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The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
The Lean Startup
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The Lean Startup

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Eric Ries' presentation on lean startups. From Steve Blank's Customer Development course at Berkeley. Learn more and hear the audio at http://bit.ly/3qsvJ.

Eric Ries' presentation on lean startups. From Steve Blank's Customer Development course at Berkeley. Learn more and hear the audio at http://bit.ly/3qsvJ.

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  • I liked the IMVU example. I've learnt something new today. Thanks
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  • good stuff
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  • Great presentation!

    I'm really interested in anyone's views on applying the methodology in a (non technical) corporate environment? There's little coverage of this by Ries or others so I've set out some thoughts in a short article, but very interested in others opinions and experiences: http://www.businessbigbrother.com/2012/02/lean-startup-for-corporates.html
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  • William, thank you for your comments and the reference to the SWIR canvas. My question who will justify the the strengths and weaknesses. I think there is only one: the probalbe customer. The VC's need evidence from the number of subsriptions from prototype buyers.
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  • When launching a lean startup, I recommend people check out the SWIR (Startup Weakness Identification and Resolution) Canvas and try to work their way through it! The SWIR Canvas can be found here: http://bit.ly/je9Hiv.
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  • 1. The Lean Startup Low Burn by Design not Crisis Steve Blank and Eric Ries
  • 2. Founding IMVU Customer Discovery and Validation ! – Founded company in April 2004 – Sat in Steve Blank’s B-school class Fall of 2004 quot; Shipped in 6 months quot; Charged from Day 1 quot; No press releases
  • 3. The Economy Before • Cash was readily available • Follow on financing was readily available After • Debt markets are tight • IPO & M&A window closed • VC!s deep pessimism Venture fund returns have been on decline for a decade - no end in sight
  • 4. State of Startups • High burn rate • Swing for the fences • Full management teams • Assume customer is known • Assume features are known • Assumes growth is by execution Traditional startups are fighting yesterday’s war
  • 5. Top Gun dogfight scene
  • 6. Warfare Changes Forever
  • 7. Boyd: Winning is about Agility The OODA Loop • Observe • Orient • Decide • Act
  • 8. Boyd Redefines the Rules to Win • Agility requires a continuous cycle of interactions with the environment • But you can’t do it from a desk
  • 9. Winners are Those Who Can Move Faster Than Their Competitors • Winning requires constant assessment of change and ways to mitigate risk • Iterating faster than competitors yields substantial advantage
  • 10. Facing Reality at Today’s Startup There is no 2nd Place • Uncertain environment • Rapid, unanticipated changes that lead to disorientation • Constant threats to any initiative • Burn rate (time, fuel, bullets, dollars) limits window of opportunity
  • 11. Using OODA to Create “Lean Startups” And Changing the Startup Rules Customer Development Agile Product Development
  • 12. Lean Startups Building a New Wave of Companies in Silicon Valley • Continuous customer Customer interaction Development • Revenue goals from day one • No scaling until revenue • Assumes customer and features are unknowns Agile • Low Burn by Design - Not Product Crisis Development
  • 13. IMVU
  • 14. Founding IMVU • History: - Company founded in April 2004 - Founders audit Steve Blank's B-school class Fall of 2004 • Tactics: - Shipped in 6 months - Charged from Day 1 - No press releases - Ship 20 times a day • Results: - Continuous iteration with customers - 2007 revenues of $10MM • Here's what it looked like to their first venture investors
