F-Day!
Do not open the kit until I say GO!Build the tallest freestanding structure.The entire marshmallow must be on the verytop....
CoderDigital agency5 startupsLeancamp
“I wish I knew that sooner.”
LearningGoals
Not livingyour dream?
We will fail.
Our job is to bringourselves the badnews sooner.
BuildLearnMeasure
Principles,not process.
IterationDo LessImprove the big pictureLearn, then confirmTangible next stepsPrinciples
Today10:30 Lean Flow11:30 Doing Less1:30 Lunch2:30 Prioritisation3:30 Stakeholder Analysis4:30 Learning Goals5:30 Pub
Feedback!
Do less.
Don’t work hard tomask your inefficiency.
Not enough time?Not enough money?
Grow with efficiency.
3 ways toDo Less.Limiting work-in-progress.Letting go.Being picky about yourfirst customers.
Limit yourwork in progress.
Good for vision,inventing and improving.Bad for getting stuck onspecifics that don’t work.Tenacity
WIP yourself.
Early traction.
EarlyvangelistsHave the problemKnow they have the problem!Have budget to solve it.Have looked for a solution.Have tried to...
Is this conversation useful?
Choose yourcustomer.
Vague customer definitions.Multiple customerdefinitions.
Lack of direction.
Specific definitionsallow for validation or invalidation.And that speeds progress.
Take a look at thecustomers’ worldLooking at different aspects oftheir lives, we’ll examine ourown beliefs about them, who...
Find early adopters.Find specific customers.Specific value propositions aremore compelling and help youget early traction.Sp...
Product Market
Action Customer
How deep do you go?They are real people (not attributes!)It’s clear where to find them.You’ll walk away if they aren’t a go...
Customer SlicingJobs Obstacles GainsCurrentSolution
Balancing focus &opportunity
What Ican doWhat I’vegotSmall partnerships.Affordable Loss.
Are you a frog?Or a fish?
Startups arelearningorganisations.
2 stages of learningDiscovery Validation
A man wakes up,turns on the radio,goes upstairs, turnson the light, and killshimself.
Image by wstryderImage by wstryder
Image by wstryderImage by wstryder
2 stages of learningDiscovery Validation
2 stages of learningLearn Confirm
2 stages of learningAsk Sell
2 stages of learningObserve Experiment
Does anyonecare at all?Do we understandthe industry?
Does anyonecare at all?Do we understandthe industry?Will anypay for it?Are we buildingthe right product?
Anyone will tell you that youridea is great if you annoythem long enough.
Dear Mom,Don’t you thinkI’m great?Love,Your son
Actually, not just your mom lies.Your customers are full of shit too.www.foundercentric.com
Past, not futureFact, not opinionSpecifics, not general(Talk about their life, not your idea.)The Mom Test
Good or bad questions?
❝❞Do you think it’sa good idea?
❝❞Do you think it’sa good idea?
❝❞Would you buy aproduct which solvedthis problem?
❝❞Would you buy aproduct which solvedthis problem?
❝❞How do you currentlydeal with this problem?
❝❞How do you currentlydeal with this problem?
❝❞How have you dealtwith this problem?
❝❞When does thisproblem pop up?
❝❞When does thisproblem pop up?
❝❞When’s the last timethat happened?
❝❞What makes this time-consuming or go off-track?
❝❞What makes this time-consuming or go off-track?
❝❞Has this ever been moretime-consuming thannormal or gone off-track?
Their words - not yours!One phrase per card.Pair. One interviewer, one notetaker.Recording theright stuff.
❝❞Please show mehow you...
❝❞Please show mehow you...
❝❞Please tell me how...I’m trying to learn howyou...
❝❞Please tell me how...I’m trying to learn howyou...
❝❞Talk me through the lasttime you had thisproblem.
❝❞Talk me through the lasttime you had thisproblem.
❝❞What did you tryto do about it?
❝❞What did you tryto do about it?
