Lean Startup introductionOpen Coffee Den Haag / september 2012
Bob Jansen / @jansn Started Firmhouse in 2007 Merged with Michiel Sikkes (@michiels) in 2008 Hybrid: consultancy + products ‘Launching new ideas to the internet is what gets us out of bed.’
Firmhouse en Lean Startup a match made in ...
Context of my talk today
v.l.n.r: Eric Ries, Steve Blank, John Mullins
What is not Lean Startup?
‘More startups fail from a lack of customers thanfrom a failure of product development.’
‘A startup is a temporary organization searching fora scalable and repeatable business model’
How does Lean Startup change this?
The goal is constant learning
In order to validate your assumptions and mitigaterisks in your startup!
So, what do need to validate? As a startup you care about: - Customer - Problem - Solution Write hypothesis for all of the areas above.
An exampleCustomer: ‘’Problem: ‘’Solution: ‘’
So we have an idea, but what could be our ﬁrstexperiment?
Start with the most riskiest assumptions!
The riskiest assumptions are those extremelyimportant pieces of your business model thatwill fail your startup
What extremely important assumptions could wesum up for the example idea?
Everything we have done so far can be done withinone hour.
Learn Build Measure
Learn Build Lean Startup Process ‘BML loop’ Measure
Common sense or Abacadabra?
Send your word processing software on a one trip!
Visualise your plans!Use canvasses and sticky notes!Validated Learning CanvasBusiness Model Canvas
Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Business Model Canvas
Lean Startup BasicsFocus on validating your plan with your own informationSmall steps, get something out the door a.s.a.p.Create a baseline you can use to build uponAccept failing as a positive outcome of your experiments
Lean Startup deﬁnitionsMVP - Minimum Viable ProductPivot - Change of direction (strategy, product of growth)Continuous improvement (techies call it deployment)Innovation accounting - measure your way to success
Lean Startup don’ts!Plan years aheadBig press releases in your start phaseNot talking to customersVanity metrics & milestones
The stages of a startupProblem / solution ﬁtProduct / market ﬁtScale the #@$% out of it!