Grant Fund, Crowdfunding, Partnership, Angel
Investors, Venture Capitals, Competitions etc.)
 C. Fundraising Materials
(Pitch Deck, Financial Forecast, Business Plan)
Post-startup

6.Startup Growth Hacks:

 A. Organogram
(Team - 5 Most Important Department for a Startup: 1.Business Development
2.Operations 3.Accounts 4.IT 5.R&D)
 B. Branding on USP
 C. Quality Product/Service and Customer Satisfaction
 D. Sustainable Startup
(Stepwise Innovation Strategy or Stepwise Development Strategy)
Pre-startup

1.Startups A,B,C,D:
 A. What is a Startup?
 B. Why a Startup?
 C. How to start a Startup?
(idea, Problem, Solution, Mission, Vision, Target Market Size, Market
Segmentation, Business Model, Revenue Projection/Financial Forecast, MVP,
Launching, Growth)
 D. Startup Entrepreneurship Essentials
(Lean Startup, 5 Dysfunctions of a Team, Entrepreneurial or Startup Skills,
Leadership)
Pre-startup

1.Startups A,B,C,D
1.A.What is a Startup / Digital Startup?
 A technology based innovative problem solving initiative or an innovation
driven tech enabled product / service company is called a startup/ Digital
Startup!
Pre-startup
1.B.Why a startup?
 To fill up a demand or want with mission-vision driven better solution than before and impact people’s
lives by making it easier and comfortable.

Maslow's Hierarchy of Needs:

Startup Essentials in idea generating :

 1. Pain Killer (Must have - essential or need it or want it)
 2. Vitamin (Nice to have - not that much essential or needed or wanted)
Pre-startup

1.C.How to start a startup?

 Idea: Any concept, dream, thought, imagination, innovation, something new,
something different, something unique
 Problem: Finding the problem is the most important task
 Solution: Doing Problem Solving
 Mission: Input / Actions / To Do's / What's your short-term goals? objectives?
Milestones? Targets?
 Vision: Output / Results / Long-term Goals
Pre-startup

 Target Market: Target Audience / Target people / Target Customers / Clients /

Niche
 Market Size and Market Segmentation: Market Size Number / How many People /
How big is the target market / How much money is the market actually / Market
Segments - Classifications - types of Target market basically / Market Share
(Competition with competitors)
 Business Model: Revenue Sources from where money will come (Business Model
Canvas)
 Revenue Projection: Revenue projection means at least 3 years / Standard 5 years
/ at large 10 years Probable Financial Forecast of the Startup based on Market
Research and realistic Assumption / calculations!
 MVP: Minimum Viable Product (Beta Version)
Making real tech product from scratch which works!
Pre-startup
 Launching: Launching the MVP startup with an event or ceremony and doing PR / Press
Briefing so that target people/ customers get to know and others notice that there is a
new startup / game changer in the market!
 Growth: After launching, start doing promotional activities such as Marketing, Branding
Strategy, Advertisements etc. based on your Business plan / Action plan / Marketing
Strategy. Educate your Target Audience and then you'll start getting responses from
various kinds of sources where you represent your startup such as Website, App, Social
Media, Blog, Group, Newspaper, Magazines, TV etc. Most important thing is you need to
grab your Target Audience through better customer service, give them proper and
transparent information about the product / service to make them buy your product /
service for having Sales and Revenues! Having revenues is the best way to do growth of
your startup for self sustainability because a startup has a fixed costs monthly and other
costs, so that you need positive cash flow as well to make a balance between Expenses
and Earnings. Then the startup becomes feasible and sustainable slowly but surely. And
also move forward for further exponential growth!
Pre-startup

1.D.Startup Entrepreneurship Essentials

5 most important stages of a startup founder entrepreneurial journey
1. Launch
2. Expand
3. Pit of Despair
4. Optimize
5. Scale
Pre-startup

Lean Startup: Lean Startup has 5 principles -

 1. Entrepreneurs are everywhere (Startup: A human institution designed to
create new products and services under conditions of extreme uncertainty)
 2. Entrepreneurship is management (Startup: Institution + Product)
 3. Validated learning (We learn by running experiments)
 4. Build - Measure - Learn (Viable product+ Feasible startup + Desirable
customer)
 5. Innovation accounting (1. How to set up Milestones 2. How to prioritize
work 3. How to measure progress - It's a new kind of accounting for startups)
Pre-startup
5 Dysfunctions of a Team:
Patrick Lencioni, author of The Five Dysfunctions of a Team suggests starting with these five
questions about your team:
 Do your team members openly and readily disclose their opinions?
 Are your team meetings compelling and productive?
 Does your team come to decisions quickly and avoid getting bogged down by consensus?
 Do your team members confront one another about their shortcomings?
 Do your team members sacrifice their own interests for the good of the team?
 If you’ve answered “yes” to all five, you must be one incredible manager — great job! If you
have answered “no” to any of these questions, you likely have some work to do.
Pre-startup

