The Kickbook

1
WELCOME TO THE KICKBOOK,

THE HANDBOOK FOR INTRAPRENEURS!
Every adventure begins with a first step – and

so every successful innovation begins with
a spark or an igniting idea to change the
world. The KICKBOOK is that first step – one
that most people never even take. You are
one of the bold few.
The KICKBOOK will help you analyze your idea,

validate it and present it to potential sponsors!
The book is based on experience gained from

thousands of intrapreneurs who were working on
their Kickbox innovation projects in organizations
such as Swisscom, Adobe, Roche, Siemens
Energy, Implenia, SBB, Georg Fischer, Baloise
Group, CSS, LGT, ETH Zurich and many more.
2
CONGRATULATIONS
ON YOUR KICKBOX!
“ It's about being
able to move
quickly, and listening
to customers.”
M AR K R ANDALL, FOU NDER O F ADO BE KICKBO X
4
HELLO
MY NAM
E IS
HELLO
MY IDEA IS
5
THE KICKBOXER
THE KICKBOXER TEAM*:
A kickboxer is an intrapreneur who has been given the

freedom and the resources within their company
to validate their idea and drive their project forward.
C REATIV ITY S UPPORT
COURAGE P E R S E V E R A NC E
F R E E DOM
kbx.li/6
* Are you already part of a team? Congratulations; you can make use of everyone who is involved! If not, then keep an
eye out for potential allies. Do you want to know what makes a good team? Scan the QR code.
6
INTRO
You are going to fully research the If you realize at some point that you
potential of your idea. This book will can't complete the project, it’s not the
help you with valuable considerations, end of the world. You can get off at any
exercises and tests, so you can be more time. Not every idea serves a customer
confident about your hypotheses. Like need. The important thing is that you
a detective, you’ll gather evidence for take your new experience away with you
your assumptions. This helps you to and share it with your network.
minimize uncertainty and strengthen
your argument. The result will be an Resilience is key! If you talk publicly That’s why you
should take a
informative presentation that you can about your KICKBOX project, you can selfie with your
use to convince potential sponsors. significantly increase your resilience. KICKBOX – no
bla, just do –
and post it on
The KICKBOOK is here to assist you. No social media
one will be checking up to see whether with these
you’ve done the exercises: you alone will hashtags.
decide how you use it. Your journey as
an intrapreneur could be compared to
a rollercoaster ride: one day you receive
positive feedback on your idea and the BOX
next it’s torn to shreds. Don’t give up! KI C K n e u rs h i p
p re
This kind of (emotional) rollercoaster i n t ra
y
r re a d
ride is part of the innovation process.
7
KICKBOX
PROCESS
The process 2 weeks

gives you a
basic structure.
However, be
aware that
getting an idea
validated often
requires turning
START PROBLEM
back, repeating
and trying again.
LET’S GET STARTED – IS THE PROBLEM

NO BLA, JUST DO! WORTH SOLVING?
P. 20 P. 32
8
4 weeks 1 week 1 week
SOLUTION CONCEPT CONVINCE
DOES THE SOLUTION DO I HAVE A CAN I CONVINCE

CREATE VALUE FOR CONCEPT FOR THE OTHERS OF MY IDEA?
CUSTOMERS? NEXT PHASE?
P. 86 P. 150 P. 188
9
SHORTCUTS
Do you want to take the quickest possible route?
Hi! Me again. Do you know
Then navigate directly to the pages for which,
how many people may potentially
you can’t yet give a positive response to the
have this problem?
question and complete the relevant tasks.
Good luck!
Sure! No (go to p. 73)
Hello, are you doing okay? Do you know at least three

Do you know your motivation and people in your network who
are you sure of it? are excited about your idea?
Yes! No (go to p. 26) Yes! No (go to p. 100)
Can you describe exactly how

people solve the problem Were you able to find out how
now and why the current much the test subjects were
solution is not ideal? prepared to pay for your solution?
10
Were your assumptions proven Do you know how to reach
to be true in the market test? the sponsors?
Do you know who the first Are the next steps and your
customer for your solution is and request to the sponsor clearly
how you can locate them? formulated?
Do you have an idea of how the first

functioning version of your solution
should look, how you would like to Have you agreed a date
implement it and the cost? and time with the sponsor?
Yes! No (go to p. 171) Yes! No? Well, no time

like the present!
11
HOW DOES THE
KICKBOOK WORK?
These are
neutral
Online materials
Scan the QR codes in the KICKBOOK
This is John R. Boxly.
to access additional materials,
He will be by your
side with tips download additional templates
throughout the and much more.
book. He looks
cute, but he’s quite
pushy and will ExtraKicks
kick your backside
if you need it. Find the ExtraKicks in the book and
use them to take your validation to a
new level.
12
Try it
and see.
kbx.li/13a 13
THE KICKBOX PRINCIPLES
Familiarize yourself with the core KICKBOX

principles. As a Kickboxer, you will use new (working)
methods and gain new experience.
To find out whether your business idea meets a

customer need, you need to discuss it with lots of
people, both inside and outside your company.
Presenting your idea again and again can be tiring,
but you’ll learn how to sum up your idea better, get
feedback and convince people of its benefits.
There are no successful intrapreneurs who developed

their idea from behind their desks, who didn’t back
their words up with action or who preferred colorful
PowerPoint slides over customer feedback. That’s why
the KICKBOOK encourages you to move on from the
theoretical concept and carry out real experiments.
14
And don’t forget
that you are part of
a company, so share
your story with your
colleagues! Who
knows, maybe you’ll
soon find a new
Congratulations! When you opened this book, you team member.
became a CEO. You alone will decide now how you
develop, test, present and make a success of your
idea. But don’t forget, good CEOs know exactly which
experts to ask for advice, and when. Ultimately, you
make all the decisions, but you’re not alone – so use
your network!
You are using this book because you have an idea. But
you might also have opened this book because you’re
driven by a vision. Be bold and think big! A vision gives
you something to hold on to on your rollercoaster
ride. But be aware that it’s impossible to implement
a vision in one go. That’s why this book leads you ever
closer to your vision, step by little step.
15
SUCCESSFUL BUSINESSES BEGAN
LIKE KICKBOX: DROPBOX CASE
STUDY
Instead of going to the market with a completely

developed product, Dropbox began with a
prototype and developed step by step to become
a product with more than 500 million users.
TH E DR O P BO X V I DE O P R OTOT Y P E
Dropbox originally began with a three-minute screen
recording to present its service (which did not yet
Do you think that exist). This allowed Dropbox to affordably test whether
only a start-up can
achieve something there was a customer need for its service. They used
like this? Not the comments beneath the video to adapt the
true! According
to Steve Jobs, product development in the best way to suit customer
even Macintosh
started as an
needs. At the same time, Dropbox was able to attract
intrapreneurship genuine prospective customers for its market launch.
project.
Today, Dropbox is one of the largest document storage

providers in the world.
16
Check
it out.
out
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17
RREAD
18
DY? Down your
espresso
and...
19
STA-
S E C T ION 0 1
RT
Let’s get started – no bla, just do!
“ Working hard for something
we don’t care about is
called stress. Working
hard for something we
love is called passion.”
S I M O N SI NE K
22
MARK’S
KICKBOX TIP
What's the most important thing
to be a successful intrapreneur?
kbx.li/23
Mark Randall, Kickbox founder
23
WHY DO YOU WANT TO
BECOME A KICKBOXER?
Before you take your foot off the brake and begin your
innovation project adventure, check whether it is in
line with your personal goals. Your motivation and
passion are key!
What is your main motivation?
Being a
The exercise
Kickboxer
is cool! on the next
page will help
you to explore
your main
motivation in
greater depth.
25
EX ER C I SE
YOUR REASONS FOR MOTIVATION
Reasons for motivation are as diverse as people are

different from each other. There’s no right or wrong
15 min answer.
We all function on three levels: what we do, how

we do it and why. Start with the ‘why’, as that is the
purpose, reason or conviction that drives each of us on
a daily basis. Everyone can easily explain the ‘how’ and
‘what’, but very few people can say why they do what
they do. Can you do it?
Decide on your three most important motivation

reasons and then take 15 minutes for a quick
Pssst, if you get
brainstorming session to find your personal ‘why’. stuck, you’ll
find a cheat
sheet on the
next page.
26
YOUR REASONS FO R M OTI VATI O N
BRAINSTORMING: YO U R P ER SO NA L ‘ W H Y’
‘Start with
why’ by Simon
Sinek is a great
method of
finding your
own ‘why’.
kbx.li/27
27
B E INS P I R ED
OTHER KICKBOXERS’ REASONS FOR MOTIVATION!
Put a cross by all the motivation reasons that apply to you.

Complete the list if there are any others.
Proving to myself that I can do it. Increasing my visibility within the

Being a positive example to others. organization.
Coming up with something that Increasing my visibility outside the
makes sense. organization.
Doing something to help others. Helping my family.
Creating something others love. Helping my community.
Starting something new. Having a feeling of
Making a difference. personal satisfaction.
Showing the world I’m innovative. Receiving a pay raise or a bonus.
I love challenges. Finding a better job.
I love to surprise people. Life is a game that takes me
I have a healthy ego. to the next level.
I want it. It doesn’t exist yet. Showing my worth.
I want to sort something out. Changing the world.
I want to create something that Spending more time with
corresponds to my values. my customers.
28
Doing what I love. Nobel prize.
I am an untapped natural resource. World peace.
The whole company is doing it wrong.
Securing my position.
Protecting my team from the
next reorganization.
Prevent layoffs.
I’m bored.
I’m driven by everything creative.
How smart am I?
I want to find out.
How creative am I?
I want to find out.
Creating astonishing moments.
I need to prove something to myself.
Solving a specific problem.
Just becoming rich and famous.
Impressing women.
Impressing men.
Impressing everyone.
29
KBAN D.COM
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i n g w omen.
es s
Impr g men.
e s s i n
Impr eryone
.
.
v
.B
i n g e
R
ess
n
Impr
h
Jo
N o b e l prize.

urs
peace.
t r a prene
l d
in
o r
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W
Mot
ivatin
30

R EA DY TO CA R RY O N ?
Use these little stop-off points in the KICKBOOK

to work out whether you’re ready to move ahead.
TI P : To properly validate your idea, you should read

through the questions carefully and answer them
honestly.
Hello, are you doing okay? Yes!

