The document discusses different types of startups: Lifestyle startups focus on passion projects with small revenues. Small business startups aim to support a family with a known product. Scalable startups search for a business model to grow big with unknown customers/features. Buyable startups seek an exit through acquisition. The document also discusses sustaining/disruptive innovation at large companies and social entrepreneurship. It defines a startup as searching for a repeatable, scalable business model under uncertainty. The lean startup process is presented as a solution to validate learning through frequent experiments and customer feedback over rigid plans.
If you are like many people, even the thought of delivering a speech in front of an audience will get your palms sweating. The fear of public speaking ranks high among the most common phobias, and for good reason: most of us approach the situation with the wrong mindset, which in turn makes us live out our worst fears in a public forum.
As Michael Parker notes in IT’S NOT WHAT YOU SAY: How to Sell Your Message When It Matters Most (A TarcherPerigee paperback; on sale January 2016), our fixation on the content of our words – and not the presentation of ourselves – is what brings us down. Once the Vice-Chairman of London’s Saatchi & Saatchi, and one of the world’s most experienced advertising pitch men, having made more than 1,000 pitches in his successful career, Parker has learned first-hand that an effective presentation, a job interview, or even a speech at a wedding hinges on our ability to portray ourselves as passionate, relatable, and collected. But, if we are focused on what we say, and not how we act, we will fail to persuade our audience.
Applied in the boardroom, at the pulpit, or even in conversation, these tenets will help you present better in any situation.
This document discusses product discovery and defines it as determining "what to build", "why is this product needed", "who has the problem", and "what should be built". Traditional product discovery is viewed as pre-work to generate ideas, but it faces challenges in fast-paced environments where needs change. Agile focuses on how to build well but not what to build. The document advocates for modern product discovery approaches like design thinking, lean startup, and dual-track development to focus on quick, validated learning through customer development and business model innovation. Key aspects of product discovery discussed are understanding customer pain points, jobs-to-be-done, and determining what customers would pay for.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
The document introduces the Business Model Canvas as a tool for visually representing all aspects of a business model in one page using nine building blocks that describe the value proposition, infrastructure, customers, and finances of the business. It provides an overview of each of the nine building blocks that make up the Business Model Canvas, including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The Business Model Canvas is presented as a tool to help entrepreneurs, business people, and organizations understand, develop, and improve their business models.
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
The document discusses testing minimum viable products (MVPs) for startups. It begins by providing examples of products that failed despite large investments and outlines common reasons for failure. It then defines the context of a startup as experimentation to validate business models through frequent customer feedback. The document describes the three stages of a startup and emphasizes that learning is progress. It advocates for building an MVP, which is the fastest way to test business hypotheses with minimum effort. The rest of the document provides examples of how to test MVPs to validate problems, solutions, and product-market fit with low-cost experiments like landing pages, surveys, prototypes, and pre-orders.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
An effective pitch presentation can be the difference between securing investment and/or support for your startup. Download our slide presentation, "Build a Better Pitch Deck," and gain insight on what content to include in your slides and how to design them for the most impact. This information is aggregated from leading entrepreneurship and investor sources both in Arizona and throughout the nation.
Laicos is a technology Startup Studio led by Ryan Negri and Kyle Matthews. With 20 years combined operational and startup experience, Negri and Matthews want to shape the up-and-coming startup ecosystem of Tampa, Florida, developing their own ideas to create a new tech hub of innovation and entrepreneurship.
A “Startup Studio” is a structure whose aim is to repeatedly build products into companies. Thanks to its infrastructure and resources, a startup studio increase a product’s chance of success and optimize its creation and growth.
The difference between incubators/accelerators and Startup Studios is the vested human capital involved around an idea. At the core of the startups studio model are dedicated teams helping business ideas develop into beautiful products and successful companies.
