How to Rock Startup Weekend Like a Boss

Christine Goodwin

Startup Weekend Bootcamp All You Need to Know to Keep Calm and Rock it Like a Boss

About Me Engineer. Disruptor. Chronic multi-tasker.

Christine Goodwin Founder/CEO WishStars | Co-Founder FredXchange | Engineer

MY BIO 20+ year software and systems engineer. Entrepreneur and serial disruptor. Founder/CEO WIshStars. Co-Founder FredXchange. Lead Organizer Startup Weekend Fredericksburg. Mom. Wife. Lover of life.

ENTREPRENEUR 100%

ENGINEER 100%

EDUCATOR 50%

eMobilitie

Integrated Technical Solutions

WishStars

Facebook.com/WishStars4U

Twitter.com/cag123

FredXchange

VA TOP 50 Entrepreneur

Startup Weekend

SkillUpVA

1987-1993

SAIC Raytheon Booze Allen Nichols Research Network Solutions CSC

I Do Stuff & Things: #FXBG Local Startup Scene Startup ecosystem building in Fredericksburg VA.

http://fredxchange.org

My Stuff Life’s short. Do cool sh!t

https://wishstars.com

Simplify – Fundraising & Crowdsourcing for classrooms resources Connect – Connect businesses & donors to teachers Transform – Make every classroom an incubator

#startupkids

What You Will Learn Discover. Learn. Build. Measure. Repeat.

Discover Find a problem. Find out who else has it or change the problem.

Learn Validate that it’s not just your problem. Learn from your customers. Then build it better . For them.

Measure Capture metrics. Engage users. Compare against Lean Canvas. Pivot or add next feature set.

Build Get your growth hacks on. Repeat. It’s about execution. Not features.

OMG, Your Startup Idea is So Awesome

STARTUPS FAIL

STARTUPS ALIVE AFTER 5 YEARS SUCCESS RATE 1st TIME

PERCENT OF STARTUPS THAT PIVOT AFTER FUNDING

STARTUPS THAT FAIL FROM LACK OF PLANNING

Topics We will Cover Move fast. Break things.

What’s a Startup? Hint: They aren’t small companies

How do You Start? Focus on the

problems. Of other people.

Discover. Learn. Build. Measure.

Run little experiments. All the time.

Move Fast. Break Things

Why Startups Matter It’s about the economy, yo.

70% New Jobs Created

Startups are responsible for the highest net job creation in the United States + 6%

Immigrant Founders in 2013

501 Communities

In 75 Countries

Startup Communities Are everywhere

Native born US Founders in 2013

Some Stats Because I love data.

40% 39+

3750% South Eastern US

60% Increase projected

7% Women

Avg. Age of First Time Founders

Fastest Growing Startup Market in

Southern US has explosive growth in startups and startup

funding in the last 5 years.

Globally 400 Million Entrepreneurs in

2014. 1 Billion by 2020.

Funding

93% of male entrepreneurs who go after funding get funded. Fewer female

founders.

AGENDA! • Pitch Fire • Team Formation • Execution • Business Model • Customer Discovery & Validation • MVP • Validation • Final Pitch

Pitch FIRE Your minute to win it!

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

• Name • Keywords • Tagline • Elevator Pitch

Pitch Fire: Anatomy of a Winner 11

Name • Make it memorable

• Twitter • Hootsuite • Google

• Make it short • Vine • path

Make it web friendly/describe your offering • Facebook, Instagram, Pinterest

Pitch Fire: Say My Name 12

• Value proposition • Keywords can Tie it to a known entity

quickly • Kickstarter for K-12 classrooms • Groupon for defense contracting • Pinterest for strippers

Pitch Fire: What’s in a WORD? 13

Taglines • Think different • Just Do it • The ultimate driving machine • A DIAMOND IS FOREVER • See the difference you make

Pitch Fire: Taglines -> Make it Personal 14

• Elevator Pitch • If you can’t say it in 60 seconds, you have a problem • Get Personal

• “70% of parents would rather write a check to teachers to avoid pimping out their kids for overpriced gift wrap…”

• Do your homework • Who are your customers? • What’s their problem? • How do you solve it? • How are you different?