The 5 Dysfunctions -
The five dysfunctions
are stacked in a
pyramid and are
hierarchical, much
like Maslow’s
Hierarchy of Needs.
Without building a
strong foundation on
the bottom, there is
no achieving the
higher level goals.
Pre-startup

Dysfunction #1 : Absence of Trust

 PROBLEM: This occurs when team members are reluctant to be vulnerable
with one another and are unwilling to admit their mistakes, weaknesses, or
need for help. Without a certain comfort level among team members, a
foundation of trust is not possible.
 SOLUTION: As the manager, set the good example by asking for help from your
team members, admitting your own weaknesses and limitations, and be the
first to own up to a mistake. When you take the lead, others will follow.
Slowly, these habits will become culture and the team will begin to build the
first unshakable brick in the pyramid — trust.
Pre-startup

Dysfunction #2: Fear of Conflict

 PROBLEM: Teams that lacktrust are incapable of engaging in unfiltered,
passionate debate about key issues, causing situations where team conflict
can easily turn into veiled discussions and back channel comments. In a work
setting where team members do not openly air their opinions, there is a lot of
posturing and precious time is wasted, resulting in inferior decisions.
 SOLUTION: Establish that conflict is welcome and purposeful. Define what
healthy conflict looks like by praising healthy examples or giving corrective
feedback if conflict veers towards unhealthy. You can also “mine for conflict”
by opening a meeting with a bad idea to see if everyone will agree to avoid
conflict, and use this as a litmus test to open up healthy discussion. Lastly,
you can designate a devil’s advocate in a meeting, or use pro and con lists for
ideas to get people to open up to sharing a differing perspective.
Pre-startup

Dysfunction #3: Lack of Commitment

 PROBLEM: Without conflict, it is difficult for team members to commit to
decisions, creating an environment where ambiguity prevails. Lack of
direction and commitment can make employees, particularly star employees,
disgruntled.
 SOLUTION: Clarity and closure are paramount to overcome this dysfunction
and move to the next level. Setting clear deadlines, reviewing key decisions
at the end of meetings as well as what should and should not be
communicated to other staff and contingency planning can help teams
overcome there fears by creating clear plans and facing potential pitfalls and
the fear of failure head on so everyone can commit.
Pre-startup

Dysfunction #4: Avoidance of Team Accountability

 PROBLEM: When teams don’t commit to a clear plan of action, even the most
focused and driven individuals hesitate to call their peers on actions and
behaviors that may seem counterproductive to the overall good of the team.
This allows for mediocrity, poor performers to slip by and the leader to
become the soul source of discipline.
 SOLUTION: If teams have come this far, they have trust and commitment,
then they will know that a team member calling them out not only has the
right to do so because expectations and deadlines were clear, but that it is
not a personal attack. This allows team members to confront difficult issues
to hold each other accountable. Clear standards, progress reviews and team
rewards are also important to make sure this area stays healthy.
Pre-startup

Dysfunction #5: Inattention to Team Objectives

 PROBLEM: Team members naturally tend to put their own needs (ego, career
development, recognition, etc.) ahead of the collective goals of the team
when individuals aren’t held accountable. If a team has lost sight of the need
for achievement, the business ultimately suffers.
 SOLUTION: When teams have a solid base of trust, healthy conflict,
commitment and team accountability and are recognized within the company
for performance via praise or rewards, it will be easier for team members to
put their own needs aside for the sake of the team. With these solutions,
teams should be able to retain top performers, handle failure with resilience
and stay focused.
Pre-startup
If you’re not the leader of the team, find a way to get your leader committed to addressing the five dysfunctions.
Or be prepared to take risks calling people on unproductive behaviors. If neither of these options are possibilities,
think about finding another team.

One small step for functional behavior, one giant leap for team building

You now understand and can recognize the five dysfunctions. If you would like to work more with your colleagues,
Lencioni offers two free exercises you can use to begin building a more cohesive team and address these issues:

Personal Histories — Developing trust with low-risk vulnerability

Team Effectiveness — Performance feedback for developing accountability

Starting these conversations and being vulnerable with your colleagues is not always easy or comfortable, but like
all relationships, it is necessary to build trust, deal with conflict, commit to each other and your goals as a team.

When you can tear down walls, build a foundation and synergy, you will benefit not only from collective progress
and rewards, but a more enjoyable atmosphere to spend 40+ hours a week.