Person Job Problem Measure Solution Excited Guilty UpsetImportant signals
❝❞Please help meunderstand...
❝❞Please help meunderstand...
❝❞How much wouldyou pay for this?
❝❞How much wouldyou pay for this?
❝❞Can I ask why?
❝❞Can I ask why?
❝❞Talk me throughhow you decide.
❝❞Talk me throughhow you decide.
❝❞Talk me throughhow you decided.
❝❞How much money doesthis problem cost you?
❝❞How much money doesthis problem cost you?
❝❞How much money hasthis problem cost you?
❝❞How much shouldwe charge?
❝❞How much shouldwe charge?
❝❞What’s yourbudget?
❝❞What’s yourbudget?
❝❞How soon canyou start?
❝❞How soon canyou start?
❝❞What would need tohappen before you couldreally start using it?
❝❞What would need tohappen before you couldreally start using it?
❝❞Ever had any problems ordelays getting somethinglike this going/bought?
❝❞Who elseshould I talk to?
❝❞Who elseshould I talk to?
Opinions are worthless.
2 stages of learningDiscovery Validation
2 stages of learningLearn Confirm
So, we had a meeting!
❝❞ClaudiaSounds great. Ilove it!
❝❞ClaudiaSounds great. Ilove it!
❝❞JeremyBrilliant -- let me knowwhen it launches!
❝❞JeremyBrilliant -- let me knowwhen it launches!
Compliment?Stalling tactic?They don’t care. :(
❝❞JeremyThere are a couplepeople I can intro youto, when you’re ready.
❝❞JeremyThere are a couplepeople I can intro youto, when you’re ready.
Partial commitment?
Validate by going forfull commitment.
❝❞ClaudiaI would definitelybuy that!
❝❞ClaudiaI would definitelybuy that!ANGER!
Meetings succeed when theyadvance to the next step.
Examples ofadvancement> Permission to contact again> Clear next meeting> Introduction to decision-maker> Commitment to run...
Real learning comes fromFacts Commitment
Always know yourbig 3 questions.
Tweetable TextHow do authors pre-build their customer list?How do authors test copy and learn about their readers?How do a...
LeancampWhat awareness channels can we partner with?What do people learn at Leancamp that they apply?What do famous though...
What are your Big 3 right now?Does it do what it says on the tin?Can we make it usable enough?Do people really, truly want...
BusinessModelDesign
What’s the most preciousresource for a startup?
You’ve got a ton of options
Early stage strategy isfinding the few that matter.
Where isthe love?
We obsess overthe details.
And miss the big picture.
4% conversion rate = win!
4% conversion rate = win?
Marketing Success!
Business fail.
We had abig pictureproblem!
Alex Osterwalder’sBusiness Model Canvasis the big picture.
Your business model has holes
We wanted more users, sowe marketed...
...which was renderedworthless by our retention.
Stuff’s going wrong...Let’s embrace it!
Test thescary bits first.(not the fun bits)
Navigating through options, hypotheses& environmental changes.Understanding dynamics betweenparts & articulating a clear s...
Changing somethingchanges everything.
A “simple”change.
You can’t thinkabout any one partwithout thinkingabout the rest.
Clothinglabels &distributorsFaster tomarketFaster productionProductionProduction fees
DesignersConsumersFan BaseSelling ClothesFacebookFacebookYou design -we do the rest.Faster productionProductionPersonalsup...
Use the Canvas asX-Ray goggles.
What on earth areyou on about?
Pick my brain.
Good for vision,inventing and improving.Bad for getting stuck onspecifics that don’t work.Tenacity
Platform Platform
Platform PlatformMass customisationValue-basedpricingApp sale +in-app purchaseSubscriptionTransactionalMulti-sidedmarketLi...
Know your options.
What’s thebig opportunity?
Business model prototypingNo writing on the canvas - use post-itsUse the post-its as you discuss. Move them around.3 minut...
Business model prototypingNo writing on the canvas - use post-itsUse the post-its as you discuss. Move them around.3 minut...