Pitch Fire: Minute to Win It 15

PITCH FIRE: LET’S GO FOR A RIDE

[Proven industry example] for/of [new domain].

Venture Hack’s High-Concept Pitch

1. Flickr for video 2. Friendster for dogs 3. Pinterest for strippers

Pitch Fire: Examples 17

For ____________ (target customer) who ___________ (statement of the need or opportunity) our (product/service name) is ____________ (product category) that (statement of benefit) ____________ .

Example For non-technical marketers who struggle to find return on investment in social media our product is a web-based analytics software that translates engagement metrics into actionable revenue metrics.

Geoff Moore’s Value Positioning Statement Template

“We help X do Y doing Z”.

Example We help non-technical marketers discover return on investment in social media by turning engagement metrics into revenue metrics.

Steve Blank’s xyz

Customer: ____________ (who your customer is). Problem: ____________(what problem you're solving for the customer). Solution: ____________ (what is your solution for the problem).

Customer: I believe my best customers are small and medium-sized business (SMB) markets.

Patrick Vlaskovits & Brant Cooper’s CPs

Problem: Who cannot easily measure campaign ROI because existing solutions are too expensive, complicated to deploy, display a dizzying array of non-actionable charts.

Solution: Low cost, easy to deploy analytics system designed for nontechnical marketers who need actionable metrics.

• Short, simple, memorable: what, how, why • 3 keywords or phrases • KISS (no expert jargon)

Dave Mcclure’s Elevator Ride

“Mint.com is the free, easy way to manage your money online.”

• Highlight the enormity of the problem you are tackling.

• Tell the audience up front what your company sells.

• Distill the differentiation down to one, easy-to-comprehend sentence.

• Establish credibility by sharing the pedigree of the entrepreneurs, customers, or the investors.

David Cowan’s Pitchcraft • One person dies of melanoma every 62

minutes.

• We offer a dermatoscope app for iPhone that enables people to easily diagnose their skin,

• leveraging patented pattern recognition technology trusted by the World Health Organization

• Superlative (“why choose this product”).

• Label (“what is this product”).

• Qualifiers (“who should use this product”).

Eric Sink’s Value Positioning

• The easiest operating system for netbook PCs.

• The most secure payment gateway for mobile e-commerce

VAD approach: [verb; application; differentiator]

• Create and write blogs via email (Posterous) • Share Powerpoint and Keynote slides including

audio (Slideshare) • Connect to the latest stories, ideas, opinions and

news in real-time information network via small bursts of information called Tweets

PITCH FIRE: WTF? (where’s the finish)

This guy knows…

Pitch Fire: Which One Should I Use? 26

PITCH FIRE:YOUR TURN

Team FORMATION Find your peeps.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

• Hustler • Hacker crew • Designer • Anyone who can make a power

point slide

Cool. Now what?

Team Formation: Who Do You Need? 29

Business Model Hypotheses Test Problem Test Solution

• MVP •Customers

• Does Anyone Care? • Do they Like It? • How will you Get/Keep/ Grow Them?

Team Formation: What You Will Do 30

• How big is the market? • Who’s the customer?

• What’s their problem/need • What’s the product/service/need?

• Does it solve the customers problem? • How do you create demand? • How do you deliver the product? • How do you make money?

Team Execution: It’s Not About the Big Idea 31

HOW ARE YOU A BUSINESS?

Startup Weekend: Bottom Line Up Front 05

Lean STARTUP Think Big. Start Small. Scale or Fail Fast.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

What is LEAN?

“..production practice that considers the expenditure of resources for any goal

other than the creation of value for the end customer to be wasteful,…”

Disclosure: I didn’t make this up.

