"Lean Startup" - for smarte investorer og gründere - Helge Hannisdal @ First Tuesday Bergen

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First Tuesday Bergen 1. Oktober 2013 - Helge Hannisdal

Lean Startup metodikken har transformert hvordan man bygger og lanserer nye produkter. Mens mange gründere fortsatt kaster investornes penger ut vinduet, begynner flere og flere å jobbe etter Lean Startup metoden. Helge Hannisdal, co-founder itslearning, gir deg oppskriften på å komme i gang med Lean Startup.

Helge er utdannet IT ingeniør fra HiB og har fagbrev i Elektronikk. Helge har 13 års erfaring fra itslearning som Co-Founder, CEO, CTO og CMO. Helge og itslearning har vunnet mange priser, bla: Bergen Kommune etablerpris, TISIP prisen, DNBs bedriftspris, Rising Star prisen, DN Gazelle, DTT Fast 500 og Fast50. Han har videre flere års erfaring med gründervirsomheter gjennom rådgivning, mentoring, kursvirksomhet og styrearbeid i en rekke startups i Bergen, bla igjennom Connect Vest, Nyskapningsparken, Innovasjon Norges mentortjeneste og som angel investor.

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"Lean Startup" - for smarte investorer og gründere - Helge Hannisdal @ First Tuesday Bergen

