Startup Science® Toolkit 1.2 - MASTER

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STARTUP SCIENCE
TOOLKIT
This work is licensed under a Creative Commons NAME:
Attribution-NonCommercial-NoDerivatives 4.0
International License unless stated otherwise.
v GROWTH WITH STARTUP SCIENCE

NEW
RE-USING AND IMPROVING
We hope you will extend and share this toolkit. We ask that
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you share according to the Creative Commons terms below.
Most tools are a combination of the following Creative Commons license types.
This means that you need to share them in the same way that we are, you
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In addition to this, some tools are copyrighted. See the marks and attribution details on
each page. Information on Strategyzer licensing is here:
http://support.strategyzer.com/knowledgebase/articles/506842-can-i-use-the-business-model-canvas-or-
value-propo

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USING THE TOOLKIT
The toolkit guides your thinking
startupscience.com
Download your own Use post-it notes to When working as a
copy into a Google build up the tools. The team, complete your
Drive account. Then Google Drive version version first and then
you can make copies of includes digital post-its share perspectives.
all the tools. around each tool.
startupscience.com

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MODULE INDEX
startupscience.com
BUSINESS EXPERIMENTIN
INCEPTION CUSTOMERS #IMMORTALITY
MODELLING G
#STORYTELLIN UNIVERSAL
#HUSTLING #BUILDING #MEETINGS
G PITCH DECK

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startupscience.com
PROGRESS

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STAGE - EXIT
Where are you up to? Check the boxes that apply to your business. If
startupscience.com
you tick a box, you must have evidence!
IDEA PROOF PROOF PROOF

OF OF OF SCALE
PROBLEM MARKET
Pollenizer Global Pty
Problem exists
First customer
Problemsegment
exists Problem / Product / Market
First customer Solution fit fit persists
identified
Ltd
segment persists Scaling levers

UVP message
identified Channels tested
converts
UVP message strategy proven Profitable model
converts Revenue / cost Automation in

Solution solves
Solution solves model confirmed place
problemproblem Metrics for Stable platform
growth
discovered
Businesses that scale

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consistently from one
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NOW NEXT LONG VERSION:
A quick way to plan what is important to get done
startupscience.com
NOW NEXT LONG
What will you do tomorrow? What will you do in the next couple of months? What big things need to happen?
Ltd
Inspired by Simon Sinek

BLOCKERS
What is stopping progress?

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startupscience.com
INCEPTION

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GOLDEN CIRCLE VERSION:
Customers buy why you do it, not what you do.
startupscience.com
Pollenizer Global Pty Ltd - Idea inspired by Simon
Why? How? What?

e.g. We believe that renewable energy e.g. We use the latest technology to e.g. We make solar panels that look like
can power the entire world. deliver low cost, high efficiency solar tiles to harvest the suns energy and
power to consumers. gorgeous batteries to use it at night.
Inspired by Simon Sinek

Sinek

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#MASSIVE CANVAS VERSION:
How we get to our future?
startupscience.com
#MASSIVE
1 2 3 4
What if What if What if What if
e.g. We could e.g. We could e.g. We could use e.g. Planet Earth
demonstrate a battery launch our own our batteries to was solar powered?
powered supercar using a electric supercar? power homes?
Lotus and our electric

engine and batteries?
Ltd
The small monopoly The North Star

that we can that is never forgotten. If
measure and build you cant imagine how
upon. Your minimum you will get there yet,
viable product. then you are thinking big
enough.

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startupscience.com
BUSINESS MODELLING

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PIXAR CANVAS VERSION:
startupscience.com
Transform your #MASSIVE Canvas into a story. What will the world say
when you are done? Think about how each stage creates the conditions
for the next to happen.
Once upon a time One day Because of that Because of this

e.g Planet Earth was destroying itself with e.g Tesla created a car that e.g Tesla was able to raise e.g Tesla drove down the
fossil fuels. was electric powered and the money it needed to make cost of batteries while
demonstrated what is its exciting the world about the
possible with batteries. own electric cars opportunity for renewable
energy.
Pollenizer Global Pty Ltd - Idea inspired by Daniel
Until finally
e.g Every home, office and car on Planet Earth was powered by cheap, powerful renewable energy.
Inspired by Daniel Pink

