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Welcome to Startup Testing Previewby The Testing Ground
About me 
•Founder of The Testing Ground and Co- Founder of Jumpdesk 
•President of the Association of Lean Startups 
•Organiser of Singapore Lean Startup Circle 
•Mentor at Lean Startup Machine, Startup Leadership Programme, The Scape, Ideasinc, Startup@Singapore, Youth Entrepreneurship Symposium… 
•Engineering degree, MBA…and just graduated from NUS law! Woohoo!
Introduction to Lean Startup
Definition of a Lean Startup 
Validated Learning as the measure of progress 
Customer Development 
(discover unknown problem and solution) 
Lean Product Development e.g. agile dev, design thinking, lean engineering 
(create unknown product) 
+
From sequential activities … 
…to an iterative process
Why Lean Startup? 
•Developed by Eric Riesalong with Steve Blank in response to all the waste that comes from failed startups. 
•They realized that startups are taking too long developing their products only to launch them with no customers wanting to buy.
Lean Startup
A temporary organisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
Atemporaryorganisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
LeanStartup
Lean= No Waste
No Waste= figure out the right thing to build as quickly as possible
No Waste= Figure out the right thing to build as quicklyas possible
Waste= Not Figuring OutWaste= Building Wrong ThingWaste= Too Slow
Figure Out= Validated Learning 
No waste: figure out the right thing to build 
as quickly as possible
Lean Startup Concept: Build-Measure-Learn 
No waste: figure out the right thing to build 
as quickly as possible
No waste: figure out the right thing to build 
as quickly as possible
No waste: figure out the right thing to build 
as quickly as possible 
= Experiment
No waste: figure out the right thing to build 
as quickly as possible 
Image courtesy William Harris 
Lean Startup is about making entrepreneurship into a management science
No waste: figure out the right thing to build 
as quickly as possible 
Validated 
Learning
No waste: figure out the right thing to build 
as quickly as possible 
The Testing Board helps to keep track of your experiments
As quickly as possible= speed 
No waste: figure out the right thing to build 
as quickly as possible
No waste: figure out the right thing to build 
as quicklyas possible 
Traditional Development
No waste: figure out the right thing to build 
as quicklyas possible 
Lean Startup
Why? 
You have more tries 
Photo Credit: Roger Smith via Compfightcc 2.0
Lean Startup Concept: Get out of the Building 
No waste: figure out the right thing to build 
as quickly as possible
“There are no facts inside your building, so get outside 
” 
-Steve Blank 
Photo Credit: http://www.troll.me/images2/steve-blank/keep-calm-and-get-out-of-the-building.jpg
Testing Board 
Level 101 introduction to conducting Lean Startup Experiments
State your hypotheses and assumptions 
Build your Experiment 
Learn 
The Testing Board helps you structure your experiments
State your hypotheses and assumptions 
Build your Experiment 
Learn 
Get rid of your biases: 
1) State your hypotheses (guesses) and your assumptions (beliefs) 
2) Forces you to take the view that your startup will fail
State your hypotheses and assumptions 
Build your Experiment 
Learn 
Provides Focus and Clarity 
1)Know what you are building to test and how you are going to do it 
2)Know what signal the customers must give you
State your hypotheses and assumptions 
Build your Experiment 
Learn 
Gives you the basis for the changes you are going to make to your business model
Your potential customer: 
Your Early-vangelistsaka Cookie Monster:
You can’t reach out to everyone 
•So break up a large customer segment into smaller ones 
•“Characters living on Sesame Street” 
•Big Bird 
•Elmo 
•Cookie Monster!!
WHAT ARE PROBLEMS? 
•Specific to the Customers 
•“People have difficulty with transportation” is not specific 
•“Motorists don’t know when is the best time to avoid a jam” is a problem
WHAT ARE PROBLEMS? 
•A problem is when a customer has: 
•Difficulty doing a task 
•Difficulty having a desireor needmet 
•…in a particular situation
TYPES OF PROBLEMS 
Doing a Task 
Gettinga Need or Desire Met 
Sellingsomething 
in a hurry 
Highest Price 
whenbroke 
Findinga Date 
when you are bald 
Marryingthe right spouse 
when very few choices are left 
Buying a car 
forthe first time 
Status recognition 
whenpeople are comparing
18 TO 22 YEAR OLD UNIVERSITY STUDENTS 
DIFFICULTY FINDING FOOD AT NIGHT FOR A PARTY 
These are only your guesses! SO DON’T ARGUE WITH EACH OTHER
Assumptions 
•What do you believe is true so that your customer or problem hypothesis is true?
