Howie YU
Lean Analytics
Chapter 5 ~ Chapter 6
Agenda
• Chapter 5 - Analytics Frameworks
• Chapter 6 – The Discipline of One Metric That Matters
 Dave McClure’s Pirate Metrics (AARRR)
 Eric Ries’s Engines of Growth
 Ash Maurya’s Lean Canvas
 Sean Ellis’s Startup ...
Dave McClure’s Pirate Metrics - AARRR
These five elements don’t
necessarily follow a strict order
• Sticky Engine ( )
• Virality Engine ( )
• Paid Engine
– Customer lifetime value (CLV)
– Customer acquisition cost (CAC)
...
Ash Maurya’s Lean Canvas
Respondents who have this
need, respondents who are
aware of having the needRespondents who try t...
Sean Ellis’s Startup Growth Pyramid
You can send customers a
survey to determine if
you’re ready for accelerated
growth
Go...
The Long Funnel
The Lean Analytics Stages and Gates
Chapter 6
The Discipline of One Metric That Matters
(OMTM)
Real Time Analytic Tools
• Geckoboard
• Mixpanel
• Kissmetrics
• Totango
• Chartbeat
http://goo.gl/kah50B
Case Study
Moz tracks Fewer KPIs to Increase Focus
• “We are very metrics-driven
– customer count
– free trial counts
• Ne...
Why One Metric That Matters?
• It answers the most important question you have
• It forces you to draw a line in the sand
...
Case Study
Solare Focuses on a Few Key Metrics
• At the Restaurant
– The ratio of staff costs to gross revenues for the pr...
Drawing Lines in the Sand Target Goal
• New Customers Per Week
– How many new customers per week do you need?
• what succ...
The Squeeze toy ( )
• Tuning OMTM might cause new OMTM
– number of enrollments  cost per customer
– increased traffi  ma...
Thanks
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Lean analytic study group ch5-ch6

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Lean analytic study group ch5-ch6

  1. 1. Howie YU Lean Analytics Chapter 5 ~ Chapter 6
  2. 2. Agenda • Chapter 5 - Analytics Frameworks • Chapter 6 – The Discipline of One Metric That Matters
  3. 3.  Dave McClure’s Pirate Metrics (AARRR)  Eric Ries’s Engines of Growth  Ash Maurya’s Lean Canvas  Sean Ellis’s Startup Growth Pyramid  The Long Funnel The Lean Analytics Stages and Gates Chapter 5 - Analytics Frameworks
  4. 4. Dave McClure’s Pirate Metrics - AARRR These five elements don’t necessarily follow a strict order
  5. 5. • Sticky Engine ( ) • Virality Engine ( ) • Paid Engine – Customer lifetime value (CLV) – Customer acquisition cost (CAC) Eric Ries’s Engines of Growth
  6. 6. Ash Maurya’s Lean Canvas Respondents who have this need, respondents who are aware of having the needRespondents who try the MVP, engagement, churn, most- used/least-used features, people willing to pay.Feedback scores, independent ratings, sentiment analysis, customer-worded descriptions, surveys, search, and competitive analysis How easy it is to find groups of prospects, unique keyword segments, targeted funnel traffic from a particular source Leads and customers per channel, viral coefficient and cycle, net promoter score, open rate, affiliate margins, click-through rate, Page rank, message reach Respondents’ understanding of the UVP (Unique Value Proposition), patents, brand equity, barriers to entry, number of new entrants, exclusivity of relationships Lifetime customer value, average revenue per user, conversion rate, shopping cart size, click-through rate Fixed costs, cost of customer acquisition, cost of servicing the nth customer, support costs, keyword costs
  7. 7. Sean Ellis’s Startup Growth Pyramid You can send customers a survey to determine if you’re ready for accelerated growth Go to http://survey.io/ How would you feel if you could no longer use this product or service? >40% Find Market Fit
  8. 8. The Long Funnel
  9. 9. The Lean Analytics Stages and Gates
  10. 10. Chapter 6 The Discipline of One Metric That Matters (OMTM)
  11. 11. Real Time Analytic Tools • Geckoboard • Mixpanel • Kissmetrics • Totango • Chartbeat http://goo.gl/kah50B
  12. 12. Case Study Moz tracks Fewer KPIs to Increase Focus • “We are very metrics-driven – customer count – free trial counts • Net Adds = new paid subscribers - total who cancelled – Total Paying – New Free Trials Yesterday – 7-Day Net Add Average
  13. 13. Why One Metric That Matters? • It answers the most important question you have • It forces you to draw a line in the sand – have clear goals • It focuses the entire company – report too many things: data puking • It inspires a culture of experimentation – build→measure→learn cycle
  14. 14. Case Study Solare Focuses on a Few Key Metrics • At the Restaurant – The ratio of staff costs to gross revenues for the previous day • per-diner revenues vs. staffing cost – Why ratio work? • Simple • Immediate • Actionable • Comparable • Fundamental staffing cost gross revenue +30% 1. spending too much on staff ? 2. not deriving enough revenue per customer 24% staffing cost gross revenue
  15. 15. Drawing Lines in the Sand Target Goal • New Customers Per Week – How many new customers per week do you need? • what success looks like? – Comes from your business mode (industry baseline) How many new customers per week (per acquisition channel) do you think defines a level of success that enables you to double down on user acquisition and move to the next step in the process?
  16. 16. The Squeeze toy ( ) • Tuning OMTM might cause new OMTM – number of enrollments  cost per customer – increased traffi  maximize conversion – foot traffi  need to get people to buy several coffees
  17. 17. Thanks
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