Tidligfase del1-v2

643 views

Published on

Part two of Lean Startup Workshop in Bergen Norway. Mix of english/norwegian text.

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
643
On SlideShare
0
From Embeds
0
Number of Embeds
54
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Tidligfase del1-v2

  1. 1. “IdLFE OmPAS”L 1søndag 2. juni 13
  2. 2. WHaT wE (Ow) KW AUt ArTS75% fails (US) - 9% > 1 MSEK after 3 years (SE)They are not a small version of a large company66% drastically change their plansThe business plan rarely survive first contact with customersLong-term plans is a waste of timeMost founders want to develop their product not the marketThey embrace a new way of working - “the lean startup” methodology* Harvard Business Review 2012søndag 2. juni 13
  3. 3. MålSTiNRFå introduksjon til Lean Startup metodikkenMer rasjonell jobbing i tidligfaseKomme i gang med Lean Startup for egen bedriftKomme i gang med utvikling av forretningsmodell for egen bedriftsøndag 2. juni 13
  4. 4. GeN G 1Velkommen og introduksjonPresentasjonsrundeLean Startup RevolutionIntroduksjon til forretningsmodellering vha Lean CanvasLean Canvas Workshop med lunsjHjemmeoppgaveAvslutning - kl 1300søndag 2. juni 13
  5. 5. ElKMEVert: Per Arve Frøyen, Innovasjon NorgeKursholder: Helge Hannisdal, gründer og mentorsøndag 2. juni 13
  6. 6. Gründerfasen1999IdéVekstfaseDriftsfaseInternasjonaliseringKonsolidering2012200 ansatte - 8 landomsetter 190MNOK - verdsatt 600MNOKCEOCTOCMOsøndag 2. juni 13
  7. 7. INTERESSERGRÜNDERVIRKSOMHETNYSKAPNINGSPARKENCONNECT VESTMENTORBUSINESS ANGELTEKNOLOGIINNOVASJONSALGMARKEDSFØRING STRATEGIRADIKAL ENDRINGKREMMERSTYREARBEIDINNOVASJON NORGE STARTUP WEEKENDsøndag 2. juni 13
  8. 8. Li ENAlle presenter på 3 minutter:Hvem er du/dere?Hva er ideen?Nevn det viktigste du har lært fra å lese Running LeanHva er dine forventinger til workshopene/kursetsøndag 2. juni 13
  9. 9. lE sTTuP EtH - 3 CPoNTsbusiness model design - canvas with testable hypothesescustomer development - get out of the building and test thehypothesesagile development - building a minimum viable product (MVP)søndag 2. juni 13
  10. 10. N SRtU Is  tEOrA oRNiZINdEGnE To sECh fO A rEAtAE NsCAL bUNeS MEl.- Steve Blanksøndag 2. juni 13
  11. 11. UsISs DL EGnHe SiNS MEl NSdERiB lOCaL WyO bUNeS WoR oN sILe Ge.AcH OmPEnT OnTNSa RiE Of PoTSiS HTyO 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.ProblemTop 3 problemsExistingAlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnfair AdvantageCan’t be easilycopied or boughtCustomerSegmentsTarget customersEarly AdoptersProblemTop 3 problemsExistingAlternativesKey MetricsActivity thatdrives retention/revenueUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptUnique ValuePropositionSingle, clearcompellingmessage thatstates why youare different andworth buyingHigh-LevelConceptChannelsPath to customersCustomerSegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Margin1søndag 2. juni 13
  12. 12. UsTER EvEPNtg o o t Budi!- Steve Blank2Search ExecuteProblem/SolutionFitProduct/MarketFitScalePivots OptimizationsValidated Learning Revenue & GrowthMethodHow to changeObjectivesøndag 2. juni 13
  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 BlankMt EaRNg PpE ReTritIAl OdU dELoPNtsøndag 2. juni 13
  14. 14. V2 weeks - 2.000$ 9 months - 82.000.000$søndag 2. juni 13
  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 Ries3Steve Blank, Harvard Business Review 2012short repeatable cyclescontinuously revise MVPsøndag 2. juni 13
  16. 16. IDEASPRODUCTDATA-- EeDCk OpBUILDMEASURELEARNbUD AErUnit TestsUsability TestsContinuous IntegrationIncremental DeploymentFree & Open-Source ComponentsCloud ComputingCluster Immune SystemJust-in-time ScalabiltyRefactoringDeveloper SandboxlEN AErSplit TestsCustomer InterviewsCustomer DevelopmentFive Whys Root Cause AnalysisCustomer Advisory BoardFalsifiable HypothesesProduct Owner AccountabilityCustomer ArchetypesCross-functional TeamsSmoke TestMeur AErSplit TestsClear Product OwnerContinuous DeploymentUsability TestsReal-time MonitoringCustom LiasonFunnel AnalysisCohort AnalysisNet Promoter ScoreSearch Engine MarketingReal-time AltertingPredictive Monitoring Eric Ries / KissMetricsWireframesPrototypesLanding PagesFocus Groupsøndag 2. juni 13
