The course is over  and I want to thank Professor Serdar for teaching.

I believe the objectives of the course were clear: define and analyze the successful factors in technology-based entrepreneurship in order to develop a startup with a defined methodology  and learn how to analyze situations from a strategic perspectives.
All the contents analyzed during the lectures were are useful for those who want to start a new business, those who are managing an existing one but even for the students aiming to work in a consolidated company as it provided elements valid through all the business areas.

One of the main lessons learnt was to be not too much tied to the technology of the innovation. In proposing a new idea, most of the investors do not have the required expertise to understand the technology under the idea. Also, I learnt that it is not beneficial to explain all the technological details during a presentation.  What the investor wants to know is the problem, the solution proposed, how the business makes money and the costs faced. This elements  are not so obvious for an entrepreneur without a business background.

Another important knowledge acquired was that listening to the customer is fundamental for the success of the business. Firstly, it is important to establish who are the customers going to buy the products as it is not always clear. Secondly, the company has to be able to understand how the product should be to meet the customer needs. A product made according to the engineers needs is not likely at all to penetrate the markets.

Furthermore, the guest lectures provided us the practical knowledge useful to understand how a startups is run. They gave us suggestions and clarified some entrepreneurial doubts. Most notably, I enjoyed the guest lecture by Bill Schacht. Probably, as a result of the market in which his business operates, he knows how to capture the attention of the audience.

As far as I am concerned, before starting the course I had no intention in starting a new business. However, the topics faced during the course inspired me bringing myself to take into consideration the adventure of a startup. I learnt that starting a new business puts at risk great part of the life and not everyone is able to make this decision.

The dynamic approach held by Serdar during the frontal lecture was really beneficial for all of us as students: he induced us to interact and to think personally. This is what I appreciated the most. I agree on taking into account for the grading the participation both in-class and outside. However, not all the students embraced this invitation as an incentive to participate and grow personally.

Moreover, we, as entrepreneurs, must be able to think, take decisions under pressure and in short time. The teacher tried to pose us in a situation as much as close to the real environment. But the rest depends on ourselves. We must have the initiative to learn and understand the issues in-depth.  This course was a useful training for the startups world, allowing us to learn our mistakes and get feedbacks from professionals in the area. In particular, the presentation of the ideas held on the May 9th was a special event and a crucial moment for us to learn as entrepreneurs. I got important feedbacks that I hope to exploit in my future career as entrepreneur.

 

See you and good luck to everyone!

Since our product is a device to integrate with the clothes, our primary decision was whether to address the product towards the apparel companies or towards the end customers. Hence, I decided to collect feedback from two companies and three end customers in order to have as assorted the findings as possible.

Luxury apparel company – Gucci

  1. How did you find these people? I sent an email to the company through the specific form
  2. Which feedback did you get from them? The company appreciated the idea of the LED dress. They confirmed it could be the new trend for the following years. They appreciated the control by smartphone as they believe it is the device most used by the customers. However, they would not buy the right to use the technology in a long-term contract because they are uncertain about the reaction from the end customers.
  3. How do you think how you found these people and who they are influences the feedback you received? I think who answers was an employee in the customer relationship department. Actually, I did not expect an answer. I believe  the feedback received is quite reliable as it is from a professional who I do not directly know.
  1. Will you change your idea based on their feedback, why, why not? On the basis of this answer I would not change our idea.

Cost leader apparel company – H&M

  1. How did you find these people? I contacted by mail the personnel appointed for the general enquiries.
  2. Which feedback did you get from them? According to this store, the integration of the LED technology in the dresses would entail a high price for the final product that their customers would not be able to afford.
  3. How do you think how you found these people and who they are influences the feedback you received? I think who answers was an employee in the customer relationship department. Actually, I did not expect an answer. I believe the feedback received is quite reliable as it is from a professional who I do not directly know.
  1. Will you change your idea based on their feedback, why, why not? Yes, I would change because this feedback have led me to think that the apparel companies addressed towards the mass market would not be interested in our product because of the high price.

Anu Koppel, Estonian girl, 23 years

  1. How did you find these people? She is a friend. She studies at KTH.
  2. Which feedback did you get from them? She would use this new type of dress because she often faces the problem of what to dress. She would like to wear some dress completely innovative allowing them to distinguish herself.
  3. How do you think how you found these people and who they are influences the feedback you received? She is a friend so this might influence slightly the answers she gave. However, she is always sincere so I consider the feedback sufficiently reliable.
  1. Will you change your idea based on their feedback, why, why not? No, I would not as this feedback reinforce the foundations behind our product.