Nail down your business model,one bit at a time.Option cards
Mentor MentalFiltering
Halo Effect
One dynamic per card.1 -3 dots per card.How doauthorsprebuildcustomer lists?Sell to y2ksoftware housesthrough InitrodeEvan...
Lock-inthrough re-installationcosts.Will this offerdifferentiateagainst GMail?Big funding,scale userbasethrough paidchanne...
BusinessModelHacker!
Understanding our options.
Who will our first 10 customers be?Where are they looking? And for what?
What needs do your customers have?How do they solve them now?
After I have 100 customers, I will acquire the next1,000 through _____________ .
I will make money by ___________ .
How would our business change if we could onlycharge 5% of we’re planning to?
How would our business change if we didn’t havea web site?
When customers have this problem, or aretackling this task, where do they seek help andadvice?
Which customers have different expectationsabout service levels or relationship?
What are our possible revenue streams? Whatcustomers pay for that, in that way, and why?
Are there customers at the low-end who wouldpay less for lower performance? What if theywere our ONLY customer?
How could we increase switching costs?
Who are the people in our network that can fast-track our business? How?
Metrics
StickyPaid AcquisitionViralUnderstanding growthGrowth Engines,from The Lean Startupby Eric Ries
AcquisitionActivationRetentionReferralRevenuePirate Metrics, by Dave McClureWhich number matters most?B2C Free - retention...
Acquisition cost, capacity, rateActivation cost, rate, %Retention rate, %Referral rate, k-factor, %Revenue per customer, p...
Write down the big numbers andgrowth engines you’reconsidering, one per card.Option cards
Cohort analysisSimple rates
Cohorta group of people who share a commoncharacteristic within a defined period.
1.Pick a metric you want to improve.2.Group users into cohorts based on date,or experiment, or characteristic.3.Track, loo...
forentrepreneurs.com
only tells you one thing.Split Testing
works in low volume if you’re testingfor big enough changes.Split Testing
Your DashboardDraw it on a page.Keep it simple.Keep it actionable.(What is your goal?)
Grow like weeds!Spring up in unexpected places.Grow quickly, or die and move on.
Being clear onyour next step.
“I wish I knew that sooner.”
Building witha heartbeat.
BuildLearnMeasure
Minimum ViableWhat is the minimum thing I need to buildto prove or disprove this?
Pick alearning goalWhat big make-or-break risksor idea is the one you want tonail down this week?(Hint: use the Canvas orm...
Have a conversationwith your idea.
How can I isolate the part I want to test?
Starting low fidelity.
One pieceat a time.
Signal.ly
Understandinganalogs
Making sureyou’re in theright place.
48-hourMarshmallow
Start with yourlearning goal.Pick a learning goal.Pick a measurement.Draw your MVP on a blank sheet.BuildLearnMeasure
Meeting every week with fellow founders to share ourweekly progress, and get advice to stay on track.Braintrust
Braintrust3 minutes each to presentyour learning & goals. 5minutes each for feedback.Feedback is focused on risks,learning...
Take 3 minutes to prepare at:foundercentric.com/learningprogress
What you learned.ProgressObstacles in reaching your learning goal.ProblemsWhat will you learn by next week?Learning Goal
Investor relationsTransparency & clarity onwhere they can help.
Make the accelerator accelerate you!Lead time
IterationImprove the big pictureLearn, then confirmTangible next stepsDo LessPrinciples
BuildLearnMeasure
2 stages of learningLearn Confirm
Make it your own.
Salim Virani@SaintSalsalim@saintsal.comwww.foundercentric.comThanks!
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
Foundation Day - dotForge - April 2013
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Transcript of "Foundation Day - dotForge - April 2013"

  1. 1. F-Day!
  2. 2. Do not open the kit until I say GO!Build the tallest freestanding structure.The entire marshmallow must be on the verytop.You’ll have 18 minutes.Use as much or as little of the kit contents asyou want, but nothing else!