  17. 17. https://vimeo.com/65596799søndag 2. juni 13
  18. 18. øvEE 1Hva er “Jobs to be Done” (Problem) her?Hvem er kunden (Customer Segment)?søndag 2. juni 13
  19. 19. ProblemMett til lunsjTidsfordriv i bilenExisting AlternativesSolution Unique ValuePropositionHigh-Level ConceptUnique ValuePropositionHigh-Level ConceptUnfair Advantage Customer SegmentsDe som kjører>15min alene til jobbEarly AdoptersProblemMett til lunsjTidsfordriv i bilenExisting AlternativesKey MetricsUnique ValuePropositionHigh-Level ConceptUnique ValuePropositionHigh-Level Concept ChannelsCustomer SegmentsDe som kjører>15min alene til jobbEarly AdoptersCost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streamssøndag 2. juni 13
  20. 20. Exci 2 - RoBMStart sketching a canvas for your idea/companyList top 3 problems you are solving for your potentialcustomersList “Jobs to be done”Document how early adopters solve these problemstodayProblemTop 3 problemsExisting Alternativessøndag 2. juni 13
  21. 21. Exci 2 - RoBMStart sketching a canvas for your idea/companyList top 3 problems you are solving for your potentialcustomersList “Jobs to be done”Document how early adopters solve these problemstodayProblemTop 3 problemsExisting Alternativessøndag 2. juni 13
  22. 22. lE sTTuP EtH - MRybusiness model design - canvas with testable hypothesescustomer development - get out of the building and test thehypothesesagile development - building a minimum viable product (MVP)søndag 2. juni 13
  23. 23. cUOmE DeVOpMTsøndag 2. juni 13
  24. 24. AlITE RoBM/OlUOn TProblem/SolutionFitProduct/MarketFitScaleActivities:Problem and solution interviews, viability testingTest all your hypotheses in Problem/Solution/Customer SegmentsPivoting! - substantial change to one or more blocks in the business modelDone when validated that problems are must-haves, minimum featuresfor “must have” (MVP) , customer is willing to pay xsøndag 2. juni 13
  25. 25. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  26. 26. IaBItY EsTGLanding pageConciergeWizard of OzPrototypesWireframe/Mockups, similarproductsTest appsCrowd-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 Edisonsøndag 2. juni 13
  27. 27. cOIGe cRwD FDNsøndag 2. juni 13
  28. 28. g raD TO Pit - a Let OeCrowd Fundraising to GrouponBurbn comparable to foursquare to InstagramRoleplaying game to FlickrHotOrNot.com to FacebookPersonal podcasting to TwitterCellular Phone for kids to simcard to Bipper (iphone app)Mobile restaurant menu to PAM (shopping centre promotion/map)søndag 2. juni 13
  29. 29. ChIE RoDT/ArK ItProblem/SolutionFitProduct/MarketFitScaleActivities:Building your MVP, sell it to early adoptersTest all your hypotheses in Solution/Key Metrics/UniqueValue PropPivoting!Done when validated key metrics show high retention, customersatisfaction and customer acquisitionsøndag 2. juni 13
  30. 30. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  31. 31. PtIZe R CLProblem/SolutionFitProduct/MarketFitScaleHow to accelerate growth?How do we scale internationally?søndag 2. juni 13
  32. 32. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  33. 33. UsTER EvEPmE sUARSearch ExecuteProblem/SolutionFitProduct/MarketFitScalePivots OptimizationsValidated Learning Revenue & GrowthMethodHow to changeObjectivesøndag 2. juni 13
  34. 34. bUNeS MoDInG wIH EN AAssøndag 2. juni 13
  35. 35. EN AAsProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRoDT AEtsøndag 2. juni 13
  36. 36. 2. UsTER EgMTsWho are your customers segments?Who are your users?Identify early adopters - NOT mainstream customers.Example segments:Small companies in NorwayMothers with children between 2-5 years oldCustomer SegmentsTarget customersEarly Adopterssegment her er også ikkehelt bra,......søndag 2. juni 13
  37. 37. tENoLY-APtI lI cYEInnovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16%Chasmsøndag 2. juni 13
  38. 38. Exci 3Fill out problem and customer segment blockssøndag 2. juni 13
  39. 39. Exci 3Fill out problem and customer segment blockssøndag 2. juni 13
  40. 40. 3. NiQ AE RoPIOnWhy are you different and worth getting attention?Target Early AdoptersHigh-level concept pitchUnique ValuePropositionSingle, clear compellingmessage that stateswhy you are differentand worth buyingHigh-Level Conceptsøndag 2. juni 13