Pink

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LEAN CANVAS INSTRUCTIONS
startupscience.com
PRODUCT MARKET
Cus Sol Uni Unf Cus

tom utio que air tom
er n Valu Adv er
Pro e ant
ble B Pro age Li
m ull posi st
et tion T th
Li lis h e
st t W e ty
to th rit o p
p e e n es
3 th a e of
pr in 1- th e
o gs se in n
bl y nt g d
e o e y cu
m u nc o st
Lean Canvas is Lean Stack

s n e u o
y e p h m
o e it a er
u d ch v s
b to e th
eli m th th at
e ak at at wi
v e o ca ll
e E. ut n b
y g. lin n e
o D es ot n
ur e cu b e
cu vi st e fit
v st
NEW GROWTH WITH STARTUP SCIENCE
ce o e fr 13
o , m as o
LEAN CANVAS VERSION:
startupscience.com
PRODUCT MARKET
Cu Sol Uni Un Cu
sto uti qu fair sto
me on e Ad me
r Val va r
Pro ue nta
ble Pro ge
m po
siti
on
Me Ch
tric an
s nel
s
Lean Stack
Cost Revenue

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VALUE PROPOSITION
INSTRUCTIONS
Map what you will build to what the customer will value and need
startupscience.com
Gain creators: Gains:
Describe how your Describe the
products and outcomes
services create customers want to
customer gains. achieve or the
concrete benefits Customer jobs:
Products and they are seeking. Describe what
services: customers are
that make up your trying to get done
solution to the in their work and in
problems their lives, as
associated with expressed in their
Pain relievers: Pains: own words.
getting the job
Describe how your Describe bad
done.
products and outcomes, risks
services alleviate and obstacles
customer pains. related to the
customer jobs.
Strategyzer
VALUE CREATION CUSTOMER UNDERSTANDING

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GAINS AND PAINS TIPS
Customer Customer
startupscience.com
Pains Gains
What does your customer find too costly? Which savings would make you customer happy?
Takes a lot of time, costs too much money, requires substantial Time, money and effort
effort
What outcomes does your customer expect and what would
What makes your customer feel bad? go beyond?
Frustrations, annoyances, things that give them a headache Quality level, more of something, less of something
How are current solutions underperforming for your How do current solutions delight your customer?
customer? Specific features, performance, quality
Lack of features, performance malfunctioning
What would make your customers job or life easier?
What are the main difficulties and challenges your customer Flatter learning curve, more services, lower cost of ownership
encounters?
Understanding how things work, difficulties getting things done What positive social consequences does your customer
desire?
What negative social consequences does your customer Makes them look good, increase in power, status
encounter or fear?
Loss of face, power, trust or status What are customers looking for?
Good design, guarantees, specific or more features
What risks does your customer fear?
Financial, social, technical risks, or what could go awfully wrong What do customers dream about?
Big achievements, big reliefs
Whats keeping your customer awake at night?
Big issues, concerns, worries How does your customer measure success and failure?
Performance, cost
What common mistakes does your customer make?
Usage mistakes What would increase the likelihood of adopting a solution?
Lower cost, less investments, lower risk, better quality,
What barriers are keeping your customer from adopting performance, design
Source: Strategyzer
solutions?
(www.strategyzer.com)
Upfront investment, learning curve, resistance to change
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VALUE PROPOSITION VERSION:
VERSION:
Map what you will build to what the customer will value and
startupscience.com
need
Gains
Gain Creators
Products
Customer Jobs
and
Services
Pain Relievers
Pains
Strategyzer
VALUE CREATION CUSTOMER UNDERSTANDING

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BUSINESS MODEL CANVAS
INSTRUCTIONS
startupscience.com
Key Partners Key Activities Value Customer Customer
Proposition Relationships Segment
Who are our key What key activities do
partners? Key our offers require? What is our offer and What type of relationship What are the specific
suppliers? Which key how does this deliver does each of our customer characteristics of our
activities do partners value to our segments expect us to first customers?
perform? customer? have with them?
Strategyz
Key Resources Channels to

er
market
What assets do we need
to be able to deliver our Which channels should
offer? we use to reach our
customers?
Cost Structure Revenue Model
What costs we will incur to run the business? How much are our customers really willing to pay for our offer?
What is our acquisition cost per customer? What is the potential lifetime value of each customer?

