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Lean startup - Testez, Apprenez, Validez
 

Lean startup - Testez, Apprenez, Validez

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    Lean startup - Testez, Apprenez, Validez Lean startup - Testez, Apprenez, Validez Presentation Transcript

    • http://pia-conseil.com Lean StartupTestez, validez, apprenez ! Emmanuel Levi-Valensi Fondateur & Directeur Associé 19 novembre 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.
    • 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 Etre une entreprise apprenante Aller voir avec ses «yeux»
    • Elle connait un succèsimportant.http://theleanstartup.com/casestudies
    • VUE D’ENSEMBLE Customer Development Dévelopement Agile (Scrum, Kanban, XP,...)
    • COMMENT L’APPLIQUER ?
    • Principe&Lean&Startup&#1 Poser&vos&hypothèses
    • HypothèsesAvec les questionnairesde 4 steps to epiphany--> http://goo.gl/pVm4ISource&:&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&proposiJon&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...
    • Important pour cet après-midiPrincipe&Lean&Startup&#3 MeMre&au&point&rapidement son&Minimal&Viable&Product
    • ElaboraJon&de&la&soluJon&(le&MVP)
    • Show&don’t&tell!Mechanical turk Vidéo Pinocchio
    • Show&don’t&tell! Prototype fil de fer interactif
    • Show&don’t&tell!
    • Show&don’t&tell!Prototype haute fidélité
    • Principe&Lean&Startup&#4 Aller&à&la&rencontre&de&vos&acheteurs Important pour cet après-midi
    • Opinions Faits 1500 personnes ont C’est&génial&! demandé à être informées de la dispo du produit Avec&notre& J’ai obtenu une trentaine intégraJon&facebook,& de rendez-vous pour tout&le&monde&va&vouloir& présenter le produit uJliser&le&produit Sur 10 entretiens, nous avonsC’est&très&important&d’avoir&de& obtenu 2 lettres d’intention la&vidéo&sur&la&home&!
    • +&les&biais&cogniJfs Engagement et cohérence ou comment des décisions et des concepts s’ancrent en nous. Le biais de confirmation Voir ce que l’on veut... Effet de dotation La survalorisation de nos idées.
    • Tester&vos&hypothèse Tests marché pour vérifier (quali) ou valider (quanti) l’utilité Quali : interview face-à-face, focus group,... Quanti : questionnaires en ligne, stats web,... ou Tests utilisateur pour vérifier ou valider l’utilisabilité, l’attractivié
    • Préparer&vos&entreJensInterrogés&qui&?&combien&? Tests marché (utilité) Les cibles pressenties Tests d’utilisabilité Vos utilisateurs / vos cibles 5 personnes par segment cible
    • Préparer&vos&entreJens Quoi&demander&?&Tests&marché **** En savoir plus sur leurs comportemens ***** - Ont-ils le problème ? Comment le règle t-il ? - Combien de temps passe t-il par jour à ... ? - ... **** Pitcher votre produit / service **** - Demander leur de catégoriser le service indispensable, utile, confort - Quel serait l’impact du service pour eux ? note de 1 à 5 - Acheteraient-ils le service s’il coûtait ? 0¤, 100¤, 1 000¤, 10000¤,... - Y’a t-il un service connexe qui leur paraitrait plus important ?
    • Préparer&vos&entreJens Quoi&demander&?&Tests&d’uJlisabilité - Quelles fonctionnalités voulez-vous tester ? - Préparer le brief du tests Vous voulez organiser un week-end entre amis et vous rechercher un gîte sympa et pas cher en Bourgogne. - Déterminer les scénarios à tester Scénario 1 : Recherche sur Google (test SEO) Scénario 2 : Recherche sur le site Scénario 3 : Passer la commande - Prévoir un mécanisme d’enregistrement vidéo et son (ex : Silverback)
    • Préparer&vos&entreJens Déroulement&du&test - Présentation mutuelle - Expliquer l’objectif et le déroulement du tests - Rappeler que le test concerne le service pas le participant - Soyez à 2 : 1 interviewer et 1 observateur (qui note) - Demander du feedback à la fin du test - Remercier le participant - Prévoir des boissons, snack ou goodies Penser à Tester le test (si, si !)
    • Préparer&vos&entreJens Exemple&de&fiche&de&testDate : ../../.... Interviewer : .......... Observateur : ..........Participant : ............ Profession : ............ Age : .. Segment : ..... Scénario Statut Notes ok - ko - Trouver le service sur google avec de l’aide ok - ko - Rechercher un gite avec de l’aide ok - ko - Passer la commande avec de l’aide Remarques du participant : ............................................................
    • Trouver&des&parJcipants Pitch RecommandaJon
    • 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
    • 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 Prototyping hMp://www.leanstartup.fr/
    • A vous de jouer !Des questions ? Emmanuel Levi-Valensi Fondateur & Directeur Associé elv@pia-conseil.com | @pia_emmanuel