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Part two of Lean Startup Workshop in Bergen Norway. Mix of english/norwegian text.

Part two of Lean Startup Workshop in Bergen Norway. Mix of english/norwegian text.

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  • 1. “IdLFE OmPAS”L 1søndag 2. juni 13
  • 2. WHaT wE (Ow) KW AUt ArTS75% fails (US) - 9% > 1 MSEK after 3 years (SE)They are not a small version of a large company66% drastically change their plansThe business plan rarely survive first contact with customersLong-term plans is a waste of timeMost founders want to develop their product not the marketThey embrace a new way of working - “the lean startup” methodology* Harvard Business Review 2012søndag 2. juni 13
  • 3. MålSTiNRFå introduksjon til Lean Startup metodikkenMer rasjonell jobbing i tidligfaseKomme i gang med Lean Startup for egen bedriftKomme i gang med utvikling av forretningsmodell for egen bedriftsøndag 2. juni 13
  • 4. GeN G 1Velkommen og introduksjonPresentasjonsrundeLean Startup RevolutionIntroduksjon til forretningsmodellering vha Lean CanvasLean Canvas Workshop med lunsjHjemmeoppgaveAvslutning - kl 1300søndag 2. juni 13
  • 5. ElKMEVert: Per Arve Frøyen, Innovasjon NorgeKursholder: Helge Hannisdal, gründer og mentorsøndag 2. juni 13
  • 6. Gründerfasen1999IdéVekstfaseDriftsfaseInternasjonaliseringKonsolidering2012200 ansatte - 8 landomsetter 190MNOK - verdsatt 600MNOKCEOCTOCMOsøndag 2. juni 13
  • 7. INTERESSERGRÜNDERVIRKSOMHETNYSKAPNINGSPARKENCONNECT VESTMENTORBUSINESS ANGELTEKNOLOGIINNOVASJONSALGMARKEDSFØRING STRATEGIRADIKAL ENDRINGKREMMERSTYREARBEIDINNOVASJON NORGE STARTUP WEEKENDsøndag 2. juni 13
  • 8. Li ENAlle presenter på 3 minutter:Hvem er du/dere?Hva er ideen?Nevn det viktigste du har lært fra å lese Running LeanHva er dine forventinger til workshopene/kursetsøndag 2. juni 13
  • 9. lE sTTuP EtH - 3 CPoNTsbusiness model design - canvas with testable hypothesescustomer development - get out of the building and test thehypothesesagile development - building a minimum viable product (MVP)søndag 2. juni 13
  • 10. N SRtU Is  tEOrA oRNiZINdEGnE To sECh fO A rEAtAE NsCAL bUNeS MEl.- Steve Blanksøndag 2. juni 13
  • 11. UsISs DL EGnHe SiNS MEl NSdERiB lOCaL WyO bUNeS WoR oN sILe Ge.AcH OmPEnT OnTNSa RiE Of PoTSiS HTyO NeE To St.Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.ProblemTop 3 problemsExistingAlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnfair AdvantageCan’t be easilycopied or boughtCustomerSegmentsTarget customersEarly AdoptersProblemTop 3 problemsExistingAlternativesKey MetricsActivity thatdrives retention/revenueUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptChannelsPath to customersCustomerSegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Margin1søndag 2. juni 13
  • 12. UsTER EvEPNtg o o t Budi!- Steve Blank2Search ExecuteProblem/SolutionFitProduct/MarketFitScalePivots OptimizationsValidated Learning Revenue & GrowthMethodHow to changeObjectivesøndag 2. juni 13
  • 13. Requirements Development QA ReleaseReASt Sk  nO DeVOpMT O NeW RoDTs,bU DeVOpMT O CuSMeR AnD ArKS.- Steve BlankMt EaRNg PpE ReTritIAl OdU dELoPNtsøndag 2. juni 13
  • 14. V2 weeks - 2.000$ 9 months - 82.000.000$søndag 2. juni 13
  • 15. GE EvEPNtTaRPs wAt CcE aR ThO tH mAGe  iTATeNGh MeS EfO rUInG Ut  rEUEs.- Eric Ries3Steve Blank, Harvard Business Review 2012short repeatable cyclescontinuously revise MVPsøndag 2. juni 13
  • 16. IDEASPRODUCTDATA-- EeDCk OpBUILDMEASURELEARNbUD AErUnit TestsUsability TestsContinuous IntegrationIncremental DeploymentFree & Open-Source ComponentsCloud ComputingCluster Immune SystemJust-in-time ScalabiltyRefactoringDeveloper SandboxlEN AErSplit TestsCustomer InterviewsCustomer DevelopmentFive Whys Root Cause AnalysisCustomer Advisory BoardFalsifiable HypothesesProduct Owner AccountabilityCustomer ArchetypesCross-functional TeamsSmoke TestMeur AErSplit TestsClear Product OwnerContinuous DeploymentUsability TestsReal-time MonitoringCustom LiasonFunnel AnalysisCohort AnalysisNet Promoter ScoreSearch Engine MarketingReal-time AltertingPredictive Monitoring Eric Ries / KissMetricsWireframesPrototypesLanding PagesFocus Groupsøndag 2. juni 13