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BUSINESS MODEL CANVAS VERSION:
startupscience.com
Key Partners Key Activities Value Customer Customer
Proposition Relationships Segment
Strategyz
Key Resources Channels to

er
Market
Creative Commons - Strategyzer

Cost Structure Revenue Model

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MISSION MODEL CANVAS VERSION:
startupscience.com
Key Partners Key Activities Value Buy-In and Beneficiaries
Proposition Support
Based on Strategyzers BMC - created by Steve Blank and Alexander
Key Resources Deployment
Creative Commons - Strategyzer

Mission Budget Mission Achievement
Osterwalvder

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VALUE CHAIN CANVAS VERSION:
Who do we help or hinder? Who will love us? Who will hate us?
startupscience.com
Organisation Impact Severity

Pollenizer Global Pty Ltd /
CSIRO

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startupscience.com
EXPERIMENTING

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EXPERIMENT DESIGNER
INSTRUCTIONS
Describe what we need to be true for our business to work,
startupscience.com
then design a test to measure if it is.
Hypothesis Test
A statement or assumption How will you test customer behavior against your HYPOTHESIS? This
about the business. is not a survey asking for opinion, it is creating conditions to
observe your customer.
e.g. Tech community
influencers will promote a e.g. Add an electric engine to a Lotus and demo to 100 Silicon Valley
renewable future if they see bloggers.

that it is not a decision for
lower performance.
Expected Behaviour Observed Behaviour Insight

Ltd
If our hypothesis is correct, What actually happens. What Given the outcome, what is our
what do we expect to see? did you measure? shared learning/insight as a
Ideally as a metric. team?
e.g. 80+ posts and 10 orders
e.g. 50 attendees will blog for the car! e.g. Posts were about the new
enthusiastically about what we age of renewable power and
demo. what is possible. Tech
community will be a good
channel for us.

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EXPERIMENT DESIGNER VERSION:
Describe what we need to be true for our
startupscience.com
business to work, then design a test to measure
if it is.
Hypothesis Test
Expected Behaviour Observed Behaviour Insight

Ltd
PASS FAIL

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startupscience.com
CUSTOMERS

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TARGET CUSTOMER VERSION:
Who has the problem more acutely than anyone else?
startupscience.com
Job Nee
to d
be Must
don have
Target customer
# e vs
or segment
Big nice
or to
small have
? ?
1
Ltd
v 3 GROWTH WITH STARTUP SCIENCE

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INTERVIEW CONTEXT
PLANNER
Cheat Sheet
startupscience.com
Simple Customer Interview Guide How will you introduce yourself?
First, introduce yourself... Hi, Im

.. from ..
Introduce what you need (E.g I

understand you may know about
Bather Protection. Could I ask some
quick questions about your job?)
Are they your target early adopter?

Ltd
If they arent the target, but share a lot,

are they a better customer?
If theyre the target, but dont want to

chat, is there a better time?
Can they refer you to someone else

who does the targets job?

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INTERVIEW QUESTION TIPS
startupscience.com
Which ones are useful to you?
What is it about that? Yes / No

Why do you think that is Yes / No
Thats really interesting. I never knew that. Pause... Yes / No
Can you describe a little more about how that works? Yes / No
Does that happen every time or just some of the time? Yes / No
Is there anything else youd like to add? Yes / No

What else is relevant? Yes / No
What is the relationship between . and ? Yes / No

How would this impact ? Yes / No
Who else may have this problem? Yes / No

Is solving this problem high on your priorities? Yes / No

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INTERVIEW DISCUSSION
PLANNER
Questions for customers ...
startupscience.com
Always ask open ended questions
Write your questions here ... 1. Whats the hardest part about
<problem context>?
2. Can you tell me about the last
time that happened?
3. Why was that hard?
4. What, if anything, have you done
to solve that problem?
5. What dont you love about the
solutions youve tried?
More Tips
Do NOT talk about your idea until you
Ltd
KNOW recurring big problems

Do NOT ask about the future (never use
would). E.g. Would you pay for
something that did x? Would you like x
more if it did y?
Top priority is to be engaged with them,
so they open up and share more. If taking
notes, ask them to pause as want to write
that down.
Source: Justin Wilcox

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INTERVIEW NOTES VERSION:
What did you hear?
startupscience.com
CUSTOMER: Who most PROBLEMS: What actions? INSIGHTS: What did you
commonly faces the Where? How often? Did they hear that you hadnt
problems? How often? volunteer your hypothesis? thought of?
Ltd

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JOBS TO BE DONE VERSION:
startupscience.com
As a... As a... As a...
When I am... When I am... When I am...