  3. 3. CoderDigital agency5 startupsLeancamp
  4. 4. “I wish I knew that sooner.”
  5. 5. LearningGoals
  6. 6. Not livingyour dream?
  7. 7. We will fail.
  8. 8. Our job is to bringourselves the badnews sooner.
  9. 9. BuildLearnMeasure
  10. 10. Principles,not process.
  11. 11. IterationDo LessImprove the big pictureLearn, then confirmTangible next stepsPrinciples
  12. 12. Today10:30 Lean Flow11:30 Doing Less1:30 Lunch2:30 Prioritisation3:30 Stakeholder Analysis4:30 Learning Goals5:30 Pub
  13. 13. Feedback!
  14. 14. Do less.
  15. 15. Don’t work hard tomask your inefficiency.
  16. 16. Not enough time?Not enough money?
  17. 17. Grow with efficiency.
  18. 18. 3 ways toDo Less.Limiting work-in-progress.Letting go.Being picky about yourfirst customers.
  19. 19. Limit yourwork in progress.
  20. 20. Good for vision,inventing and improving.Bad for getting stuck onspecifics that don’t work.Tenacity
  21. 21. WIP yourself.
  22. 22. Early traction.
  23. 23. EarlyvangelistsHave the problemKnow they have the problem!Have budget to solve it.Have looked for a solution.Have tried to build a solution.
  24. 24. Is this conversation useful?
  25. 25. Choose yourcustomer.
  26. 26. Vague customer definitions.Multiple customerdefinitions.
  27. 27. Lack of direction.
  28. 28. Specific definitionsallow for validation or invalidation.And that speeds progress.
  29. 29. Take a look at thecustomers’ worldLooking at different aspects oftheir lives, we’ll examine ourown beliefs about them, whothey are – and if they reallyexist, how to frame our value intheir context.
  30. 30. Find early adopters.Find specific customers.Specific value propositions aremore compelling and help youget early traction.Specific customer definitionshelp find them quickly, andpoint out scalable channels toreach them.Zoom in!
  31. 31. Product Market
  32. 32. Action Customer
  33. 33. How deep do you go?They are real people (not attributes!)It’s clear where to find them.You’ll walk away if they aren’t a good fit.
  34. 34. Customer SlicingJobs Obstacles GainsCurrentSolution
  35. 35. Balancing focus &opportunity
  36. 36. What Ican doWhat I’vegotSmall partnerships.Affordable Loss.
  37. 37. Are you a frog?Or a fish?
  38. 38. Startups arelearningorganisations.
  39. 39. 2 stages of learningDiscovery Validation
  40. 40. A man wakes up,turns on the radio,goes upstairs, turnson the light, and killshimself.
  41. 41. Image by wstryderImage by wstryder
  42. 42. Image by wstryderImage by wstryder
  43. 43. 2 stages of learningDiscovery Validation
  44. 44. 2 stages of learningLearn Confirm
  45. 45. 2 stages of learningAsk Sell
  46. 46. 2 stages of learningObserve Experiment
  47. 47. Does anyonecare at all?Do we understandthe industry?
  48. 48. Does anyonecare at all?Do we understandthe industry?Will anypay for it?Are we buildingthe right product?
  49. 49. Anyone will tell you that youridea is great if you annoythem long enough.
  50. 50. Dear Mom,Don’t you thinkI’m great?Love,Your son
  51. 51. Actually, not just your mom lies.Your customers are full of shit too.www.foundercentric.com
  52. 52. Past, not futureFact, not opinionSpecifics, not general(Talk about their life, not your idea.)The Mom Test
  53. 53. Good or bad questions?
  54. 54. ❝❞Do you think it’sa good idea?
  55. 55. ❝❞Do you think it’sa good idea?
  56. 56. ❝❞Would you buy aproduct which solvedthis problem?
  57. 57. ❝❞Would you buy aproduct which solvedthis problem?
