15.

390 New Enterprises

15.390 New Enterprises

“Idea Filtering/Sanity Check”

Class Three

Howard Anderson
Bill Aulet

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 Case Study:
• Stealth Wax; makes cars “stealth”
invisible to police radar.
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• -you own IP; you have some startup

money.

• Q: How can you make this idea better?

• Q: How can you make sure that your
sea turtle makes it to the sea?

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 A few facts..
• 1. product is legal… but there might be
legislation in some states to make it less
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so (example: radar detectors are illegal

in Connecticut)(radar detectors:$200
Million dollar/year business)
• 2. vehicles per 1000 people:
US 765 total: 230 Million
• Germany 558 45
• Israel 263 2
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 A few more

• Car washes:
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U.S. 80,000
Germany 50,000

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 So… as you think about your
“product”…ask yourself …
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 Stealth Wax – What we want to
know:
1. What’s the Problem? Who suffers
because of it? How do you propose to
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solve it? What’s the best existing

solution? What makes this solution
inadequate? Why is your solution better?
2. How much will it cost you to solve the
probem? Whose help will you need? Who
will pay for your solution? How much?
Will more people pay over time?

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 More…
• 3. How many of them are there? Where
are they? Who are they? How will you
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find them? Convince them?

• 4. Who else is trying to solve the same
problem? Why can’t they do what you
are doing?
• 5. If I give you money, who quickly will
you spend it? On What? How many
years?
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 In short, How will you go to
market? What is your Internet
Strategy?
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This image is in the public domain.

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 • Today:
• Every major company has an IT Department.
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40% of capex goes to IT.

• Why can’t companies buy computing as a

service, abandon their own “generators”, just
like Insull did.
Example: Marc Benioff, Salesforce.com
Everything that can be done with a PC, storage,
appls… can be done on a computing grid.

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 Q: how could you combine
cloud computing and stealth
wax to make your product
more viable?
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• 1. What would social networking offer?

• 2. Who do you want to be the first
users?

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 Who is your market?
• 1 individuals who got a speeding ticket
in the last three years (proven
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speedies)?
• 2. individuals who want “speed
insurance”.. Or those whose livelihoods
depend on the ability to drive
• Assumption: Speedies x 10 + Speed
Insurance x 5 = market potential
• Which States give the most tickets/cap?
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 Where can you test?

• Porsche Club of New England?

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• New Car Dealers… of Audi, BMW?

• Owners of Performance Cars?
• Could you make an offer to PAY the
speeding tickets…? Co – pay?

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 OK, How do you go from an
“idea” to a “viable” idea?
• In Class #2, you learned how to
generated lots of ideas to put into the
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funnel
• Wild ideas to expand your landscape
• Now how do we evaluate & prioritize to
come up with the best idea
• How do we determine viability?
• 27 simple rules follow

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 1. At First, Don’t Worry if an
Idea Is Viable
A. The process will begin to sift out viable
from non viable, non feasible from
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feasible
B. See how many ideas can come out of
one thought process. Example: Build a
Video Game Company. Build a video
game company that centers on teen
age girls. Build a video game for teen
age girls where the object is getting the
right prom date.
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 example
• RCA: invented radio… then
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• Needed programming..so
• Started radio networks to sell
• Radios…

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 2.Getting the right idea may
come from wrong ideas.
A. The process is looking at what makes
the idea wrong….and correcting it.
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B. Example: Meals Ready To Eat…. May

lead to a line of camping/dry food
meals using a new irradiation process.

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 examples
• Viagra
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• Post it Notes

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 3. Look for ideas that require
as little capital as possible.
A. Capital-inefficient ideas (start an airline) are non
starters. Use as little capital as possible. Or use
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other people’s capital.

<$1m: can probably be pulled together by angels
$1m-$5m early stage and boutique VCs
$5m-$20m reasonable size of first round from
major VC players
B. Assets are liabilities; liabilities are assets
C. Find resources that can be rented, not bought.
(outsourcing)

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 Example: Virgin Airlines
• Branson was stuck at a
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• Carribean resort with others;

• Chartered a plane, flew for
• Free….

• (build the traffic; only buy planes when

you have the volume)

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 4.Look for ideas that will
generate some sales quickly
A. Long development cycles scare everyone
B. Look for a family of products, the first of which can
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come early and help finance the later ones.