Pollenizer Global Pty Ltd inspired by Clayton
I want to... I want to... I want to...
So that I can... So that I can... So that I can...

Christensen
Feature A Feature B Feature C

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THE PROBLEM AS A COMIC VERSION:
startupscience.com
DRAW IT DRAW IT DRAW IT
Where and
Why they are
when does the Steps taken to

left
problem try to solve it?
unsatisfied?
happen?
Ltd
DESCRIBE IT DESCRIBE IT DESCRIBE IT

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THE SOLUTION AS A COMIC VERSION:
startupscience.com
DRAW IT DRAW IT DRAW IT
Where and
Why they are
when does the Steps taken to

left
problem try to solve it?
unsatisfied?
happen?
Ltd
DESCRIBE IT DESCRIBE IT DESCRIBE IT

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startupscience.com
#IMMORTALITY
SUPERPOWER

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DOODLE - ME IN 5 YEARS VERSION:
Where will you be? What will you be doing? What have you
startupscience.com
achieved?
Ltd

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RISK REWARD EQUILIBRIUM
Your commitment. What personal investment are you willing to make? What
startupscience.com
will motivate you to do this for the next 10 years? Consider different
currencies such as reputation, time, money. Give it a number.
Risks Rewards
Ltd
What is at stake? What risks are How would you like to be

you prepared to take? rewarded?

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TEAM AUDIT VERSION:
Where are you strong? What additional skills do you need?
startupscience.com
Capab Curre Availa Requir
ility nt bility ed
streng (time) action
th
Busin
ess/D
omain
skills
Financ
ial
Ltd
skills
(accou
nting)
Deep
techni
cal
knowl
edge

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TEAM CANVAS VERSION:
What kind of team is needed for this adventure?
startupscience.com
COMMITMEN CAPABILITY
T
CAPABILITY
POSSIBLE RISK
NEEDED
WHY? PURPOSE?
Ltd
POSSIBLE CAPABILITY CAN

REWARD ACQUIRE

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CULTURE CANVAS VERSION:
What are our values?
startupscience.com
WHY? PURPOSE?
WE BELIEVE...
WE BELIEVE...
Ltd
WE BELIEVE... WE BELIEVE... WE BELIEVE...

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TEAM ALIGNMENT VERSION:
Businesses that endure have a strong alignment of risk reward
startupscience.com
1 2
RISK TEAM MEMBER & RISK TEAM MEMBER &
ACCOUNTABILITY ACCOUNTABILITY
REWARD REWARD
3 4
Ltd
RISK TEAM MEMBER & RISK TEAM MEMBER &

ACCOUNTABILITY ACCOUNTABILITY
REWARD REWARD

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THE PIE VERSION:
For spinouts, how will you divide ownership to reflect
startupscience.com
accountability, risk and reward? How big is the pie over time
and how does the ownership adjust to reflect input?
Milestone: Milestone: Milestone: Milestone:
Identify
milestones and
plan value
increases
towards exit.
Use template
below to
experiment with
scenarios.
Ltd
https://goo.gl/kC
UzA3
Value: Value: Value: Value:

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MENTOR GROUP VERSION:
Who is your part-time support team? Advisors, mentors,
startupscience.com
coaches, connectors
Your Thei
Avail
Pers expe r
Type abili
on ctati rew
ty
ons ard
Run
way
Indu
stry
Expe
rt
Spin
-out
Expe
Ltd
rt
Sup
erpo
wer
Area
Othe
r

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startupscience.com
#STORYTELLING
SUPERPOWER

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OUR BIG IDEA VERSION:
Gaddy Pitch. So easy to understand, you can share it at a BBQ
startupscience.com
You know how....
e.g. You know how...

private data is used all
the time by companies
to build a smarter
Well, what we do is .... business but is this
causing the risk that
private customer data
will create a terrible
Ltd
privacy breach? Well,

what we do is clean
enormous datasets so
In fact .... that customers cannot
be re-identified. In
fact we have proven
that our technology
works with Australias
largest bank.