Toyota Production

System (TPS) Lean Manufacturing

TPS: Toyota’s response to market competition from large US car manufacturers. Couldn’t compete. So they asked customers what they wanted. Then built that car in small batch production cycles so they could adapt quickly. Continuous engagement with customer. Revolutionized car manufacturing.

Agile Software Development

User-centered software design and development

Agile: Moved away from waterfall software development. Focused on user-stories, not system requirements. Short-batch sprints .

Eric Ries

Entrepreneur. Mentee of Steve Blank.

Founder/CEO of IMVU – online chat gaming tool. Steve Blank’s mentee, advisor, and angel investor. Required to audit Steve Blank’s customer development class at Stanford. Radically changed his thinking on how he had executed. Then he wrote it down.

Steve Blank

Serial entrepreneur. Stanford professor.

Coined “startup”. Started capturing metrics on companies that succeeded past the startup stage and companies that did not. Found patterns. Wrote 4 Steps to the Epiphany which documented them.

What is Lean Startup? 35

A startup is not a small company.

Validate Meet potential

customers. Establish metrics to test your

assumptions about the fit between your solution

and their problems.

Discover Trying to find product

market fit.

Develop Create minimally viable

capabilities, continuously iterating through

customer feedback and product development

loops to get, keep, and grow your customers.

Build Once your metrics show that your product/market

fit is strong, build the company.

“Startups operate under conditions of extreme uncertainty.”- Eric Ries

Always Be Measuring.

Why is Lean Startup IMPORTANT? 36

In the beginning… How we think our great idea will end up.

Best product/idea ever = Big jackpot

Best product/idea ever = No customers

What really happens… Things get real.

Great idea & business plan

Borrow, build great idea product

Release to market

Expect amazing sales

Great idea & business plan

Borrow, build great idea product

Release to market

Expect amazing sales

How we used to do it… Use every resource we don’t have to build awesome idea into awesome product then

release it.

How we do it now… Find customers. Talk to them. Get data. Build and release MVPs. Move

fast. Break things. Measure.

Examples of #OldSchool 39

webvan 1999: $1.2bn company with 4,500 employees 2000: Bankrupt

3 boo.com 1999: $188M invested 2000: Bankrupt (6 months later)

pets.com 1998: $300M invested with 320 employees 2000: Bankrupt

Examples of #NewSchool 40

Zappos 1999: $1.2M invested 2009: $1.2B sale to Amazon

3 Kissmetrics 2008: $1M invested 2013: 4.5 billion people, 36 billion transaction

Dropbox 2007: Seed from Y Combinator 2011: $1B-$10B valuation estimate

So What? “Everybody has a plan until they get punched in the mouth.” ~ Mike Tyson

Lean Startup Helps You Avoid HEADSHOTS

How Does It Work? Find product market fit first. Then build a company.

UNIQUE VALUE PROPOSITION

CHANNELS

UNFAIR ADVANTAGE CUSTOMER SEGMENTS

REVENUE STREAMS COST STRUCTURE

PROBLEM

KEY METRICS

SOLUTION

44 Lean Canvas: Say Hello to My Little Friend LEAN TOOL FOR VERSIONING YOUR BUSINESS MODEL QUICKLY BASED ON USER FEEDBACK AND ANALYTICS.

DISCRETELY

DEFINED HYPOTHESIS

UNIQUELY DEFINED USERS

PROBLEM-SOLUTION FIT VALIDATED BY USERS

Keep it simple.

Lean Canvas: USING IT.

Fill it out with the best info you have.

Identify risks and unknowns.

Test your market. Get out of the building.

This is your tool for iterating and versioning your business model.

CHANNELS

UNFAIR ADVANTAGE

CUSTOMER SEGMENTS

PROBLEM

KEY METRICS

SOLUTION

LEAN CANVAS: PROBLEM What problem are you solving?

