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Innovation accounting at BackupAgent v2

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Innovation accounting at BackupAgent v2 This is how BackupAgent applies Lean Startup and Innovation Accounting.

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Innovation Accounting at BackupAgent (2013) Lean startup principles put to practice Robbert van Geldrop| Founder and CTO 1
About BackupAgent  Vendor of Cloud Backup Software • Based in Delft, The Netherlands • Funded in 2007 by Solid Ventures • Funded in 2013 by Runa Capital  No direct sales; exclusive through: • (Hosting) Service Providers • Telcos • Cloud Service Brokers  Where are we • Profitable business • 400+ partners in 50+ countries 2
 We build Cloud Backup Software  We sell our technology to service providers  We apply Scrum and Kanban The key question is always what to build or improve next 3 Build
 We have a lot to measure: • Which features are customers using? • On which platform are they installing it? • Which features can our partners sell best and why?  Business model: • How to charge partners? • How much customers are they bringing in? 4 Measure
 We measure software usage through DeskMetrics: • Features • OSes • Demographics  We keep track of our install base through license reporting: • Increase of users • Increase of TBs 5 Measure
We wanted to know if further improvement of our Exchange 2007 plugin would be a good idea: Remember: we interviewed our partners about this too and they confirmed this finding 6 Validation of features and improvements
7 Estimation of the opportunity of feature
‘A cohort is a group of people who share a common characteristic within a defined period’ Cohorts can teach us about potential to scale and sustainability: The hard part is how to choose your cohort Do it yourself: http://www.alivelearn.net/?p=1240 8 Measure – Cohorts!
 We wanted to validate the sustainability of our partner model: • Recruiting new partners is expensive • Not all of our partners are selling our services successfully  A sustainable partner network validates further investment: • Increase marketing • Develop new features faster 9 BackupAgent’s cohorts Cohort analysis shows partnerships are very sustainable over time: This includes churn, so successful partners outgrow churning partners consistently. Invoiced usage fees per cohort of activated partners per Q Metrics validate scaling of marketing effort: • Average Lifetime Value (LTV) = ±12,000 EUR • Cost of Acquisition (COCA) = ±5,500 EUR • 100% recurring revenues
 BackupAgent ALWAYS enriches data with in-depth interviews: • You need to know about cause and reason that hides behind data • These reasons and causes make the data actionable Customer development is the best methodology for this 10 Measure – qualitative data
 Learning is not a system: • BackupAgent is only starting to embed the learning part • It’s the softest side of Lean Startup  Active learning can be captured by the Business Model Canvas  It’s the process that goes behind making and updating the canvas that really matters  Not all learning takes places at a time you plan for it, ideally anyone could instantiate his/her own little iteration 11 Learn
12 Learn – BackupAgent’s Canvas
 Your canvas will be a mess if you put all opportunities in the model – so how do you deal with that?  We implemented the concept of ‘option cards’ • You draw a ‘mini’-canvas on a card symbolizing your option • You do this for each opportunity • By doing this you can log and track progress on everything  The deck of cards get prioritized and actions are agreed on weekly basis 13 Learn – Converting your canvas into actions
 The Option Cards Kanban: 14 Learn – Converting your canvas into actions
Follow us @BackupAgent facebook.com/BackupAgent youtube.com/user/backupagent linkedin.com/company/backupagent-bv Questions? Thank you for listening Robbert van Geldrop robbert@backupagent.com @rvangeldrop

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Innovation accounting at BackupAgent v2

  • 1. Innovation Accounting at BackupAgent (2013) Lean startup principles put to practice Robbert van Geldrop| Founder and CTO 1
  • 2. About BackupAgent  Vendor of Cloud Backup Software • Based in Delft, The Netherlands • Funded in 2007 by Solid Ventures • Funded in 2013 by Runa Capital  No direct sales; exclusive through: • (Hosting) Service Providers • Telcos • Cloud Service Brokers  Where are we • Profitable business • 400+ partners in 50+ countries 2
  • 3.  We build Cloud Backup Software  We sell our technology to service providers  We apply Scrum and Kanban The key question is always what to build or improve next 3 Build
  • 4.  We have a lot to measure: • Which features are customers using? • On which platform are they installing it? • Which features can our partners sell best and why?  Business model: • How to charge partners? • How much customers are they bringing in? 4 Measure
  • 5.  We measure software usage through DeskMetrics: • Features • OSes • Demographics  We keep track of our install base through license reporting: • Increase of users • Increase of TBs 5 Measure
  • 6. We wanted to know if further improvement of our Exchange 2007 plugin would be a good idea: Remember: we interviewed our partners about this too and they confirmed this finding 6 Validation of features and improvements
  • 7. 7 Estimation of the opportunity of feature
  • 8. ‘A cohort is a group of people who share a common characteristic within a defined period’ Cohorts can teach us about potential to scale and sustainability: The hard part is how to choose your cohort Do it yourself: http://www.alivelearn.net/?p=1240 8 Measure – Cohorts!
  • 9.  We wanted to validate the sustainability of our partner model: • Recruiting new partners is expensive • Not all of our partners are selling our services successfully  A sustainable partner network validates further investment: • Increase marketing • Develop new features faster 9 BackupAgent’s cohorts Cohort analysis shows partnerships are very sustainable over time: This includes churn, so successful partners outgrow churning partners consistently. Invoiced usage fees per cohort of activated partners per Q Metrics validate scaling of marketing effort: • Average Lifetime Value (LTV) = ±12,000 EUR • Cost of Acquisition (COCA) = ±5,500 EUR • 100% recurring revenues
  • 10.  BackupAgent ALWAYS enriches data with in-depth interviews: • You need to know about cause and reason that hides behind data • These reasons and causes make the data actionable Customer development is the best methodology for this 10 Measure – qualitative data
  • 11.  Learning is not a system: • BackupAgent is only starting to embed the learning part • It’s the softest side of Lean Startup  Active learning can be captured by the Business Model Canvas  It’s the process that goes behind making and updating the canvas that really matters  Not all learning takes places at a time you plan for it, ideally anyone could instantiate his/her own little iteration 11 Learn
  • 12. 12 Learn – BackupAgent’s Canvas
  • 13.  Your canvas will be a mess if you put all opportunities in the model – so how do you deal with that?  We implemented the concept of ‘option cards’ • You draw a ‘mini’-canvas on a card symbolizing your option • You do this for each opportunity • By doing this you can log and track progress on everything  The deck of cards get prioritized and actions are agreed on weekly basis 13 Learn – Converting your canvas into actions
  • 14.  The Option Cards Kanban: 14 Learn – Converting your canvas into actions
  • 15. Follow us @BackupAgent facebook.com/BackupAgent youtube.com/user/backupagent linkedin.com/company/backupagent-bv Questions? Thank you for listening Robbert van Geldrop robbert@backupagent.com @rvangeldrop