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STORYTELLING PURPOSE VERSION: v
Who do you want to influence?
startupscience.com
I need to tell a story about: I need to tell a story about: I need to tell a story about:
Who do you want to influence?

So that I can: So that I can: So that I can:
Inspired by IDEOs Storytelling for Influence

Ltd
Check your
favourite

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TWITTER PITCH VERSION: v
Pitch your startup in 140 characters
startupscience.com
Attempt #1....
Attempt #2....
Ltd
Attempt #3....

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WHY NOW? VERSION: v
Pitch your startup in context of time. Are the planets aligning for the perfect storm?
startupscience.com
Attempt #1.... Attempt #2....
Ltd

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STORY ELEMENTS VERSION:
startupscience.com
#MASSIVE Why?
UVP: Imagery
Music Chart
Ltd
Objects Colours

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startupscience.com
UNIVERSAL PITCH DECK

NEW
DECK INSTRUCTIONS
A starter kit for pitching your business
startupscience.com
Slides illustrate. Tell a story in a picture. Dont use text that you will read or
lots of data that people will try to understand instead of listening to you.
What is your story? How does it flow from one image to the next?
What phrases/imagery can you repeat as a theme?
Could you present it to anyone and they would understand and be excited
about what you do?
Big pictures not small. Words and patterns not sentences.
Feel free to make more slides if you need to to tell your story.

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#TIPS
Pitch language
startupscience.com
Passive Awesome
(avoid)
We are Next
planning month we
to are...
We hope We are in
to... the
process
of
Ltd
We think We know
that... that...
Our aim is We will

to... be
We are We are
considerin investigati
NEW
g... ng... 51
THEME / ORIENTATION
An intriguing hook or detail
startupscience.com
Short sentence, word pattern, image. All needs to be consumed in 1
second.
Option #1
INVESTORS MIND
What might they be

thinking? What is
distracting them instead of
listening to you? What do
Ltd
they want to know?

Option #2
You can delete these
bubbles.

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INTRODUCE YOURSELF
UNIQUE VALUE PROPOSITION
Startup name and your catchy introduction...
startupscience.com
Name Value proposition
INVESTORS MIND
Interesting name and

value proposition but
what is it? Im
interested but sceptical.
Tell me more.
Ltd
BTW, give me a moment

for your UVP to sink in
before you woosh me to
the next slide.

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THE PROBLEM WE ARE
SOLVING
A story that sizes the scale and impact
startupscience.com
You may need a couple of slides...
Perspective #1 Perspective #2
INVESTORS MIND
I can see that there is a

problem here even though
it is not in my field. But that
Ltd
is a massive problem to
solve and I am sceptical
that you can.

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WHAT IF IT COULD BE
SOLVED?
With us it can .... like this!
startupscience.com
You may need a couple of slides can you show me? Help me picture
it.
Result #1 Result #2
INVESTORS MIND
Click boom
amazing wow. Surely
others are doing it? If
Ltd
not, why not? If they are,

how are you unique?

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HERES THE COMPETITION
Can you see how unique we are? Find a single visual.
startupscience.com
Strong
INVESTORS MIND
Us I can see how these

are the important
factors that
Hig customers think
Low h about when
cost Cos choosing a supplier
t and how you guys
Ltd
standout
Them Sounds great but

how do you make
money out of this?
Weak

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WHY US?
Heres our extraordinary team
startupscience.com
Picture of team. Why are you the best people in the world to
deliver this?
Team member #1 Team member #2

Why you? Why you?
INVESTORS MIND
I need to know that you

have the experience to
figure this business out and
that you are obsessed with
Ltd
making it happen.
Team member #3 Team member #4 Passionate. Unstoppable.
Why you? Why you?
Sounds like you are but
wheres the proof?

