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Turning your idea into an experiment:
1. Form your customer/problem hypothesis.
2. Identify your riskiest assumption.
3. Set a success criteria.
4. Run the experiment (e.g. interview, pre-sell, concierge)
5. If experiment succeeded, then persevere (and repeat until assumptions have
been validated)
6. Otherwise, pivot (and repeat)
Form your customer/problem hypothesis (or turn your idea to a hypothesis):
Who is your customer?
What is the problem?
(Define the solution you have validated a problem worth solving)
Case Study #2: Helping Dreamers
Case Study #3: Food-flavored Cigarettes
Time is
perceived
as problem
Time is
perceived
as problem
Time is
perceived
as problem
Believe in
internally
selected
online
training
Time is
perceived
as problem
Believe in
internally
selected
online
training
Time is
perceived
as problem
Believe in
internally
selected
online
training
Pain in
verifying
skills
Time is
perceived
as problem
Believe in
internally
selected
online
training
Pain in
verifying
skills
Case Study #1: Developer Skills
Case Study #3: Food-flavored Cigarettes
People
have
dreams
People
have
dreams
People
have
dreams
Younger
(20-55);
dream
depends on
lifetime/age
People
have
dreams
Younger
(20-55);
dream
depends on
lifetime/age
People
have
dreams
Younger
(20-55);
dream
depends on
lifetime/age
No unique
opositi
value
pr on;
No pain
People
have
dreams
Younger
(20-55);
dream
depends on
lifetime/age
No unique
opositi
value
pr on;
No pain
Case Study #1: Developer Skills
Case Study #2: Helping Dreamers
Smokers
mind
lingering
smell
afterwards
Smokers
mind
lingering
smell
afterwards
Smokers
want to
remove
lingering
smell
Smokers
mind
lingering
smell
afterwards
Smokers
want to
remove
lingering
smell
Smokers
mind
lingering
smell
afterwards
Smokers
want to
remove
lingering
smell
Price
range
Dave McClure
500 Startups

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Javelin Experiment Board Case Studies.pptx