Your SlideShare is downloading. ×
0
@vladblagojevic @nickboucart  @sirris_be
Agile Development   is good for…
Will agile help them build better            products?
Google WaveBuild it, and they will come…(good products = big bucks)           Right?
What do you need for a successful business?
Auto/pers                 What                    onal/comm                 will you                unities?              ...
Groupon: deal of the day in your inbox.Get 50%-90% off the best stuff your city has to   offer.
Merchant                              Personal/Call                        Acquisition                             Centers...
Entrepreneurship as a science
began as a MMO game                              What happened                                       here?began with PDA p...
Who is thecustomer?What do theyvalue?What is our productanyway?
”Startup   is    a   temporary organization with purpose to search for a repeatable and scalable business model.          ...
State            Hypotheses Pivot or                         Experimentpersevere
State            Hypotheses Pivot or                         Experimentpersevere
parkr™                Bootstrapping:                parking scouts                      SMS                               ...
parkr™                Bootstrapping:                parking scouts                  SMS                                  H...
Customers                                       Problemdo I know who they are & how to reach              top 3 customer p...
State            Hypotheses Pivot or                         Experimentpersevere
A 1st problem is…            Would you pay $20 aDoes this resonate with      month to use a tool likeyou? How do you deal ...
Trouble Parking in Brussels?www.parkr.comFind parking when you need it.Park easily in busy streets of BrusselsPaying too m...
Concierge MVP   Wizard of Oz
Document            Hypotheses Pivot or                Experimentpersevere
CHEATSHEET                                   Customer problem pivot: same product, same segment,                          ...
Parkr™ foursquare for parking spots                Bootstrapping:                parking scouts                          S...
IDEAS     Pivot                                Continuous             LEARN              BUILDRoot-cause                  ...
   Counter-intuitive and            Speed    beyond comfort zone                If you’re really on to                 ...
   Lean Startup by Eric Ries         Tools     startuplessonslearned.com         leancanvas.com     theleanstartup.co...
   Startup Weekend               Talk to us    Brussels 21-23 October          Vladimir Blagojevic     Featuring Ash M...
Nick boucart   lean startups
Nick boucart   lean startups
Upcoming SlideShare
Loading in...5
×

Nick boucart lean startups

681

Published on

Published in: Technology, Economy & Finance
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
681
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
16
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • … developing solutions that cannot be specified entirely upfront… delivering customer value… involving a customer in software development… (iterative) product delivery - you build good products!
  • “I think GeoCities was the first proof that you could have something really popular and still not make any money on the internet”Webvan: Poster child of premature scaling Grocery business has razor-thin margins to begin with, it was never able to attract enough customers to justify its spending spree
  • What do you need for a successful business?
  • On LeanKanbanwe can ask the audience, and show filed by field. On XP Day we will do the workshop, and then ask each group and also show what we got.
  • What are the major risks?
  • Notsureaboutthisslide
  • Good for very early feedback, or choosing between alternativesMention measuring already
  • This experimentation approach does not stop when the product is finally deployed to users. You treat your feature/improvement ideas as hypotheses. You build them (or a minimal version that will allow you to learn) and deply as fast as possible. Agile practices are essential. You have to be able to iterate quickly and respond rapidly to customer feedback. Then you measure. You measure behaviour your feature was supposed to promote (e.g. whether email notifications bring customers back to the product), and monitor metrics that are relevant for your business. You also solicit feedback from your customers: both online, and face to face (e.g. usability tests). Pivoting at this later stage may mean simply rolling back the change (if it proves to have adverse – or even zero – effect). If you encountered a problem, you want to make sure you are dealing with it systemically, therefore root-causing (e.g. using 5Y). This practice can be also integrated with retrospects.
  • Transcript of "Nick boucart lean startups"