Do you know your motivation and
are you sure of it? No (p. 26)
Great! Then off you go. Good

luck exploring the problem you Thanks!
want to solve!
N OTE:
If you have to answer
something with ‘No’,
then go back to the
relevant section and
run through it again.
31
PRO-
S E C T ION 0 2
BL EM
Is the problem worth solving?
32
“ If I had an hour to solve
a problem I'd spend
55 minutes thinking
about the problem and
5 minutes thinking
about solutions.”
AL B ER T E I NSTE I N
34
MARK’S
KICKBOX TIP
Why do problems matter more
than solutions?
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INTRO
Intrapreneurs are solution-focused may not be suitable and may never

by nature. They want to make things, succeed in the market.
implement them and watch them
grow. However, if we leap to develop That’s exactly why it’s so important
a solution too quickly, it’s more likely to identify the right problem and to
we will miss our target. That means understand it well enough to be able
that although we make products, they to unlock its full potential.
SEC TI O N OV ERV I EW :
01 02 03
STEP STEP STEP AIM:
You have
identified a
problem and
a target group,
and understand
DESCRIBE INVESTIGATE VALIDATE the problem’s
THE PROBLEM THE PROBLEM THE PROBLEM relevance.
P. 38 P. 40 P. 70
37
01
S T EP
D E SCRI B E
WHY
PERSON
SITUATION
POTENTIAL
MARKET
38
EX ER C I SE
DESCRIBE
DESCRIBE THE PROBLEM
Step one is easy: Use the empty space to write down

which problem you’d like your idea to solve.
10 min.
INVESTIGATE
THE PROB LEM:
Try to
formulate
the problem
from the
perspective
of the person
it affects.
39
02
S T EP
I NVE S T I GAT E
40
EX ER C I SE
DESCRIBE
CREATE YOUR IDEAL CUSTOMER
Now describe at least one real or fictional person

facing the problem described. Use the template on
the next page and simply write down what comes
INVESTIGATE
10 min.
to mind. Ten minutes should be enough.
Quick tip:
Even change
projects within
an organization
or solutions
for corporate
customers
ultimately involve
a person affected
who has certain
neur
decision-making
Intrapre
powers; i.e. a
potential target
customer. Who
ter
.
Lina Star
.B
R
is that and what
n
s old
h
motivates them?
26 year
Jo
, likes
proactive
variety
41
W HAT ANNOY S ME : W H AT I W IS H :
NA M E : H O B B IE S :
AGE :
P ROFESSION: FAVO R IT E B R AN D S :
IN COME:
M A RITAL STATUS: W H AT I LIKE :
P L ACE OF RESIDENC E:
42
FORMUL ATION OF TH E P R O BL EM F R O M TH E P E R S O N ’S P E R S P E C T IV E :
DESCRIBE
INVESTIGATE
IN W HICH SITUATI O N DO ES TH E P R O BL EM OCC UR ?
HOW DOES THE P ER SO N C U R R ENTL Y SO L V E T H E P R O B LE M ?
WHY IS THE CURR ENT SO L U TI O N NOT I D EA L F O R T H E P E R S O N ?
kbx.li/43
Download
templates
43
F R O M I DEA L C U STO M E R TO R E AL C US TO M E R
Now it’s time to go on a research mission and seek

out your ideal customer in real life. Or, in other words,
to find them, meet them and understand them.
There’s no better way to do this than a personal

interview.
Be careful: It’s too early for online surveys at this

stage. Right now, the most important thing is to get
a sense of feelings, recognize signals and to get to
know potential customers better on a personal level.
That means that under no circumstances should you
hide behind a digital survey.
44
EX ER C I SE
DESCRIBE
PROBLEM INTERVIEW
How exciting! Now you can put your idea to the test
for the first time and get to know your ideal customer
1 day for real.
INVESTIGATE
This step is key if you really want to delve into the
problem. However, unfortunately, for many people,
this step is also the most uncomfortable, as you
now need to leave your desk – you can’t hide behind
your computer any longer.
This also means leaving your comfort zone and going

out to find potential customers to talk and listen to.
On the next page, you will learn what you need to pay
attention to.
45
WHAT DO YOU NEED TO BE CA R EF U L O F I N I NTE RV IE W S ?
S
ATTITU DE FAC T WH Y ?
It’s important to go into the Don’t ask hypothetical questions, ‘Why’ is the key word in an effective
interview with the right attitude. such as “Would you…?”Instead, problem interview. Always ask
Be open to hearing things you ask about past situations, such as about and try to understand the
don’t expect and adopt the role “When was the last time you…?” . cause of the problem.
of the active listener. An interview This means you get facts instead
is at its best, after all, when the of opinions.
interviewee does most of the
talking. You want to learn from
them!
Learn how you can

get to the heart of
kbx.li/46
every problem with
five ‘Why?’ questions.
46
DESCRIBE
WIS H STAY IN
INVESTIGATE
TOU C H
on’t try to sell anything,

D Schedule a follow-up meeting and
including your idea, and don’t stay in touch. At a later stage in
mention any solutions yet. It’s the process, you can come back
too soon for that. Better to find to the same people and present
out what kind of solution your your solution to them. Always ask
target customer wants, what if they know other people in the
they would be prepared to pay same situation or with the same
for, what criteria they use to problem, and whether you can
decide, what is really important contact them too.
to them, etc.
47
WHER E CA N I F I ND TH E R I G H T H OW M AN Y IN T E RV IE W S AR E
CONTAC TS? N E C E S SARY ?
Think about who in your personal or As soon as answers overlap, confirm and
professional network corresponds to the repeat, then you have gathered enough
person you imagined in the previous ‘evidence’ for now.
step. Approach them and ask them for
an interview. Google says, as a rule of thumb, that five
interviews per target customer group
Don’t have anyone in your network who will suffice at this stage.
matches your vision? Think about where
you could find these people inside or
outside your company. Can you find
them on LinkedIn or other social media
channels? Is there a relevant forum, a
physical location or event where these
people spend their time? Quality over quantity! It’s better to do fewer
(five) interviews, but with the right people.
People who have the problem themselves.
Anything else is a waste of time!
48
W HAT SHOULD YO U ASK P EO P L E? ONLINE
DESCRIBE
MATERIALS
Does the person You can find a template online

have the problem on how to structure a good
Of all the problems or need that you problem interview.
INVESTIGATE
(or partial problems) have imagined?
you’d like to solve,
which hurts the
person most?
ow does the
H
person currently
What costs are incurred solve the problem
due to the problem (cost (work-arounds
of alternative solutions, or an alternative
kbx.li/49
lost time etc.)? What solution)?
would a solution to the
problem be worth to
the person? Extra materials
49
YOU R NOTES AB OUT TH E I NTERV I EW S:
50
DESCRIBE
INVESTIGATE
Now it’s time
for you to get
out of the
building!
51
YOU R NOTES AB OUT TH E I NTERV I EW S:
52
Gather quotes,
don’t interpret.
WHAT WAS CONF IR M ED?
DESCRIBE
INVESTIGATE
W HAT WAS NEW/SU R P R I SI NG ?
W HAT DOES THAT M EA N F O R YO U R I D EA ?
53
You need a bit of over
coming to go out and
interview people? Take a
look at the video of Apple
founder Steve Jobs; he
explains why it’s worth
approaching people.
54
Check
it out.
kbx.li/55
55
56
Have you spoken to
potential customers?
Of course...
57
58
Really?
I told you...!
59
REALLTo tick this
page, we
recommend
using the
extra wide
Edding 850
marker.
60
LY?
Yes!
Quit hassling me...
61
GRE
62
E AT !
63
CONGR ATU L ATI O NS –
YOU H AV E SP O K EN TO YO U R F I R S T P OT E N T IAL TAR G E T C US TO M E R S !
Your various meetings should have describe your ideal customer and the
reduced your initial uncertainties problem once again.
about the problem.
10 min.
Compare the completed template
Now you’re ready to draft a revised with the earlier one in the KICKBOOK.
and, above all, detailed description of How much more certain are you of
the target customer and the problem. your ideal customer? Of the problem?
In doing so, think about which of the What has changed? What have you
people you interviewed have genuine learned?
potential as customers. What do they
have in common and what distinguishes
them from the others? Are the problem
and its cause exactly the same? How Nothing has changed?
Then you can be fairly
do these people currently solve the
sure that you need to
problem? Take another look at your do another round of
interview notes and then use the interviews.
template on the next double page to
3 pp. 66/6
pp. 42/4 7
64
DESCRIBE
Version 23
INVESTIGATE
Michael Starter Intrapreneur
Lina Starter
26 years old
32 years old
.
.B
R
n
proactive, wants to get
h
Jo
others excited about their
Humdrum, 9-to-5, dull idea, wants more doers,
believes in the company,
working life wants to contribute to
its success
ur
prene
Intra
ctive
proa
er
Start
Lina
ear s old
26 y
65
W HAT ANNOY S ME : W H AT I W IS H :
NA M E : H O B B IE S :
AGE :
P ROFESSION: FAVO R IT E B R AN D S :
IN COME:
M A RITAL STATUS: W H AT I LIKE :
P L ACE OF RESIDENC E:
66
FORMUL ATION OF TH E P R O BL EM F R O M TH E P E R S O N ’S P E R S P E C T IV E :
DESCRIBE
INVESTIGATE
IN W HICH SITUATI O N DO ES TH E P R O BL EM OCC UR ?
HOW DOES THE P ER SO N C U R R ENTL Y SO L V E T H E P R O B LE M ?
WHY IS THE CURR ENT SO L U TI O N NOT I D EA L F O R T H E P E R S O N ?
kbx.li/67
Download
templates
67
READY TO CA R RY O N?
You have described the problem and someone actually has the problem, and
the ideal customer, and left your desk for if they do, how serious it is for them and
the first time to discover more about how they currently deal with it.
both. You were able to find out whether
Hi! How’s it going? Sure!

