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“IdLFE OmPAS”
L 1
WHaT wE (Ow) KW AUt ArTS
75% fails*
They are not a small version of a large company
66% drastically change their ...
MålSTiNR
Få introduksjon til Lean Startup metodikken
Komme i gang med Lean Startup for egen bedrift
Komme i gang med u...
GeN G 1
Velkommen og introduksjon
Presentasjonsrunde
Lean Startup Revolution
Introduksjon til forretningsmodellering ...
ElKME
Vert: Per Arve Frøyen, Innovasjon Norge
Kursholder: Helge Hannisdal, gründer og mentor
Gründerfasen
1999
Idé
Vekstfase
Driftsfase
Internasjonalisering
Konsolidering
2012
200 ansatte - 8 land
omsetter 190MNOK -...
INTERESSER
GRÜNDERVIRKSOMHET
NYSKAPNINGSPARKEN
CONNECT VEST
MENTOR
BUSINESS ANGEL
TEKNOLOGI
INNOVASJON
SALGMARKEDSFØRING S...
Li EN
Alle presenter på 3 minutter:
Hvem er du/dere?
Hva er ideen?
Nevn 3 ting du har lært fra å lese Running Lean
Hva...
lE sTTuP EtH - 3 CPoNTs
business model design - canvas with testable hypotheses
customer development - get out ...
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
UsISs DL EGn
He SiNS MEl NS
lE yO LoO At L
bUDiN BlO oF OR
bUNeS On E PE.
AcH Om...
UsTER EvEPNt
g o o t Budi!
- Steve Blank
2
Search Execute
Problem/Solution
Fit
Product/Market
Fit
Scale...
Requirements Development QA Release
ReASt Sk  nO DeVOpMT O NeW RoDTs,
bU DeVOpMT O CuSMeR AnD Ar...
V
2 weeks - 2.000$ 9 months - 82.000.000$
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.
- E...
IDEAS
CODEDATA
lE aGE DElOEN
BUILD
MEASURE
LEARN
OE AEr
Unit Tests
Usability Tests
Continuous Integration
In...
Ln RaDIAl
srAGysrAGy
Business Model
Hypothesis-driven
Business Plan
Implementation-driven
EW RoDT RoCS...
Exci 1 - RoBM
Start sketching a canvas for your idea/company
List top 3 problems you are solving for your potential...
https://vimeo.com/65596799
lE sTTuP EtH - MRy
business model design - canvas with testable hypotheses
customer development - get out of th...
cUOmE DeVOpMT
AlITE RoBM/OlUOn T
Problem/Solution
Fit
Product/Market
Fit
Scale
Activities:
Problem and solution interviews, v...
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling mes...
IaBItY EsTG
Landing page
Concierge
Wizard of Oz
Prototypes
Wireframe/Mockups, similar
products
Test apps
Crowd-Fundi...
cOIGe cRwD FDN
g raD TO Pit - a Let Oe
Crowd Fundraising to Groupon
Burbn comparable to foursquare to Instagram
Roleplaying ga...
ChIE RoDT/ArK It
Problem/Solution
Fit
Product/Market
Fit
Scale
Activities:
Building your MVP, sell it to early a...
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling mes...
PtIZe R CL
Problem/Solution
Fit
Product/Market
Fit
Scale
How to accelerate growth?
How do we scale internationally?
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling mes...
UsTER EvEPmE sUAR
Search Execute
Problem/Solution
Fit
Product/Market
Fit
Scale
Pivots Optimizations
Validated L...
bUNeS MoDInG wIH EN AAs
EN AAs
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
co...
2. UsTER EgMTs
Who are your customers segments?
Who are your users?
Identify early adopters - NOT mainstream custome...
Exci 2
Fill out problem and customer segment blocks
3. NiQ AE RoPIOn
Why are you different and worth getting attention?
Target Early Adopters
High-level concept pi...
Exci 3
Define your unique value proposition(s) and high level pitch
4. OlUOn
For each problem, define your simplest solution.
The solution should NOT be more than your MVP
(MinimumViable P...
Exci 4
Try to define your solution / MVP.
5. HaNL
How/Where can you meet potential customers?
How/Where can you sell to customers?
How/Where can you distribute y...
Exci 5
What are your channels/path to customers?
Luj
6. EvEE TrES
How will you charge you customers?
What will you charge?
Revenue Streams
Revenue Model
Life Time Value
...