    1. 1. @vladblagojevic @nickboucart @sirris_be
    2. 2. Agile Development is good for…
    3. 3. Will agile help them build better products?
    4. 4. Google WaveBuild it, and they will come…(good products = big bucks) Right?
    5. 5. What do you need for a successful business?
    6. 6. Auto/pers What onal/comm will you unities? need to What do Who areWhat can master? you offer? youryou Value? customeroutsource Uniqueness s?to whom? ? What do How to you need communic to build ate & up? deliver? How will What you make are my money? costs?
    7. 7. Groupon: deal of the day in your inbox.Get 50%-90% off the best stuff your city has to offer.
    8. 8. Merchant Personal/Call Acquisition Centers Copy-writing Automated/ Deal New, local Merchants E-mail selection customers (guarantee #) Consumers Discounts Direct sales Email DB Google ads Personalization engine Social media 50% commission Cust. acquisition Merchant (30% of revenue) 20% unfulfilledAcquisition (sales = groupons ½ employees) Churn
    9. 9. Entrepreneurship as a science
    10. 10. began as a MMO game What happened here?began with PDA payment tool
    11. 11. Who is thecustomer?What do theyvalue?What is our productanyway?
    12. 12. ”Startup is a temporary organization with purpose to search for a repeatable and scalable business model. S. Blank Startup ~ research
    13. 13. State Hypotheses Pivot or Experimentpersevere
    14. 14. State Hypotheses Pivot or Experimentpersevere
    15. 15. parkr™ Bootstrapping: parking scouts SMS Help find Drivers in parking Mobile appGPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral User credit cards Micro Community commission Platform (parking spotter)
    16. 16. parkr™ Bootstrapping: parking scouts SMS Help find parking Mobile app Drivers inGPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral User credit cards Micro commission Community Platform (scouts)
    17. 17. Customers Problemdo I know who they are & how to reach top 3 customer problems? them?  Pain level: must have vs nice to  Segment? Early adopter? have  Roles: user, economic buyer,  Awareness: active vs. latent influencer, saboteur?  How do they search for  Alternatives : how do they deal products? with these problems today? Solution top 3 product features?  Do they solve the top 3 problems?  Barriers to adoption (e.g. fit/integration with existing workflow)?  Is my price accepted?
    18. 18. State Hypotheses Pivot or Experimentpersevere
    19. 19. A 1st problem is… Would you pay $20 aDoes this resonate with month to use a tool likeyou? How do you deal this?with it today?Is it a must-have?... This is how our solution looks today (screen per problem). Which of the screens resonated the most? Which could you live without? Are there any additional features you think are missing? Use Mocks
    20. 20. Trouble Parking in Brussels?www.parkr.comFind parking when you need it.Park easily in busy streets of BrusselsPaying too much for parking?www.parkr.comMonetize your unused parking time andhelp others find free parking!
    21. 21. Concierge MVP Wizard of Oz
    22. 22. Document Hypotheses Pivot or Experimentpersevere
    23. 23. CHEATSHEET Customer problem pivot: same product, same segment, different problem Change of an aspect of Starbucks : started selling coffee beans & espresso makers Segment pivot: same product , similar problem, a business model different set of customers e.g. consumers aren’t buying, enterprises have a similar problem  Successful startups Sometimes a pure marketing change Technology pivot: repurpose the technology to solve a change direction quickly more pressing or marketable problem Product feature pivot: remove features for focus, or to  Based on learning add features for a more holistic solution pay close attention to what real customers are doing Revenue model pivot e.g. from a premium customized, to a low price commoditized solution Grounded in the vision e.g. from a one-time sale to monthly subscription or license fees e.g. razor versus blade strategy  They keep one foot in the Sales channel pivot: use lessons learned from customers to switch from direct sales past and place one foot in E.g. distribution channel, ecommerce, white-labeling … Product versus services pivot: if products are too a new possible future different or too complex to be sold effectively to the customer with the problem bundle support services with the product, education offerings... Vision: search space Major competitor pivot: react when a major new player or competitor jumps into your space one of the above pivots to build your differentiation and stay alive
    24. 24. Parkr™ foursquare for parking spots Bootstrapping: parking scouts SMS Help find parking Community Drivers inGPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral Cities Promoting User credit public cards Mobile app transport App fee Micro Building commission Platform Community Subvention (critical mass)
    25. 25. IDEAS Pivot Continuous LEARN BUILDRoot-cause deployment DATA PRODUCT MEASURE Metrics Lean startup Feedback build-measure-learn loop by Eric Ries
    26. 26.  Counter-intuitive and  Speed beyond comfort zone  If you’re really on to something, there are other Learn from the data 4-5 companies pursuing a similar vision  You don’t get a gold star for following the process  Techniques helpful, but It’s okay to be you need to be very opportunistic creative  …but stay grounded in your vision  Emotional rollercoaster  Find mentors
    27. 27.  Lean Startup by Eric Ries  Tools  startuplessonslearned.com  leancanvas.com  theleanstartup.com/book leanlaunchlab.com  sllconf.com  usertesting.com Steve Blank  KissMetrics, Piwik  steveblank.com  uservoice.com  steveblank.com/books.html Ash Maurya  More references  ashmaurya.com  businessmodelgeneration.com  runningleanhq.com (book)  venturehacks.com Dave McClure  500hats.typepad.com  AARRR: Startup metrics for  paulgraham.com pirates  news.ycombinator.com/  Even more: steveblank.com/tools-and- blogs-for-entrepreneurs
    28. 28.  Startup Weekend  Talk to us Brussels 21-23 October  Vladimir Blagojevic  Featuring Ash Maurya ▪ vladimir .blagojevic@sirris.be  brussels.startupweeken ▪ blog.launched.be d.org ▪ @vladblagojevic betagroup.be  Nick Boucart Founder Institute & ▪ nick.boucart@sirris.be MIC ▪ sinnobok.org westartup .eu ▪ @nickboucart techbrew.be ▪ Book: The art of software innovation
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×