Do you know several people
who have this problem? No (p. 48)
Have you got genuine statements Of course :)

from people with the problem? No (p. 45)
Can you clearly describe people You got it!

with the problem? No (p. 64)
68
DESCRIBE
Can you exactly describe the Sure!
situations where the problem
occurs for the people? No (p. 64)
INVESTIGATE
Can you describe exactly how
people solve the problem now Sure!
and why the current solution is
No (p. 64)
not ideal?
Kick’n’go! Thanks!
N OTE:
then go back to the
69
03
S T EP
VA L IDAT E
70
DESCRIBE
VALIDATE THE PROBLEM
You’ve spoken to people who are actually facing the

problem, and have learned a lot from doing so. You
now know the problem your target customers have,
INVESTIGATE
how they currently solve it and why the existing
‘solutions’ are unsatisfactory. Before you set about
creating the missing, improved solution, it’s now
time to critically analyze what you have learned. Do
enough people face this problem? Is the problem
really that big? Is there actually a need for a new,
better solution?
This step is key, as it will help you work out whether the
problem is worth your time and energy in developing
a solution.
You can find additional

qr.kbx.li/71
resources online to show you

how to validate a problem
and quantify your findings.
71
Let me Google that for you
kbx.li/72
72
GOOG L E A NA L YSI S
DESCRIBE
Start with a simple Google analysis, firstly to gain more background
knowledge and secondly, to find quantifiable data. What should you search for?
30 min. Here is a small selection:
INVESTIGATE
TA R G ET AU D I ENC E P R O B LE M
(e.g. dog owners or PR managers): • How often does the problem come
• How many are there? up in the online search?
• Where do they meet (online and offline)? • How does the target audience
• Are there different (sub-)groups? deal with it?
• Are there relevant statistics, etc.?
Do research for as long as you can find new S O LUT IO N S

information, but don't get lost in the process.
Generally speaking, you need less than 30 minutes
to discover enough to supplement your existing • What solutions/work-arounds exist
knowledge. So set your alarm (30 minutes) and get currently?
Googling! • How much do they cost, how effective
are they, where are they available, etc?
You’ll find space

to make notes on
the next page.
73
NOT E S:
74
DESCRIBE
INVESTIGATE
Consider setting up
an inspiration board,
where you can stick
all your search results,
person templates,
important findings,
etc. This can help you
to recognize patterns
and not lose sight of
what you have already
learned.
75
I NTER P R ET YO U R VALIDAT IO N
For corporate ideas,
you can ask yourself:
How many companies
Try to quantify the findings of the validation. employ a person who
has this problem and
who has the authority
M A R K ET SI Z E to make decisions for
10 min. change? What budget
The market size indicates how large your actual does this person have
This classification target audience is. In other words, the number at their disposal?
should help you of people that would actually buy your product.
to assess your
idea’s potential Put a cross to indicate how you perceive the size
correctly. of the market.
ONE PERSON THOUSANDS
W I L L I NG NESS TO PAY
In turn, willingness to pay indicates how much a
target customer is prepared to pay for a solution
to their problem.
Which of the
following
three scenarios
reflects your
situation?
BUTTONS SCROOGE MCDUCK’S
MILLIONS pp. 77-79
76
SCENARIO 01
DESCRIBE
BACK TO THE START
HOW MANY PEOPLE HAVE THE PROBLEM?
INVESTIGATE
HOW MUCH ARE PEOPLE WILLING TO PAY FOR A

SOLUTION TO THE PROBLEM?
Consider whether
there’s a way of
expanding the
BUTTONS SCROOGE MCDUCK’S problem area or
MILLIONS finding a more
appealing market. If
not, you should look
around for a new
problem.
Bummer! Your problem isn’t relevant enough. It’s not
worth solving!
77
SCENARIO 02
IT DEPENDS ...
C B
ONE PERSON A THOUSANDS
HOW MUCH ARE PEOPLE WILLING TO PAY FOR A

SOLUTION TO THE PROBLEM?
B C
Examine your
idea with a critical
BUTTONS SCROOGE MCDUCK’S
A
eye and consider MILLIONS
whether the positive
effect (high value)
offsets the negative
(low value).
A few people willing to pay a lot or many people willing to
pay a little do not necessarily mean you should scrap your
idea. On the contrary! Think about luxury goods, such as
a Maserati, which only a few people can afford, or coffee,
which is relatively cheap but sells in huge quantities.
78
SCENARIO 03
DESCRIBE
ON WE GO
INVESTIGATE
But be careful: a too HOW MUCH ARE PEOPLE WILLING TO PAY FOR A
positive a result in this SOLUTION TO THE PROBLEM?
exercise may mean
that you perhaps still
don’t understand your
market fully. Ideally,
you should go back and BUTTONS SCROOGE MCDUCK’S
do another self-critical MILLIONS
validation to check
your assumptions.
Congratulations! You have identified a problem that’s

relevant enough to solve.
79
DESCR I P TI O N O F TH E P R O BL EM
Note down your problem before you A concise description of the problem
go any further. Try to summarize the will help you, and others who are
problem briefly and succinctly in a working on the project, to set the right
maximum of two sentences. focus.
A GOO D P R O BL EM DESC R I P TI O N AN S W E R S T H E F O LLOW IN G Q UE S T IO N S :

• What is the problem and who has it?
• Where and when does the problem occur?
• What impact does the problem have?
Ideally, hang your

problem description
in a prominent place
on your inspiration
board and make
it the wallpaper
on your computer
screen, so you see
it all the time.
80
RECO R D W H AT YO U H AV E L EA R N E D O N T H E KIC KM AP
DESCRIBE
Use the KickMap in the flap at the end What has been confirmed?
of the KICKBOOK to record your findings. What is new and unexpected? Etc.
What has surprised you most?
INVESTIGATE
KM KICKMAP
T INSIG HTS
FROM THE INTRA
PREN EURS HIP PROJ
ECT
AN OVER VIEW
OF THE MOST
SIGNI FICAN
SOLUTION
Regularly recording PROBLEM
what you have TARG ET CUST

OMER S
PROB LEM
learned will
help you to draft
a convincing
presentation for
sponsors when you
get to the end of
the KICKBOOK.
CONCEPT
REQU EST
NEXT STEP S
TEAM
L
BUSIN ESS MODE
81
After you successfully found people with of your problem to see whether it was
the problem under examination, you worth continuing. Lastly, you wrote a
were able to use online research to find memorable problem description and
facts to back up your findings. Building noted down your findings.
on that, you did an initial classification
Hi! Me again. Do you know how Yes!

many people might potentially
have the problem? No (p. 73)
...and how often the problem Yes!

affects them? No (p. 73)
82
DESCRIBE
Do you know how severe the You got it!
problem is for these people?
No (p. 73)
INVESTIGATE
Are they prepared to pay for the Yes!
solution to the problem? No (p. 73)
Fantastic!
Yes.
Can you describe the problem
in two sentences? No (p. 80)
Congratulations!
That sounds promising. Thanks, stranger!
Stay on the ball!
N OTE:
then go back to the
83
THE
PROBLEM
IS WORTH
SOLVING.
84
85
SOLU-
S E C T ION 0 3
TION
Does the solution create
value for customers?
“ Life’s too short to
build something
nobody wants.”
AS H MAURYA
Ash’s book Running Lean

offers a great opportunity
to delve more deeply into
iterative and customer-
kbx.li/88
oriented solutions
development.
88
MARK’S
KICKBOX TIP
Why do you tell innovators to stop
building things?
kbx.li/89
2 weeks
You are here
INTRO
Now it gets really exciting! You start to Your ultimate solution is created
work on your idea. But be careful: Don’t through ongoing testing, learning and
leap straight into the end product. iteration, and will become increasingly
Instead, constantly examine with your clear over the course of this process.
target customers whether the solution Don’t expect to have your ultimate
or approach solves the problem prop solution already. And don't fall in love
erly and in line with customer wishes. with your first approach.
01 02 03
STEP STEP STEP AIM:
You have
identified a
solution that
creates value
for customers.
DESCRIBE INVESTIGATE VALIDATE
THE SOLUTION THE SOLUTION THE SOLUTION
P. 92 P. 94 P. 132
91
01
S T EP
CORE FUNCTIONS
DESCRIBE
CUSTOMER BENEFITS
VALUE PROPOSITION
92
EX ER C I SE
DESCRIBE
DESCRIBE THE SOLUTION
Just as in the ‘Problem’ section, this is simply about

describing your ideas for a solution. Always keep
20 min your problem description in mind. What do you
INVESTIGATE
want to solve?
What benefits/ What is your solution?

added value does
my solution give
the customer?
What key
functions
should my
solution
include?
93
02
S T EP
I NVE S T I GAT E
94
DESCRIBE
INVESTIGATE THE SOLUTION
The ‘Solution’ section should help you to answer the

following key question:
INVESTIGATE
DO ES TH E SO L U T IO N C R E AT E VALUE F O R T H E
C U STO M ER ?
To find out whether the solution has genuine value

for the customer, you will learn to build a simple
prototype to make your idea tangible. In solution
interviews with your target customers, you will then
gain valuable insights.
Although you already have a firm solution in your head,

it’s now time to stop and consider other solutions. You
now understand the problem much better and should
check whether there might be other solutions to it.
Use the following thought experiment to do this.
95
DE S C R IB E AT LE AS T F IV E VAR IAT IO N S /
A LT E R N AT IV E S O LUT IO N S :
DESCRIBE
INVESTIGATE
97
T H O UGH T E X P E R IM E N T :
C H AN GE O F P E R S P E C T IV E
To consider other solutions, you need to change how
you think and see things. Consider things carefully,
change perspective and imagine how someone else
10 min
might perceive a problem or situation. A child, for
example, or the oldest person you know; a great inventor
or someone from the future. What would they say to
you if you asked them the following questions?
Why is it that way
and not another? What would What is the one
be the question no one
“perfect” way? has asked about
this yet?
How could it
be different?
96
Helpful websites
kbx.li/98
98
DO A G OOG L E SEA R C H
DESCRIBE
As previously in the ‘Problem’ section, for new inputs and acquire background
it’s worth doing a quick Google analysis knowledge. In your follow-up research,
at this point. Examine new thoughts, focus on your solution ideas and search,
30 min
find out what’s already available, look for example, for the following:
INVESTIGATE
D EM A ND CO M P E T ITO R S
• How often are existing solutions • Who are your competitors? Who
purchased? is currently offering something similar?
• Where are they purchased? • How successful are the competitors?
• What is purchased more often than others? • What do they do particularly well?
• Why is it purchased more often? • Are there customer reviews?
SO L U TI O NS Competitors are
great; they prove that
the problem exists.
• What is already available?
• Which partial solutions exist?
• Who are these solutions for?
99
EX ER C I SE
THE IDEA NO ONE IS

