Slides du workshop Lean Startup & Product Strategy (2018)

1. LEAN STARTUP
WORKSHOP
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2018/ linkedin.com/in/warckol / @guillaumew / guillaume.warckol@officehour.frGuillaume Warckol

3. WHAT
MAKES YOU
HAPPY ?
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4. WHO
ARE YOU ?
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5. WHY
ARE YOU
HERE ?
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6. WHAT
DO YOU
EXPECT ?
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7. ABOUT YOUR
PRODUCT ?
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8. WHO GOT
HIS 1ST
CUSTOMER ?
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9. WHO IS
ALONE ?
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10. LEAN STARTUP
WORKSHOP
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2017/ linkedin.com/in/warckol / @guillaumew / guillaume.warckol@officehour.frGuillaume Warckol

11. WHY ?
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12. THE TOUGH
REALITY
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13. 9 STARTUPS
ON 10 FAILED* !
* IN 18 MONTHS…

14. THEY NOT FOUND
THE PRODUCT / MARKET FIT
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15. D’APRÈS
VOUS,
POURQUOI ?
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16. THE LEAN
STARTUP VALUE
PROPOSITION
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17. FROM IDEA TO
PRODUCT
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18. FROM IDEA TO
SUCCESS
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19. LEAN STARTUP
HOW TO ?
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20. QUELLE EST
VOTRE VISION*
PRODUIT ?
* MISSION, OBJECTIFS, VISION À 6 MOIS

21. LA DIFFÉRENCE
ENTRE
UN PRODUIT
ET UN PROJET ?
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22. UN PRODUIT
N’A DE SENS QUE
DANS UN MARCHÉ ET
EN RÉPONSE À UN
PROBLÈME.
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23. CRÉER UN PRODUIT…
POUR QUI ?
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24. QUEL EST LE PROFIL DE
VOTRE CLIENT TYPE ?
* USAGE, HABITUDE, LOCALISATION,
UTILISATEUR D’UNE SOLUTION EXISTANTE …

25. POUR QUI…
ET POUR RÉPONDRE
À QUEL PROBLÈME ?
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26. QUELS SONT LES 3
PROBLÈMES PRINCIPAUX
AUXQUELS RÉPOND VOTRE
PRODUIT ?
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27. ONE RULE
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28. YOUR VISION IS BASED
ON ASSUMPTIONS
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29. DES HYPOTHÈSES À
VALIDER LE PLUS VITE
POSSIBLE.
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31. UNE*
MÉTHODE POUR
ENTREPRENDRE.
* ÉVOLUTION DE 3 MÉTHODOLOGIES ÉPROUVÉES

32. LEAN
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33. AGILITÉ
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34. CUSTOMER
DEVELOPMENT
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35. 4
ÉTAPES.
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36. INIT
PROBLEM
MARKET FIT
SOLUTION
MARKET FIT
SCALE
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37. ONE ULTIMATE GOAL
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38. FIND
PRODUCT-MARKET FIT
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39. 2 WAYS
TO SUCCESS
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40. CUSTOMER
DEVELOPMENT
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41. ITERATIVE
PRODUCT DESIGN
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42. 2 TOOLS
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43. LEAN CANVAS
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44. VALIDATION BOARD
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45. HOW TO USE
A LEAN CANVAS ?
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46. LEAN CANVAS
https://goo.gl/dSZfnW
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47. COMPLÉTER UN
CANVAS PAR
CUSTOMER SEGMENT.
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48. « VOTRE VISION EST
UN ENSEMBLE
D’HYPOTHÈSES. »
* HYPOTHESIS-DRIVEN ENTREPRENEURSHIP

49. LISTER 10
HYPOTHÈSES* ISSUES
DE VOTRE CANVAS.
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50. * I BELIEVE [TARGET MARKET] WILL [DO
THIS ACTION / USE THIS SOLUTION] [N
TIMES] FOR [THIS REASON].
* [SPECIFIC REPEATABLE ACTION] WILL
[EXPECTED MEASURABLE OUTCOME].
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51. TEST
YOUR HYPOTHESIS
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52. RUN EXPERIMENTS !
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53. 3 WAYS
TO EXPERIMENT
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54. INTERVIEWS
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55. CONCIERGE
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56. MVP
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57. PROBLEM & SOLUTION
INTERVIEWS
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58. QUEL EST
L’OBJECTIF DES
CUSTOMER
INTERVIEWS ?
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59. APPRENDRE !
1. QUELS SONT LES PROBLÈMES QUE L’ON
CHERCHE À RÉSOUDRE ?
2. QUI A CES PROBLÈMES ?
3. VALENT-ILS LA PEINE DE LES RÉSOUDRE ?
4. QUELLES SONT LES SOLUTIONS
ALTERNATIVES POUR RÉSOUDRE CES
PROBLÈMES ? (I.E. CONCURRENTS)

