Proving a market for a startup befor scaling using the hypothesis-driven entrepreneurship process

The year is 2015 and the startup and tech business ecosphere has never seen more activity. In New York City alone, the tech startup industry is on track to amass $8 billion dollars in total funding – the highest in 7 years (CB Insights, 2015). According to the Kauffman Index of Entrepreneurship (2015), this figure represents just 20% of the total funding in the United States. Thanks to platforms that link entrepreneurs with investors, there are simply more funding opportunities than ever, and funding can be initiated in a variety of ways (angel investors, venture capital firms, crowdfunding). And yet, in spite of all this, according to Forbes Magazine (2015), nine of ten startups will fail. Because of the unpredictable nature of the modern tech industry, it is difficult to pinpoint exactly why 90% of startups fail – but the general consensus amongst top tech executives is that “startups make products that no one wants” (Fortune, 2014). In 2011, author Eric Ries wrote a book called The Lean Startup in attempts to solve this all-too-familiar problem. It was in this book where he developed the framework for The Hypothesis-Driven Entrepreneurship Process, an iterative process that aims at proving a market before actually launching a product. Ries discusses concepts such as the Minimum Variable Product, the smallest set of activities necessary to disprove a hypothesis (or business model characteristic). Ries encourages acting briefly and often: if you are to fail, then fail fast. In today’s fast-moving economy, an entrepreneur cannot afford to waste his own time, nor his customer’s time. The purpose of this thesis is to conduct an in-depth of analysis of Hypothesis-Driven Entrepreneurship Process, in order to test market viability of a reallife startup idea, ShowMeAround. This analysis will follow the scientific Lean Startup approach; for the purpose of developing a functional business model and business plan. The objective is to conclude with an investment-ready startup idea, backed by rigorous entrepreneurial study.

Aplicação da metodologia WID numa indústria de calçado

Dissertação de mestrado em Engenharia Industrial

Melhoria do desempenho no processo de tecelagem

Dissertação de mestrado em Engenharia Industrial

Implementação de um novo processo produtivo adequado à introdução faseada de múltiplos produtos

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Melhoria de desempenho da área de pintura numa empresa de mobiliário

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Racionalização de processos administrativos: Sonae SR

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Utilização de ferramentas da qualidade num sistema operacional numa empresa

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Balanceamento e redefinição de layouts de células de costura de uma empresa da indústria automóvel

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Análise e melhoria da produtividade numa empresa do sector de componentes de automóveis

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Melhoria do processo de tingimento numa empresa têxtil

Dissertação de mestrado em Engenharia e Gestão da Qualidade

Gestão de fluxos de produção numa unidade cirúrgica de ambulatório

Dissertação de mestrado em Engenharia Industrial

Sistema de controlo de processo e de organização numa empresa metalomecânica

Dissertação de mestrado em Engenharia Mecatrónica (área de especialização de Tecnologia de Manufatura)

Modelação de governo electrónico para países emergentes: O caso de São Tomé e Príncipe

Tese de Doutoramento em Tecnologias e Sistemas de Informação

Single line for assembly just-in-sequence multiple models

Programa Doutoral em Líderes para as Indústrias Tecnológicas

Treating the entire person

[Excerpt] A critical case from a Portuguese hospital reveals how the ultimate healthcare customer, the patient, is a complete system, not a jumble of parts. (...) The lean production philosophy has made inroads into service sectors, including medical care in the United Kingdom and the United States. Unfortunately, numerous medical organizations in those two countries and the rest of the world treat patients like they are made up of parts, not as a whole system. This leads to disjointed handoffs, bottlenecks in information flow that delay treatment, and sending the patient back and forth from department to department. The following case in Portugal shows how most of the world’s health systems still suffer from functional silos and how waste is all over the place. In this case, the missing links in communication between doctors, nurses, auxiliary staff, the patient and her family led to the patient’s death. Adopting lean healthcare with its proven tools would be a solution to many of the problems described. When a patient dies in a hospital, the family often is told that the doctors did everything they could. Normally, that is the case, as healthcare providers – doctors, nurses, auxiliary staff, therapists – do their best with the system they have.