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HARDWARE STARTUPS CYRIL EBERSWEILER FOUNDER, @HAXLR8R BUILDING l e a n

Thinking Lean Hardware - Cyril Ebersweiler

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Cyril Ebersweiler, venture partner at SOSventures and the founder of HAXLR8R, presentation from MakerCon Bay Area 2014

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Page 1: Thinking Lean Hardware - Cyril Ebersweiler

HARDWARE

STARTUPS

CYRIL EBERSWEILER

FOUNDER, @HAXLR8R

BUILDING

le

a

n

Page 2: Thinking Lean Hardware - Cyril Ebersweiler

Startup Accelerator for Hardware

From Prototype to Business

In Shenzhen & San Francisco

Page 3: Thinking Lean Hardware - Cyril Ebersweiler

NAA (NOT ANOTHER ACCELERATOR)

“OH NO, NOT another accelerator, you may think. But

this one is different.”

#hax

Page 4: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

Page 5: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume

Page 6: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume

2. Partner w/ factories vs. Abdicate

Page 7: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume

2. Partner w/ factories vs. Abdicate

3. Fast to market vs. Long cycles

Page 8: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume

2. Partner w/ factories vs. Abdicate

3. Fast to market vs. Long cycles

4. Capital effective vs. Capital intensive

Page 9: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume2. Partner w/ factories vs.

Abdicate3. Fast to market vs. Long

cycles4. Capital effective vs. Capital

intensive5. User backed vs.

Venture backed

Page 10: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume2. Partner w/ factories vs. Abdicate3. Fast to market vs. Long cycles4. Capital effective vs. Capital

intensive5. User backed vs. Venture

backed6. Sustainable vs.

Growth at a loss

Page 11: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem vs. Assume2. Partner w/ factories vs. Abdicate3. Fast to market vs. Long cycles4. Capital effective vs. Capital

intensive5. User backed vs. Venture

backed6. Sustainable vs.

Growth at a loss

AS SEEN ON

Page 12: Thinking Lean Hardware - Cyril Ebersweiler

YESTERDAY @ HAX

2 robot-as-a-service2 sports tech2 health tech1 green tech1 3d printer1 connected camera1 smart city logistics

Page 13: Thinking Lean Hardware - Cyril Ebersweiler

KICKSTARTER LAUNCHES

Quitbit / Shot Stats / Niwa / Syrmowww.kickstarter.com/haxlr8r

Page 14: Thinking Lean Hardware - Cyril Ebersweiler
Page 15: Thinking Lean Hardware - Cyril Ebersweiler

MANUFACTURING

FINANCING

DISTRIBUTION

POSITIONING prototyping

Page 16: Thinking Lean Hardware - Cyril Ebersweiler

POSITIONING

Page 17: Thinking Lean Hardware - Cyril Ebersweiler

BEWAREOF THOSE“WARES”

wow

such excite

very hardware

so future

Page 18: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

Page 19: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

Kenji KawakamiChidogu pioneer

(with tissue roll headgear+ Fail-proof eyedrop

glasses)

Page 20: Thinking Lean Hardware - Cyril Ebersweiler

MORE CHINDOGU

Baby mop

Open eyes stickers

Page 21: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

(includes NICHEware and ARTware)

Page 22: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

Page 23: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

“Two sensorsand an app”

Nobel-grade research

Page 24: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

PRESSY ($27)Funded Oct 2013Raised $695,000

Page 25: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

Speed Button ($10)(“kuai anniu”)Funded Jan 2014Raised $34k

Page 26: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

Xiaomi MiKey ($0.8)Launched April 2014

“If Xiaomi starts producing

buttons like Pressy,we will start to produce

smartphones.”

Page 27: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

Page 28: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

“Built a better mousetrap and the world

will beat a path to your door”

Ralph Waldo Emerson(maybe)

Page 29: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

The problem with mousetraps• 4,400 patents• 400 applicants per year• “most frequently

invented device in U.S. history”

Page 30: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

“When you have a hammer, everything looks like a nail”

Page 31: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

Page 32: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

Page 33: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

Page 34: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

Page 35: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

8. LATEware Validated market but woke up competitors

Page 36: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

8. LATEware Validated market but woke up competitors

9. LOSSware Minimal or negative margins

Page 37: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

8. LATEware Validated market but woke up competitors

9. LOSSware Minimal or negative margins

10. BOREware People stop using it

Page 38: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

8. LATEware Validated market but woke up competitors

9. LOSSware Minimal or negative margins

10. BOREware People stop using it

11. FUTUREware No market before years

Page 39: Thinking Lean Hardware - Cyril Ebersweiler

TWELVE “WARES” TO AVOID1. FUNware No business

2. EASYware Not defensible

3. SAMEware Bad positioning

4. SOLUTIONware

Solution looking for a problem

5. VAPORware Can’t be made

6. LAMEware Not on spec

7. FAILware Successfully built the wrong thing

8. LATEware Validated market but woke up competitors

9. LOSSware Minimal or negative margins

10. BOREware People stop using it

11. FUTUREware No market before years

12. LOCALware Too tied to a local ecosystem

Page 40: Thinking Lean Hardware - Cyril Ebersweiler

NOT JUST HARDWARE

• Pure hardware can be copied

• Combine Hardware & Software

• Community (GoPro, Makerbot, Glass…)