“If I’d asked my customers what they wanted, they’d have said a faster horse.” ~ Henry Ford

ANALYSIS MATRIX 47

LEARN WHILE DOING.

• Who is involved? • Who does this effect? • Who creates this? • Who collects this? • Who consumes this? • Who uses this?

WHERE/CHANNELS

• How do customers find you? • How do you find customers? • Where would a user have to be to get this

activity done? • Where would the enabling capabilities

have to be for the user to get this done? • Where would data/information/ services

have to be for a user to get this done? • Where can users provide this information? • Where can users access these services? • Where can users get the enabling

technologies?

• What key activities are or should be involved in this problem?

• Why is this important?

[X] helps [Y] do [B] so that [Z] can be accomplished

[in less time, faster, cheaper, more accurately, with relevant information, etc.]

METRICS

• What will be measured? • How will it be measured? • What level of measure is required to be

useful? • Which metrics indicate success? • Which metrics indicate failure?

DESIGN

• What is the end goal for the user? • How do you envision how a user would

want to get this done? • What enabling technologies should be

considered to get this done? • How should technology facilitate getting

this done?

What Are the Burning Questions?

NEW IMPROVE EXISTING

INFORMATION

PROCESSES & WORK

TOOLS WHERE

WHAT IS THE USER GOAL OF YOUR PROPOSED SOLUTION? WHAT WILL IT ACHIEVE, IMPACT, CHANGE?

Customer Discovery & VALIDATION Think Big. Start Small. Scale or Fail Fast.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

CHANNELS

UNFAIR ADVANTAGE

CUSTOMER SEGMENTS

PROBLEM

KEY METRICS

SOLUTION

LEAN CANVAS: CUSTOMERS Whose problem are you solving?

“In a startup, no business plan survives first contact with the customer.” ~Steve Blank

Where are they? • Survey monkey • Facebook poll • Get outside the building

• Finding some of your customers and survey them

• Send an email to people you know who match your archetype

• Make some phone calls

Customer Discovery: Finding Problem-Solution Fit. 51

• Customers • Interviews • Surveys • Focus Groups • Webinars • Free Trials

• Actionable Metrics • Specific actions • Observable results • Examples

• Conversion funnels • A/B Testing • Activation Rate • Retention Rate

#exercise • Do you have customer archetypes? • Do you know where to find them? • Which of them will be your FIRST

customers? • Do you know what their TOP Pain is? • How badly do they need your fix? • How do you know your right?

• Customer Archetypes defined • Strategy for finding them defined –

channels/get out of the building!! • Pains listed • Early adopters/evangelists defined in org chart • Customer discovery tests defined • Focus group • Survey • User stories to feature mapping

#exit criteria

Lean Canvas: Who are your Customers? 52

• Gender/Age • Role/Position/Title • Budget • How do they work around their problem now? • Do they pay to do this? • How much do they pay? • What matters to them? • Who/what are their influencers?

Lean Canvas: Live a Day in the Life of Customers 53

Lean Canvas: Let’s Make a Customer 54

User Influencer Decision Maker Payer

Lean Canvas: Who is the Customer? 55

ANALYSIS MATRIX 56

LEARN WHILE DOING.

• Who is involved? • Who does this effect? • Who creates this? • Who collects this? • Who consumes this? • Who uses this?

WHERE/CHANNELS

• How do customers find you? • How do you find customers? • Where would a user have to be to get this

activity done? • Where would the enabling capabilities

have to be for the user to get this done? • Where would data/information/ services

have to be for a user to get this done? • Where can users provide this information? • Where can users access these services? • Where can users get the enabling

technologies?

• What key activities are or should be involved in this problem?

• Why is this important?

[X] helps [Y] do [B] so that [Z] can be accomplished

[in less time, faster, cheaper, more accurately, with relevant information, etc.]