INTERESTED IN
The number one reason why many innovations don’t

survive the first 18 months: it’s a product nobody wants!
1 hour
To avoid this as much as possible, Amazon (the world’s
biggest online retailer) developed a way to discover
at an early stage whether the customer would find the
potential product of interest.
The method consists of three steps that work for

physical and digital products alike.
For this exercise, continue with the idea you consider

to be particularly promising.
100
S T E P 1: STEP 2: STEP 3:
DESCRIBE
CREATE a CIRCULATE the CHANGE
press release press release and inspire
Anyone who wishes to launch a Send the completed press release Keep adapting your article until
new product with Amazon has to your work colleagues, friends, at least three people are excited
INVESTIGATE
to create a hypothetical press acquaintances and interviewees, about the story. After all, as we
release, as though the product and ask them for their opinion. have said before, there’s nothing
were already developed and Do not let them know that you worse than developing a product
ready for sale. are behind it. What do they think or service nobody wants.
of the article?
You can also use this method and If necessary, refer back to the
write a press release for your other solutions you developed.
product. You’ll find space to make
notes on the next page.
S S
N EW EW
N
101
Draft
your press
release.
Adapt the
method to suit
your idea. For
example, write
an intranet
article for
an internal
product or
a specialist
article for
a specialist
product...
102
EXTRAKICK
Become a total press ninja in

just a few steps.
kbx.li/103
Look: a secret tip!
NEW GADGET
AT T ENTION-
DESCRIBE
GRAB B ING
HE ADLINES
WHO IS THE
for young and old PRODU CT
IN T E N D E D
F O R AN D W HAT
IS T H E P R O B LE M
h
res IT S O LV E S ?
INVESTIGATE
n d y, f ent!
Tr e d i f f e r
WHAT DOES YOUR m
and fro
COO L SOLUTION d out d!
n w
TO THE PROB LEM Sta e cro
th
L OOK LIKE?
( P RODUCT IDEA,
K E Y F EATURES,
DIFFERENCE FROM
COMPETITORS)
A Q UOT E F R O M
Incredible product! YO U AN D A
My colleagues ask H Y P OT H E T ICA L
me about it every C US TO M E R .
day. I can only ( B E N E F IT S , TIME
recommend it. AN D CO S T
GINA COOL, 22. SAV IN GS , E TC .)
CA L L TO ACTION.
( WHAT SHOULD Sign up at G E TKICKBAND. COM
THE READER DO
NE XT)
105
EX ER C I SE
DRAFT YOUR
VALUE PROPOSITION
Your reflections when writing the press release and

the valuable feedback from friends and acquaintances
10 min will have prepared you for this task. Try to reflect your
idea in a single, succinct sentence. You will need this
often.
EX A M P L E:
“My idea is a stylish headband for fashion-conscious

intrapreneurs that motivates and enables an
inspiring day at work, in contrast to boring work
clothes.”
106
MY IDEA IS:
DESCRIBE
P R O DU C T/ SERV I C E TAR GE T C US TO M E R S
“A for ,
INVESTIGATE
K EY F EATUR E
that and therefore

M A I N BENEF I T
, in comparison to
EX I S T IN G ALT E R N AT IV E
.”
107
After identifying a problem that is favored solution. You drafted a value

worth solving, you considered various proposition, based on the feedback
solutions. You then researched the you gathered.
solutions and verified interest in your
Have you found an approach You got it!

that could be used to solve the
problem? No (p. 93)
Have you examined the problem Sure!

from different angles and
developed different solutions? Nope (p. 95)
108
DESCRIBE
Have you got initial feedback from You got it!
people in your network?
No (p. 100)
INVESTIGATE
Do you know at least three people Yes!
in your network who are excited
about your idea? Nope (p. 100)
Can you describe your solution Sure!

briefly and succinctly?
No (p. 106)
Great!
Thanks, John!
On you go.
N OTE:
then go back to the
109
A picture’s worth
1,000 words and a
prototype is worth
1,000 pictures.
110
BU I L D A N I NI TI A L P R OTOT Y P E
DESCRIBE
You have researched various solutions, gathered initial
feedback and obtained a clearer picture of what will
4 hrs and won’t work. Now, as a next step, you should test
INVESTIGATE
whether this withstands reality and the solution really
works. In the next step, you will translate your findings
into the first experimental prototype.
The prototype helps you to make your solution clear

and easy to understand. This is important as it enables
you to capture genuine reactions in the subsequent
solution interviews.
On the next pages, learn more about the prototyping

mindset and decide on your own prototype based on
the different examples.
111
PROTOTYP I NG M I NDSET
An important point is that this is the The aim is to be able to put something
very first prototype and doesn’t need to on the table or in someone’s hands
be perfect. No design prizes are being that they can interact with. Whether
handed out here. It’s just about making it’s an app draft, a simple website or a
the idea tangible. cardboard model.
112
DESCRIBE
INVESTIGATE
In many cases, you can use a simple It’s also important not to fall in love
black and white version to start with at with your first solution, as there’s a high
this point. So everyone is aware that it is probability that you will soon scrap it
a prototype and the discussion doesn’t anyway.
revolve around details such as color, etc.
You’ll find examples of

possible prototypes on
the following pages.
Choose the method
that’s right for you.
113
Menu getkickband.com Warenkorb
getkickband.com
Image Bild
Pic.
Image Bild
Pic.
kaufen
Buy
kaufen
Buy
Buy
kaufen
114
EX A M P L E
DESCRIBE
SOFTWARE PAPER PROTOTYPE
Sketch a smartphone screen or internet browser on a

piece of paper, and then draw what your customers
see when they open your app or website. On additional
INVESTIGATE
pages, draw what happens when you click a button.
Focus on the essentials. You can design things later.
What does the user need to see to understand the
solution? Find the eureka moment and depict this in a
way that’s clear and easy to understand.
TI P : Start by sketching the entire user workflow as

quickly as you can, even if you’re still unsure about
the details. The second time around, it’s easier to
eliminate the mostly interrelated mistakes.
From the initial draft to the app

or website – familiarize yourself
with online tools that can help
kbx.li/115
you take your prototype to the

next level.
115
getkickband.com
116
EX A M P L E
DESCRIBE
SERVICE STORYBOARD
Tell the story of how customers will use your solution.

Think about specific characters, places, situations,
times of day and other influencing factors. Capture
INVESTIGATE
the story scene by scene. Consider the key moment in
the use of your product. Explain what happens before
and after. How does a customer come into contact
with your product in their day-to-day life? How do they
experience it? How does it inspire them?
TI P : Don’t worry about your drawing style, don’t get

lost in details and use text only in speech bubbles.
Learn online how you can use easily

understandable tools to make a short
video from your storyboard. This can be
a very powerful prototype, in particular
kbx.li/117
for complex products, process

innovations and services.
117
118
EX A M P L E
DESCRIBE
CARDBOARD MODEL
If your solution consists of hardware, a shape model

is a valuable way to make something tangible. If
you hold something in your hand, it’s much quicker
INVESTIGATE
to present and view it from different perspectives.
Discussions take a completely different course
rather than in a vacuum. Build a simple model of
your product from paper, cardboard or other craft
materials. You can also repurpose a random object
spontaneously (an eraser can become a high-tech
sensor) to present your product.
TI P : Start with a simple sketch. Find inspiration from

As the KICKBAND
people you know or online, and then start building is a physical
straight away. product, I opted
for this prototype.
Which version will
you choose?
Discover a collection of
hardware prototypes and
find out how you can use
kbx.li/119
technologies such as 3D
printing, etc.
119
N OTE S AND SKETCH ES F O R YO U R P R OTOTYP E
Software paper prototype Cardboard model

Service storyboard ____________________
120
121
INVESTIGATE DESCRIBE
DID IT
122
WORK?
Yes? Great!
Before you go ahead and
use your prototype in the
solution interviews, show
it to a few colleagues to
get their initial reactions
You have de and make improvements
if necessary.
signed your
first prototype!
123
TIME
A TEST
124
E FOR
T RUN!
125
ONLINE E X E R C IS E
MATERIALS SOLUTION INTERVIEW
You will find an interview With the prototype, you are now well
template online, as well as a video equipped for solution interviews and for
that will take you through a real 1 day gathering feedback. Meet people from
solution interview. your target audience and test out your
idea using the prototype:
In their opinion, what

is superfluous? Which
function is an absolute
must-have?
kbx.li/126b
hich aspect of the

W
product demo did
the target person find
particularly useful?
Extra
materials
126
DESCRIBE
DON ’ T SI M P L Y F OC U S O N TH E P E R S O N ’S AN S W E R S . O B S E RV E E X AC T LY H OW
THE Y H A ND L E TH E P R OTOTYP E :
What does the hat do they

W
INVESTIGATE
How does the
interviewee understand do with the
interviewee reach for
right away? prototype first?
the prototype?
TIP: You can also use this opportunity adjust your prototype and gain new
to test your price expectations. Build the knowledge. Step by step, this will make
price into the prototype. For instance, your solution more relevant for the
introduce it as a ‘pricing’ sub-page in target group.
your online prototype or as a price tag
on your physical prototype. Watch out It’s also important that you don’t slip
carefully for your interviewee’s reaction. into the role of a salesperson or even
begin to defend your solution. It’s
Don’t forget that negative and critical primarily about listening. Ideally, you
answers are extremely valuable to you. should read through the problem
These inputs enable you to continually interview tips again (p. 46)!
127
YOU R INTERV IEW NOTES:
128
WHAT WAS CONF IR M ED?
DESCRIBE
INVESTIGATE
W HAT WAS NEW/SU R P R I SI NG ?
W HAT DOES THAT M EA N F O R YO U R I D EA ?
129
After you firmed up your solution idea, to potential target customers and to
you built your first prototype. This gather genuine feedback.
enabled you to present your solution
Have you shown your solution You got it!

to several people who have this
problem? No (p. 126)
Were the testers able to confirm You got it!

that your idea solves their
problem? Nope (p. 126)
130
DESCRIBE
Can you quote people who
INVESTIGATE
You got it!
describe how your idea solves their
problem? No (p. 126)
Were you able to find out how much You got it!
the test subjects were prepared to
pay for your solution? No (p. 126)
Perfect!
Will do!
On to the validation.
N OTE:
then go back to the
131
03
S T EP
VA L IDAT E
132
EXE R C I SE
DESCRIBE
VALIDATE THE SOLUTION
WH Y VA L I DATI NG A SO L U TI O N? W H AT IS A S M O KE T E S T ?
You’ve investigated the solution and A smoke test is an activity in which a
approx. 2 days gathered your findings. Now the next tangible or experiential raw version of
INVESTIGATE
step is about proving the still-hypothetical a product is used. This can be a website
customer interest in realistic tests; that or a sales conversation in a retail
is, examining your idea and the findings. branch for promotion of a new, as of yet
unavailable product.
HOW TO VA L I DATE A SO L U TI O N ?
There are several ways to perform A smoke test involves creating a fake
realistic tests in order to validate your version of a potential end product that
findings without developing the end is intended solely to answer the question
product and having it ready for sale. of whether people would pay for the new
The guiding principle here is ‘fake product’s added value.
it till you make it’. However, it’s not
about pulling the wool over people’s Check out the video on the next page
eyes. It’s about testing your solution and take the quote that follows it to
under the most realistic conditions heart. They are both quite long, but worth
possible. the time and will prepare you for your
own smoke test.
133
kbx.li/134
Take a look at
the example
FA K E R E S TAUR AN T
You learned about another
The best restaurant in London
smoke test right at the beginning
of this book. Do you remember
the Dropbox video? Now here A M A Z IN G: A restaurant in London
you are too and soon you will sneaked its way up to the number
carry out your own smoke test.
one spot on TripAdvisor, the biggest
travel platform in the world – without
even being a restaurant.
134
DESCRIBE
“ If you're worried about disappointing some potential customers
- don't be. Most of the time, the experiments you run will have
a zero percent conversion rate - meaning no customers were
INVESTIGATE
harmed during the making of this experiment.
And if you do get a handful of people taking you up on the offer,