  • 17. https://vimeo.com/65596799søndag 2. juni 13
  • 18. øvEE 1Hva er “Jobs to be Done” (Problem) her?Hvem er kunden (Customer Segment)?søndag 2. juni 13
  • 19. ProblemMett til lunsjTidsfordriv i bilenExisting AlternativesSolution Unique ValuePropositionHigh-Level ConceptUnique ValuePropositionHigh-Level ConceptUnfair Advantage Customer SegmentsDe som kjører>15min alene til jobbEarly AdoptersProblemMett til lunsjTidsfordriv i bilenExisting AlternativesKey MetricsUnique ValuePropositionHigh-Level ConceptUnique ValuePropositionHigh-Level Concept ChannelsCustomer SegmentsDe som kjører>15min alene til jobbEarly AdoptersCost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streamssøndag 2. juni 13
  • 20. Exci 2 - RoBMStart sketching a canvas for your idea/companyList top 3 problems you are solving for your potentialcustomersList “Jobs to be done”Document how early adopters solve these problemstodayProblemTop 3 problemsExisting Alternativessøndag 2. juni 13
  • 21. Exci 2 - RoBMStart sketching a canvas for your idea/companyList top 3 problems you are solving for your potentialcustomersList “Jobs to be done”Document how early adopters solve these problemstodayProblemTop 3 problemsExisting Alternativessøndag 2. juni 13
  • 22. lE sTTuP EtH - MRybusiness model design - canvas with testable hypothesescustomer development - get out of the building and test thehypothesesagile development - building a minimum viable product (MVP)søndag 2. juni 13
  • 23. cUOmE DeVOpMTsøndag 2. juni 13
  • 24. AlITE RoBM/OlUOn TProblem/SolutionFitProduct/MarketFitScaleActivities:Problem and solution interviews, viability testingTest all your hypotheses in Problem/Solution/Customer SegmentsPivoting! - substantial change to one or more blocks in the business modelDone when validated that problems are must-haves, minimum featuresfor “must have” (MVP) , customer is willing to pay xsøndag 2. juni 13
  • 25. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  • 26. IaBItY EsTGLanding pageConciergeWizard of OzPrototypesWireframe/Mockups, similarproductsTest appsCrowd-Funding testHe Al AsU oF UcCS I ThE UmB OeXRiMTs At N B CrOwEd TO 2 HRs.”-Thomas Alva Edisonsøndag 2. juni 13
  • 27. cOIGe cRwD FDNsøndag 2. juni 13
  • 28. g raD TO Pit - a Let OeCrowd Fundraising to GrouponBurbn comparable to foursquare to InstagramRoleplaying game to FlickrHotOrNot.com to FacebookPersonal podcasting to TwitterCellular Phone for kids to simcard to Bipper (iphone app)Mobile restaurant menu to PAM (shopping centre promotion/map)søndag 2. juni 13
  • 29. ChIE RoDT/ArK ItProblem/SolutionFitProduct/MarketFitScaleActivities:Building your MVP, sell it to early adoptersTest all your hypotheses in Solution/Key Metrics/UniqueValue PropPivoting!Done when validated key metrics show high retention, customersatisfaction and customer acquisitionsøndag 2. juni 13
  • 30. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  • 31. PtIZe R CLProblem/SolutionFitProduct/MarketFitScaleHow to accelerate growth?How do we scale internationally?søndag 2. juni 13
  • 32. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  • 33. UsTER EvEPmE sUARSearch ExecuteProblem/SolutionFitProduct/MarketFitScalePivots OptimizationsValidated Learning Revenue & GrowthMethodHow to changeObjectivesøndag 2. juni 13
  • 34. bUNeS MoDInG wIH EN AAssøndag 2. juni 13
  • 35. EN AAsProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRoDT AEtsøndag 2. juni 13
  • 36. 2. UsTER EgMTsWho are your customers segments?Who are your users?Identify early adopters - NOT mainstream customers.Example segments:Small companies in NorwayMothers with children between 2-5 years oldCustomer SegmentsTarget customersEarly Adopterssegment her er også ikkehelt bra,......søndag 2. juni 13