METRICS

• What will be measured? • How will it be measured? • What level of measure is required to be

useful? • Which metrics indicate success? • Which metrics indicate failure?

DESIGN

• What is the end goal for the user? • How do you envision how a user would

want to get this done? • What enabling technologies should be

considered to get this done? • How should technology facilitate getting

this done?

DON’T LEAVE OUT THE OTHER GUY!

YOU YOUR PRODUCT THE OTHER GUY

Lean Canvas: Where are your Customers? 58

USER STORIES

SAY WHAT?

User Stories: Mapping Features to User Goals BRAINSTORMING USER REQUIREMENTS & ALIGNING THEM TO THE VISION.

USER STORIES High level definition of a requirement in the words of the user. Best captured in the form, “As a <user> I want to <do some activity> so that I can <achieve some goal>”. Must be actionable and testable. These testable actions must have metrics that determine the pass/fail criteria. FEATURES Brainstorm capabilities, goals, and features that could be used to achieve the vision. Brainstorm features and map them in order of fidelity and time to the features.

MAPPING Map user stories to features ranking them according to fidelity and time. When High Fidelity features can be done in the preferred timeframe, you have a minimally viable solution.

#exercise

create some user stories for Your customer archetypes

CHANNELS

PROBLEM

KEY METRICS

SOLUTION

63 Lean Canvas: Validating your Value Proposition LEAN TOOL FOR VERSIONING YOUR BUSINESS MODEL QUICKLY BASED ON USER FEEDBACK AND ANALYTICS.

DISCRETELY

DEFINED HYPOTHESIS

UNIQUELY DEFINED USERS

PROBLEM-SOLUTION FIT VALIDATED BY USERS

VALUE PROPOSITION

WE TAKE THE PAIN OUT OF PARKING BY LETTING YOU RESERVE A SPACE ONLINE.

Lean Canvas: Value Proposition Hypothesis 65

create a value proposition hypothesis

#exercise

NOW GO PROVE IT…

Assumption of Customer Pain People were even more frustrated with parking

at big events.

Parking is a pain! People want a

guaranteed parking spot.

People DO want a guaranteed spot &

would reserve online.

200+ customers Bigger Pain

80% positive response

Lean Canvas: You are starting with a Assumption 68

Business Model: XOOM Park Case Study 69

People were even more frustrated with parking at big events.

Parking is a pain! People want a

People DO want a guaranteed spot &

would reserve online.

200+ customers

Bigger Pain

People will pay extra to have a great,

People will not only pay more, they will

pay a lot more! ($9+) Validated!

Surveyed 75+ Customers

XOOM Park: Assumptions of Customer Pain 70

71 Business Model: XOOM Park Case Study

People were even more frustrated with parking at

big events.

Parking is a pain! People want a guaranteed

parking spot.

People DO want a guaranteed spot & would

reserve online.

200+ customers Bigger Pain

People will pay extra to have a great, guaranteed

parking spot.

People will not only pay more, they will pay a lot

more! ($9+) Validated!

Surveyed 75+ Customers

People who have extra

spaces will post spots and make money.

It is difficult to get a mass number of people to post

enough parking spots. We needed to find a new

solution.

30+ People

XOOM Park: Assumptions of Customer Pain 72

Parking lots will post spots online so

that people can reserve them.

Yes! Lots have been looking for ways to increase revenue and fill up lots.

30+ Parking Lots Bigger Pain

Electronic payments in advance through an online reservation

system. Validated!

30+ Parking Lots

20% of cash goes missing.

Loved it! Would pay about 15% of posted price.

75% positive response

XOOM Park: New Assumptions of Customer Pain 73

XOOM Park: Validating Assumptions with Research 76

•2 Partners •30+ Parking lots •50+ Reservations •Working Website

•Validated Revenue Model

Building Your MVP Minimal. Viable. Product.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

CHANNELS

UNFAIR ADVANTAGE

CUSTOMER SEGMENTS

PROBLEM

KEY METRICS

SOLUTION

LEAN CANVAS:MVP MVP: The simplest feature set you can build fast and get in front of customers to TEST.