  • 15. Customer Discovery & Validation Q4 2004 Product: • 9,000 $8,000 – 3D IM add-on for hanging out 8,000 $7,000 online with friends 7,000 $6,000 • Piggy back on existing buddy 6,000 lists and IM programs $5,000 Our customers told us: • 5,000 $4,000 – Avatar customization is the key 4,000 $3,000 appeal. 3,000 – “Add-on” concept is confusing. $2,000 2,000 They actually want a separate $1,000 1,000 buddy list. 0 $0 So we: • Feb-05 Dec-04 Mar-05 Jan-05 Nov-04 May-05 Aug-05 Apr-05 Jul-05 Jun-05 – Ditched the IM add-on idea
  • 16. Customer Discovery & Validation Q1 and Q2 2005 Product: • 9,000 $8,000 3D IM service for hanging out with – 8,000 $7,000 friends and meeting people 7,000 Introduced Chat Now feature (instant • $6,000 matching)! 6,000 Our customers told us: • $5,000 5,000 Meeting new friends is as important – $4,000 as talking with existing friends 4,000 (50/50)! $3,000 3,000 Not enough people on IMVU – $2,000 Retention is a problem – 2,000 So we: • $1,000 1,000 Scaled up our advertising budget (to – 0 $0 $40/day)! Feb-05 Dec-04 Mar-05 Jan-05 Nov-04 May-05 Aug-05 Apr-05 Jul-05 Jun-05 Learned about retention from market – leaders (Cyworld, Myspace)!
  • 17. Customer Discovery & Validation Q3 2005 Product: • 9,000 $8,000 3D IM service plus avatar home pages – Introduced avatar home pages, plus • 8,000 $7,000 messages, gifts, picture galleries blogs 7,000 Our customers are telling us: • $6,000 6,000 Avatar home pages are highly addictive – $5,000 2D and 3D complement each other – 5,000 $4,000 Messages in home pages and realtime – 4,000 interaction complement each other $3,000 3,000 Want more than two avatars per – $2,000 window: parties and chat rooms 2,000 Fix the bugs; polish – $1,000 1,000 0 $0 Feb-05 Dec-04 Mar-05 Jan-05 Nov-04 May-05 Aug-05 Apr-05 Jul-05 Jun-05
  • 18. Lean Startup Principles Extraordinary Value at Low cost in Little Time • Leverages: Customer - Technology commoditization Development - Agile management practices - Customer Development • Designed to test hypothesis and answer the unknowns Agile Product Development
  • 19. The Lean Startup Agile Product Development • Continuous cycle of Product Development - Product release cycle in hours not years - Tightly coupled with customer development - Minimum feature sets, Agile maximum customer coverage Product Development
  • 20. What has changed? Technology Lean Startups Leverage Commoditized Technology Licensed Software/ Open Source/ Proprietary Hardware Commodity Technology
  • 21. Product Development a la Microsoft Unit of progress: Advance to Next Stage Waterfall Problem: known Solution: known
  • 22. Product Development at Typical Venture Startup Assumes Customers and Markets are Understood Agile (XP)! “Product Owner” or in-house customer Solution: unknown Problem: known
  • 23. Product Development at Lean Startup Assumes Customers and Markets are Unknown Customer Development Engineering Customer Scale Customer Customer Discovery Company Validation Creation Data, feedback, insights Problem: unknown Solution: unknown Hypotheses, experiments, insights
  • 24. The Lean Startup Customer Development • Continuous cycle of customer interaction Customer - Rapid hypothesis testing about Development market, pricing, customers, … - Extreme low cost, low burn, tight focus - Measurable gates for investors
  • 25. The Lean Startup Customer Development Parallels Agile Development Agile Development Concept / Continuous Agile Continuous Business Plan Test Development Ship Customer Development Customer Company Customer Customer Discovery Building Validation Creation
  • 26. Customer Development Turns Market Risk/Product Fit Hypothesis into Facts Customer Company Customer Customer Discovery Building Validation Creation • Discovery - Test hypotheses I.e. problem and product concept • Validation - Build a repeatable and scalable sales process • Creation - Create end-user demand and fill the sales pipeline • Building - Scale via relentless execution
  • 27. Lean Startup Advantages Customer Development • Builds low-burn companies by design - Low cost market risk testing Agile • Organized around learning and Product Development discovery • Right model for current conditions The next wave of capital efficient startups

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