1. http://pia-conseil.com
Lean Startup
La recette des startups à succès
Emmanuel Levi-Valensi
22 octobre 2011

2. PIA est un cabinet de conseil en système d'information,
spécialiste de l'expérience utilisateur et des usages innovants.
Nous réalisons des développements sur mesure et accompagnons
nos clients dans toutes les phases de leurs projets web et mobile.

3. ENTREPRISES CONSEIL RÉALISATION
STARTUP & IT

4. LE LEAN STARTUP ?

5. Une des causes principales
de l’échec d’une startup
=> Développer un produit qui ne
trouve pas son marché

6. Le Lean Startup est une
méthode rigoureuse
pour accroître les chances
de succès des startups.

7. Elle a été mise au point
par Eric Ries en 2008.

8. Il s’agit d’appliquer les
principes du lean à
l’entrepreneuriat.

9. Se concentrer sur la
satisfaction client

10. Se concentrer sur la
satisfaction client
Etre une entreprise
apprenante

11. Se concentrer sur la
satisfaction client
Etre une entreprise
apprenante
Aller voir avec ses
«yeux»

12. Elle connait un succès
important.

13. Elle connait un succès
important.
http://theleanstartup.com/casestudies

14. VUE D’ENSEMBLE

15. Customer Development
Dévelopement Agile
(Scrum, Kanban, XP,...)

16. Le Customer Development
Iden%fier
le
problème, Générer
de
la
Imaginer
et
valider
le
produit
minimal demande
Découverte Validation Création Dév. de la
Client Client Client Startup
Valider
les
Pivot hypothèses
marché
Passer
à
la
vitesse
supérieure
Réadapter
le
MVP
à
par%r
des
données
marché

17. COMMENT L’APPLIQUER ?

18. Principe
Lean
Startup
#1
Poser
vos
hypothèses

19. Hypothèses
Avec les questionnaires
de 4 steps to epiphany
Source
:
The
4
steps
to
Epiphany

20. Ou comme ça... Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
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21. No.
PLE
EM
hat Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
ur Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
EX
stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
Editeurs de
logiciels
Entreprise
Fournir un framework
pour développer des SSII
applications mobiles
hat Key Resources do our Value Propositions require?
ur Distribution Channels? Customer Relationships?
venue Streams?
multiplateformes Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
respectant le design How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
de chaque plateforme How are we integrating them with customer routines?
Développeurs
solo
Projets open
source
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

22. No.
PLE
EM
hat Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
ur Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
EX
stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
Editeurs de
logiciels
Entreprise
Et définir sa stratégie de
Fournir un framework
pour développer des
applications mobiles
SSII
validation
multiplateformes
hat Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
ur Distribution Channels? Customer Relationships? want to be reached?
venue Streams? How are we reaching them now?
respectant le design How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
de chaque plateforme How are we integrating them with customer routines?
Développeurs
solo
Projets open
source
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

23. Principe Lean Startup #2
Travailler sur des cycles courts

24. Ampleur
du
pivot
Plus
le
temps
de
«déconnexion»
avec
le
marché
est
long,
plus
l’ampleur
du
pivot
risque
d’être
élevée
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Temps passé (mois)

25. Eliminer
les
stocks
de
décisions
non
validées
X
Fonctionnalité 1
X X X
Fonctionnalité 3 Fonctionnalté 2 Freemium Premium ...
X X X X X
Version 1 Cible 1 Cible 2 Prix Channels
X X Roadmap Cibles
X
Si
au
bout
d’1
an,
vos
clients
n’adhérent
pas
à
Proposition de
valeur
la
proposi%on
de
valeur...

26. Eliminer
les
stocks
de
décisions
non
validées
Fonctionnalité 1
X X
Fonctionnalité 3 Fonctionnalté 2
X
Freemium Premium ...
Version 1 Cible 1
X X
Cible 2 Prix Channels
Roadmap Cibles
valeur
X
Proposition de
Si
au
bout
d’1
an,
personne
n’est
prêt
à
payer...

27. Principe
Lean
Startup
#3
MeRre
au
point
rapidement
son
Minimal
Viable
Product

28. Elabora%on
de
la
solu%on
(le
MVP)

29. Show
don’t
tell!
Mechanical turk Vidéo Pinocchio

30. Show
don’t
tell!
Prototype fil de fer

31. Show
don’t
tell!

32. Show
don’t
tell!
Prototype haute fidélité
de Reward Process

33. Principe
Lean
Startup
#4
Aller
à
la
rencontre
de
vos
acheteurs

34. Opinions Faits
1500 personnes ont
C’est
génial
! demandé à être informées
de la dispo du produit
Avec
notre
J’ai obtenu une trentaine
intégra%on
facebook,
de rendez-vous pour
tout
le
monde
va
vouloir
présenter le produit
u%liser
le
produit
Sur 10 entretiens, nous avons
C’est
très
important
d’avoir
de
obtenu 2 lettres d’intention
la
vidéo
sur
la
home
!

35. Prise
de
rendez-­‐vous
Pitch Recommanda%on

36. Valider
vos
hypothèses
Comprendre
:
Les
objec%fs
de
vos
u%lisateurs
Leur
manière
de
travailler
>>>>
Affiner
le
concept
(pivoter)

37. Valider
vos
hypothèses
Je
gagnerais
du
temps
si...
J’ai
adoré
ce
produit...
Se mettre en écoute active

38. Valida%on
de
la
solu%on
Feedback
sur
les
fonc%onnalités
(le
pivot)
Tests
sur
la
tarifica%on
Trouver
des
beta
testeurs
...

39. No.
PLE
EM
hat Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
ur Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
EX
stomer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
venue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
Editeurs de
logiciels
Entreprise
Fournir un framework
pour développer des SSII
applications mobiles
hat Key Resources do our Value Propositions require?
ur Distribution Channels? Customer Relationships? multiplateformes Through which Channels do our Customer Segments
want to be reached?
PR
venue Streams? How are we reaching them now?
respectant le design How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
de chaque plateforme How are we integrating them with customer routines?
Développeurs
Réseaux sociaux
solo
Adobe
Projets open
source
Salons
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
Abonnement Annuel
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Open Source / Gratuit

40. En
synthèse
Inspiré de Running Lean

41. Le
Lean
Startup
:
avant
tout,
du
bon
sens
Il n’y a pas de silver Ne perdez pas votre temps
bullet et celui des autres
Valider vos hypothèses avant de Tester, apprenez,
construire le produit testez...

42. Bibliographie
hRp://www.leanstartup.fr/

43. Des questions ?
Emmanuel Levi-Valensi
Directeur Associé
elv@pia-conseil.com | @pia_emmanuel