Laicos’ flagship inaugural product, Fuse, is a social media management platform for the consumers and power users, with a simple price model and a clean and attractive UI. In addition, Laicos is developing four additional products: BusFinder, currently in beta version, an app utilizing data from the Tampa Public Transportation System; $1Market, to offer many different services to users for $1 dollar/mo, Order to Seat, for fans to order food to their seat while at a stadium or arena, and FoodStops, a food truck tracking app for consumers and marketing platform for vendors. In 20I7, we plan to work with other founders to help turn their ideas into reality.
This document provides an overview of the Lean Startup methodology. It discusses key concepts like Minimum Viable Product (MVP), the Build-Measure-Learn loop, and Customer Development. Examples are given of startups like Dropbox and Peernuts that used Lean Startup principles to test ideas quickly and iteratively before building full products. The document warns against common startup failures like building too many features without customer feedback. It advocates starting simply to test assumptions and get feedback early in the development process.
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
This document provides an overview of the Lean Startup methodology developed by Eric Ries. It discusses that a startup is an organization designed to create a new product or service under conditions of uncertainty. The Lean Startup methodology advocates for the build-measure-learn feedback loop to test hypotheses, build minimum viable products, measure customer feedback, and iterate based on validated learning. It provides examples of how companies like Airbnb have used this process and discusses when to pivot or persevere based on measured metrics.
The document provides an overview of the Lean Startup methodology. It discusses that the goal of a startup is to quickly figure out what customers want and will pay for through systematic experiments. The Lean Startup process involves having a clear vision and testing hypotheses about customer value and growth through a build-measure-learn feedback loop using minimum viable products. It emphasizes validated learning to determine whether to pivot the strategy or persevere based on empirical results.
This is an internal “brown bag” presentation I did at PlayHaven, introducing the fundamentals of Lean Startup methodology. Unfortunately, the Cookie Monster GIF doesn’t animate in the Slideshare presentation but you enjoy it 24/7 by clicking this link: http://gifsoup.com/view/1836944/cookie-monster.html :)
Also note that you may notice a few jumps in the included audio recording - I had to remove some sensitive material.
Ryan
@rrhoover
http://ryanhoover.me
Entrepreneurship involves starting and running a new business, which is often a small business initially. An entrepreneur takes on the risks of starting a new venture to potentially profit from their ideas. There are four main types of entrepreneurship: small business, scalable startups, large companies developing new products, and social entrepreneurship focused on social needs over profits. Successful entrepreneurs tend to be willing to take risks, innovative in creating new ideas and processes, and have a clear long-term vision for their business combined with strong leadership and flexibility.
This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
The document discusses different types of startups and lessons learned about building startup ecosystems. It outlines four main types of startups - lifestyle startups that allow owners to pursue a passion, social entrepreneurship startups that solve social problems, small businesses that support families, and scalable startups designed for growth. It also examines the factors that contributed to the success of Silicon Valley's ecosystem, including government investment, university research, a culture that embraces risk, and the necessary infrastructure, culture, tools, and motivations.
The document discusses entrepreneurship and developing a successful business. It provides an outline for an entrepreneurial project between 2011-2013 involving several European countries. The document covers defining entrepreneurship, characteristics of successful entrepreneurs, developing a business idea and plan, marketing strategies, and establishing an ethical business culture. The goal is to help entrepreneurs develop the necessary skills and solutions for future business opportunities.
The document summarizes Steve Blank's talk on demolishing the status quo in entrepreneurial education. In 3 sentences: The talk discusses how startups search for a business model while established companies execute known models; it argues that business schools focus on managing large companies and don't teach the customer development process essential for startups; and it proposes establishing entrepreneurship schools that teach the iterative business model development process used by startups.
idealabs: contributing to the Belgian entrepreneurial communityCedric Deweeck
The document outlines plans to build an entrepreneurial ecosystem and hub in Antwerp, Belgium. It discusses establishing an accelerator program and coworking space to bring together entrepreneurs, investors, mentors, universities and more. The goals are to shape the community around lean startup principles, host regular engaging events, and blend startups and large companies by teaching intrapreneurship classes and applying lean methodology to corporations. The final step is to open an on-site product lab for rapid prototyping. The overall aim is to create a vibrant startup community in Antwerp through these initiatives.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
IKEA is used as a case study of a company that successfully stimulates innovation and change. IKEA communicates its innovation strategy widely and partners everyone in developing the strategy. Some innovations IKEA has implemented include popup advertising, moving showrooms, and storage balconies. In contrast, Kodak failed to inject innovations into its products and lost market share as a result. The document outlines six ways companies can stimulate innovation, such as being open to new ideas, uncovering change champions, and allowing occasional failures by taking risks. Barriers to innovation include inadequate funding, closed-mindedness, and inflexible processes.