you'll be able to send them a nice personal apology.
And if you get tons of people trying to take you up on your

offer - congratulations. You probably have a business.
Hopefully that will take some of the sting out of the fact
that you had to engage in a little trickery.”
ERIC RIES
Eric’s book Lean Start-up

can help you to acquire
the basic principles
kbx.li/135
of using the right

experiments
to learn a lot very quickly.
135
WHAT WO U L D I L I K E TO VA L I DATE ?
You not only need to consider how you This step allows you to make
wish to design the tests, but also what changes almost for free and observe
exactly you would like to test. what happens time and again: from
changing the font and adapting the
How will you measure potential core message to trying to address
customers’ reactions to determine another target audience altogether.
whether you’re on the right path?
T IP : Unless it is absolutely necessary for
You should formulate the criteria as your tests, omit your employer’s logo
precisely as possible. These tests are not at this point and do the tests using a
only capable of confirming or quashing fictitious logo. The time that you would
your assumptions, they can also provide otherwise have to spend on internal
completely unexpected answers that clarification is much better spent
open up new prospects for the product carrying out an appropriate smoke test.
concept – your idea develops further.
A good assumption is
structured as follows: If we do
X, we expect Y, because we
believe Z.
136
HE RE ARE TWO EX A M P L ES O F G OO D ASSU MP T IO N S : ONLINE
DESCRIBE
MATERIALS
Discover useful tools online

that will help you to structure
If we focus on quality instead your tests.
INVESTIGATE
of functionality, the proportion
of over-40s who leave us their
email address will double.
If we adjust the value
kbx.li/137
proposition to be about classes
for adults instead of children,
registrations will increase by
25%. Extra
materials
137
ANALOG SM O K E TESTS
You might think that analog tests POSTER

are easy. After all, you don’t have to Design a poster with your value
grapple with digital tools such as proposition and pricing. Consider
website builders, online advertising where the target group spends time
and email programs. However, the and where you should therefore hang
offline customer test comes with the poster. You now have two options
another challenge: tracking results. It’s by which to measure the reactions: set
easy to capture reactions such as clicks up next to the poster and observe how
and newsletter subscribers online, but people react to it, or have the poster
tricky to measure reactions to a flyer refer to a web page or document where
in the real world. Consider this in your you can then measure clicks. You could
implementation and be inspired by also add a QR code to the poster, for
the following three analog smoke test example.
versions.
POS
TER
SALE
138
DESCRIBE
F LY ER / BR OC H U R E SALE S TALK
You can also reach many people in Depending on what you have to offer, it
your target audience with a flyer or may make sense to offer the product
brochure. If what you have to offer or service directly in conversation with
INVESTIGATE
requires detailed explanations, a customers. How do they react to it
brochure is an option. Consider how and what percentage of them actually
you can measure reactions to your agrees to buy the product? These sales
product. talks also give you the opportunity to
test various aspects of your product:
TIP: A flyer or brochure is also a good mention different prices, highlight
way to test your idea within your own different functions and test different
company. Also, a poster with tear-off sales situations.
stubs is a great option.
139
DIGITA L SM O K E TESTS
As previously discussed, digital smoke Try to incorporate the identified core

tests open up a range of exciting messages into the message and work
opportunities to observe and analyze with images and videos to make the
user behavior. New services that make email even more appealing. Include
creating online smoke tests even links and analyze how often they are
simpler and thus reduce complexity are clicked – most programs allow this as
springing up almost every day. standard.
PRODUCT NEWSLETTER T IP 1: Make multiple versions of your

Email is probably the easiest way to email and send them to equal-sized
perform an online smoke test. Create distribution lists. Learn what works
a mailing list and use a newsletter better and optimize this for your next
program such as MailChimp to send a iteration.
professional email to everyone on the
list. Make sure that you do not use your
personal email address as the sender,
so the hurdle is just the same as in real
life (if the email goes out to strangers).
140
EXTRAKICK
Create a professional smoke test in

just a few steps with the ExtraKick.
kbx.li/141
Look: a secret tip!
DESCRIBE
PRO D U C T W EBSI TE ( L A NDI NG PAGE ) even easier to simply send the link to your
Many website builder programs allow friends and acquaintances – without
you to build your own simple landing mentioning, of course, that you are
page free of charge or for an affordable behind the website (like in the product
INVESTIGATE
fee. You do not require any special IT newsletter). For instance, you can share
knowledge to do this and will realize the link on your personal social media
that it is not difficult to create a channels and observe how many
presentable website for your product people try to buy the offer or sign up to
online. the newsletter.
As soon as it is ready, you need to bring

users to your website in order to carry
out the smoke test. An effective option
is shown in in the ExtraKick. However, it’s
143
ONLINE I M P O R TAN T : In contrast to
MATERIALS prototypes, which are crude T IP : You will find more help to
and sketchy, the smoke test set up your smoke test online.
should be appealing in its
You will find a range of useful design. It has to be able to The smoke test should allow
tools online that will help you survive in the real world and you to gather enough data to
to create an effective digital compete with many other make clear statements about
smoke test. products. Ask yourself who in your solution and its benefits
your network has an affinity for the target audience.
for design and get support.
However, this is still not a
design competition.
Up until now, we have always relied on what people SAY.

kbx.li/144
Example:
80% say that cultured meat is cool and they would eat it.
However, not even 50% do when actually faced with it. It is now
time to check whether people are prepared to DO or to GIVE
something for your solution. If people DO or GIVE something for
Extra your solution, that is strong evidence that your solution offers
materials added value.
144
NOTES AND SKETC H ES F O R YO U R SM O K E TES T
Poster Product newsletter
DESCRIBE
Flyer/brochure Product website
Sales conversation
INVESTIGATE
DO the smoke
test first, then
turn to the next
page.
145
After the initial valuable feedback smoke test. You were able to find out
from the solution interviews, it was whether interest was just theoretical
then about checking the growing or genuine, and whether the target
assumptions in a real test set-up, or customers would actually turn their
Could you test your solution in real Of course!

conditions?
Nope (p. 133)
Were your assumptions proven to Absolutely!

be true in the market test?
No (p. 133)
146
DESCRIBE
Did you get confirmation that
your target customers are willing You got it!
to inform themselves about your No (p. 133)
solution or even pay for it?
INVESTIGATE
Do you know who the first Sure!
customer for your solution is and
how you can attract them? Nope (p. 133)
record it here
KICKMAP PROJECT
INTRAPRENEURSHIP
INSIGHTS FROM THE
MOST SIGNIFICANT
AN OVERVIEW OF THE
SOLUTION
PROBLEM
PROBLEM
TARGET CUSTOMERS
CONCEPT
REQUEST
NEXT STEPS
TEAM
Merci!
BUSINESS MODEL
N OTE: Awesome! Record what you learned

If you have to answer from the ‘Solution’ section
something with ‘No’, in the KickMap, then on we go!
then go back to the
147
THE SOLUTION
VA L U E F O R Y O U R
C U S TO M E R S
G E N E R AT E S ,
IT DOES.
148
149
CON-
S E C T ION 0 4
CEPT
Do I have a concept
for the next phase?
“ The difference between a
vision and a hallucination
is that other people can see
the vision.”
M AR C AND R E E SSE N
152
MARK’S
KICKBOX TIP
How do I get my organization to
support my innovation?
kbx.li/153
2 weeks 4 weeks
You are here
INTRO
You have a validated problem and a validated solution. But what else do you
need to convince sponsors to invest in you and your idea?
F IV E - YEA R V I SI O N BU S IN E S S M O D E L NEXT STEPS

What do you want to How would you like to Which assumptions do
have achieved with your earn money with your you want to verify in the
idea in five years’ time? solution? next few months? What
do you need in order to
do that?
01 02 03
STEP STEP STEP AIM:
You will have a
five-year vision, a
business model
and a clear picture
of what the next
DES CR IB E IN VES TIG AT E VA L I DAT E steps are.
THE VISIO N BUSINESS MODEL T H E CO N C E P T
P. 15 6 P. 1 5 8 P. 1 70
155
01
S T EP
D E SCRI B E
VISION
BUSINESS MODEL
MVP
156
EX ER C I SE
DESCRIBE
DESCRIBE YOUR
FIVE-YEAR VISION
Use the help questions to craft your five-year vision

and record it below.
INVESTIGATE
15 min
My world in
five years
Have another look at

your WHY on page 25.
Why are you doing it,
how are you doing it and
what have you achieved
in five years?
The
p. 25 What have I relationship
Where will I and
achieved in with my
my idea be in
five years? employer
five years’ time?
157
02
S T EP
I NVE S T I GAT E
158
EXE R C I SE
DESCRIBE
INVESTIGATE YOUR BUSINESS MODEL
If you’d like to convince sponsors of your So, not in dollar steps, but in million-
idea, it’s essential to grapple with your dollar steps.
business model. How would you like to
INVESTIGATE
4 hours
earn money, what are your tasks, how However, thinking in business models
do you reach customers, etc. is not a trivial matter and requires a
little creativity. Take inspiration from the
You must think in dimensions that examples on the next two pages.
attract the interest of potential sponsors.
?
100
100
Money Product
Service Data
159
CU STOMER REL ATIO NSH I P
Business models differ according to the customer segment and
customer relationship. Here are three widely used categories:
B C B B B B C
BU S I N ESS TO CONSUM ER ( B2C ) BU SI NESS TO B US IN E S S ( B 2 B ) B US IN E S S TO B US IN E S S TO
From you, directly to the consumer. From you to a corporate customer. CO N S UM E R ( B 2 B 2 C )
From you to the corporate customer,
Prices in the B2C market are Usually, goods and services sold and from them to the end consumer.
normally transparent and the B2B are priced high. Prices can
same for all consumers. Typical vary depending on the size of the You may sell your product to a
sales channels include online company or the sales volume. B2B corporate customer, but issue end-
stores (Wallmart.com) or own products can include anything from customer advertising to boost its
outlets (McDonald’s). software (Salesforce) to machinery sales. Such as on booking.com: B2B
(John Deer). Sales typically occur – the acquisition of hotels and B2C
directly via sales staff. – the acquisition of travelers.
160
MONETARIZATION
DESCRIBE
Monetarization models can vary greatly, irrespective of the customer
relationship or segment. Here are three examples:
INVESTIGATE
R E E
F
MM | D D
T. = $$
E FEA
MOR
$ $ $ $ $
FRE EMIUM R A Z O R AN D B L AD E S UB S C R IP T IO N M O D E L
Your entry-level product is free of Famous examples are Gillette and Subscriptions are becoming
charge. This means that you reach a Nespresso. You buy a cheap basic increasingly popular. They
massive number of end-users. Some product (razor or coffee machine). apply to services such as
of these use your product frequently To be able to use it over time, you Spotify or Netflix, but also razor
and intensively, and thus want to need repeated supplementary subscriptions (Dollar Shave Club)
make use of the chargeable extra products (razor blades or coffee and food subscriptions (Hello
features. You earn your money from capsules). The majority of the money Fresh). The recurring revenue
these premium customers. This is comes from the supplementary from subscription models
popular with B2C software solutions products. and the inertia of consumers,
such as Dropbox.com. which means they are unlikely
to cancel, make this a lucrative
business model.
161
Single item
ONLINE
MATERIALS
You will find useful techniques CH