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STATUS
We are unstoppable. We do the right things in the right order.
startupscience.com
DONE DOING NEXT
INVESTORS MIND
You will deploy

resources well to
increase value and

decrease risk. Id
better get on the train
because you will go
ahead whether I am
Ltd
on it or not.
Short timeframe

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THE ASK
Heres the transaction
startupscience.com
Whats in it for both sides? When?
Option #1 and timeframe Option #2 and timeframe

INVESTORS MIND
I can see how I can get

Ltd
involved.

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THE NEW BLISS
The world with us will be different
startupscience.com
Restate UVP?
Option #1
INVESTORS MIND
I want to talk more to these

people...
Ltd
Option #2

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60
startupscience.com
#HUSTLING
SUPERPOWER

NEW
ASK VERSION:
Planning your pitch
startupscience.com
What
are you
asking
for and
why?
What
are the
funds
require
d for?
Ltd
Who
will
give
you
this
money
and
why?

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62
NETWORKING TARGETS VERSION:
People we need to meet and what we need to discover
startupscience.com
We To We O
nee disco can w
d to ver... reac n
mee h er
t... them
by...
Ltd

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63
SALES TARGETS VERSION:
startupscience.com
People we need to meet and our sales approach
We Appro We O
nee ach... can w
d to reac n
mee h er
t... the
m
by...
Ltd

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64
startupscience.com
#BUILDING
SUPERPOWER

NEW
JOBS VERSION:
startupscience.com
As a... As a... As a...
When I am... When I am... When I am...

I want to... I want to... I want to...

Ltd
So that I can... So that I can... So that I can...
Feature A Feature B Feature C

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66
BUILD + MEASURE VERSION:
startupscience.com
What will you build? (MVP) What will they do that you can
measure?
e.g.
Online landing page

IDEA 1
Online form
What will you build? (MVP) What will they do that they can
measure?
Ltd
IDEA 2

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67
startupscience.com
MEETINGS

NEW
DAILY STANDUP VERSION:
Meeting pattern for habitual learning. 10 mins every morning
startupscience.com
from each team member.
LEARNED .... INTEND TO LEARN ... BLOCKING

LEARNING ...
Ltd

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69
LESSONS LEARNED VERSION:
Take a moment as a team to think about what you now know.
startupscience.com
Weekly cadence.
What
surpris
ed
you?
What
have
you
chang
ed?
Ltd
What
do you
need
to find
out?

NEW
70
MENTOR PAPERS
startupscience.com
Agenda items
LESSONS LEARNED
Runway: Update on progress made to extend your runway
People: Do we have the people on the team we need to build this

business?
Hustle: Who do we need to approach to help make this business a

success?
Immortality: Update on the structure and pie
#NOFAIL: What must we do in the next 2 weeks?
Other...
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71

Startup Science® Toolkit 1.2 - MASTER

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Startup Science® Toolkit 1.2 - MASTER

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IDEA PROOF PROOF PROOF

segment persists Scaling levers

Businesses that scale

A quick way to plan what is important to get done

Inspired by Simon Sinek

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Customers buy why you do it, not what you do.

Why? How? What?

Inspired by Simon Sinek

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How we get to our future?

Lotus and our electric

The small monopoly The North Star

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Once upon a time One day Because of that Because of this

Inspired by Daniel Pink

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Cus Sol Uni Unf Cus

Lean Canvas is Lean Stack

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Key Resources Channels to

Cost Structure Revenue Model

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Key Resources Channels to

Creative Commons - Strategyzer

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Key Resources Deployment

Creative Commons - Strategyzer

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Organisation Impact Severity

Organisation Impact Severity

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renewable future if they see bloggers.

Expected Behaviour Observed Behaviour Insight

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Describe what we need to be true for our

Expected Behaviour Observed Behaviour Insight

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Who has the problem more acutely than anyone else?

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First, introduce yourself... Hi, Im

Introduce what you need (E.g I

quick questions about your job?)

Are they your target early adopter?

If they arent the target, but share a lot,

If theyre the target, but dont want to

Can they refer you to someone else

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What is it about that? Yes / No

Is there anything else youd like to add? Yes / No

What is the relationship between . and ? Yes / No

Who else may have this problem? Yes / No