Assumptions 
•Two ways to figuring out assumptions: 
•Explaining the hypothesis 
•Failing the hypothesis
Assumptions 
Explain the Hypothesis
Assumptions 
We believe [CUSTOMER] 
Has this [PROBLEM 
Because 
[reason 1] 
[reason 2] 
[reason 3]
Assumptions 
We believe [CUSTOMER] 
Has this [PROBLEM 
Because 
[reason 1] = Assumption 
[reason 2] = Assumption 
[reason 3] = Assumption
Assumptions 
Force your startup to fail
Assumptions 
•My startup helping busy working womenwith their difficulty in finding cheap healthy food will fail because
Assumptions 
•My startup helping busy working womenwith their difficulty in finding cheap healthy food will fail because 
•They don’t care about their health 
•Someone else is cooking food for them 
•They already find it easy to use google
Assumptions 
What would killmy startup idea 
Therefore I am assuming that 
They don’t care about their health 
They care about their health 
Someone else is cooking food for them 
Noone else is cooking food for them 
They already find it easy to use google 
They don’t find googlingfor cheap food easy
Listing Assumptions 
•VERY IMPORTANT 
•Forces you to face your cognitive biases (remember the blind man in a hotel?)
Riskiest Assumption 
Very Uncertain 
Very Certain 
Big Impact If Wrong 
Small Impact If Wrong
18 TO 22 YEAR OLD UNIVERSITY STUDENTS 
DIFFICULTY FINDING FOOD AT NIGHT FOR A PARTY 
THIS IS WHAT YOU BELIEVE IS TRUE ABOUT YOUR BELIEF 
STUDENTS ORGANISE PARTIES AT THE LAST MINUTE 
NO FOOD PLACES ON CAMPUS
Minimum Viable Interaction 
•What is the smallest interaction you can have with the customer to validate your riskiest assumption? 
For now, it’s just a simple face to face interview
Customer Acquisition Strategy 
•How are you going to get the customers to carry out the MVI? 
•E.g. 
•Facebook invitation 
•Networking events 
•Referrals 
For now, it’s just a simple “get out of the building” to talk to people off the streets
Experiment Steps 
•Forces you to state what you need to do and to time box it 
•Creates 
•Focus 
•Urgency 
•Common understanding between team members 
For now, just state 
1)Prepare interview questions (15 minutes) 
2)Get out of the building for 2 hours 
3)Find customers at 5 star hotels. 2 customers/30 minutes 
4)Team member 1 go to Hotel A. Member 2 go to Hotel B ….
Success Criteria 
•What kind of signal are you expecting so that you have confidence to proceed? 
Example: 
I expect that 8 out of 10 university students have difficulty finding food at night for their last minute party because there are no food places on campus opened at night 
Would you put your money down based on that signal?
Problem Interviews
Interviews are not surveys
Interviews are not sales pitches
This is what we want
It’s about you learning from the customer the real truth…
…even when it hurts to hear it
It’s about letting the customers talk to you
…and you listening
http://www.wikihow.com/React-to-an-Ugly-Baby
Big Steps 
•Build 
•Hypotheses 
•Form your Questions 
•Finding prospects 
•Measure 
•Carry out interviews 
•Learn 
•Consolidate learning and patterns
let’s work now on your questions
Testing a problem: The Mum Test (coined by Rob Fitzpatrick) 
Can you ask questions such that even your mother won’t be able to lie to you?
Carrying out The Mum Test 
Talk about their life instead of your idea 
•Otherwise Mum will always listen to you talk
Carrying out The Mum Test 
Ask about specifics in the past instead of generics or opinions about the future 
•Mum will always say what you want to hear or cover up discouraging words with generic words 
•“Tell me about the last time the problem happened” 
•“What did you do?”
Carrying out The Mum Test 
Talk lessand listen more 
“Mum, that’s interesting…tell me more…”
Things to look out for 
•Too many closed-end questions 
•Only use them for qualifying. 