  58. 58. ❝❞How do you currentlydeal with this problem?
  59. 59. ❝❞How do you currentlydeal with this problem?
  60. 60. ❝❞How have you dealtwith this problem?
  61. 61. ❝❞When does thisproblem pop up?
  62. 62. ❝❞When does thisproblem pop up?
  63. 63. ❝❞When’s the last timethat happened?
  64. 64. ❝❞What makes this time-consuming or go off-track?
  65. 65. ❝❞What makes this time-consuming or go off-track?
  66. 66. ❝❞Has this ever been moretime-consuming thannormal or gone off-track?
  67. 67. Their words - not yours!One phrase per card.Pair. One interviewer, one notetaker.Recording theright stuff.
  68. 68. ❝❞Please show mehow you...
  69. 69. ❝❞Please show mehow you...
  70. 70. ❝❞Please tell me how...I’m trying to learn howyou...
  71. 71. ❝❞Please tell me how...I’m trying to learn howyou...
  72. 72. ❝❞Talk me through the lasttime you had thisproblem.
  73. 73. ❝❞Talk me through the lasttime you had thisproblem.
  74. 74. ❝❞What did you tryto do about it?
  75. 75. ❝❞What did you tryto do about it?
  76. 76. Person Job Problem Measure Solution Excited Guilty UpsetImportant signals
  77. 77. ❝❞Please help meunderstand...
  78. 78. ❝❞Please help meunderstand...
  79. 79. ❝❞How much wouldyou pay for this?
  80. 80. ❝❞How much wouldyou pay for this?
  81. 81. ❝❞Can I ask why?
  82. 82. ❝❞Can I ask why?
  83. 83. ❝❞Talk me throughhow you decide.
  84. 84. ❝❞Talk me throughhow you decide.
  85. 85. ❝❞Talk me throughhow you decided.
  86. 86. ❝❞How much money doesthis problem cost you?
  87. 87. ❝❞How much money doesthis problem cost you?
  88. 88. ❝❞How much money hasthis problem cost you?
  89. 89. ❝❞How much shouldwe charge?
  90. 90. ❝❞How much shouldwe charge?
  91. 91. ❝❞What’s yourbudget?
  92. 92. ❝❞What’s yourbudget?
  93. 93. ❝❞How soon canyou start?
  94. 94. ❝❞How soon canyou start?
  95. 95. ❝❞What would need tohappen before you couldreally start using it?
  96. 96. ❝❞What would need tohappen before you couldreally start using it?
  97. 97. ❝❞Ever had any problems ordelays getting somethinglike this going/bought?
  98. 98. ❝❞Who elseshould I talk to?
  99. 99. ❝❞Who elseshould I talk to?
  100. 100. Opinions are worthless.
  101. 101. 2 stages of learningDiscovery Validation
  102. 102. 2 stages of learningLearn Confirm
  103. 103. So, we had a meeting!
  104. 104. ❝❞ClaudiaSounds great. Ilove it!
  105. 105. ❝❞ClaudiaSounds great. Ilove it!
  106. 106. ❝❞JeremyBrilliant -- let me knowwhen it launches!
  107. 107. ❝❞JeremyBrilliant -- let me knowwhen it launches!
  108. 108. Compliment?Stalling tactic?They don’t care. :(
  109. 109. ❝❞JeremyThere are a couplepeople I can intro youto, when you’re ready.
  110. 110. ❝❞JeremyThere are a couplepeople I can intro youto, when you’re ready.
  111. 111. Partial commitment?
  112. 112. Validate by going forfull commitment.
  113. 113. ❝❞ClaudiaI would definitelybuy that!
  114. 114. ❝❞ClaudiaI would definitelybuy that!ANGER!
  115. 115. Meetings succeed when theyadvance to the next step.
  116. 116. Examples ofadvancement> Permission to contact again> Clear next meeting> Introduction to decision-maker> Commitment to run a trial> Pre-purchase
  117. 117. Real learning comes fromFacts Commitment
  118. 118. Always know yourbig 3 questions.