MVP: Mapping Features to User’s Goals BRAINSTORMING USER REQUIREMENTS & ALIGNING THEM TO THE VISION.

USER STORIES High level definition of a requirement in the words of the user. Best captured in the form, “As a <user> I want to <do some activity> so that I can <achieve some goal>”. Must be actionable and testable. These testable actions must have metrics that determine the pass/fail criteria. FEATURES Brainstorm capabilities, goals, and features that could be used to achieve the vision. Brainstorm features and map them in order of fidelity and time to the features.

MAPPING Map user stories to features ranking them according to fidelity and time. When High Fidelity features can be done in the preferred timeframe, you have a minimally viable solution.

Some Tools to Test Your Problem-Solution Fit Thing big. Start small.

Launchrock http://launchrock.co/ Create a signup page and get email addresses.

Mailchimp http://mailchimp.com/ Send emails and get metrics.

SurveyMonkey https://www.surveymonkey.com/ Create a survey, email it or post it to Facebook and get customer data!

PowToon http://www.powtoon.com/ Create an explainer video and post it on YouTube

Twitter Bootstrap API http://getbootstrap.com/ Use Bootstrap to create a quick, responsive web site

Simple Ways to Build MVPs to Get Users Move fast. Break things.

• Explainer Video: http://www.youtube.com/watch?v=ZUG9qYTJMsI • Landing Page: http://launchrock.co/ • Flintstoning: this is when you put up a front (website) that looks like a real working product,

but you manually carry out the product functions at the back-end. • Concierge Service: Build a site but do the work in person until you can’t, then build the site • KickStarter: http://www.kickstarter.com/projects/rob-chris/quad-lock-iphone-case-mounting-

system?play=1&ref=search

Read more here: http://scalemybusiness.com/the-ultimate-guide-to-minimum-viable-products/

Measuring You Can’t Manage What You Don’t Measure.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

CHANNELS

UNFAIR ADVANTAGE

CUSTOMER SEGMENTS

PROBLEM

KEY METRICS

SOLUTION

LEAN CANVAS: METRICS How did you prove problem-solution fit?

A good metric is measurable: • Comparable ratios (80 > 70) • Actionable (clicks, signups) • Correlated (summer->ice

cream consumption) • Causal (flooding->drowning) • Leading (futures trading #s) • Lagging (historical voting

patterns)

CHANNELS

PROBLEM

KEY METRICS

SOLUTION

87 Lean Canvas: How Do We Validate? LEAN TOOL FOR VERSIONING YOUR BUSINESS MODEL QUICKLY BASED ON USER FEEDBACK AND ANALYTICS.

DISCRETELY

DEFINED HYPOTHESIS

UNIQUELY DEFINED

Your challenge is to get your first sale or your first user

before Sunday at 5PM

Objectives: • Test my value proposition - Am I solving a problem people care about? • Get e-mail addresses - Who cares about the problem I’m

solving? Tools: • Launchrock.com • Mailchimp.com • Facebook/Twitter accounts • Shopify • SurveyMonkey.cOM/Wufoo.com/Google DOCS • Twitter bootstrap APIs/Foundation

89 MVP: Remember Your Customers?

• Explainer Video: http://www.youtube.com/watch?v=ZUG9qYTJMsI

• Landing Page: http://launchrock.co/ • Flintstoning:http://www.zappos.com/?gclid=CKL5krvLnLsCFUtp7AodPx0