•Start questions with What, Who, Why, When and How
Things to look out for 
•Avoid bad data by anchoring Fluff 
•Fluff 
•Generic claims (I usually, I always, I never) 
•Future-tense promises (I would, I will) 
•Dealing with Fluff 
•Ask them to bring you to specifics in the past 
•When it last happened and how they solved it. 
•Avoid “would you ever” questions
Do interviews in your team 
•One asks questions. The others writes down answers and think about how to improve 
•Change to another team member for each new customer
Learning from the Experiment
Result and Decision 
•Result = What did you actually get? 
•12/16 have the problem 
•Decision: 
•Persevere: Pass success criterion. Move to next stage 
•Pivot: Did not pass success criterion. Repeat with a change in strategy 
•Iterate: Data not enough. Repeat the experiment with more data points.
Pattern
Insight
Insight
Learning 
•What other customer insights did you get? 
•Alternatives 
•Behaviours 
•Competitors 
•Mentality 
•Bigger problems to solve
All about Pivoting
Building the Right thing = the thing customers want and will pay for 
No waste: figure out the right thing to build 
as quickly as possible
But what do you do when you learn that the problem you wanted to solve isnot a problem? 
No waste: figure out the right thing to build 
as quickly as possible
Lean Startup Concept : Pivoting 
No waste: figure out the right thing to build 
as quickly as possible
Pivoting= A change in your business model without a change in visionbased on validated learning 
No waste: figure out the right thing to build 
as quickly as possible
Group Action 
For Changing The World 
Group Action 
For Buying Cheaper Stuff 
Pivot
The key to pivoting is thus your vision
Product = Vision
Product= Vision
Big Vision 
Problem 1 
Product 1 
Product 2 
Problem 2 
Product 3 
Product 4 
Problem 3 
Product 5
Types of Pivots
Zoom-In Pivot 
A single feature become the whole product 
E.g. From Electric Car to just Electric Car Batteries
Zoom-Out Pivot 
A whole product becomes a single feature of a much larger product 
E.g. Galaxy Note –WalcomDigitizer
Customer Segment Pivot 
Attracted real customers…but not the original ones
Customer Problem/Need Pivot 
Original problem not big enough but another problem is bigger for that customer segment
Put Customer and Problem Together 
How you are going to solve the problem
Solution versus Product
A is howyou are going to solvethe key problem the customer is facing
A is what you are using to solvethe key problem the customer is facing
A focuses on the customers and about the benefitsthey receive
A focuses on the features which customers use to get the benefits
A can have be made up of many products
A may not be a solution
A can be described with just wordsfor customers to give you feedback
A is hard to describe and is better experienced before the customer can give you feedback
Problem: Commuters spend a lot of time waiting for buses 
Solution: Information about bus arrival time 
Products: 
1)Bus arrival guide 
2)SMS about bus arrival 
3)App with real time information based on GPS
Problem: Commuters spend a lot of time waiting for buses 
Solution: Share a cab service 
Products: 
1)Online booking 
2)Call a telephone operator 
3)Booking app
Problem: Commuters spend a lot of time waiting for buses 
Solution: Tell you when to leave work to avoid crowd 
Products: 
1)Whatsappgroup 
2)Blog 
3)Phonecall
So it’s more important to think about the solution first. 
Then you build a Minimum Viable Product to test the solution with the Customers
Building a Successful MVP
What is an MVP? 
“The minimum amount of effort you have to do to complete exactly one turn of the Build-Measure-Learn feedback loop.” 
-Eric Ries
In Simpler Terms 
The MVP is the fastest way to achieve learning about the customer with the least effort
Pre-selling MVP 
Exchange of product for some form of currency: time, money, information or work. 
Tests the Riskiest Assumption associated with your Solution Hypothesis.
Product Pitch
One easy way to do 
the pre-selling MVP… 
Landing Pages 
Determine if the problem resonates enough with the customer that they will give up currency
Landing Page
Offline Landing Page
Storyboard of problem areas
Pre-selling MVI –What Do You Want to Get? 