  • 37. tENoLY-APtI lI cYEInnovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16%Chasmsøndag 2. juni 13
  • 38. Exci 3Fill out problem and customer segment blockssøndag 2. juni 13
  • 39. Exci 3Fill out problem and customer segment blockssøndag 2. juni 13
  • 40. 3. NiQ AE RoPIOnWhy are you different and worth getting attention?Target Early AdoptersHigh-level concept pitchUnique ValuePropositionSingle, clear compellingmessage that stateswhy you are differentand worth buyingHigh-Level Conceptsøndag 2. juni 13
  • 41. Exci 4Define your unique value proposition(s) and high level pitchsøndag 2. juni 13
  • 42. Exci 4Define your unique value proposition(s) and high level pitchsøndag 2. juni 13
  • 43. 4. OlUOnFor each problem, define your simplest solution.The solution should NOT be more than your MVP(MinimumViable Product)SolutionTop 3 featuressøndag 2. juni 13
  • 44. Exci 5Try to define your solution / MVP.søndag 2. juni 13
  • 45. Exci 5Try to define your solution / MVP.søndag 2. juni 13
  • 46. Lujsøndag 2. juni 13
  • 47. 5. HaNLHow/Where can you meet potential customers?How/Where can you sell to customers?How/Where can you distribute your product tocustomers?No partners or referrals (yet) - focus on directChannelsPath to customerssøndag 2. juni 13
  • 48. 6. EvEE TrESHow will you charge you customers?What will you charge?Revenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  • 49. 7. OsT TrUURWhat are the most important costs you will have?Examples:Costs to interviewCosts to build MVP/prototypesMonthly fixed costs (staff/office etc)Sales / Distribution costsCost StructureCustomer AcquisitionCostsDistribution CostsHostingStaff etc.søndag 2. juni 13
  • 50. 8. EY EtRSWhat key numbers/activities define our success andprogress?Focus on and run experiments for ONE metric at thetimeExamples:Key feature usageNew customersChurnKey MetricsActivity that drivesretention/revenuesøndag 2. juni 13
  • 51. 9. NfA DvAAGUnfair AdvantageCan’t be easily copiedor bought What is you unfair advantage?A real unfair advantage cannot easily be copied/bought.Examples:Large network effectPersonal AuthorityThe right “expert” endorsementssøndag 2. juni 13
  • 52. Exci 6 - OmPTe E CVANå skal dere:5 min på å ferdigstille canvasenPresentere Lean Canvas for de andre - 3 minutterOppsummering / diskusjon i plenumsøndag 2. juni 13
  • 53. Exci 6 - OmPTe E CVANå skal dere:5 min på å ferdigstille canvasenPresentere Lean Canvas for de andre - 3 minutterOppsummering / diskusjon i plenumsøndag 2. juni 13
  • 54. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  • 55. “hmEwRk”For each company, to do until next week:Complete and revise your canvasComplete at least 3 problem interviews or another problem/JBTvalidation activityFinish reading Running Lean (at least chapter 1-7)Prepare to present canvas and interview summary next weeksøndag 2. juni 13
  • 56. RoBM NtEIEwValidate your hypothesesKey questions:Who has the problem/pain - Isthis a viable customer segment?What are you solving? How docustomers rank the problems?Who is the competition - Howdo you customers solve theseproblems today?søndag 2. juni 13
  • 57. OcUNt STsBe objectiveDocument immediately after interviewNotice their “keywords”søndag 2. juni 13
  • 58. øvEE 7Hva kan du gjøre til neste samling for å validere dine “Jobs To BeDone” / Problems ?Dokumenter/Planlegg hva du vil gjøre. Vær veldig konkret både pårekruttering og gjennomføring.Problemintervju anbelfales, men foreslå gjerne alternative aktiviteter.søndag 2. juni 13
  • 59. rEUtENg JeNMføNgEksempler:Bruke LinkedIn for å rekruttere 5 kandidater til problem intervju.Eksempler:Gjennomføre 5 problem intervjuer ute hos potensielle kunder.øvEE 7søndag 2. juni 13
  • 60.  & Asøndag 2. juni 13
  • 61. EeDCkJeg likte spesieltgodt......Dere kan bli bedrepå.....søndag 2. juni 13
  • 62. Kontaktinfo: helgeh@gmail.comNeste samling: onsdag 15. mai kl 0900-1300AkK Or  DA!søndag 2. juni 13
  • 63. søndag 2. juni 13

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