One of the best ways to avoid dysfunction in the workplace is to have clear deadlines and goals, communicate
effectively and maintain accountability. Project management software makes this simple, and has been proven to
increase the cohesion and performance of teams.
Pre-startup
Startup Entrepreneurial Skills:
 Mindset:
1. Fixed Mindset (Job holders, employees, mainstream businessmen)
2. Growth Mindset (Entrepreneurs, Intrepreneurs, Team Members)
 SMART:
S – Specific
M – Measurable
A – Attainable
R - Relevant / Result Oriented
T - Time bound / Time based
 Desire
 Dedication
 Smart work
 Intelligence (EQ, IQ, LQ)
 Patience
Pre-startup
Startup Skills:
10 Key Things/Qualities /Skills for Being a Startup entrepreneur by Billionaire
Naveen Jain:
 10.Passion
 9. Focus
 8. Hard Work
 7. Enjoy The Journey
 6. Gut Instinct
 5. Flexible But Persistent
 4. Team
 3. Execution, Execution and Execution
 2. Honesty & Integrity
 1. Giving Back
Pre-startup
Soft Skills: Top 10 Soft Skills are as follows -
 1.Complex Problem Solving
 2.Decision Making
 3.Creativity
 4.Communication Skill
 5.Interpersonal Skill
 6.Adaptability
 7.Teamwork
 8.Time Management
 9.Critical Thinking
 10.Leadership
Thank You For Your Patience
and Curiosity of Learning!

All the superbest always!

Pre-startup

2.Startup Essentials Before Start:

 A. Idea Filtering
 B. SWOT Analysis
 C. Feasibility Test
 D. 13 Aspects of Startup Business every entrepreneur should focus on before
launching or starting Startup
Pre-startup
2.A. Idea Filtering:
Idea Filter Tool provides a unique methodology to filter the ideas from jungle of
thoughts and knowledge.
Idea Filter tool works as a process, and to run this process it requires some input
and we will get the idea with which we need to start, as output. The input
parameters are Time, Expertise, Money, and Potential

The Idea Filter Mechanism can be described in 3 steps:-

 The Input Parameters : TEMP - Time, Money, Expertise, Potential
 The Process Parameters: Interest, Capacity
 The Output Parameters : Targets, Goals
Pre-startup
Before starting working with the Idea Filter tool, you must ask some questions to yourself
with intense satisfaction and truthfulness and the tool will help you to find out exactly
what you require:

Why you love the idea?

 * Your dream goals
What you need to achieve it?
 * Dedication and passion to change the orbits
What ability do you require to complete the task?
 * Visualization and concept development

You need to frame a Virtual Portrait about your entire journey through imagination to
create an emotional attachment to the idea, like how you are going to develop your team
and organizational system, what product you are going to deal with, the size of the
Organization you are going to develop and so on.
Pre-startup
Idea or concept should follow The SMART Law
The Idea Features- The SMART Law:
 S - Specific
 M - Measurable
 A - Attainable
 R - Relevant / Result Oriented
 T - Time bound / Time based
Our brain works in the intellectual and imaginative domains at the same time and no thought or idea can
be developed with the support of both domains parameters depends upon the nature of the idea, the
goals and the input parameters.
The Idea Filter will give better results if we follow Idea SMART Law along with the Virtual Portrait
development. As the journey of the entrepreneurship or product development starts with the idea alone,
it is very important that the idea should follow the SMART law. The SMART Law explains the fundamentals
of the idea, which are calculative and measurable, means the idea should be Specific, Measurable,
Actionable, Result Oriented and Time bound.
Even though the idea should be SMART, it is the Virtual Portrait which will decide the entire success. The
more colorful and vibrant the Virtual Portrait is, the more the chances of success and growth will be. So,
for sure success of the idea, it should be SMART and fit into the portrait.
Pre-startup

2.B. SWOT Analysis:

SWOT analysis-
 S - Strengths (Internal)
 W - Weaknesses (Internal)
 O - Opportunities (External)
 T - Threats (External)
Pre-startup
S(Strengths)
 The qualities of a business organization that add value to products and marketing efforts (USP / UVP)
 Features can be visible or invisible (If you want you can show your business strengths or don’t)
 Marking business strengths on various business sides such as marketing, finance, production, organizational
structure / organogram etc.
 Highlights the positive aspects of human resources such as education, qualifications, communication, skills,
experiences etc.
In a word, finding out the most strong points of business.

Example: SWOT Analysis of Sohozatri - Strengths:

 1. Unique Business Concept.
 2. Market leader in Bangladesh.
 3. Strong technology and financial support.
 4. People are already known to this kind ride sharing service form the branding and marketing from
various raid sharing service like Pathao, Shohoz, Obhai, and Uber.
 5. No hassle for gathering driver or vehicle.
 6. Introduced the service on a time when ride sharing is becoming very popular among the mass people of
the city.
Pre-startup
W (Weaknesses):
 Lack of Skills
 Lack of Resources
 Lack of Knowledge
 Lack of Experiences
 Product Quality (low)
 Business Position/Place etc.
As exactly the Weaknesses can be detected, those Weaknesses will be transformed in Strengths later.

