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Lean startups-mini-xp-days
 

Lean startups-mini-xp-days

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Introduction to lean startup and customer development, as presented during the mini XPdays 2012.

Introduction to lean startup and customer development, as presented during the mini XPdays 2012.

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  • … developing solutions that cannot be specified entirely upfront… delivering customer value… involving a customer in software development… (iterative) product delivery - you build good products!
  • Webvan: IPO? VC investment?Not profitable Order: Wave was confusing, and ended up with no customers; Geo Cities had many users, but no business model; Webvan had a business model, but it wasn’t a profitable “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?
  • Remarks: key partners is more than just outsourcing  Can be more strategic (e.g. a channel partner, co-marketing, combined product offering)
  • 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.
  • Remark: link back to the examples
  • What are the major risks?
  • Notsureaboutthisslide
  • Explain what it is on the high level Spend less time on details
  • Perhaps we should “rub it in” – it sounds too logical as it is
  • Good for very early feedback, or choosing between alternativesMention measuring already
  • There is no difference between concierge and wiz of oz
  • 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.
  • It is very confronting (you open yourself up to not being right) – you stare death in the eyesOpportunistic: try to land the customer (e.g. in customer interviews)

Lean startups-mini-xp-days Lean startups-mini-xp-days Presentation Transcript

  • @vladblagojevic @nickboucart @sirris_be
  • Agile Development is good for…
  • Will agile help them build better products?
  • Google Wave Build it, and they will come… (good products = big bucks) Right?
  • What do you need for a successful business?
  • Automatic What Personal will you Communities need to What do ? Who areWhat can master? you offer? youryou Value? customeroutsource Uniqueness s?to whom? ? What do How to you need communicat to build e & up? deliver? How will What you make are my money? costs?
  • Groupon: deal of the day in your inbox.Get 50%-90% off the best stuff your city has to offer. Your own idea?
  • 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 Website 50% commission Cust. acquisition Merchant (30% of revenue) 20% unfulfilledAcquisition (sales = groupons ½ employees) Churn
  • Entrepreneurship as a science
  • began as a MMO game What happened here?began with PDA payment tool
  • 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. S. Blank Startup ~ research
  • State Hypotheses Pivot or Experimentpersevere
  • State Hypotheses Pivot or Experimentpersevere
  • 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)
  • 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)
  • 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?
  • 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 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
  • 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!
  • Concierge MVP Wizard of Oz
  • Document Hypotheses Pivot or Experimentpersevere
  • 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
  • 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 City budget (critical mass)
  • IDEAS Pivot Continuous LEARN BUILDRoot-cause deployment SPEED! DATA PRODUCT MEASURE Metrics Lean startup Feedback build-measure-learn loop by Eric Ries
  •  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
  •  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
  •  Lean Startup Circle  Talk to us Brussels  ICAB, Beta Group Co-  Vladimir Blagojevic Working space ▪ vladimir .blagojevic@sirris.be  www.meetup.com/lean- ▪ launched.be brussels/ ▪ @vladblagi Startup Weekend Brussels /Eindhoven  Nick Boucart Lean Startup Machine ▪ nick.boucart@sirris.be Rotterdam ▪ Blog.sirris.be betagroup.be ▪ @nickboucart Founder Institute ▪ Book: The art of software innovation & MIC westartup .eu techbrew.be