7. OsT TrUUR
What are the most important costs you will have?
Examples:
Costs to interview
Costs to build MVP/prototy...
8. EY EtRS
What key numbers/activities define our success and
progress?
Focus on and run experiments for ONE metric at ...
9. NfA DvAAG
Unfair Advantage
Can’t be easily copied
or bought What is you unfair advantage?
A real unfair advantag...
Exci 6 - OmPTe E CVA
Nå skal dere:
5 min på å ferdigstille canvasen
Presentere Lean Canvas for de andre - 3 mi...
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling mes...
“hmEwRk”
For each company, to do until next week:
Complete and revise your canvas
Complete at least 3 problem interviews...
RoBM NtEIEw
Validate your hypotheses
Key questions:
Who has the problem/pain - Is
this a viable customer segment?
Wh...
OcUNt STs
Be objective
Document immediately after interview
Notice their “keywords”
WHaT S A HyPHIs
Falsifiable hypothesis = (Specific action) will (expected measurable
action).
Examples:
Leap of faith:...
 & A
Kontaktinfo: helgeh@gmail.com
Neste samling: onsdag 15. mai kl 0900-1300
AkK Or  DA!
WOrDSt
MVP
Hypothesis
Lean
Pivot
Canvas
mO cAAs AmPS
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In tidligfase kurs del 1 - endelig

  1. 1. “IdLFE OmPAS” L 1
  2. 2. WHaT wE (Ow) KW AUt ArTS 75% fails* They are not a small version of a large company 66% drastically change their plans The business plan rarely survive first contact with customers Long-term plans is a waste of time Most founders want to develop their product not the market They embrace a new way of working - “the lean startup” methodology * Harvard Business Review 2012
  3. 3. MålSTiNR Få introduksjon til Lean Startup metodikken Komme i gang med Lean Startup for egen bedrift Komme i gang med utvikling av forretningsmodell for egen bedrift
  4. 4. GeN G 1 Velkommen og introduksjon Presentasjonsrunde Lean Startup Revolution Introduksjon til forretningsmodellering vha Lean Canvas Lean Canvas Workshop med lunsj Hjemmeoppgave Avslutning - kl 1300
  5. 5. ElKME Vert: Per Arve Frøyen, Innovasjon Norge Kursholder: Helge Hannisdal, gründer og mentor
  6. 6. Gründerfasen 1999 Idé Vekstfase Driftsfase Internasjonalisering Konsolidering 2012 200 ansatte - 8 land omsetter 190MNOK - verdsatt 600MNOK CEO CTO CMO
  7. 7. INTERESSER GRÜNDERVIRKSOMHET NYSKAPNINGSPARKEN CONNECT VEST MENTOR BUSINESS ANGEL TEKNOLOGI INNOVASJON SALGMARKEDSFØRING STRATEGI RADIKAL ENDRING KREMMER STYREARBEID INNOVASJON NORGE STARTUP WEEKEND
  8. 8. Li EN Alle presenter på 3 minutter: Hvem er du/dere? Hva er ideen? Nevn 3 ting du har lært fra å lese Running Lean Hva er dine forventinger til workshopene/kurset
  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. 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
  11. 11. UsISs DL EGn He SiNS MEl NS lE yO LoO At L bUDiN BlO oF OR bUNeS On E PE. AcH OmPEnT OnTNS a RiE Of PtH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
  12. 12. 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 Growth Method How to change Objective
  13. 13. 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
  14. 14. V 2 weeks - 2.000$ 9 months - 82.000.000$
  15. 15. 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
  16. 16. IDEAS CODEDATA lE aGE DElOEN BUILD MEASURE LEARN OE 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
  17. 17. Ln RaDIAl 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
  18. 18. Exci 1 - RoBM Start sketching a canvas for your idea/company List top 3 problems you are solving for your potential customers List “Jobs to be done” Document how early adopters solve these problems today Problem Top 3 problems Existing Alternatives
  19. 19. https://vimeo.com/65596799
  20. 20. lE sTTuP EtH - MRy 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)
  21. 21. cUOmE DeVOpMT
  22. 22. AlITE RoBM/OlUOn T Problem/Solution Fit Product/Market Fit Scale Activities: Problem and solution interviews, viability testing Test all your hypotheses in Problem/Solution/Customer Segments Pivoting! - substantial change to one or more blocks in the business model Done when validated that problems is must-haves, minimum features for “must have” (MVP) , customer is willing to pay x
  23. 23. 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
  24. 24. IaBItY EsTG Landing page Concierge Wizard of Oz Prototypes Wireframe/Mockups, similar products 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
  25. 25. cOIGe cRwD FDN
  26. 26. g raD TO Pit - a Let Oe Crowd Fundraising to Groupon Burbn comparable to foursquare to Instagram Roleplaying game to Flickr HotOrNot.com to Facebook Personal podcasting to Twitter Cellular Phone for kids to simcard to Bipper (iphone app) Mobile restaurant menu to PAM (shopping centre promotion/map)
  27. 27. ChIE RoDT/ArK It Problem/Solution Fit Product/Market Fit Scale Activities: Building your MVP, sell it to early adopters Test all your hypotheses in Solution/Key Metrics/UniqueValue Prop Pivoting! Done when validated key metrics show high retention, customer satisfaction and customer acquisition
  28. 28. 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
  29. 29. PtIZe R CL Problem/Solution Fit Product/Market Fit Scale How to accelerate growth? How do we scale internationally?