Example: SWOT Analysis of Sohozatri - Weaknesses:

 1. 3 step verification process creates an enormous negative impact on user experience.
 2. Creating & sharing a ride then waiting a long time for other passenger to join the ride doesnt seems
to be very feasible.
 3. There is nothing for the drivers in this app, so they may doesnt like it at all, as they have to wait
for a long time for the passengers.
 4. Most of the people use Uber for family purpose and pathao or uber bikes for solo rides. So,
convincing them to use Sohozatri for solo rides is quite a difficult task.
Pre-startup
O(Opportunities):
 Opportunities means sum of those possibilities that an organization achieves through execution of
marketing strategy
 Market growth
 Creating customer demand in line with quality of life
In a word, right decision in right time and execution.

Example: SWOT Analysis of Sohozatri - Opportunities:

 1. Making a single step verification process will create great opportunity for grabbing new users.
 2. Creating some verified point for pickup will reduce the hassle for drivers to pick up different
passengers.
 3. Sohozatri should have some offering for the drivers. So that, they promote the use of this
application and willing to wait for the passengers to come and take the ride.
 4. Signing MOU this various ride sharing platform to grow the business rapidly.
Pre-startup
T(Threats):
 Weaknesses and Threats are different. Weaknesses can transform once in Strength ,but Threats are out of
organization’s control. In a word, risky situation.
 If the supplier suddenly increases the price (you have no hand in it)
 The government formulated a new policy for which you were not ready and so on.
These have to come up with instantaneous or immediate solutions.

Example: SWOT Analysis of Sohozatri - Threats:

 1. Obhai is currently operating in market with their own drivers and vehicles. Offering almost the same
service as Sohozatri plus more.
 2. This business is solely based on customer, maintaining the reputation is a threat to the business.
 3. A lot of money is needed to run the online and offline campaigns.
 4. As the concept in new in our country; the government could make some new law regarding this
service.
 5. Taking any subscription fee from the user can make them stop using the service.

I think the most important thing for a Startup or in Business Plan is SWOT Analysis!
Pre-startup
2.C. Feasibility Test:
What is a feasibility study?
Definition and examples
A feasibility study is an evaluation and analysis of a project or system that somebody has
proposed. We also call it a feasibility analysis. The study tries to determine whether the project
is technically and financially feasible, i.e., is it technically or financially viable? Financially
feasible, in this context, means whether the project is feasible within the estimated cost.
A feasibility study also determines whether a project makes good business sense, i.e., will it be
profitable?
Put simply; the study is an analysis of how easily or successfully we could complete something.
It also tries to determine how profitable or unprofitable it might be.
When large sums of money are at stake, companies and organizations typically carry out
feasibility studies.
Pre-startup
Definition of feasibility
The word ‘feasibility‘ means the degree or state of being easily, conveniently, or reasonably
done. If something is ‘feasible,’ it means that we can do it, make it, or achieve it. In other
words, it is ‘doable’ and also ‘viable.’
A viable business, for example, is one we expect will make a profit every year for a long time.
On an Iowa State University webpage, Mary Holz-Clause and Don Hofstrand write:
“A feasibility study is an analysis of the viability of an idea.”
“The feasibility study focuses on helping answer the essential question of ‘should we proceed
with the proposed project idea?’ All activities of the study are directed toward helping answer
this question.”
A viability study is similar to a feasibility study. However, the viability study only looks at how
profitable or commercially successful an idea or project might be. It does not determine
whether something is doable.
According to BusinessDictionary.com, a feasibility study is: “An analysis and evaluation of a
proposed project to determine if it (1) is technically feasible, (2) is feasible within the
estimated cost, and (3) will be profitable.”
Pre-startup
Feasibility study – example
A hospital, for example, aiming to expand, i.e., add an extension to the building, may perform a feasibility
study. The study will determine whether the project should go ahead.
The people carrying out the study will take into account labor and material costs. They will also take into
account how disruptive the project might be for staff and patients.
The study may have to gauge public opinion regarding the new extension. In other words, would the local
community be in favor or against such a project?
It is important to determine how the stakeholders will respond. A stakeholder is a person with an interest or
concern in a project, business, or organization.
Hospital stakeholders are, for example, doctors, nurses, other hospital staff, patients, hospital visitors, and the
hospital’s owner. Members of the local community may also be stakeholders.
Those conducting the study go through all the pros and cons of the project. They then weigh them against each
other. Finally, they determine whether it is a good idea to go ahead.
Cost vs. value
In its simplest terms, the two main criteria to determine whether a project is feasible are:
 How much will it cost?
 What value will the project bring upon completion?
Feasibility Test / Analysis /Study is an important step in the entrepreneurial process!
Pre-startup
A good feasibility study should provide:
 A historical background of the project or business.
 Accounting statements.
 Details of all the operations and management.
 A detailed description of what it is.
 Financial data.
 Tax implications and obligations.
 Legal requirements.
 Marketing research data and policies.