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
El emprendimiento es una actitud, y como tal, no lo enseñan en ninguna parte. Solo se pueden encontrar consejos. He aquí algunos que hemos aprendido con el paso del tiempo, con nuestra experiencia, y en textos.
This document outlines Idealabs' plans to boost innovation in large companies and build an entrepreneurial ecosystem in Antwerp, Belgium. It discusses running an accelerator program to select and support early-stage startups, converting a building into an innovation hub for collaboration, and blending large companies and startups through classes, workshops, and an on-site prototyping lab to encourage innovation. The goal is for large companies to act more like startups and accelerate innovation, while supporting startups and building an entrepreneurial community.
This document discusses developing new business ideas. It covers characteristics of successful entrepreneurs, identifying business opportunities by finding gaps in the market and consumer needs. It also discusses evaluating business opportunities through research and determining market demand. Additionally, it addresses economic considerations, financing options, measuring potential success through sales estimates and profits, and putting the business idea into practice with a business plan. The document provides resources for further reading and research on business topics.
Start up a business and change the world vs4John Spindler
This document provides information about starting a business and growing it successfully. It introduces lean startup principles like the minimum viable product and business model canvas. It discusses the differences between self-employed and high-growth businesses and outlines a new startup model focused on customer discovery. Finally, it addresses common challenges like accessing funding and provides resources for entrepreneurs.
This document provides an introduction to entrepreneurs and entrepreneurship. It covers the meaning of entrepreneur, evolution of the concept, functions of entrepreneurs including innovation and risk taking. It discusses types of entrepreneurs like innovative vs imitative. It also defines intrapreneurs as employees who develop innovative ideas within a company. The stages of the entrepreneurial process are outlined including idea generation, opportunity evaluation, planning, launch, and growth. Methods of generating ideas and creative problem solving techniques are also summarized.
This document outlines different types of startups and how entrepreneurship programs should be structured differently than traditional business schools. It discusses 6 types of startups - lifestyle, small business, scalable, buyable, sustaining innovation, and disruptive innovation startups. For each type, it provides the goals, exit criteria, and skills needed. It argues entrepreneurship schools should focus more on skills like business model design, customer development, and agile development, whereas business schools focus more on accounting, finance, and management. The goal is to teach students how to test hypotheses, design minimal viable products, and quickly learn through experimentation - skills more applicable to starting scalable businesses.
Innovating how we Innovate - How can We help Adelaide become an Innovation Hub?Rick Carter
With one in 2000 startups becoming a a successful High Growth Business there needs to be a change in the way we Innovate . In Adelade there is a great innovation Eco System but what we need is a getter approach to Innovation .....using the models and methodology developed by Harold Sharples and backed by a Digital Marketing System developed by Kwai Yu
Entrepreneurship in Spain. The Lean Startup. Business Model Canvas.Jaume Teixi
eent
EDUCATION ABOUT ENTREPRENEURSHIP AND NEW TECHNOLOGIES
@JaumeTeixi
13/07/2011
Entrepreneurship in Spain.
Lean Startup.
Business Model Canvas.
Spanish Startup Ecosystem.
Customer Development.