  1. 1. lE sTTU fO SmAE IEsTEr  GünDE
  2. 2. Entrepreneur phase 1999 Idéa Growth phase Operating phase Internationalization Consolidation 2012 214 employees - 8 countries revenue 200MNOK - valuation 600MNOK CEO CTO CMO
  3. 3. INTERESTS ENTREPRENEURSHIP NYSKAPNINGSPARKEN CONNECT VEST MENTOR BUSINESS ANGEL TECHNOLOGY INNOVATION SALESMARKETING STRATEGY DISRUPTIVE ENTREPRENEUR BOARD OF DIRECTORS INNOVASJON NORGE STARTUP WEEKEND
  4. 4. 75%Fails/bankrupt. Revenue > 1M SEK after 3 years. 9%
  5. 5. sTTuP Vs IsTG CPaNS The startups starts with an series of unknowns (hypothesis) (mostly) They Search Existing companies deal with execution of knows (mostly) They Execute The insight is that management tools built to execute don’t work for searching Lean Startup is an collection of new tools designed for search mode
  6. 6. a An AUp A RaDIoN cOAN srAGysrAGy Business Model Hypothesis-driven Business Plan Implementation-driven EW RoDT RoCSEW RoDT RoCS Customer Development Get out of the office and test hypothesis Product Management Prepare offering for market following a linear, step-by-step plan NgIENgNgIENg Agile Development Build the product iteratively and incrementally Agile or Waterfall Development Build the product iteratively, or fully specify the product before building it OrnIzioOrnIzio Customer and Agile Development Teams Hire for learning, nimbleness and speed Departments by Function Hire for experience and ability to execute FinCl RerTgFinCl RerTg Metrics that Matter Customer acquisition cost, lifetime customer value, churn, viralness Accounting Income statement, balance sheet, cash flow statement FaurFaur Expected Fix by iterating on ideas and pivoting away from ones that don’t work Expection Fix by firing executives SpdSpd Rapid Operates on good-enough data Measured Operates on complete data Steve Blank, Harvard Business Review 2012
  7. 7. N SRtU Is  tEOrA oRNiZIN dEGnE To sECh fO A rEAtAE N sCAL bUNeS MEl. - Steve Blank hvor putter vi denne sliden?
  8. 8. tH LeA StAUp TO
  9. 9. lE sTTuP EtH - 3 CPoNTs business model design - canvas with testable hypotheses customer development - get out of the building and test the hypotheses agile development - building a minimum viable product (MVP)
  10. 10. UsISs DL EGn He SiNS MEl NS dERiB lOCaL W yO bUNeS WoR oN  sILe Ge. AcH OmPEnT OnTNS a RiE Of PoTSiS HT yO NeE To St. Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/ revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff 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 1
  11. 11. UsTER EvEPNt g o o t Budi! - Steve Blank 2 Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Revenue & Growth Method How to change Objective
  12. 12. Requirements Development QA Release ReASt Sk  nO DeVOpMT O NeW RoDTs, bU DeVOpMT O CuSMeR AnD ArKS. - Steve Blank Mt EaRNg PpE Re TritIAl OdU dELoPNt
  13. 13. V 2 weeks - 2.000$ 9 months - 82.000.000$
  14. 14. GE EvEPNt TaRPs wAt CcE aR ThO tH mAGe  iTAT eNGh MeS EfO rUInG Ut  rEUEs. - Eric Ries 3 Steve Blank, Harvard Business Review 2012 short repeatable cycles continuously revise MVP
  15. 15. IDEAS PRODUCTDATA -- EeDCk Op BUILD MEASURE LEARN bUD AEr Unit Tests Usability Tests Continuous Integration Incremental Deployment Free & Open-Source Components Cloud Computing Cluster Immune System Just-in-time Scalabilty Refactoring Developer Sandbox lEN AEr Split Tests Customer Interviews Customer Development Five Whys Root Cause Analysis Customer Advisory Board Falsifiable Hypotheses Product Owner Accountability Customer Archetypes Cross-functional Teams Smoke Test Meur AEr Split Tests Clear Product Owner Continuous Deployment Usability Tests Real-time Monitoring Custom Liason Funnel Analysis Cohort Analysis Net Promoter Score Search Engine Marketing Real-time Alterting Predictive Monitoring Eric Ries / KissMetrics Wireframes Prototypes Landing Pages Focus Group
  16. 16. cUOmE DeVOpMT
  17. 17. eAY APRs
  18. 18. Ino HeR ArE O FTs SiD YR bUDN OuR SsUTiO mU E vADaT bY UtU cUORs Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Problem Existing Alternatives Solution Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Unfair Advantage Customer Segments Early Adopters Problem Existing Alternatives Key Metrics Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Channels Customer Segments Early Adopters Cost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streams ?? ? ? ? ?? ? ?
  19. 19. hOw To T IIH? Talk to customers (interviews) Landing page experiments Observe customer using competing/similar product Concierge test Demo/Present your wireframe/ mockups/prototype Test apps Crowd-Funding test He Al AsU oF UcCS I ThE UmB O eXRiMTs At N B CrOwEd TO 2 HRs.” -Thomas Alva Edison
  20. 20. cOIGe cRwD FDN
  21. 21. iTAtE R POt Roleplaying game to Flickr HotOrNot.com to Facebook Tune In Hook Up toYoutube Personal podcasting to Twitter Cellular Phone for kids to simcard to Bipper (iphone app) iTAT -  mIR CNgE N oN Or Re SiNS MEL cOONt pIT - N SStAIE cHGE i O oR OE bUNeS MoD cOONt
  22. 22. m - InIM VBlE RoDT
  23. 23. “The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort." - Eric Ries
  24. 24. mV TiMIN Me low-fidelity concierge wireframes detail level customers type days interviews sketch high-fidelity video prototype pre-sales weeks mockup letter of intent sell pixel perfect finished actual product months ship effort roadmap vision years value prop
  25. 25. Ce: Keto detail level customers type surveys effort Q4 2009 value prop problems low-fidelity new sales complete mvp finished actual product ship aug 2010 high-fidelity prototype (40%) pilot agreement mockup (60%) Q1 2010 HF#$#LIMITED#PROTOTYPE# KEYSTONE(IN(BRIEF( Keystone(is(a(web(based(control;centre(for((real;=me(monitoring,(management(and((planning(of(equipment(opera=ons(in((the(oil(industry.( www.keystone.no( interviews
  26. 26. dRBoX V - 7.00 SNP https://vimeo.com/65885136
  27. 27. gO TrAIO? JAN FEB MAR APR MAY JUN AVG Customer Meetings 19 24 16 22 19 14 22 New contracts 8 6 8 4 4 4 6 Conversion Rate (%) 42 % 25 % 50 % 18 % 21 % 29 % 31 % 97,5% retention Confirms “Product/ Market” fit
  28. 28. wA tO EaR MR? http://steveblank.com/tools-and-blogs-for- entrepreneurs/ Steve Blank http://spark59.com Ash Maurya http://www.startuplessonslearned.com Eric Ries http://www.businessmodelgeneration.com Alexander Osterwalder ROALD: FÅR NOE PÅ BERGEN LEAN STARTUP CIRCLE
  29. 29. LærE Er  EN TaRP? Utveksle Lean Startup erfaringer med andre? Lean Startup Circle er under etablering i Bergen. Registrer deg på http://www.meetup.com/Lean-Startup-Circle-Bergen send SMS med kodeord LEAN til 2077 eller
  30. 30. helgeh@gmail.com http://linkedin.com/in/helgeh AkK Or G!

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