Feasibility study vs. business plan

The term is similar to a business plan, but the meaning is not the same. When somebody has an initial business idea,
the company carries out a feasibility study. The study aims to flesh out the possibilities in that business idea. The
business plan, on the other hand, describes the company, its goals, strategies, and financial projections (forecasts).A
feasibility analysis tells you whether something will work. A business plan tells you how it will work.
Pre-startup
2.D. 13 Aspects of Startup Business every entrepreneur should focus on before launching or starting
Startup:
 1. Culture
The leader of any organization is the steward for the culture. They set the tone, the reality and the
conditions for people to do their best work. While that might sound daunting in the face of everything
else that needs to be accomplished, it really is as simple as making sure that how you communicate
and drive decision-making is aligned with the values of the organization. Be a role model!
 2. Your Target Audience
It is easy to get caught up in the weeds when you are starting up. The most important thing you need
to figure out is who the client is and if they are willing to pay enough for the service to make your
business viable. Without knowing what scale is and what value is ascribed to what you’ll do, you are
wasting time and money.
 3. A Detailed Budget
Set a budget for expenses before you begin so you don’t end up at the end of the year wondering
where all your money went. Do your homework. Know what it costs to market, develop and staff your
organization. Lots of people will have suggestions for you and everyone will want to spend your money
with promises of big returns. Stick to your plan, set boundaries, stay focused, keep track.
Pre-startup
 4. Your ‘Why’
A leader can ask herself, “what experiences, connections and feelings do I want to create for
myself, my employees, my customers?” Everything that the leader wants to create is because she
believes the world is better because of it. Overwhelmed feelings happen when she loses touch with
that “why.” Reminding herself of what’s at the heart of her creation recenters her so she can be her
most resourceful.
 5. Value Proposition
The one area that deserves a significant amount of upfront time is solidifying your value proposition
because it enables you to embrace what will set you and your startup apart from other entities.
Understanding your value proposition will allow you to develop a business plan that incorporates
critical resources, key activities, customer segments and required relationships for future success.
 6. Your Personal Brand
Once you launch your business, you will need people to trust you and people to buy from you,
invest in you and work for you. Building a personal brand before you launch will help you achieve
that easier. Create and publish content to establish yourself as an expert in the industry. Nurture
your professional relationships. Talk to the world about your passion. Launching will come as a
natural next step.
Pre-startup
 7. A Sturdy Foundation
I have seen many new business owners overwhelmed by marketing and fancy to-do items.
However, what is truly important is creating the substance for your business in the first place.
Start solidly by doing market research, understanding your “why,” your niches, as well as the
unique impact you will bring, and create products, deliver exceptional results and continuously
listen to feedback!
 8. Applied Strategy Business Planning
There’s a concrete reason why only 56% of business startups survive their fourth year. Most do not
begin strategically and practically with the end in mind. Years of facilitating applied strategy
business planning with startups prove without a doubt that investing time, energy and money in
that process is key to sustainable success beyond a big bang launch and first year’s sensation. Plan
smart!
 9. A Solid Marketing Strategy
“Build it and they will come” is not a strategy. Regardless of how amazing your product is, think
about how you’ll promote and sell it. How will you create awareness, build trust and what will
make customers stick with you once they do choose to buy? Answering these questions requires a
robust, flexible marketing plan aligned with a sales strategy that supports your overall company
strategy.
Pre-startup
 10. Passion And Vision
If a startup leader isn’t motivated by a passion for their product, service or idea, momentum will be
impossible to sustain. A leader is required to have a vision of their company that is shareable with others.
After all, as John Donne writes, “No man is an island.”
 11. Clear Expectations
Ernest Shackleton, the famous explorer, supposedly recruited a boat crew to travel to Antarctica using this
ad: “Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. The safe
return was doubtful. Honor and recognition in event of success.” Startups usually require a specific risk
tolerance and willingness to work long hours. Set the expectations up front!
 12. Market Research
Is there a market for my business idea? Before launching a business, it’s critical to conduct market research
to determine if there is a need and/or desire for your product or service idea. You also need to research your
competition’s market dominance to determine if you have the marketing budget to compete.
 13. Your Story (Startup Storytelling)
Leading a startup is tough! Get very clear about where you are leading it to. Know and feel the story from
the future, what it will be like once you get there. Head, heart, gut story. As you hire, bring people into your
story. Spend time every day reconnecting to the story. In doing so, you are building neural networks and
muscle memory that say “We will do this! We know what it is like to succeed.”
Thank You For Your Patience
and Curiosity of Learning!