F
online that will help you to
calculate, visualize and further
develop your business model.
Subscription
M M | DD
Now it’s your turn

to set out three
kbx.li/162
Company giveaway potential business

models for your idea:
Extra any XY
Comp
materials Company XY
162
BU S INESS MODEL V ER SI O N 0 1 :
DRAF T YOUR B USINESS M O DEL : H OW DO YO U M AKE M O N E Y ?
W H E R E AR E CO S T S IN C UR R E D ?
HOW MUCH PROF IT DO YO U EX P EC T I N F I V E Y E AR S ?
NOTHING 1 MILLION DOLLARS 100+ MILLION DOLLARS
163
BU SI N ESS MODEL V E R SI O N 0 2:
DRA FT YOUR B USINE SS M O D EL : H OW DO YO U M AKE M O N E Y ?
HOW MUCH PROF IT DO YO U EX P EC T I N F I V E YE AR S ?
164
BU S INESS MODEL V ER SI O N 0 3:
DRAF T YOUR B USINESS M O DEL : H OW DO YO U M AKE M O N E Y ?
HOW MUCH PROF IT DO YO U EX P EC T I N F I V E Y E AR S ?
165
EXPLO R E A ND F U R TH ER D EV EL O P T H E B US IN E S S M O D E L
Discuss the three draft business models with colleagues and consider the risks and
opportunities involved in each model. Consider dimensions such as the following:
PARTN ER SH I P S: T E C H N O LOG Y :
Which partnerships will bring you closer Which new technologies can create an
to the customer? advantage for you or make your product
obsolete?
CHANNEL S:
What different ways are there to bring D E C IS IO N S :
your product to the customer? What fits with the company strategy?
Where do you have an ace up your sleeve Which management decisions may
or where could something go wrong? have a positive or negative impact on
your business model?
MARKET DEV EL O P M ENTS/ SOC I ET Y :
Which developments on the market or CO M P E T IT IV E ADVAN TAGE :
in society could play into your hands or How can you ensure that your solution
upset your plans? cannot be easily copied and that
you can distinguish yourself from the
competition?
166
What came out of your conversations?
DESCRIBE
With which business model are you moving ahead?
Mark it with a cross.
Business model 01
Business model 02
INVESTIGATE
Business model 03
WHAT ARE THE KEY F I NDI NG S F R O M YO U R CO N V E R SAT IO N S ?
VALIDATE
KM
Record what you have
learned about your
business model in
the KickMap. This will
make it easier for you
later, when you need
to design a convincing
presentation.
167
You showed that your solution generates wrote down your vision for the future and
value for the customer. Then you looked considered various possible ways to earn
at whether and how your idea can bring money from your solution, as well as the
value for you and your company. You costs such an approach might incur.
Have you formulated your Yes!

five-year vision? No (p. 157)
Have you considered several Yep!

business models and decided
on one? Nope (p. 159)
168
DESCRIBE
Do you have a rough idea of how You got it!
much revenue you can generate
INVESTIGATE
with your solution? Non (p. 159)
Are you aware of what it roughly You got it!

costs to implement and operate
your solution? No (p. 159)
VALIDATE
Great!
Thanks!
On you go!
N OTE:
then go back to the
169
03
ST EP
VA L I DAT E
170
EX ER C I SE
DESCRIBE
PREPARE THE VALIDATION
This section deals with the PREPARATION for the

validation of your concept. The actual validation, or
4 hours verification and provision of evidence for your concept,
INVESTIGATE
doesn’t happen until the next phase, the proof of
concept phase. However, in order to find at least one
sponsor for this next phase (Section 5: Convince), it is
important that you give it some thought. Only then
will you be able to highlight what your next planned
steps are and the resources you need for the proof of
concept phase.
VALIDATE
However, first, you need to ask yourself exactly what
your critical assumptions are:
If I haven’t achieved my vision in five years’ time,

what has happened?
Note down the three biggest show-stoppers on the

next page and formulate a verifiable assumption for
each of them.
171
S HOW -STOPPER: AS S UM P T IO N :
Customers like existing options better If we give the customer the choice between our
than our product. product and the existing alternatives, we expect
that over 70% will choose our product, because
we think our product is more appealing.
S HOW -STOPPER: AS S UM P T IO N :
172
F I ND TH E R I G H T T E S T TO V E R IF Y YO UR CO N C E P T
DESCRIBE
An MVP is a good way to examine your most critical
assumptions.
W H AT I S A N M V P?
INVESTIGATE
A ‘minimum viable product’ is a minimal but
functional version of a new product that allows you to
examine the key added value for the customer with
the least outlay.
The aim of an MVP is to
gain an understanding of W H AT TYP ES O F M V P E X IS T ?
your customer’s interest in
the product, without fully Reread the part about smoke tests in the ‘Solution’
developing the product section (p. 133). Websites and email smoke tests can
itself. The earlier you
can determine whether be used very effectively to verify different assumptions.
your product appeals to
This also applies in the proof of concept phase. On
customers, the less effort
and money you will invest the next page, you will be introduced to two new types
in a product that won’t
succeed in the market.
of MVP.
You can find other

types of MVPs
kbx.li/173
and supporting
documentation
online.
173
TWO TYP ES O F M V P S
CONCIER G E M V P ADVAN TAG E S :

With a concierge MVP, the customer • Proximity to the customer helps
receives manual support. This reveals you learn a lot
whether there is a need for the solution • No technology or product required
or not – without a product being built.
D ISADVAN TAG E S :
Example: You want to develop a digital • No interaction with product, which
helper for day-to-day tasks. To find out can lead to false conclusions
whether there is any demand for this • High use of resources
and what the focus should be, you offer
your service for USD 10 per month: the
customer gets your telephone number.
That means that you can personally
make a restaurant reservation for your
customer, do their shopping, etc. This
model won’t scale up, but it gives you a
quick way to learn a lot about customers.
174
DESCRIBE
WIZ A R D O F O Z M V P ADVAN TAG E S :
With this MVP, it looks from the outside • Real interaction between customer and
as if the solution is already built and product allows realistic observations
functional, but in reality all ‘automated’ • Quicker and more affordable than
INVESTIGATE
workflows are done manually. actually building the product
Example: You want to launch a financial D ISADVAN TAG E S :

advisor chatbot. However, instead of a • You need a great deal of knowledge
programmed algorithm answering the about the product to realistically
customer, a person does in the same imitate an automated process.
way that the programmed chatbot
VALIDATE
would. This allows you to verify your
assumptions, without having to invest in
developing an algorithm.
175
V ER I F Y ASSU M P TI O N S
Take another look at your three assumptions on page

172 and think about a test scenario for each of them.
Use the earlier MVP examples as inspiration.
ASSUMPTION: TEST SC ENA R I O ( W H AT’ S A N EAS Y WAY TO E X AM IN E YO UR C R IT ICAL AS S UM P T IO N S ? )
1.
2.
3.
176
YO U R M V P
DESCRIBE
Describe your MVP. What does your first product version
include and which three functions are essential? Make
sure that the MVP contributes to examination of
the most critical assumptions. Use what you learned
INVESTIGATE
from the ‘Solution’ section to define the right MVP.
Where possible, the MVP should help you to acquire
initial customers and prove that your idea can be
implemented.
W H AT A R E TH E T H R E E M O S T IM P O R TAN T
Combine the three test

scenarios into one MVP
that will allow you to learn
as much as possible about
your customers, and verify
your assumptions with the
minimum amount of effort.
177
DRA FT YOUR MV P
Smoke test Wizard of Oz

Concierge ____________________
The proof of concept

is about verifying
and proving your
concept. The MVP is
a central element of
this phase; however,
usually there is still
preparatory and
follow-up work to
be done.
178
P R OO F O F CO NC E P T S E T - UP
DESCRIBE
Describe roughly how you would like to structure your
proof of concept phase, and try to position the individual
activities on the timeline.
INVESTIGATE
DE S CRIB E THE IDEA L P R OC ESS F O R YO U R P R OO F O F CO N C E P T P H AS E
MONTH
179
TEAM
Actively approach potential team would fit into the set-up. The further
members. Consider which skills you along you are with setting up your
need in your core team and what you team, the more convincing it appears
can achieve with external people. If and you communicate the valuable
possible, get in touch with people or impression that you can start tomorrow.
partners and find out whether they
W HAT SKILLS DO YO U NEED W H O CAN CO N T R IB UT E T H E S E

FOR T HE PROOF OF CO NC EP T P H ASE? S KILLS ( P E R S O N O R R O LE ) ?
The importance
kbx.li/180
of a strong and
complementary
team.
180
RES O U R C ES
DESCRIBE
How much money do you need to how long it will take to develop your
realize your plan? What other resources MVP, for instance, and the cost.
do you need (office space, development
team, etc.)? In this case, it’s also worth
INVESTIGATE
talking to different people to find out
WHAT F INANCIAL R ESO U R C ES W H AT OT H E R R E S O UR C E S

