Japan IT Week 2024 Brochure by 47Billion (English)
Running Lean - Dallas
1. RUNNING LEAN
A systematic process for iterating your web
application from Plan A to a plan that works
ASH MAURYA
@ashmaurya
http://www.ashmaurya.com
Thursday, November 4, 2010
5. Not a better Plan A.
But a path to a plan that works.
Thursday, November 4, 2010
6. Running Lean is a systematic process for iterating
from Plan A to a plan that works.
Thursday, November 4, 2010
7. Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progress?
Thursday, November 4, 2010
8. Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progress?
Thursday, November 4, 2010
22. There are no silver bullets
Thursday, November 4, 2010
23. Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progress?
Thursday, November 4, 2010
24. 1. Document your Plan A
2. Systematically Test your Plan A
Thursday, November 4, 2010
25. There is an “I” in Vision
Smart people can rationalize anything.
Thursday, November 4, 2010
27. Business Model vs Business Plan
A document investors make you write
that they don’t read
Thursday, November 4, 2010
28. Business Model vs Business Plan
A single diagram of your business
Thursday, November 4, 2010
29. Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unfair
Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Problem
Top 3 problems
Key Activity
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying Channels
Path to
customers
Customer
Segments
Target customers
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Thursday, November 4, 2010
30. The 3 Stages of a Startup
Problem/Solution
Fit
Product/Market
Fit
Scale
Thursday, November 4, 2010
32. Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unfair
Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Problem
Top 3 problems
Key Activity
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying Channels
Path to
customers
Customer
Segments
Target customers
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Thursday, November 4, 2010
33. Achieve Product/Market Fit
Have I built something people want?
Problem/Solution
Fit
Product/Market
Fit
Scale
Thursday, November 4, 2010
36. Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unfair
Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Problem
Top 3 problems
Key Activity
Activity that
drives retention/
revenue
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Channels
Path to
customers
Customer
Segments
Target customers
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Thursday, November 4, 2010
37. Optimize for Scale
How do I accelerate growth?
Problem/Solution
Fit
Product/Market
Fit
Scale
Thursday, November 4, 2010
38. Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unfair
Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Problem
Top 3 problems
Key Activity
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying Channels
Path to
customers
Customer
Segments
Target customers
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Thursday, November 4, 2010
41. Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progress?
Thursday, November 4, 2010
44. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
45. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
46. Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unfair
Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Problem
Top 3 problems
Key Activity
Activity that drives
retention/revenue
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying
Unique Value
Proposition
Single, clear,
compelling
message that
states why you
are different and
worth buying Channels
Path to
customers
Customer
Segments
Target customers
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Revenue Streams
Revenue Model
Life Time Value
Revenue
Gross Margin
Thursday, November 4, 2010
47. Leap of Faith: Being known as an “expert” will drive early adopters
Hypothesis: Blog post will drive >100 early sign-ups
Thursday, November 4, 2010
48. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
49. Time is more valuable than money.
Thursday, November 4, 2010
50. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
54. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
57. How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitatively, Verify Quantitatively
4. Create accessible dashboards
5. Communicate learning early and often
Thursday, November 4, 2010
58. We thought (Hypotheses):
Our Customers told us (Insights):
Next Steps (Future Experiments):
0
12.5
25
37.5
50
Jan Feb Mar Apr May June July
$20K
$15K
$10K
$5K
$0
• Personal Authority would be a viable
channel to early adopters
• Customers would vote the problem as
“must-have”
• Customers would pay $49/mo
• Most early adopters did come through
blog and twitter
• Customers voted #3 problem as “must-
have”. Others as nice-to-have
• $49/mo works for customers with early
traction
•Test MVP based on “must-have” problem
•Test a “Free” model
Results from last iteration
Thursday, November 4, 2010
59. Not a better Plan A.
But a path to a plan that works.
Thursday, November 4, 2010
60. Thanks!
Ash Maurya
twitter: ashmaurya
blog: http://www.ashmaurya.com
Running Lean - the book
Systematically iterate your product
from plan A to a plan that works
http://www.RunningLeanHQ.com
Thursday, November 4, 2010