* Cash $$$ 
* Letter of Intent 
* Email Addresses 
* Pay With a Tweet 
* Taking a Meeting 
* Time
CURRENCY 
PERSONAL INFORMATION 
-Email Address 
-Mobile Number 
WORK 
-Effort to make an appointment to meet me 
-Time spent for the meeting
131
Lean Startup is a like a straight ruler
Measure of Success 
Time 
Failure without Lean 
Failure with Lean
Measure of Success 
Time 
Small Failures 
But Learning 
Quickly 
= Changes in Strategy without Change in Vision 
= Pivoting 
Finding Product-Market Fit 
Getting to Success 
Small Failures 
But Still Learning 
Quickly
But beware, Lean Startup can be a bit confusing 
Strategy Level 
Tactical Level 
Product Level
oFor Seed Stage Startups 
o20 –Day Programme to develop your customer development skills 
oIncludes the use of a space at Orchard Road 
oHelps you answer three important questions at the end: 
Is the problem worth solving? 
Does any one want your solution? 
Do you want to do it?
oGet the focus 
oComes with a 150 page guidebook and Startup Testing Boards 
o6 hours of face to face workshops together with other startups in the region 
oMentoring with lead mentors and participant mentors 
oSave money 
oGet access to Powtoons 
oYour own urlshortener 
oLanding page creators 
oComes with the use of TTG 
oJoin a community 
oMember of Association of Lean Startups 
oAlumni of TTG
Join us atwww.thetestingground.asia

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UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)

  • 1. Welcome to Startup Testing Previewby The Testing Ground
  • 2. About me •Founder of The Testing Ground and Co- Founder of Jumpdesk •President of the Association of Lean Startups •Organiser of Singapore Lean Startup Circle •Mentor at Lean Startup Machine, Startup Leadership Programme, The Scape, Ideasinc, Startup@Singapore, Youth Entrepreneurship Symposium… •Engineering degree, MBA…and just graduated from NUS law! Woohoo!
  • 4. Definition of a Lean Startup Validated Learning as the measure of progress Customer Development (discover unknown problem and solution) Lean Product Development e.g. agile dev, design thinking, lean engineering (create unknown product) +
  • 5. From sequential activities … …to an iterative process
  • 6. Why Lean Startup? •Developed by Eric Riesalong with Steve Blank in response to all the waste that comes from failed startups. •They realized that startups are taking too long developing their products only to launch them with no customers wanting to buy.
  • 7.
  • 9. A temporary organisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
  • 10. Atemporaryorganisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
  • 13. No Waste= figure out the right thing to build as quickly as possible
  • 14. No Waste= Figure out the right thing to build as quicklyas possible
  • 15. Waste= Not Figuring OutWaste= Building Wrong ThingWaste= Too Slow
  • 16. Figure Out= Validated Learning No waste: figure out the right thing to build as quickly as possible
  • 17. Lean Startup Concept: Build-Measure-Learn No waste: figure out the right thing to build as quickly as possible
  • 18. No waste: figure out the right thing to build as quickly as possible
  • 19. No waste: figure out the right thing to build as quickly as possible = Experiment
  • 20. No waste: figure out the right thing to build as quickly as possible Image courtesy William Harris Lean Startup is about making entrepreneurship into a management science
  • 21. No waste: figure out the right thing to build as quickly as possible Validated Learning
  • 22. No waste: figure out the right thing to build as quickly as possible The Testing Board helps to keep track of your experiments
  • 23. As quickly as possible= speed No waste: figure out the right thing to build as quickly as possible
  • 24. No waste: figure out the right thing to build as quicklyas possible Traditional Development
  • 25. No waste: figure out the right thing to build as quicklyas possible Lean Startup
  • 26. Why? You have more tries Photo Credit: Roger Smith via Compfightcc 2.0
  • 27. Lean Startup Concept: Get out of the Building No waste: figure out the right thing to build as quickly as possible
  • 28. “There are no facts inside your building, so get outside ” -Steve Blank Photo Credit: http://www.troll.me/images2/steve-blank/keep-calm-and-get-out-of-the-building.jpg
  • 29. Testing Board Level 101 introduction to conducting Lean Startup Experiments
  • 30. State your hypotheses and assumptions Build your Experiment Learn The Testing Board helps you structure your experiments
  • 31. State your hypotheses and assumptions Build your Experiment Learn Get rid of your biases: 1) State your hypotheses (guesses) and your assumptions (beliefs) 2) Forces you to take the view that your startup will fail
  • 32. State your hypotheses and assumptions Build your Experiment Learn Provides Focus and Clarity 1)Know what you are building to test and how you are going to do it 2)Know what signal the customers must give you
  • 33. State your hypotheses and assumptions Build your Experiment Learn Gives you the basis for the changes you are going to make to your business model
  • 34.