Example: Japan stuffs circuit boards, then builds circuit
boards, then builds subsystems, then builds
computer
Example: India does data entry, the does maintenance
on code, then writes software
Example: Pharma company takes existing drug and
makes it for aerosol, then makes proprietary
(Alkermes)

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 5. Look for ideas where the volume
does not have to be extraordinary
for the company to break even.
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• Example: Need 1,000,000 games to get

costs down
• Big companies can live with the loss
until volume is reached. Small
companies can not.
• Example: The Source @$1.75/hour

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 6. Look for products where perfect
execution is not a requirement
A. You won’t execute perfectly with a new
company. No one will.
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B. Look for products where mediocre

execution can win…at first
Example: Fed Ex

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 7. Look for products/services
that are egregiously profitable
A. Don’t worry, they won’t be.
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B. Big gross margins allow you to make

mistakes and still make money
Example: The Yankee Group

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 8. Look for products and services
where the management team does
NOT have to be excellent
Why?
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A. You may not really be able to recruit a super

management team.
B. Best players may be on the other team
C. You may not be at a stage where you can
afford them.
D. You can and will upgrade

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 9.Look for a product where you
can identify some quantifiable
number of customers
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• Example: Enterprise Software that

converts to different currencies..
Quantity: 100 companies

• Example: wrench for left-handed

plumbers

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 10. Look for a product where
the sales and promotion costs
are reasonable
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• Example: Avoid packaged goods that

require television advertising

• Example: Could a Tupper-Ware model

work for your product?

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 11. Look for a product where
the buyer does not have all the
power
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• Example: Selling to Wal-Mart

• Example: Gross profit per cubic inch per
hour metrics

• 15,000 SKU’s

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 12. Look for a product that will
be attractive to the more
intelligent customers
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A. Avoid selling to dumb customers.

There aren’t enough of them

Example: new power tools based on

better battery life

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 13. Avoid products that appear
to be just fads.
• Example: hula hoops with memory
(bad)
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• Example: Wet suits that can keep divers

5 degrees warmer (good)

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 14. Avoid products/services
that require a global market
A. Cost justify your decision on the local
market
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B. Export is hard, expensive, time

consuming and frustrating

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 15. Avoid products that require an
OEM for you to succeed, or where
some big company has life-or-death
control over you
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A. Big company may say No

B. Margin will be eaten up
C. You need some self reliance
D. Ok if it is part, but only part, of plan
Example: Iridium

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 16. Avoid products that require
a change in government policy

• Example: Government mandates

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archival procedures… in 3 years.

• Example: Pollution controls

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 17. Avoid products that are
simply product extensions of a
competitor
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A. They will get there before you… with a

brand name
B. Your distribution will leave you.

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 18. Avoid products where the
lead time to decision making is
long ( 6months +)
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• Example: new accounts receivable

package

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 19. Avoid products where the
justification is too soft

A. “Staff not hired”

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B. Savings are 6 minutes per day per

employee

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 20. Avoid products where the
buying decision is too diffuse,
or lots of big players all have
to line up and cooperate
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• Example: a Hospital information system

• Various banking/bill payment systems
that require banks, consumers, and
Visa/MC to all buy-in.

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 21. Avoid products where the
market is non profit
organizations
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• Example: Universities

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 22. Avoid Products where the
cost justification cuts across
departmental lines
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• Example:
Will save 5% in manufacturing, 10% in
engineering, 8% in shipping.

Make the equation reasonable for any

department to justify on its own

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 23. Select products where the
benefit can be 400 – 1000% of
what they are currently doing
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• Packaged software

• Find metrics that work for the customer

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 24. Avoid Swiss Army Knives
• … a dive computer that also keeps track
of calories and works as a compass.
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• …. Product is usually not the best of

any

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 25. Pick products where a
trained salesperson can get X
sales/year
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A. You want an idea that you can scale

B. $2 million /year/salesman achievable in
the second or third year
C. Enough potential customers
D. Add enough channel

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 26. Pick products where the
user experience is close to his
existing behavior
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Courtesy of humboldthead on Flickr. License: CC-BY.

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 27. Pick Products that can be
part of the family
• New Products to existing customers
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• Same Products to new types of

customer

• Avoid: New Products to New Types of

Customers

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 Jeff Bezos’ List
• Obsess over customers
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• Invent

• Think long term

• It’s always day

http://tinyurl.com/jeffbezoslist
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 Summary
1. You now have general rules to analyze the
viability/attractiveness of your three ideas
2. You may have new ones now too
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3. You must now narrow this down to one idea

before the next class
4. Enter it online for analysis by your classmates
5. Review and analyze your classmates ideas
online and comment (on at least 3 of them)
6. Come to class on Monday with a 2 minutes
elevator pitch summarizing your idea – and be
ready to give it & listen to others
7. Darwinian selection process
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MIT OpenCourseWare
http://ocw.mit.edu

15.390 New Enterprises

Spring 2013

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