Elin Rogberg, Swesish girl, 30 years

  1. How did you find these people? I met her in a clothing store. She agreed on being interviewed.
  2. Which feedback did you get from them? She found great the idea of expressing the feelings on the dress through an app. However, she is not sure whether she would wear this suit because she does not like attract the attention. Perhaps in the future, if this trend becomes common, she would decide to try: she is not an innovator user.
  3. How do you think how you found these people and who they are influences the feedback you received? I found her in a clothing store and I’ve never meet her before. I do not consider very trustworthy the feedback as it may answers to the questions with superficiality.
  1. Will you change your idea based on their feedback, why, why not? Although she did not express the intention to buy this new kind of dress I would not change our idea. There is such a sufficient amount of customers ready to try innovative dresses, enough to reach a critical mass and then expand the market.

Maria Karlsson, Sedish woman, 54 years

  1. How did you find these people? I found her while she was making shopping in a store. She accepted to be interviewed.
  2. Which feedback did you get from them? She liked the idea of LED technology incorporated in the dresses. She would not often wear these dresses but just occasionally. She is such a fashionable woman who does not care about the money spent on apparel. Maria said she has a huge budget for monthly shopping. She will be able to pay more than 1000 SEK for one dress with LED technology
  3. How do you think how you found these people and who they are influences the feedback you received? I found her in a clothing store and I’ve never meet her before. I do not consider very trustworthy the feedback as it may answers to the questions with superficiality.
  1. Will you change your idea based on their feedback, why, why not? Despite Maria does not belong to the age segment towards we would address our product, she expressed exactly the customer need we are aiming to solve. However, this feedback let me thinks that the young girls, with a high willingness to try innovative dresses would not have a high availability in money to pay expensive dresses.

I want to share with you my expereince at the Entrepreneurial day in Nymble with the aim that will be an inspiration for someone.

This startups event takes place every year in Nymble, usually in March. It is an event for students who are thinking about starting their own business or develop a new business idea.  I knew about this event casually by distribution of pamphlets. A posteriori, I can say I am glad of being there.
In particular, the core of the event took place in one day when in the morning I took place to two workshops and after that I have been in the fair of startups with the opportunity to know a lot of persons with a string entrepreneurial spirit.

The first workshop I attended was “Dirty Secrets of Negotiation and Presenting yourself” held by a Professional from SSES. She expressed her thoughts on how to present your business idea to the investors in order to convince them. The main suggestion was thinking out of the box and being as less obvious as possible. Also, she recommended to use in a proper way gestures and body language so as to attract the audience and obtain their concentration. I really appreciated this workshop as I believe it was highly useful to enhance my entrepreneurial personality.

The second workshop was focused on the business model formulation. Most notably, the lecturer explains us how to prepare a business model canvas in order to present our ideas in the 9 building blocks. She told us about the startup opportunity of the Venture Cap guaranteeing an award of 250000 SEK. To be honest, I have to say I appreciated more the first workshop as it was more interactive and because capability of the lecturer to capture the attention of the students.

After the second workshop I have been in the fair knowing about 26 new startups! In particular, I had a good conversation with the guys of Shipwallet, SKM and Weld. 

Entrepreneurial Day 2016

The first one, Shipwallet, is a startup with the purpose of disrupte the shipping industry making the process lean and more transparent. I met the responsible of the market, Fredrik Schöön, to whom I expressed my willingness to have an internship in the startup.
SKM (Serial Key Manager) is a system ideated by Artem los. It allows to solve many problems for the developers that have to deal with the serial keys very frequently. The founder come up with this idea after being frustrated by other licensing systems that were difficult to use and quite expensive. he is the only who is working on the startups at the moment. I expressed my will to help him as a business developer and eventually in the future we will meet again to discuss in detail this possibilty.
However, the startup I had more contacts is Weld and thus I think it is opportune to open another post related only on this argument.

I want to share with you some thoughts about Tesla profitability.

Tesla charging station

Looking at the income statement, it is clear the company has not been able to make money from the benefit offered to the customers. The number of customers with the willingness-to-pay is not so large and thus the sales volume does not allow the company to reach the break-even. The lack of profitability is a joint effect of number of customers, cost structure and high price. According to Musk, Tesla will not be able to sell high volumes until the prices decreases significantly. They are relying on decreasing battery costs to lower its cost of production and thus leading the company to price its vehicles more competitively. Battery costs are the biggest cost component for EV manufacturers. But fortunately for Tesla battery costs have been progressively dropping. Musk said by january 2015 (1) that for the company to turn a profit, it will have to sell at least 500,000 units a year, something that the company hopes to achieve in 2020 thanks to the decreasing costs(2). More recently, by february 2016, Musk stated the company will turn profitable by the end of this year(3). The 1.5 billion plan entails to add capacity in order to cover the increasing demand, continue to build the battery factory in Nevada so as to invest in the battery source of revenues and open more showrooms.
Will Musk be able to maintain its promise? We will see.

References:

  1. http://www.bloomberg.com/news/articles/2015-01-14/musk-says-tesla-s-china-sales-fell-no-profit-until-2020
  2. http://insideevs.com/tesla-annual-sales-hit-500000-2020/
  3. http://www.reuters.com/article/us-tesla-results-idUSKCN0VJ2J6