ApQ • Conceirge Service: Build a site but do the work in person until you can’t,

then build the site • KickStarter: http://www.kickstarter.com/projects/rob-chris/quad-lock-iphone-

case-mounting-system?play=1&ref=search

90 MVP: Rome wasn’t built in a day.

Keep simple Objectives: • Test your value proposition - Am I solving a problem people care

about? • Get e-mail addresses - Who cares about the problem I’m solving? Tools: • Launchrock.com • Mailchimp.com • Facebook/Twitter accounts • Shopify • SurveyMonkey.cOM/Wufoo.com/Google DOCS • Twitter bootstrap APIs/Foundation

91 MVP: What Do You need to Measure?

Some metrics: • How many people can I get to sign up? • How many page views did I get? • How many people shared the site or invited

their friends to sign up • How many people subscribed to my

newsletter? • How many Twitter followers did I get? • How many people bought something? • How many viewers did I get?

92 MVP: Always Be Measuring

• What features are you going to build first?

• What do you want to learn? • Who do you want to learn it from? • How will you know if you learned

anything?

• List of pain points of early adopters with highest needs mapped to features

• Tests defined and executed • Results of tests mapped to features • Pivot or proceed decision

#exercise #exit criteria

Final Pitch How to Rock it Like a Boss.

DISCOVER

MEASURE

PITCH FIRE

TEAM FORMATION

FINAL PITCH

• WHO ARE YOUR CUSTOMERS? • WHAT IS THEIR PROBLEM? • HOW DO YOU KNOW? • HOW WILL YOU SOLVE THEIR PROBLEM? • WHAT MAKES YOU SO SPECIAL? • HOW WILL YOU MAKE MONEY? • WHAT DO YOU NEED?

95 Final Pitch: The Five Questions

WHO ARE YOUR CUSTOMERS? • NAME THEM/CREATE AN ARCHETYPE

WHAT IS THEIR PROBLEM? • STATE IT CLEARLY and make it personal

• Use your customer’s language HOW DO YOU KNOW?

• Prove it with data you collected

96 Final Pitch: The Three Most Important Points

HOW WILL YOU SOLVE THEIR PROBLEM? • VERBS ROCK

• Simplify, connect, reserve, measure, convert…

• Know your channels • Web/mobile • Light rail • 1 if by land, two if by sea

97 Final Pitch: What’s Your Product?

WHAT MAKES YOU SO SPECIAL? How are you different?

98 Final Pitch: Know Your Competition

Competitors

Usability

Reliability Low High

Parkwhiz

ParkingCarma

GottaPark

ClickandPark

99 Final Pitch: Know Your Competition (XOOM Park ex.)

$8.2 Billion USA Parking Industry

$1.4 Billion Event Parking

$240,000 Buffalo and Atlanta

TAM SAM

$4.5 Billion Parking Facility/Management

Final Pitch: Know Your Numbers (XOOM Park ex.) 100

$240,00 Buffalo and Atlanta SOM

15% of Price Paid

XoomPark

We estimate being able to collect about $8 per reservation

$5 Reservation

Parking garages in 50 states + 3,000 affiliates

Final Pitch: How Will You Make Money? (XOOM Park example)

PUT IN YOUR BIG ASK!

• MENTORS • ADVISERS • INDUSTRY EXPERTS • LEGAL ADVICE • DESIGNERS

102 Final Pitch: Don’t Forget You Still Need Help

Great Pitch Deck Examples! http://bestpitchdecks.com/

103 Final Pitch: Look Sharp!

HOW ARE YOU A BUSINESS?

Startup Weekend: Bottom Line Up Front 104

105 One Last Thought: It’s About Growth

STARTUP WEEKEND FREDERICKSBURG

(in two slides )

How to Rock Startup Weekend Like a Boss

Small Business & Entrepreneurship

Startup Weekend Manifesto

Startup Weekend Catania

Startup Weekend Mission

Startup Weekend Amman Talk - Startup Ecosystems

Startup Weekend 2015

Weekend Startup School

HowTo Startup Weekend?

Yalla Startup Weekend

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Проекты Startup Weekend

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Startup weekend introduction

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