60. CUSTOMER INTERVIEWS,
VOTRE OUTIL LE PLUS
PRÉCIEUX !
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61. C’EST
DIFFICILE !
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62. COMMENT IDENTIFIER
LES PERSONNES À
INTERVIEWER ?
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65. LISTER 10 CONTACTS
POTENTIELS POUR CHAQUE
CUSTOMER SEGMENT
AVEC EMAIL + NUM. DE TEL.
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66. COMMENT RÉALISER
VOS PROBLEM
INTERVIEWS ?
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67. UTILISEZ UN
SCRIPT !
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68. PROBLEM INTERVIEW SCRIPT
1. ACCUEIL (2 MIN)
2. COLLECTER DES INFOS SUR LA PERSONNES (2
MIN)
3. RACONTER UNE HISTOIRE (2 MIN)
4. CLASSEMENT DES PROBLÈMES (4 MIN)
5. EXPLORER LA VISION DU CLIENT (15 MIN)
6. CONCLURE (2 MIN)
7. METTRE LES RÉSULTATS PAR ÉCRIT (5 MIN)
* Source : Running Lean - Ash Maurya
http://goo.gl/FRSQEt

69. RÉDIGEZ VOTRE SCRIPT TYPE
POUR VOS PROBLEM
INTERVIEWS.
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70. MVP
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71. TESLA’S MVP
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73. WHAT'S THE
RISKIEST PART ?
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75. QUELLE EST VOTRE
HYPOTHÈSE LA PLUS
RISQUÉE ?
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76. VALIDATION BOARD
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77. GOAL : DECREASE TIME
AND MONEY SPENT
BETWEEN PIVOTS
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79. COMMENT UTILISER
UN VALIDATION
BOARD ?
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80. PARTEZ DE VOTRE
LEAN CANVAS !
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82. Vendeurs de
voitures
d’occasion (valeur
entre 8<15k€),
particulier (1
vente/an),
père(mère) de
famille,
habitant en IDF,
entre 30 et 50 ans.
Peur de faire
arnaquer lors de la
vente, au moment
du paiement
(peur d’un faux
cheque
notamment)
IDEM
+ non père(mère)
de famille
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83. « Je crois que les vendeurs, particulier,
habitant en IDF, entre 30 et 50 ans, ont peur
de se faire arnaquer par un faux cheque, la
plus part du temps (80%) quand ils vendent à
un autre particulier une voiture comprise
entre 8 et 15k€. »
« Je crois que les pères (mères) de famille, entre
30 et 50 ans, ont ce problème dans 95% des fois »

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85. « Je crois que les
vendeurs, particulier,
habitant en IDF, entre
30 et 50 ans, ont peur
« Je crois que les pères
(mères) de famille, entre
30 et 50 ans, ont ce
problème dans 95% des
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87. DÉFINISSEZ LA DURÉE
DE VOTRE BOUCLE
D’APPRENTISSAGE !
* 2 SEMAINES ?

88. SAUVEGARDEZ
VOS
APPRENTISSAGES !
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90. INITIEZ VOTRE
VALIDATION
BOARD.
* HYPOTHÈSES CLIENT/PB, 1ER CYCLE
D’APPRENTISSAGE…

91. GET OUT !
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93. MVP vs MVPs

94. QUEL EST L’OBJECTIF
PRINCIPAL D’UN MVP ?
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95. La DATA !

96. Establish
The baseline
* Vos metrics business + valeur idéale

97. Next Step

98. Tuning Engine

99. Action vs Impact
* Chaque action doit être considérée en fonction
de son impact sur vos métriques de croissance

101. Quel est l’objectif
principal d’une
STARTUP ?

102. Quel est votre
Growth Engine ?

103. 3 types de
Growth Engine

104. Sticky

105. Sticky metrics
The churn rate
The rate of new customer acquisition
The Growth rate (acquisition - churn)

106. Si acquisition et
churn élevés ?
focus sur la rétention
(solution interview par
ex.)

107. Si churn faible mais
peu d’acquisition ?
focus sur vos actions
marketing (revoir vos
channels, vos messages, votre
tunnel par ex.)