DO YOU NEED AND W H AT F O R ? DO YO U N E E D ?
181
EX P ER T F EEDBAC K
Get feedback on your considerations from people in

your professional or personal network who have already
been in your position, worked/are working in the same
market or generally know a great deal about early-
stage projects.
Maybe there are former Kickboxers in your company

who could help you here?
Incorporate the
feedback (are your
vision and the favored
business model
still the same?)
and use what you
have developed to
convince sponsors of
you and your idea in
the next section. KM
Record what
you have
learned in
the KickMap.
What has been
confirmed?
What is new?
182
WHAT ARE THE KEY F I ND I NG S F R O M YO U R CO N V E R SAT IO N S ?
DESCRIBE
INVESTIGATE
Online, you will find
structured help to gather
kbx.li/183a
feedback on your concept
and detect blind spots
early on.
183
After you had considered your vision and and draw up a plan of how you would
potential business model, you specifically verify these in the next phase. You
envisaged the next steps. This enabled also highlighted what resources and
you to identify your critical assumptions personnel support you need.
Do you have an idea of how the

first functioning version of your
solution should look, how you Sure!
would like to implement it and Nope (p. 171)
what it costs?
184
DESCRIBE
INVESTIGATE
Have you discussed your plan for Ja
the proof of concept phase with
others and obtained feedback? No (p. 179)
Excellent!
When you have copied
your findings into the KickMap, Let’s go!
continue straight on
to the final section.
N OTE:
then go back to the
185
Y O U H AV E A
VISION, A BUS
AND A CLEAR
W H AT T H E N E X
186
A FIVE-YEAR
SINESS MODEL
R PICTURE OF
XT STEPS ARE.
Eggsellent!
187
S E C T ION 0 5
CON-
VINCE
Can I convince others
of my idea?
“ It’s hard to beat a person
who never gives up.”
BAB E R UTH
190
MARK’S
KICKBOX TIP
OK, I'm ready to pitch to the CEO!
How should I do it?
kbx.li/191
2 weeks 4 weeks 1 week
You are here
CONGRATULATIONS AND
WELCOME TO THE FINAL
STAGE OF THE KICKBOOK
You’ve reached the final stage and have come a
long way. Some may have given up already, but
1 day you have stayed on the ball. Some call that inner
strength. Others call it stubbornness.
Going through all the stages, you have developed

new skills and turned what you have learned into
specific arguments. These experiences are valuable,
as every action has prepared for you for this
moment. Now it’s time to introduce measures. Your
idea has to be accepted by your company and earn
the support of sponsors. Perhaps you’ve heard that
this final stage is difficult. But you’ve come this far,
and now you’re ready to take the final step.
193
H OW CA N I ACC ESS T H E
NEC ESSA RY R ESO UR C E S ?
If resources are available within the organization, they

are usually allocated to a project. So you need to do
more than simply show a potential sponsor that your
idea is ‘good’. You must convince them that it’s better
than an idea that’s already being financed. If you stick
to the usual rules of the game, you will be waiting
patiently in line for ‘unallocated resources’, and you’ll
realize just how rare these are.
TI P 1 Sponsors want to see figures! The facts and figures

about real customers that you have already gathered
will help convince sponsors.
A pitch is a presentation
TI P 2 It’s worth meeting your potential sponsors in
of a business idea within
person. They need to see the fire in your eyes, because a limited period of time.
This means you need to
they need to be convinced by you as a person and get to the point quickly.
not just your ideas. Draw up a list of executives in all
areas that come into contact with your idea. Locate
as many co-workers or colleagues as possible who are
in regular contact with the person you have in mind.
They need to hear your pitch before you talk to them.
If they like your idea, ask them to mention your project
194
and talk about it positively when they speak to the
person you have in mind. If they don’t want to, ask
why. They know the executive's business priorities. Use
their recommendations and tips. They could be the
key to a ‘yes’.
TI P 3 A real prototype is more impressive than any

pitch. If you make your idea tangible, this is much
more convincing to people than PowerPoint slides
You will find
and concepts.
other useful
documents
TI P 4 online that can
Tackle the aims the potential sponsor/manager wishes help you get to
grips with the
to achieve. Consider whether and how your project different roles
contributes to at least one of them and how this was and interests of
proven during your validation. stakeholders.
kbx.li/195
195
N OTE DOWN F IV E POTENTI A L SP O NSO R S I N YO UR CO M PAN Y , IN C LUD IN G T H E IR AIM S :
196
W H AT TO P I TC H ?
INSPIRING PITCHES BY
SUCCESSFUL STARTUPS
Online, you will find a collection of 30 start-up pitches,

including original slides by Facebook and Airbnb.
Be inspired.
kbx.li/199
Extra
materials
197
THE K EY ELEMENTS O F YO U R P I TC H
VALIDAT E D VA L IDATE D B U S IN E S S
PROBLE M S O L U TION M OD E L
You have looked at the problem You have developed a solution You have shown that your solution
more closely, examined your for this problem and tested it on is the answer to a ‘real’ problem.
fundamental assumptions and the market. Show the audience In the KICKBOOK, however, you
reduced uncertainty. Show your how you tested solution and what also considered how you can earn
audience what the problem is, the feedback was. In particular, money with your idea. Accordingly,
why it’s a ‘real problem’ and how show why customers prefer your you should explain to the audience
you proved this. solution to the existing options. how the money flows and how you
And don’t forget to demonstrate researched the willingness to pay.
your prototype.
198
Thanks to the
KICKBOOK, you have
already prepared all the
necessary content. Now
you need to compile it
into a presentable form
and create an overall
story.
CHAM PIO N & N E XT

R E QU E S T
TEAM S TE PS
A pitch isn’t like a normal If you are given a budget to End your pitch with a clear
presentation! You need to proceed with the project, what request. What do you want? What
convince your audience not only will the next steps look like? do you need (financial and non-
of your idea, Which assumptions have to be financial resources) in order to
but of yourself; why are you the tested next? What does the proof implement the next steps you
right person/team to take the of concept set-up look like? mentioned?
next steps? Why are you the right
person/team to implement the
next steps? And who will support
you on this journey? KM
You will find all
the dimensions
in your KickMap.
199
TIPS F O R A SU CC ESSF U L P I TC H
TIP 1:
Start with a hook Brainstorming
Be aware that potential investors In three minutes, write down all the
hear a lot of ideas every day and have creative (and not so creative) openings
a busy schedule. This means their you can think of for your presentation.
attention span is short. That’s why it’s
important to open the presentation in
an interesting/creative/eye-catching way.
Use tools!
Hook as in fishing.
It’s about getting
your audience on
the hook from
the start and not
letting go.
200
TIP 2:
Focus on the validated idea Example
Companies such as Facebook, Airbnb or You have established that a friend of
Buffer did not get their first investment yours has a problem. You then created a
from an idea. They were able to show product outline to check whether you
a prototype and initial figures. Compile have truly understood their problem. In
a list of the quantitative and qualitative the customer interview, you determined
evidence that supports your idea. that a new version is required. To test it
with several customers afterwards, you
TIP 3: built a website and gathered feedback.
Tell a story – make it personal The results were good and now you
The most effective way of convincing need the budget to carry out further
someone is to tell a story instead of experiments to prove the business is
simply reeling off facts. A story becomes viable.
convincing when it’s personal and
tangible.
201
DRA FT YOUR PITCH H ER E
Open up your KickMap

and try to transfer
what you have
learned from the
different sections
into an attractive
presentation.
202
203
204
Practice makes perfect…
Presenting is all about practice.
Bring in your friends and family
so they can give you feedback on
your pitch.
205
B EF OR E TH E P I TC H ?
AUDIENCE
Who's sitting in the audience? Previous knowledge?

How many people are there and who What do people already know about
are they? your idea and the market you are
working in?
What do the attendees look like and
what are they called? Language?
Google their names, so that you can What language is spoken/understood
greet the audience members by name. by those present?
Specialist areas?
Which specialist areas are covered by
the audience (look on LinkedIn)?
Consider in advance what
questions the audience
Professional or personal connection? might ask and make sure
that you have all the
Do you have a professional or personal answers ready at your
connection with someone in the presentation.
audience (e.g. the same university or a

mutual friend)?
206
BEF O R E TH E P I TC H
TIME LIMIT AND INFRASTRUCTURE
How much time do you have?

Schedule enough time for a discussion/Q&A. You
should also assume that some people will arrive
late or need to leave early, and that it will take a few
minutes to set up the technology.
Which tools are at your disposal?

Projector, flipchart, post-its, etc.? Do not forget to take
an adapter for your computer (HDMI, VGA, Apple, etc.).
...and the
power cable!!!
207
Having investigated the problem and with who could be potential sponsors
the solution and carefully considered and considered how you can convince
the next steps, you incorporated them. After practice, you are now ready
everything into a convincing for your
presentation. You have also grappled big performance!
Do you know at least three Sure!

potential sponsors and their aims? No (p. 196)
Do you know how to reach the Of course :)

sponsors? Non (p. 194)
Does your presentation contain the

following: hook, problem, solution You got it!
(including prototype), business No (p. 198)
model, team?
208
Are the next steps and your request Sí!
to the sponsor clearly formulated? Afraid not (S. 198)
Have you shown your pitch to other Yes!

people and incorporated their
feedback? No (p. 204)
Have you practiced the pitch five to Course!

10 times? Nope (p. 204)
Have you agreed on a date and time Sure!

N OTE: with the sponsor? No? Well, no time like the present!
then go back to the
209
210
On to your pitch!
211
Were you able to convinc
one sponsor?
212
e at least
You bet!
213
CHE
214
ERS!
215
This book is based
on the insights
gained from
countless innovation
projects and on the
collaboration of
intrapreneurs from a
variety of firms. Take
a look at everyone
who has contributed
and help shape it with
your feedback.
kbx.li/216
216
K I C K BOO K – TH E H AN D B OO K F O R IN T R AP R E N E UR S
F R O M A R O U ND T H E WO R LD
Congratulations – you have proved that you are

a true intrapreneur! You have no doubt gained a
great deal of knowledge and learned new methods
and ways of working. You haven’t just learned these
methods in theory, you have also used them in your
KICKBOX project. Share what you have learned with
your network — regardless of whether you will soon
implement a proof of concept or not. Add your
valuable KICKBOX intrapreneurship experience to your
LinkedIn profile: What idea did you validate? Which
methods did you use? Here’s some quick inspiration:
• brainstorming tools Share your KICKBOX

story on social
• idea development and validation media and let
• design thinking methods others know what
• lean start-up methods your KICKBOX
experience was like,
• business model development
how it is continuing
• customer interviews and why others
• quantitative customer tests should also validate
• smoke tests their ideas using
• presentation skills
KIC KB OX KICKBOX.
in trapren eu rs h ip
rrea d y
217
OUT-
RO
L I T E RATURE W E HAVE U SED A ND BU I L T O N
The KICKBOOK was created to TechCrunch by Eric Ries, author www.amazon.com/Alexander-