Page 41: Thinking Lean Hardware - Cyril Ebersweiler

FINANCING

Page 42: Thinking Lean Hardware - Cyril Ebersweiler

TIMEFRAME$

PROTOTYPING PRODUCTION SCALING

3 months ~ 2 years

3 months ~ 2 years

1+ year TIME

Page 43: Thinking Lean Hardware - Cyril Ebersweiler

TIMEFRAME$

PROTOTYPING PRODUCTION SCALING

3 months ~ 2 years

3 months ~ 2 years

1+ year TIME

ARE YOU REALISTIC? SOME THINGS TAKE TIME

Page 44: Thinking Lean Hardware - Cyril Ebersweiler

TIMEFRAME$

PROTOTYPING PRODUCTION SCALING

3 months ~ 2 years

3 months ~ 2 years

1+ year TIME

ARE YOU REALISTIC? SOME THINGS TAKE TIME

ARE YOU TOO SLOW? MAYBE YOU NEED HELP

Page 45: Thinking Lean Hardware - Cyril Ebersweiler

THE RETAIL CHASM

PROTOTYPING PRODUCTION SCALING

$

FoundersFriendsFamilyFools

TIME

Page 46: Thinking Lean Hardware - Cyril Ebersweiler

THE RETAIL CHASM

PROTOTYPING PRODUCTION SCALING

$

FoundersFriendsFamilyFools

AcceleratorsAngels

TIME

Page 47: Thinking Lean Hardware - Cyril Ebersweiler

THE RETAIL CHASM

PROTOTYPING PRODUCTION SCALING

$

FoundersFriendsFamilyFools

Crowdfunding

AcceleratorsAngels

Pre-orders

TIME

Page 48: Thinking Lean Hardware - Cyril Ebersweiler

THE RETAIL CHASM

PROTOTYPING PRODUCTION SCALING

$

FoundersFriendsFamilyFools

Crowdfunding

AcceleratorsAngels

Bridge of Death

Pre-orders

RETAIL CHASM

TIME

Page 49: Thinking Lean Hardware - Cyril Ebersweiler

THE RETAIL CHASM

PROTOTYPING PRODUCTION SCALING

$

FoundersFriendsFamilyFools

Crowdfunding

AcceleratorsAngels

SalesFactoringBanksVCs

Bridge of Death

Pre-orders

RETAIL CHASM

TIME

Page 50: Thinking Lean Hardware - Cyril Ebersweiler

SAVE YOUR CASH FLOW!

Pre-sales (best!)Credit from supplier (it’s like a bank loan!)

Factoring (purchase order financing)Bank credit linesRevenue-based financing

VC (most expensive money!)

Page 51: Thinking Lean Hardware - Cyril Ebersweiler

DISTRIBUTION

Page 52: Thinking Lean Hardware - Cyril Ebersweiler

SCALING STEP BY STEP$

Bridge of Death TIME

Direct

Page 53: Thinking Lean Hardware - Cyril Ebersweiler

SCALING STEP BY STEP$

Bridge of Death TIME

Onlineretailers

Direct

Page 54: Thinking Lean Hardware - Cyril Ebersweiler

SCALING STEP BY STEP$

Bridge of Death TIME

Specialtystores

Onlineretailers

Direct

Page 55: Thinking Lean Hardware - Cyril Ebersweiler

SCALING STEP BY STEP$

Bridge of Death TIME

Specialtystores

Big boxretailers

Onlineretailers

Direct

Page 56: Thinking Lean Hardware - Cyril Ebersweiler

SCALING STEP BY STEP$

Bridge of Death TIME

Specialtystores

Big boxretailers

Onlineretailers

Direct

Page 57: Thinking Lean Hardware - Cyril Ebersweiler

LEAN RETAIL RULES

Keep demand higher than distribution

Your customers are your best investors

Retail is not a sprint. Learn at each step

Cash flow is king

Page 58: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem2. Partner with factories3. Fast to market4. Capital effective5. User backed6. Sustainable

Page 59: Thinking Lean Hardware - Cyril Ebersweiler

LEAN HARDWARE PHILOSOPHY

1. Validate problem2. Partner with factories3. Fast to market4. Capital effective5. User backed6. Sustainable HAX philosophy

Meaningful productsAligned with founders

Page 60: Thinking Lean Hardware - Cyril Ebersweiler

APPLY NOW

@HAXLR8R

WWW.HAXLR8R.COM

THANKS!www.slideshare.com/

haxlr8r