  41. 41. Exci 4Define your unique value proposition(s) and high level pitchsøndag 2. juni 13
  42. 42. Exci 4Define your unique value proposition(s) and high level pitchsøndag 2. juni 13
  43. 43. 4. OlUOnFor each problem, define your simplest solution.The solution should NOT be more than your MVP(MinimumViable Product)SolutionTop 3 featuressøndag 2. juni 13
  44. 44. Exci 5Try to define your solution / MVP.søndag 2. juni 13
  45. 45. Exci 5Try to define your solution / MVP.søndag 2. juni 13
  46. 46. Lujsøndag 2. juni 13
  47. 47. 5. HaNLHow/Where can you meet potential customers?How/Where can you sell to customers?How/Where can you distribute your product tocustomers?No partners or referrals (yet) - focus on directChannelsPath to customerssøndag 2. juni 13
  48. 48. 6. EvEE TrESHow will you charge you customers?What will you charge?Revenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  49. 49. 7. OsT TrUURWhat are the most important costs you will have?Examples:Costs to interviewCosts to build MVP/prototypesMonthly fixed costs (staff/office etc)Sales / Distribution costsCost StructureCustomer AcquisitionCostsDistribution CostsHostingStaff etc.søndag 2. juni 13
  50. 50. 8. EY EtRSWhat key numbers/activities define our success andprogress?Focus on and run experiments for ONE metric at thetimeExamples:Key feature usageNew customersChurnKey MetricsActivity that drivesretention/revenuesøndag 2. juni 13
  51. 51. 9. NfA DvAAGUnfair AdvantageCan’t be easily copiedor bought What is you unfair advantage?A real unfair advantage cannot easily be copied/bought.Examples:Large network effectPersonal AuthorityThe right “expert” endorsementssøndag 2. juni 13
  52. 52. Exci 6 - OmPTe E CVANå skal dere:5 min på å ferdigstille canvasenPresentere Lean Canvas for de andre - 3 minutterOppsummering / diskusjon i plenumsøndag 2. juni 13
  53. 53. Exci 6 - OmPTe E CVANå skal dere:5 min på å ferdigstille canvasenPresentere Lean Canvas for de andre - 3 minutterOppsummering / diskusjon i plenumsøndag 2. juni 13
  54. 54. ProblemTop 3 problemsExisting AlternativesSolutionTop 3 featuresUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnfair AdvantageCan’t be easilycopied or boughtCustomer SegmentsTarget customersEarly AdoptersProblemTop 3 problemsExisting AlternativesKey MetricsActivity that drivesretention/revenueUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptUnique ValuePropositionSingle, clearcompelling messagethat states why youare different andworth buyingHigh-Level ConceptChannelsPath to customersCustomer SegmentsTarget customersEarly AdoptersCost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Cost StructureCustomer Acquisition CostsDistribution CostsHostingStaff etc.Revenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross MarginRevenue StreamsRevenue ModelLife Time ValueRevenueGross Marginsøndag 2. juni 13
  55. 55. “hmEwRk”For each company, to do until next week:Complete and revise your canvasComplete at least 3 problem interviews or another problem/JBTvalidation activityFinish reading Running Lean (at least chapter 1-7)Prepare to present canvas and interview summary next weeksøndag 2. juni 13
  56. 56. RoBM NtEIEwValidate your hypothesesKey questions:Who has the problem/pain - Isthis a viable customer segment?What are you solving? How docustomers rank the problems?Who is the competition - Howdo you customers solve theseproblems today?søndag 2. juni 13
  57. 57. OcUNt STsBe objectiveDocument immediately after interviewNotice their “keywords”søndag 2. juni 13
  58. 58. øvEE 7Hva kan du gjøre til neste samling for å validere dine “Jobs To BeDone” / Problems ?Dokumenter/Planlegg hva du vil gjøre. Vær veldig konkret både pårekruttering og gjennomføring.Problemintervju anbelfales, men foreslå gjerne alternative aktiviteter.søndag 2. juni 13
  59. 59. rEUtENg JeNMføNgEksempler:Bruke LinkedIn for å rekruttere 5 kandidater til problem intervju.Eksempler:Gjennomføre 5 problem intervjuer ute hos potensielle kunder.øvEE 7søndag 2. juni 13
  60. 60.  & Asøndag 2. juni 13
  61. 61. EeDCkJeg likte spesieltgodt......Dere kan bli bedrepå.....søndag 2. juni 13
  62. 62. Kontaktinfo: helgeh@gmail.comNeste samling: onsdag 15. mai kl 0900-1300AkK Or  DA!søndag 2. juni 13
  63. 63. søndag 2. juni 13

×