  119. 119. Tweetable TextHow do authors pre-build their customer list?How do authors test copy and learn about their readers?How do authors prioritise their time when writing?
  120. 120. LeancampWhat awareness channels can we partner with?What do people learn at Leancamp that they apply?What do famous thought-leaders get out of conferences?
  121. 121. What are your Big 3 right now?Does it do what it says on the tin?Can we make it usable enough?Do people really, truly want it?Take 3 minutes to write them down.Are they to learn or confirm?
  122. 122. BusinessModelDesign
  123. 123. What’s the most preciousresource for a startup?
  124. 124. You’ve got a ton of options
  125. 125. Early stage strategy isfinding the few that matter.
  126. 126. Where isthe love?
  127. 127. We obsess overthe details.
  128. 128. And miss the big picture.
  129. 129. 4% conversion rate = win!
  130. 130. 4% conversion rate = win?
  131. 131. Marketing Success!
  132. 132. Business fail.
  133. 133. We had abig pictureproblem!
  134. 134. Alex Osterwalder’sBusiness Model Canvasis the big picture.
  135. 135. Your business model has holes
  136. 136. We wanted more users, sowe marketed...
  137. 137. ...which was renderedworthless by our retention.
  138. 138. Stuff’s going wrong...Let’s embrace it!
  139. 139. Test thescary bits first.(not the fun bits)
  140. 140. Navigating through options, hypotheses& environmental changes.Understanding dynamics betweenparts & articulating a clear story.PartsWholeProgressChecklists & dashboards123
  141. 141. Changing somethingchanges everything.
  142. 142. A “simple”change.
  143. 143. You can’t thinkabout any one partwithout thinkingabout the rest.
  144. 144. Clothinglabels &distributorsFaster tomarketFaster productionProductionProduction fees
  145. 145. DesignersConsumersFan BaseSelling ClothesFacebookFacebookYou design -we do the rest.Faster productionProductionPersonalsupportOnlinetoolsPool of talent
  146. 146. Use the Canvas asX-Ray goggles.
  147. 147. What on earth areyou on about?
  148. 148. Pick my brain.
  149. 149. Good for vision,inventing and improving.Bad for getting stuck onspecifics that don’t work.Tenacity
  150. 150. Platform Platform
  151. 151. Platform PlatformMass customisationValue-basedpricingApp sale +in-app purchaseSubscriptionTransactionalMulti-sidedmarketLicensingCrowdsourceAd-supportedEvent-supportedSaaSBundlingViralDirect-over-viralPurchase-timing
  152. 152. Know your options.
  153. 153. What’s thebig opportunity?
  154. 154. Business model prototypingNo writing on the canvas - use post-itsUse the post-its as you discuss. Move them around.3 minutes max per model - quantity over quality
  155. 155. Business model prototypingNo writing on the canvas - use post-itsUse the post-its as you discuss. Move them around.3 minutes max per model - quantity over qualityTip - aim for around 4-7 post-its per model
  156. 156. Nail down your business model,one bit at a time.Option cards
  157. 157. Mentor MentalFiltering
  158. 158. Halo Effect
  159. 159. One dynamic per card.1 -3 dots per card.How doauthorsprebuildcustomer lists?Sell to y2ksoftware housesthrough InitrodeEvan can introme to Joe atInitrode.Will ppl buy petfood onFacebook?
  160. 160. Lock-inthrough re-installationcosts.Will this offerdifferentiateagainst GMail?Big funding,scale userbasethrough paidchannels.Greater cloudadoptionopening amarket?
  161. 161. BusinessModelHacker!
  162. 162. Understanding our options.
  163. 163. Who will our first 10 customers be?Where are they looking? And for what?
  164. 164. What needs do your customers have?How do they solve them now?
  165. 165. After I have 100 customers, I will acquire the next1,000 through _____________ .
  166. 166. I will make money by ___________ .