All the superbest always!

Startup

3.From idea to Startup:

 A. idea Concept & Product Blue Print
 B. Pitch Deck
 C. Business Plan
 D. Team Buildup
 E. Prototype
 F. Product (MVP)
Startup

3.A. idea Concept & Product Blue Print

Converting an idea into a concept is a real life activity or process.
Calculations, logics and fundamentals help us to change the idea into a concept from
the virtual phase to the real phase.
Specifically written documentation of an idea is a concept . A concept can only be
developed in real environment and, once developed, it should help us to reach an
assessment as to how the idea can work, under what circumstances it will be found
useful, foe whom it will be useful and with what intensity/frequency will the idea be
received, and so on. When we are able to formulate our knowledge at this level, we
become the master of the logical skills, and once we are the masters, earning money
and all the associated rewards will happen spontaneously.
Startup
The development of the concept helps us to move into a new orbit. Then the product blue
print is developed keeping in mind the requirement of the people, the market gap and
market demand. All this, when accomplished, leads to the development of a successful and
efficient launching pad.
The key features of Product Blue Print are:
 Market Competency - to understand the market gap
 Market Dependency - to understand the market demand
 Market Potential - Target Market
 Market Identity - branding and uniqueness of the product (why people will love our
product)
When an idea turned into a concept, then it's easy to make a Product Blue Print based on
that concept which will eventually become the prototype and finally Minimum Viable
Product (MVP).
Example: Pashe
Startup
3.B. Pitch Deck
 Startup Intro: Name, Tagline, Logo
 Purpose: Mission-Vision
 Problem
 Solution
 Target Market & Market Segmentation
 Competition
 Competitive Advantage
 Business Model
 Revenue Projection
 Traction
 Team
(Full detailed discussion and real life example in Post-startup)
Startup
3.C. Business Plan
 Executive summary: Briefly tell your reader what your company is and why it will be successful
 Company description
 Market analysis
 Organization and management
 Service or product line
 Marketing and sales
 Funding request
 Financial projections
(Full detailed discussion and real life example in Post-startup)
Startup
3.D. Team Buildup
Team is one of the most important and handy factor for a startup.
"Team work makes the Dream work!"
When you have an idea and business concept, then you require a team because it is
important to understand one's potential before we start working on the selected idea. We
can be experts in a few skills but cannot be masters of all skills and techniques required to
run a business or to develop a product.
Understanding one's potential and filling the gap by increasing capacity through learning or
by building a team is again as important as seeding and feeding the ideas. This is the
transition phase of the startup you are dreaming of, because the journey from idea seeding
and feeding you travelled so far is alone, but from this onward, you are a group of people
and their combined effort, will decide the direction and growth of the startup.
Startup
Developing a product or building a business model is a multi-skilled activity and it may require
knowledge from various domains like technology, manufacturing, human resources, financing,
marketing and so on. A single man cannot be an expert in all these but he can master one or some
of these domains. The creator who wants to give a shape to his idea must be an expert in the core
of his idea but need to fill the skill gap required for the desired purpose.
If an engineer wants to develop a Mobile App, then he must be an expert in this technology domain
or App development or UI/UX design or whatever he likes to lead and be able to handle all
technological or associated requirements. The other part of the startup, like finance management,
marketing and selling team management and administration activities must be taken care of by
himself but for execution of these activities, he needs to fill the gap by building a team with
expertise in the required domains.
The investment in seeding the idea depends on your personal capacity but nurturing the idea is a
team work where multi-skills are required. At this stage, you need to convince people to be a part
of your idea, and if like-minded people who also love it and understand your emotions and feelings
join you, the time and resources required to develop the idea can then be multiplied which is an
essential requirement for further development of the idea into a product or a startup.
Startup
3.E. Prototype
A prototype is an early sample, model, or release of a product built to test a concept or process.
It is important to realize that by their very definition, prototypes will represent some compromise
from the final production design. Due to differences in materials, processes and design fidelity, it
is possible that a prototype may fail to perform acceptably whereas the production design may
have been sound. A counter-intuitive idea is that prototypes may actually perform acceptably
whereas the production design may be flawed since prototyping materials and processes may
occasionally outperform their production counterparts.
In general, it can be expected that individual prototype costs will be substantially greater than
the final production costs due to inefficiencies in materials and processes. Prototypes are also
used to revise the design for the purposes of reducing costs through optimization and refinement.
It is possible to use prototype testing to reduce the risk that a design may not perform as
intended, however prototypes generally cannot eliminate all risk. There are pragmatic and
practical limitations to the ability of a prototype to match the intended final performance of the
product and some allowances and engineering judgement are often required before moving
forward with a production design.
Startup
Building the full design is often expensive and
can be time-consuming, especially when
repeated several times—building the full design,
figuring out what the problems are and how to
solve them, then building another full design. As
an alternative, rapid prototyping or rapid
application development techniques are used for
the initial prototypes, which implement part,
but not all, of the complete design. This allows
designers and manufacturers to rapidly and
inexpensively test the parts of the design that
are most likely to have problems, solve those
problems, and then build the full design.
This counter-intuitive idea—that the quickest
way to build something is, first to build
something else—is shared by scaffolding and the
telescope rule.
Startup
3.F. Product (MVP)
Minimum Viable Product:
A minimum viable product is a version of a
product with just enough features to
satisfy early customers and provide
feedback for future product development.
A minimum viable product (MVP) is a
version of a product with just enough
features to satisfy early customers and
provide feedback for future product
development.
Gathering insights from an MVP is often
less expensive than developing a product
with more features, which increases costs
and risk if the product fails, for example,
due to incorrect assumptions. The term
was coined and defined in 2001 by Frank
Robinson and then popularized by Steve
Blank and Eric Ries. It may also involve
carrying out market analysis beforehand.
Startup
Description:
A minimum viable product has just enough core features to effectively deploy the product, and no
more. Developers typically deploy the product to a subset of possible customers—such as early
adopters thought to be more forgiving, more likely to give feedback, and able to grasp a product
vision from an early prototype or marketing information. This strategy targets avoiding building
products that customers do not want and seeks to maximize information about the customer with
the least money spent.
"The minimum viable product is that version of a new product a team uses to collect the maximum
amount of validated learning about customers with the least effort." The definition's use of the
words maximum and minimum means it is not formulaic. It requires judgement to figure out, for
any given context, what MVP makes sense. Due to this vagueness, the term MVP is commonly used,
either deliberately or unwittingly, to refer to a much broader notion ranging from a rather
prototype-like product to a fully-fledged and marketable product.
An MVP can be part of a strategy and process directed toward making and selling a product to
customers. It is a core artifact in an iterative process of idea generation, prototyping,
presentation, data collection, analysis and learning. One seeks to minimize the total time spent
on an iteration. The process is iterated until a desirable product/market fit is obtained, or until
the product is deemed non-viable.
Steve Blank typically refers to minimum viable product as minimum feature set.
Startup
Purposes:
 Be able to test a product hypothesis with minimal resources
 Accelerate learning
 Reduce wasted engineering hours
 Get the product to early customers as soon as possible
 Base for other products
 To establish a builder's abilities in crafting the product required
 Brand building very quickly

