Lean startup la recette des startups à succès

http://pia-conseil.com Lean StartupLa recette des startups à succès Emmanuel Levi-Valensi 22 octobre 2011

PIA est un cabinet de conseil en système dinformation, spécialiste de lexpérience utilisateur et des usages innovants.Nous réalisons des développements sur mesure et accompagnonsnos clients dans toutes les phases de leurs projets web et mobile.

ENTREPRISES CONSEIL RÉALISATIONSTARTUP & IT

LE LEAN STARTUP ?

Une des causes principales de l’échec d’une startup => Développer un produit qui netrouve pas son marché

Le Lean Startup est uneméthode rigoureusepour accroître les chancesde succès des startups.

Elle a été mise au pointpar Eric Ries en 2008.

Il s’agit d’appliquer lesprincipes du lean àl’entrepreneuriat.

Se concentrer sur lasatisfaction client

Se concentrer sur lasatisfaction client Etre une entreprise apprenante

Se concentrer sur lasatisfaction client Etre une entreprise apprenante Aller voir avec ses «yeux»

Elle connait un succèsimportant.

Elle connait un succèsimportant.http://theleanstartup.com/casestudies

VUE D’ENSEMBLE

Customer Development Dévelopement Agile (Scrum, Kanban, XP,...)

Le Customer Development Iden%ﬁer le problème, Générer de la Imaginer et valider le produit minimal demandeDécouverte Validation Création Dév. de la Client Client Client Startup Valider les Pivot hypothèses marché Passer à la vitesse supérieureRéadapter le MVP à par%r des données marché

COMMENT L’APPLIQUER ?

Principe Lean Startup #1 Poser vos hypothèses

HypothèsesAvec les questionnairesde 4 steps to epiphanySource : The 4 steps to Epiphany

Ou comme ça... 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.

No. PLE EM hat 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?ur 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? EX stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Editeurs de logiciels Entreprise Fournir un framework pour développer des SSII applications mobiles hat Key Resources do our Value Propositions require?ur Distribution Channels? Customer Relationships? venue Streams? multiplateformes Through which Channels do our Customer Segments want to be reached? How are we reaching them now? respectant le design How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? de chaque plateforme How are we integrating them with customer routines? Développeurs solo Projets open source For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

No. PLE EM hat 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?ur 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? EX stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Editeurs de logiciels Entreprise Et définir sa stratégie de Fournir un framework pour développer des applications mobiles SSII validation multiplateformes hat Key Resources do our Value Propositions require? Through which Channels do our Customer Segmentsur Distribution Channels? Customer Relationships? want to be reached? venue Streams? How are we reaching them now? respectant le design How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? de chaque plateforme How are we integrating them with customer routines? Développeurs solo Projets open source For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

Principe Lean Startup #2Travailler sur des cycles courts

Ampleur du pivot Plus le temps de «déconnexion» avec le marché est long, plus l’ampleur du pivot risque d’être élevée2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Temps passé (mois)

Eliminer les stocks de décisions non validées XFonctionnalité 1 X X X Fonctionnalité 3 Fonctionnalté 2 Freemium Premium ... X X X X X Version 1 Cible 1 Cible 2 Prix Channels X X Roadmap Cibles X Si au bout d’1 an, vos clients n’adhérent pas à Proposition de valeur la proposi%on de valeur...

Eliminer les stocks de décisions non validéesFonctionnalité 1 X X Fonctionnalité 3 Fonctionnalté 2 X Freemium Premium ... Version 1 Cible 1 X X Cible 2 Prix Channels Roadmap Cibles valeur X Proposition de Si au bout d’1 an, personne n’est prêt à payer...

Principe Lean Startup #3 MeRre au point rapidement son Minimal Viable Product

Elabora%on de la solu%on (le MVP)

Show don’t tell!Mechanical turk Vidéo Pinocchio

Show don’t tell! Prototype fil de fer

Show don’t tell!

Show don’t tell!Prototype haute fidélité de Reward Process

Principe Lean Startup #4 Aller à la rencontre de vos acheteurs

Opinions Faits 1500 personnes ont C’est génial ! demandé à être informées de la dispo du produit Avec notre J’ai obtenu une trentaine intégra%on facebook, de rendez-vous pour tout le monde va vouloir présenter le produit u%liser le produit Sur 10 entretiens, nous avonsC’est très important d’avoir de obtenu 2 lettres d’intention la vidéo sur la home !

Prise de rendez-‐vous Pitch Recommanda%on

Valider vos hypothèsesComprendre : Les objec%fs de vos u%lisateurs Leur manière de travailler>>>> Aﬃner le concept (pivoter)

Valider vos hypothèses Je gagnerais du temps si... J’ai adoré ce produit... Se mettre en écoute active

Valida%on de la solu%onFeedback sur les fonc%onnalités (le pivot) Tests sur la tariﬁca%on Trouver des beta testeurs ...

No. PLE EM hat 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?ur 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? EX stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Editeurs de logiciels Entreprise Fournir un framework pour développer des SSII applications mobiles hat Key Resources do our Value Propositions require?ur Distribution Channels? Customer Relationships? multiplateformes Through which Channels do our Customer Segments want to be reached? PR venue Streams? How are we reaching them now? respectant le design How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? de chaque plateforme How are we integrating them with customer routines? Développeurs Réseaux sociaux solo Adobe Projets open source Salons For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? Abonnement Annuel How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Open Source / Gratuit

En synthèse Inspiré de Running Lean

Le Lean Startup : avant tout, du bon sens Il n’y a pas de silver Ne perdez pas votre temps bullet et celui des autresValider vos hypothèses avant de Tester, apprenez,construire le produit testez...

Bibliographie hRp://www.leanstartup.fr/

Des questions ? Emmanuel Levi-Valensi Directeur Associé elv@pia-conseil.com | @pia_emmanuel

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Lean startup la recette des startups à succès

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