  167. 167. How would our business change if we could onlycharge 5% of we’re planning to?
  168. 168. How would our business change if we didn’t havea web site?
  169. 169. When customers have this problem, or aretackling this task, where do they seek help andadvice?
  170. 170. Which customers have different expectationsabout service levels or relationship?
  171. 171. What are our possible revenue streams? Whatcustomers pay for that, in that way, and why?
  172. 172. Are there customers at the low-end who wouldpay less for lower performance? What if theywere our ONLY customer?
  173. 173. How could we increase switching costs?
  174. 174. Who are the people in our network that can fast-track our business? How?
  175. 175. Metrics
  176. 176. StickyPaid AcquisitionViralUnderstanding growthGrowth Engines,from The Lean Startupby Eric Ries
  177. 177. AcquisitionActivationRetentionReferralRevenuePirate Metrics, by Dave McClureWhich number matters most?B2C Free - retention, referral, activation, acquisition, revenueFreemium - retention, revenue, referal, activation, acquisitionEnterprise - revenue, referral, activation, acquisition, retention
  178. 178. Acquisition cost, capacity, rateActivation cost, rate, %Retention rate, %Referral rate, k-factor, %Revenue per customer, per userYour naked numbers.
  179. 179. Write down the big numbers andgrowth engines you’reconsidering, one per card.Option cards
  180. 180. Cohort analysisSimple rates
  181. 181. Cohorta group of people who share a commoncharacteristic within a defined period.
  182. 182. 1.Pick a metric you want to improve.2.Group users into cohorts based on date,or experiment, or characteristic.3.Track, looking for improvement.In 3 steps.
  183. 183. forentrepreneurs.com
  184. 184. only tells you one thing.Split Testing
  185. 185. works in low volume if you’re testingfor big enough changes.Split Testing
  186. 186. Your DashboardDraw it on a page.Keep it simple.Keep it actionable.(What is your goal?)
  187. 187. Grow like weeds!Spring up in unexpected places.Grow quickly, or die and move on.
  188. 188. Being clear onyour next step.
  189. 189. “I wish I knew that sooner.”
  190. 190. Building witha heartbeat.
  191. 191. BuildLearnMeasure
  192. 192. Minimum ViableWhat is the minimum thing I need to buildto prove or disprove this?
  193. 193. Pick alearning goalWhat big make-or-break risksor idea is the one you want tonail down this week?(Hint: use the Canvas ormetrics to make sure it’srelevant.)
  194. 194. Have a conversationwith your idea.
  195. 195. How can I isolate the part I want to test?
  196. 196. Starting low fidelity.
  197. 197. One pieceat a time.
  198. 198. Signal.ly
  199. 199. Understandinganalogs
  200. 200. Making sureyou’re in theright place.
  201. 201. 48-hourMarshmallow
  202. 202. Start with yourlearning goal.Pick a learning goal.Pick a measurement.Draw your MVP on a blank sheet.BuildLearnMeasure
  203. 203. Meeting every week with fellow founders to share ourweekly progress, and get advice to stay on track.Braintrust
  204. 204. Braintrust3 minutes each to presentyour learning & goals. 5minutes each for feedback.Feedback is focused on risks,learning methods &environment - not your ideas!
  205. 205. Take 3 minutes to prepare at:foundercentric.com/learningprogress
  206. 206. What you learned.ProgressObstacles in reaching your learning goal.ProblemsWhat will you learn by next week?Learning Goal
  207. 207. Investor relationsTransparency & clarity onwhere they can help.
  208. 208. Make the accelerator accelerate you!Lead time
  209. 209. IterationImprove the big pictureLearn, then confirmTangible next stepsDo LessPrinciples
  210. 210. BuildLearnMeasure
  211. 211. 2 stages of learningLearn Confirm
  212. 212. Make it your own.
  213. 213. Salim Virani@SaintSalsalim@saintsal.comwww.foundercentric.comThanks!

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