Key MVP elements: An MVP must include these key elements in production quality-
 Functionality - the set of features must deliver clear value to the user
 Design - the design of the MVP must be up to the highest industry standard
 Reliability - production quality standard needs to be achieved by rigorous testing
 Usability - the MVP must be easy to use and intuitive
Startup
Testing:
Results from a minimum viable product test aim to indicate if the product should be built to begin with.
Testing evaluates if the initial problem or goal is solved in a manner that makes it reasonable to move
forward.
Notable quotes: Steve Blank: “You’re selling the vision and delivering the minimum feature set to
visionaries, not everyone.”

Marketing:
Releasing and assessing the impact of a minimum viable product is a market testing strategy that is used
to screen product ideas soon after their generation. In software development, the release is facilitated
by rapid application development tools and languages common to web application development.
The MVP differs from the conventional market testing strategy of investing time and money early to
implement a product before testing it in the market. The MVP is intended to ensure that the market
wants the product before large time and monetary investments are made. The MVP differs from the
open source software methodology of release early, release often that listens to users, letting them
define the features and future of the product. The MVP starts with a product vision, which is maintained
throughout the product life cycle, although it is adapted based on the explicit and implicit (indirect
measures) feedback from potential future customers of the product.
The MVP is a strategy that may be used as a part of Blank's customer development methodology that
focuses on continual product iteration and refinement based on customer feedback. Additionally, the
presentation of non-existing products and features may be refined using web-based statistical hypothesis
testing, such as A/B testing.
Startup

Business Model Canvas:

The Business Model Canvas is used to map in the major components and activities
for a company starting out. The minimum viable product can be designed by
using selected components of the Business Model Canvas:
 Customers
 Value proposition
 Channels
 Relationship
Thank You For Your Patience
and Curiosity of Learning!