Agile Software Development
This document discusses business model innovation and emerging trends. It notes that business models are changing due to factors like the collaborative economy, crowdfunding, and the Internet of Things. Business model innovation can range from incremental to radical changes and expand across industries, businesses, products, and processes. Entrepreneurs often innovate business models because they want to do something different, share their passion, and experiment through hard work over time. The document suggests platforms are becoming new middlemen and products are being redesigned.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
This document discusses different types of startups and what is needed to support scalable startups that can experience high growth. It identifies six types of startups - lifestyle, small business, scalable, buyable, large company sustaining innovation, and large company disruptive innovation. Scalable startups that are designed to grow big have the potential to provide the most job growth but require an ecosystem with entrepreneurs, incubators, angel funds, and venture capital funds to support them at each stage. However, current policies in Finland related to capital gains, immigration, views on risk and failure actively discourage scalable startups. The document argues that public funding should focus on attracting private capital in the forms of experienced incubators and venture
The document describes different types of startups and business models. It discusses how startups have evolved over time from building small businesses in the 1970s-1990s to flipping companies during the dot-com bubble to today's focus on building scalable businesses using the lean startup methodology. The lean startup approach involves searching for a repeatable business model through customer development and validating hypotheses via iterative customer feedback, rather than relying on upfront business plans. Pivoting based on learning is key. Later sections provide examples of applying these concepts through the Lean LaunchPad class, testing business model hypotheses for a proposed startup called OurCrave.
Sme management group 1 demand & share price rounds 1 3John Greene
This document provides information from a business simulation including that domestic demand is the only factor included, results must account for the cumulative effect of decisions, and it lists the share price and rounds from the simulation.
The document discusses different types of startups, including lifestyle startups focused on passion projects, small business startups focused on supporting a family, scalable startups designed to grow big, buyable startups aimed to be acquired, and different types within large companies like sustaining innovations or disruptive new divisions. It defines a startup as a temporary organization searching for a repeatable and scalable business model under conditions of uncertainty. The lean startup process is presented as a solution, taking inspiration from lean manufacturing to emphasize validated learning through building, measuring, and learning from frequent experiments.
The document discusses the history and evolution of advertising from ancient times to the modern information age. It traces the shift from pre-marketing eras where advertising involved simple notices, to the industrial economy period where mass communication and research became important. More recently, the interactive era has emerged with the rise of digital media that allows for two-way communication between advertisers and consumers. The document provides sources and context for understanding the changing nature of advertising over time.
Scred's Lessons outlines mistakes made and lessons learned from starting the company Scred, which helps groups manage money. Some key mistakes included usability issues, lack of a clear leader, and not measuring metrics. The document recommends marketing a startup through involvement, passion, authenticity about the product and being original. It announces Scred is releasing a new sub-product and looking for launch partners like event organizers and bands.
This document provides basic information about three countries: Ireland, Finland, and South Korea. It lists facts such as the size, population, official languages, and capitals of each country. Images related to the three countries are also mentioned. The document focuses on Ireland and Finland, with sections on Irish and Finnish cities, culture, food, crafts, sports, and more.
The document discusses Nike's digital marketing strategy around Nike+, a platform allowing users to sync their workout data from Nike shoes to iTunes. It highlights how Nike used permission marketing to build an engaged community of runners and promote the Nike brand. It also summarizes the launch and success of Nike+, noting it drove a 10% increase in Nike sales and had over 3 million users logging more than 3 million miles within 6 months of launch.
This document provides guidance on writing an abstract for a thesis or article. It explains that an abstract should be a short summary that identifies the main topics, arguments, or findings of the work. It should allow readers to understand the basic content without reading the full work. The abstract is written after completing the research and should be concise, using simple language and avoiding jargon. It typically includes four paragraphs that outline the objectives and scope, methods used, main results, and recommendations or conclusions. Keywords from the abstract are also included for indexing purposes. Common mistakes to avoid and additional resources for writing abstracts are also referenced.
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
Views in Odoo - Advanced Views - Pivot View in Odoo 17Celine George
In Odoo, the pivot view is a graphical representation of data that allows users to analyze and summarize large datasets quickly. It's a powerful tool for generating insights from your business data.
The pivot view in Odoo is a valuable tool for analyzing and summarizing large datasets, helping you gain insights into your business operations.
Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
Lecture_Notes_Unit4_Chapter_8_9_10_RDBMS for the students affiliated by alaga...Murugan Solaiyappan
Title: Relational Database Management System Concepts(RDBMS)
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : DATA INTEGRITY, CREATING AND MAINTAINING A TABLE AND INDEX
Sub-Topic :
Data Integrity,Types of Integrity, Integrity Constraints, Primary Key, Foreign key, unique key, self referential integrity,
creating and maintain a table, Modifying a table, alter a table, Deleting a table
Create an Index, Alter Index, Drop Index, Function based index, obtaining information about index, Difference between ROWID and ROWNUM
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
Feedback and Contact Information:
Your feedback is valuable! For any queries or suggestions, please contact muruganjit@agacollege.in
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
How to Store Data on the Odoo 17 WebsiteCeline George
Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
Integrated Marketing Communications (IMC)- Concept, Features, Elements, Role of advertising in IMC
Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
Classification of advertising: Geographic, Media, Target audience and Functions.
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
6. Small Business
Start-Up
Serve known customers with a known product
Work to feed the family
Source:http://1990institute.org/microfinance/profiles
7. Small Business
Start-Up
Exit Criteria
Business Model found
Small
Startup Profitable business
Existing team Business
< €100K in revenue
Source:http://1990institute.org/microfinance/profiles
9. Scalable Start-Up
Goal is to solve for: unknown customers &
unknown features. Born to be Big
10. Scalable Start-Up
August 2011
2,014,100
August 2009
January 2009 905,980
October 2007 400,980 +1530%
131,600
+688%
+304%
There are now 2,014,000 Facebook accounts active in Ireland, which means that 44pc of Ireland’s 4.5m population is on Facebook Source:http://www.siliconrepublic.com/new-
media/item/23292-now-2m-facebook-accounts-in/
Exit Criteria
Search Execute
Scalable Business model found Large
Total Available Market > €300m Company
Startup
Can grow to €50/year
16. Large Company Sustaining
Innovation
Scalable Large
Transition
Startup Company
Pic Source:http://www.newlaunches.com/archives/nokias_phone_history_timeline.php
25. Entrepreneurship is Management
Entrepreneurship is an institution, not just
a product, and so it requires a new kind
of management specifically geared to its
context of extreme uncertainty.
26. Validated Learning
“search for a
repeatable
scaleable
business
model”
Startups exist to learn how to build a
sustainable business. This learning can be
validated scientifically by running frequent
experiments that allow entrepreneurs to
test each element of their vision.
27. Build-Measure-Learn
The fundamental activity of a startup is to turn
ideas into products, measure how customers
respond, and then learn whether to pivot or
preserve. All successful startup processes should
be geared to accelerate that feedback loop.
28. Innovation Accounting
To improve entrepreneurial outcomes and
hold entrepreneurs accountable, how to
measure progress, how to set up
milestones & how to prioritize work.
29. Problem 1
1st problem is caused by
the allure of a good plan,
a solid strategy, and No business plan survives
thorough market
research. Startups first customer contact
operate with too much
uncertainty. Startups do
no know yet who their
customer is or what their
product should be.
Pic Source:http://businesswheel.com/
30. Problem 2
2nd problem is that after seeing traditional
management fail to solve this problem, some
entrepreneurs and investors have thrown up
their hands and adopted the “just do it” school
of startups.
31. Solution = Lean Startup
Taiichi Ohno Shigeo Shingo
Lean Startup takes its name from the
lean manufacturing revolution that Taiichi
Ohno and Shigeo Shingo are credited
with developing at Toyota.
32. Traditional Product Development
Waterfall
Requirements
Specifications
Design
Problem: known
Solution: known
Implementation
Unit of progress: Verification
Advance to the
next stage
Maintenance
33. Agile Product Development
“Product Owner” or in-house customer
Problem: known
Solution: unknown
Unit of progress:
A line of working
code
34. Lean Start-up
Pivot
Customer Development
Hypotheses, Experiments,
Problem: unknown Insights
Solution: unknown Data, Feedback,
Insights
Agile Development
Unit of progress: Customer
Validated learning Development:
My Model Requires
about customers you to get out of the
building
($$$)