The document provides an introduction to the Lean Startup methodology. It discusses that most startups fail and their plans often change drastically after contact with customers. It then summarizes the three main components of the Lean Startup method: 1) business model design using a canvas to define testable hypotheses, 2) customer development to get out of the building and test hypotheses, and 3) agile development to build a minimum viable product.

1. “IdLFE OmPAS”
L 1

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. 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. 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. ElKME
Vert: Per Arve Frøyen, Innovasjon Norge
Kursholder: Helge Hannisdal, gründer og mentor

6. Gründerfasen
1999
Idé
Vekstfase
Driftsfase
Internasjonalisering
Konsolidering
2012
200 ansatte - 8 land
omsetter 190MNOK - verdsatt 600MNOK
CEO
CTO
CMO

7. INTERESSER
GRÜNDERVIRKSOMHET
NYSKAPNINGSPARKEN
CONNECT VEST
MENTOR
BUSINESS ANGEL
TEKNOLOGI
INNOVASJON
SALGMARKEDSFØRING STRATEGI
RADIKAL ENDRING
KREMMER
STYREARBEID
INNOVASJON NORGE STARTUP WEEKEND

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. 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. 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. 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. 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. 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. V
2 weeks - 2.000$ 9 months - 82.000.000$

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. 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. 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. 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. https://vimeo.com/65596799

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. cUOmE DeVOpMT

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. 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. 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. cOIGe cRwD FDN

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. 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. 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. PtIZe R CL
Problem/Solution
Fit
Product/Market
Fit
Scale
How to accelerate growth?
How do we scale internationally?

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. 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. bUNeS MoDInG wIH EN AAs

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. 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. Exci 2
Fill out problem and customer segment blocks

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. Exci 3
Define your unique value proposition(s) and high level pitch

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. Exci 4
Try to define your solution / MVP.

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. Exci 5
What are your channels/path to customers?

42. Luj

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. 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.

46. 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

47. 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

48. 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

49. 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

50. “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

51. 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?

52. OcUNt STs
Be objective
Document immediately after interview
Notice their “keywords”

53. 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.

54.  & A

55. Kontaktinfo: helgeh@gmail.com
Neste samling: onsdag 15. mai kl 0900-1300
AkK Or  DA!

57. WOrDSt
MVP
Hypothesis
Lean
Pivot
Canvas

58. mO cAAs AmPS