All the superbest always!

Startup

4.Startup Developing Process :

 A. Business Filtering
 B. Launching
 C. Piloting (Beta Version)
 D. Customers Feedback and R&D
 E. Product Development (Pro Version)
Startup

4.A. Business Filtering

Before launching any product or business service, we must filter it through the
Business Traffic Filter to identify the potential customers. If it is done effectively,
cost associated with marketing and promotion can be reduced. It is very important
for a new startup or a new product to reach the potential customer. Otherwise,
there is a huge chance of diversion of the resources and efforts in the initial stage of
business.
Whatever the nature of the product, if it is not launched into the right market and
targeted at the right people, it cannot make an impact. For sure success, we must
identify our target market and the Business Traffic Filter Tool helps us to use our
resources in the right direction.
Startup
The Business Traffic Filter Tool’s working mechanism is very simple and can be used for sustainable
growth of the business is that the right product must be delivered to the right people in the right
market. Sometimes it may be very critical but the tool helps us to identify the following:
 Right people
• As a Team
• As a Client
 Right Market
When our product is launched into the market, people using similar products may not take it seriously
and even sustained efforts may not help our product to make an impact in the market. The startup or
the first timer in the business domain may face tough competition from the existing market players.
Huge investment into marketing and promotional activities may not be possible by startups who are in
the bootstrap stage. Filtering the right people for our product may help us to penetrate the market.
Identifying people, who may be our potential clients, is a three-step process. The fundamental of the
working mechanism of the filter tool is universal and works for any product.
Studies in the field of customer behavior have revealed that when customers invest their hard earned
money in any product, they are most conscious about the use of this money and think many times
before buying the product. They think many times if the product is useful for them or not, whether it
will solve their problems for which they are going to buy the product, and so on. This is because
ultimately they are investing their time in the product because they have earned the money by
investing their time somewhere else.
Startup
Business Filter Tool:
 Physical involvement > Emotional involvement > Time involvement > Happy Customer
So, it is most important for any business or product to convert the mass into clients, and it can
be possible only when people start taking interest in the product by investing their time in the
product. If this happens, they will turn into happy clients.
A person can invest his precious time and money in a product only when he feels an emotional
attachment with the product and emotional attachment is possible when he involves himself
with the product.
Any product cannot fulfill the requirement of each and every one, so it is most important to
identify such markets where people may show interest for our product. After getting the first
few right people for our product, we can expand our resource to get the momentum and
direction. The right market will depend on factors, like the geographical area, living standard in
an area, whether it is an urban or rural area, the paying capacity of the targeted population
etc.
For deeper penetration into the market, people can be classified by their age, requirement,
paying capacity and gender. We must consider all these parameters to assess the true potential
of the market for our product.
Startup
The effective working of the Business Traffic Filter Tool depends on many parameters,
but the two most important factors are, training the team and educating the people.
 Train the Team
Get the team to involve with the product and train the team about the product. It is
very important for the team to have a thorough knowledge about the product because
they are going to be the intermediaries between the product and the people. The team
must be able to satisfy the queries of potential customers so as to build trust among the
people about the product.
 Educate the People
The second most important thing is to educate the people who have shown interest in
our product. Share with them all advantages and opportunities associated with the
product and explain why this product is much matter than the existing product(s). If the
interested people are convinced properly, surely they will invest their time and money
with our product. At the same time, we should also explain the limitations of our
product to create a long term relationship with them.
Startup
4.B. Launching
 Make a robust plan before launching
 Testing before launching so that it functions well, I mean it works or not
(Internal Testing by Team Members or FnF)
 Set the Launchpad (TEMP + others)
 Soft Launch
 Make an Event on Launching Ceremony (if required)
 Do PR / Press Briefing (if required)
Startup

4.C. Piloting (Beta Version)

 Add minimal but most important Features for Beta Version to do Piloting
 Survey from Potential Target Market (Select a small group of people / user
and try to give them the minimal service but best quality)
Startup

4.D. Customers Feedback and R&D

 Take customers feedback
 Make a List of all the Feedbacks (Positive & Negative both are important)
 Do Research on all of the Feedbacks
 Start Development Process again based on the Feedbacks and Research
Startup

4.E. Product Development (Pro Version)

 Include every Customers Feedback and R&D in the MVP
 Repeat the “From idea to Startup” process
(Idea Concept > Product Blue Print > Prototype > Product)
 Testing again
 Launch again (Grand Launching Ceremony & PR if required)
 Product Life Cycle to be continued……..
(R&D > Innovation > Integration > Testing > Launching > Feedback > R&D)
3P’s of Startup Entrepreneurship
Thank You For Your Patience
and Curiosity of Learning!

All the superbest always!