  30. 30. 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
  31. 31. UsTER EvEPmE sUAR Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Growth Method How to change Objective
  32. 32. bUNeS MoDInG wIH EN AAs
  33. 33. EN AAs 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 RoDT AEt
  34. 34. 2. UsTER EgMTs Who are your customers segments? Who are your users? Identify early adopters - NOT mainstream customers. Example segments: Small companies in Norway Mothers with children between 2-5 years old Customer Segments Target customers Early Adopters
  35. 35. Exci 2 Fill out problem and customer segment blocks
  36. 36. 3. NiQ AE RoPIOn Why are you different and worth getting attention? Target Early Adopters High-level concept pitch Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept
  37. 37. Exci 3 Define your unique value proposition(s) and high level pitch
  38. 38. 4. OlUOn For each problem, define your simplest solution. The solution should NOT be more than your MVP (MinimumViable Product) Solution Top 3 features
  39. 39. Exci 4 Try to define your solution / MVP.
  40. 40. 5. HaNL How/Where can you meet potential customers? How/Where can you sell to customers? How/Where can you distribute your product to customers? No partners or referrals (yet) - focus on direct Channels Path to customers
  41. 41. Exci 5 What are your channels/path to customers?
  42. 42. Luj
  43. 43. 6. EvEE TrES How will you charge you customers? What will you charge? Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  44. 44. 7. OsT TrUUR What are the most important costs you will have? Examples: Costs to interview Costs to build MVP/prototypes Monthly fixed costs (staff/office etc) Sales / Distribution costs Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc.
  45. 45. 8. EY EtRS What key numbers/activities define our success and progress? Focus on and run experiments for ONE metric at the time Examples: Key feature usage New customers Churn Key Metrics Activity that drives retention/revenue
  46. 46. 9. NfA DvAAG Unfair Advantage Can’t be easily copied or bought What is you unfair advantage? A real unfair advantage cannot easily be copied/bought. Examples: Large network effect Personal Authority The right “expert” endorsements
  47. 47. Exci 6 - OmPTe E CVA Nå skal dere: 5 min på å ferdigstille canvasen Presentere Lean Canvas for de andre - 3 minutter Oppsummering / diskusjon i plenum
  48. 48. 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
  49. 49. “hmEwRk” For each company, to do until next week: Complete and revise your canvas Complete at least 3 problem interviews Finish reading Running Lean (at least chapter 1-3 and 5-7) Prepare to present canvas and interview summary next week
  50. 50. RoBM NtEIEw Validate your hypotheses Key questions: Who has the problem/pain - Is this a viable customer segment? What are you solving? How do customers rank the problems? Who is the competition - How do you customers solve these problems today?
  51. 51. OcUNt STs Be objective Document immediately after interview Notice their “keywords”
  52. 52. WHaT S A HyPHIs Falsifiable hypothesis = (Specific action) will (expected measurable action). Examples: Leap of faith: Begin know as an “expert” will drive early adopters. Hypothesis: Blog post will drive > 100 early adopter sign-ups.
  53. 53.  & A
  54. 54. Kontaktinfo: helgeh@gmail.com Neste samling: onsdag 15. mai kl 0900-1300 AkK Or  DA!
  55. 55. WOrDSt MVP Hypothesis Lean Pivot Canvas
  56. 56. mO cAAs AmPS

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