support intrapreneurs along the of The Lean Startup. The article Osterwalder/e/B0037M2W0E
rollercoaster ride of innovation. explains the origins of Dropbox: P. 4 8 : In his book, Jake Knapp from
In terms of methodology, it is https://techcrunch.com/2011/10/19/ Google Ventures sets out the basis
based on the Kickbox framework dropbox-minimal-viable-product/ for the recommended number of
designed by Mark Randall and people you should interview when
the ADOBE KICKBOX team: www. G ETTI NG S TAR T E D starting the validation process and
kickbox.org. P. 22F F.: The ‘Start with WHY’ how such an interview should be
theory is based on the TEDx conducted. There are other great
The rready-Team (www.rready.com) video about the ‘Golden Circle’ resources on the Google Ventures
developed the book further, based by Simon Sinek. Simon advocates Design Sprint website: https://
on its own experiences, specialist the importance of knowing the www.gv.com/sprint/
literature and input from other ‘why’ behind his own activities.
authors and experts. We would like https://www.youtube.com/ P. 4 9 : The book Running
to list these here. Links to additional watch?v=u4ZoJKF_VuA Lean by Ash Maurya provides
sources, theories, materials and the basis for preparation and
resources have been provided at P R O BL EM conduct of problem interviews.
various points in the book via QR P. 4 6 F.: The interview guidelines A recommended book for
codes. were compiled on the basis of the entrepreneurs and intrapreneurs:
book Value Proposition Design by https://www.amazon.com/Ash-
IN TRO Alex Osterwalder. It is a user-oriented Maurya/e/B006MW5OSS
P. 1 6 F: The Dropbox example book particularly recommended
originates from a guest article in for innovation teams: https:// P. 5 1: Steve Blank’s ‘Customer
220
Development’ method provided
the basis for authors such as Eric P. 1 35 : This section also draws P. 17 4 F. : The description from
Ries and Ash Maurya. That’s why on an article by Eric Ries, author openclassrooms.com was used
a John R. Boxly visualization in the of The Lean Startup: http:// to explain the different types of
KICKBOOK is dedicated to Steve www.startuplessonslearned. MVP: https://openclassrooms.com/
Blank and his famous phrase, com/2008/11/using-adwords-to- en/courses/4544561-learn-about-
“Get out of the building”. Here is assess-demand-for-your.html lean-startup/4703206-discover-the-
the link to Steve’s website: https:// 4-types-of-minimum-viable-product
steveblank.com/ CO NC EPT
P. 1 5 9: The business model kit by CO N V IN C E
S OL UTION Board of Innovation served as P. 19 5 : Startup wiki from Startplatz.de
P. 10 0 F F. : Neil Patel, online the inspiration for the preparation was used to help explain the word
marketing expert and best-selling and visualization of the section ‘pitch’ for all readers: https://www.
author, examined Amazon’s ‘press on business models. https://www. startplatz.de/startup-wiki/pitch/
release’ method in a blog post. boardofinnovation.com/tools/
http://www.neilpatel.co/amazon/ business-model-kit/
P. 126F. : As with the problem P. 1 6 1 : The descriptions of the

interview, the solution interview business model versions were
section draws on Ash Maurya’s inspired by ‘55 patterns of
book Running Lean: https://www. innovation’ by the St. Gallen BMI
amazon.com/Ash-Maurya/e/ Lab: https://bmilab.com/pattern-
B006MW5OSS cards
221
222
THE O R I G I N O F K I C K BOO K
With the launch of ADOBE KICKBOX, gather input from other experts and
Mark Randall created a movement incorporate this in the book.
that has resulted in the transformation
of employees at Swisscom and The KICKBOOK is the result of co-
countless other companies. KICKBOX creation workshops, feedback
lays the foundations for creation of sessions with countless innovative
a corporate culture that provides companies, Kickboxers and
the ideal conditions for cultivating intrapreneurship experts.
intrapreneurship and grass-roots
innovation. We have tried to cite all those
contributors on the following pages. We
In recent years, we have been able to are aware that this list is not exhaustive
support 1'000+ intrapreneurs in and that other experts have contributed
various organizations and have learned to the end result.
what works and what does not.
We would like to thank them all
We decided to share this knowledge sincerely!
and wrote the KICKBOOK based on
our experiences. In the full spirit of The authors: David Hengartner,
the Kickbox Open Source movement Ralph Hartmeier, Reto Wenger &
(kickbox.org), we decided not to Vinzenz Leuenberger
venture on this journey alone but to
223
SINCE R E TH A NK S TO A L L CO NTR IB UTO R S
First and foremost, we would like to Jablonski, Kolja van der Vaart, Lars
thank Mark Randall, serial entrepreneur van Hilten, Linda Thoma, Maarten den
and former VP of Creativity at Adobe, for Heyer, Manon Bolli, Manuel Mader,
starting Kickbox. Manuela Disch, Manuela Kiener,
Mike Bindemann, Moritz Houmard,
We would like to thank Damien Julien Nathan Probst, Niculina Töndury, Oleg
and Jonas Habermacher from Kuroptiev, Onur Uyar, Paola Medina,
distylerie.com for the design and Samira Duddek, Sarina Rutz, Soraya
conceptual assistance. Rouhani, Stefan Egger, Stefanie
Ladstätter, Tanja Julmy, Tina Cvijetic,
Huge thanks also go to our current and Tina Werro, Valentin Back, Yannick
former team at Swisscom and rready Dienst
(rready.com):
The same applies to our fantastic partners:
In alphabetical order:
Angela Vogel, Aurelio Simione, Damian Christopher Waldner
Ruchti, Dario Brühwiler, Dario Fontana, (christopherwaldner.com), Dino Beerli
Denis Weiss, Dietrich Aumann, Eduardo (superloop.ch), Ivan Mele (heynew.
Abreu, Fenja Persello, Flavia Pinto ch), Michael Hunkeler (impacthub.ch),
Pinheiro, Frank Ren Feng, Ivan Roman Hungerbühler (creaholic.com).
Apud, Janic Siegenthaler, Jonah
224
And we would like to thanks all those -Alexander Metz, Martin Everts, Martin
who took the time to read the draft Zulliger, Matthias Wegmüller, Mitzi
version of the KICKBOOK, to discuss the Holohlavsky, Monika Müller, Pascal A.
Kickbox framework, and who assisted Miserez, Patrick Meister, Peter Wenger,
us with valuable feedback and input: Richard Dolmetsch, Roland Keller,
Roman Hagmann, Roy Franke, Serge
Adrian Maurer, Alice Maurer, Anina Tumelero, Silvia Baroni, Simon Schmidli,
Senn, Anja Zimmermann, Annette Stefan Gerber, Tobias Gerber, Tobias
Schütz, Antje Niemann, Attila Makra, Grimm, Tom Schrooyen, Urs Rothmayr,
Chris Renfer, Christian Bächtold, Vanessa Fieres, Veronika Sallenbach
Christian Capello,Christian Nagel,
Claudia Winkler, Cristina Bucher, Many thanks for your outstanding
Damian Fankhauser, Daniel Tumovec, contribution.
Dominik Hiller, Dominik Thomann,
Francois Julita, Friso Jankowsky,
Ivan Büchi, Ivo Scherrer, Jana Thiel,
Jaqueline Matijevic, Julia Kuhn, Katrin
Winiarski, Klea Gorgievski, Laurene
Descamps, Luise Saure, Manuel Geitner,
Marc Flammer, Maren Kottler, Markus-
225
IMPRINT
Third edition 2022 Graphic design:

Damien Julien, Jonas Habermacher,
Publisher: Ricardo Bedulho, Balz Schlegel
rready AG
Kalanderplatz 5 Translations and revisions:
8045 Zürich Daniela Diekman
Switzerland
Visit us at:
Authors: rready.com
David Hengartner, Ralph Hartmeier,
Reto Wenger, Vinzenz Leuenberger Feedback to: [email protected]
Collaboration:
Mark Randall, all contributors cited
at the end of the book
226
227
228
KICK
MAP
r r e a dy.co m
# K I CK BOX # i n t rapre n e u rsh i p # rre ad y
KICKMAP
AN OV E RV IE W O F T H E M O S T S IG N IF ICAN T INSIG H TS FROM TH E INTRA PRE NE U RSH IP PROJE C T
PROBLEM SOLUTION
TA R GE T CU STOMERS P R O B LE M
CONCEPT
BU S I NE S S MODEL T E AM NE XT STE PS RE QU E ST

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1

WELCOME TO THE KICKBOOK,

Every adventure begins with a first step – and

The KICKBOOK will help you analyze your idea,

The book is based on experience gained from

A kickboxer is an intrapreneur who has been given the

C REATIV ITY S UPPORT

The process 2 weeks

LET’S GET STARTED – IS THE PROBLEM

SOLUTION CONCEPT CONVINCE

DOES THE SOLUTION DO I HAVE A CAN I CONVINCE

Hello, are you doing okay? Do you know at least three

Yes! No (go to p. 26) Yes! No (go to p. 100)

Can you describe exactly how

Yes! No (go to p. 64) Yes! No (go to p. 126)

Yes! No (go to p. 133) Yes! No (go to p. 193)

Yes! No (go to p. 133) Yes! No (go to p. 199)

Do you have an idea of how the first

Yes! No (go to p. 171) Yes! No? Well, no time

Familiarize yourself with the core KICKBOX

To find out whether your business idea meets a

There are no successful intrapreneurs who developed

Instead of going to the market with a completely

Today, Dropbox is one of the largest document storage

What is your main motivation?

YOUR REASONS FOR MOTIVATION

Reasons for motivation are as diverse as people are

We all function on three levels: what we do, how

Decide on your three most important motivation

OTHER KICKBOXERS’ REASONS FOR MOTIVATION!

Put a cross by all the motivation reasons that apply to you.

Proving to myself that I can do it. Increasing my visibility within the

Use these little stop-off points in the KICKBOOK

TI P : To properly validate your idea, you should read

Hello, are you doing okay? Yes!

Great! Then off you go. Good

Intrapreneurs are solution-focused may not be suitable and may never

Step one is easy: Use the empty space to write down

Now describe at least one real or fictional person

M A RITAL STATUS: W H AT I LIKE :

HOW DOES THE P ER SO N C U R R ENTL Y SO L V E T H E P R O B LE M ?

WHY IS THE CURR ENT SO L U TI O N NOT I D EA L F O R T H E P E R S O N ?

Now it’s time to go on a research mission and seek

There’s no better way to do this than a personal

Be careful: It’s too early for online surveys at this

This also means leaving your comfort zone and going

Learn how you can

 on’t try to sell anything,

Does the person You can find a template online

WHAT WAS CONF IR M ED?

W HAT DOES THAT M EA N F O R YO U R I D EA ?

M A RITAL STATUS: W H AT I LIKE :

HOW DOES THE P ER SO N C U R R ENTL Y SO L V E T H E P R O B LE M ?

WHY IS THE CURR ENT SO L U TI O N NOT I D EA L F O R T H E P E R S O N ?

Hi! How’s it going? Sure!

Have you got genuine statements Of course :)

Can you clearly describe people You got it!

You’ve spoken to people who are actually facing the

You can find additional

Proving to myself that I can do it. Increasing my visibility within the

on’t try to sell anything,

“My idea is a stylish headband for fashion-conscious

Software paper prototype Cardboard model

hich aspect of the

What does the hat do they

Poster Product newsletter