108. Viral

109. Quel société à un
moteur de
croissance de type
VIRAL ?

110. Viral metrics
The viral coefficient
= nb de personne amenées par un nouvel
utilisateur
VC = 0.1 -> 100 users en amènent 10 qui en
amènent 1.

111. Si votre growth
engine est Viral…

112. Focus à 99% sur votre
Viral Coefficient !
* C’est votre métrique la plus importante !

113. Paid

114. Paid metrics
Le coût d'acquisition (CPA)
La valeur ($) d’un utilisateur (LTV)
The Growth rate (= LTV - CPA)
* Le growth rate indique l’argent que vous pouvez
ré-investir dans votre moteur de croissance !

115. Si vous voulez
accélérer votre
croissance ?
Cherchez à augmenter
la LTV et/ou à
diminuer votre CPA

116. Each growth engine
has specific metrics

117. FOCUS
ONE Engine at a time !

119. LEAN STARTUP
EXAMPLES
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120. HTTP://
WWW.MOVESTHENEEDLE.
COM/BLOG/ENTERPRISE-
LEAN-STARTUP-
EXPERIMENT-EXAMPLES/
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121. Concierge MVP
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122. Example: P-2-P Payments platform (name is
confidential). The founding team created a peer-
to-peer payment workflow via a web “responsive”
application, where user can request payments
from friend and family. This workflow was
presented to the user as as functional website. In
reality, the founding team manually processed all
requests by hand, meaning they manually sent
email notifications, tracked payment requests
and captured billing information.
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123. Mechanical Turk (or
Wizard of Oz)
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124. For offerings where a complex backend is
required, such as databases, algorithms
or complex engineering, consider
simulating this backend with real people
or existing apps. It’s likely you can mimic
the “engine” behind the scenes. Even if
this takes longer for the customer to
receive an answer, you will avoid wasting
precious time building features the
customer does not want. This is especially
good for support centers.
Example: See it in action at a call center
https://www.youtube.com/watch?
v=qM79_itR0Nc
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125. Imposter Judo
(Boomerang)
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126. If a similar ideas to yours already exist in market,
you can use these as a quick and simple way to
gather feedback. You might ask customers to
sign-up and give you feedback on a competitors
website, or repackage an existing product.
This is especially effective when selling physical
products, or showing early static mockups.
Example: In the early days of Zappos, the
founders simply purchased shoes as needed from
local shoe retailers, instead of stocking their own
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127. Analog/Physical
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128. Sell a physical version of the product, even if your
final product will be digital. This is especially
effective for information or data-based products
such as customer lists or how-to guides.
Example: When selling a digital information
product the experiment team gathered early
versions of this data “by hand”, then produced a
printed report for the test customers. This printed
report provided real value, and was used to
gather feedback. Eventually, the team created a
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129. Dry-Wallet
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130. In order to test whether your customers will actually purchase
your products, and for how much, you can deploy a simulated
“purchase now” experience. This may take the form of a simple
e-commerce check-out, or perhaps a letter of intent request.
Once the user begins the purchase process, you can simply
respond with a “out of stock” message, or other elegant way to
proceed such as simply not billing the customer at all.
Example: You will encounter this strategy the team designed
a website for selling a subscription based physical product. To
gauge interest, the team quickly created a web based
purchase form simulating the check-out process, so the
customer believed they were purchasing the product.
However, no billing occurred since the form did not connect to
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131. High Hurdle
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132. Refers to any experiment where you actually make
your experience more difficult to use, in an effort
to gauge real interest. The higher the hurdle, the
more validity you can attribute to your results.
Example: Design a sign-up process with multiple,
difficult to answer questions, which adds friction
to the sign-up process. This way you only capture
the most passionate customers for your early
testing. Over time, you can reduce the friction in
order to improve your funnel.
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133. Video Trailers
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134. Record a “real life” scenario using your
product, where you edit the video to
create the illusion your product is real.
Then, use the video as part of your
landing page or marketing message.
This is especially useful for products
where the behavior can be easily
simulated (see other experiment types)
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