  • 35. Your potential customer: Your Early-vangelistsaka Cookie Monster:
  • 36. You can’t reach out to everyone •So break up a large customer segment into smaller ones •“Characters living on Sesame Street” •Big Bird •Elmo •Cookie Monster!!
  • 37.
  • 38. WHAT ARE PROBLEMS? •Specific to the Customers •“People have difficulty with transportation” is not specific •“Motorists don’t know when is the best time to avoid a jam” is a problem
  • 39. WHAT ARE PROBLEMS? •A problem is when a customer has: •Difficulty doing a task •Difficulty having a desireor needmet •…in a particular situation
  • 40. TYPES OF PROBLEMS Doing a Task Gettinga Need or Desire Met Sellingsomething in a hurry Highest Price whenbroke Findinga Date when you are bald Marryingthe right spouse when very few choices are left Buying a car forthe first time Status recognition whenpeople are comparing
  • 41. 18 TO 22 YEAR OLD UNIVERSITY STUDENTS DIFFICULTY FINDING FOOD AT NIGHT FOR A PARTY These are only your guesses! SO DON’T ARGUE WITH EACH OTHER
  • 42.
  • 43. Assumptions •What do you believe is true so that your customer or problem hypothesis is true?
  • 44. Assumptions •Two ways to figuring out assumptions: •Explaining the hypothesis •Failing the hypothesis
  • 46. Assumptions We believe [CUSTOMER] Has this [PROBLEM Because [reason 1] [reason 2] [reason 3]
  • 47. Assumptions We believe [CUSTOMER] Has this [PROBLEM Because [reason 1] = Assumption [reason 2] = Assumption [reason 3] = Assumption
  • 48. Assumptions Force your startup to fail
  • 49. Assumptions •My startup helping busy working womenwith their difficulty in finding cheap healthy food will fail because
  • 50. Assumptions •My startup helping busy working womenwith their difficulty in finding cheap healthy food will fail because •They don’t care about their health •Someone else is cooking food for them •They already find it easy to use google
  • 51. Assumptions What would killmy startup idea Therefore I am assuming that They don’t care about their health They care about their health Someone else is cooking food for them Noone else is cooking food for them They already find it easy to use google They don’t find googlingfor cheap food easy
  • 52. Listing Assumptions •VERY IMPORTANT •Forces you to face your cognitive biases (remember the blind man in a hotel?)
  • 53. Riskiest Assumption Very Uncertain Very Certain Big Impact If Wrong Small Impact If Wrong
  • 54. 18 TO 22 YEAR OLD UNIVERSITY STUDENTS DIFFICULTY FINDING FOOD AT NIGHT FOR A PARTY THIS IS WHAT YOU BELIEVE IS TRUE ABOUT YOUR BELIEF STUDENTS ORGANISE PARTIES AT THE LAST MINUTE NO FOOD PLACES ON CAMPUS
  • 55.
  • 56. Minimum Viable Interaction •What is the smallest interaction you can have with the customer to validate your riskiest assumption? For now, it’s just a simple face to face interview
  • 57. Customer Acquisition Strategy •How are you going to get the customers to carry out the MVI? •E.g. •Facebook invitation •Networking events •Referrals For now, it’s just a simple “get out of the building” to talk to people off the streets
  • 58.
  • 59. Experiment Steps •Forces you to state what you need to do and to time box it •Creates •Focus •Urgency •Common understanding between team members For now, just state 1)Prepare interview questions (15 minutes) 2)Get out of the building for 2 hours 3)Find customers at 5 star hotels. 2 customers/30 minutes 4)Team member 1 go to Hotel A. Member 2 go to Hotel B ….
  • 60.
  • 61. Success Criteria •What kind of signal are you expecting so that you have confidence to proceed? Example: I expect that 8 out of 10 university students have difficulty finding food at night for their last minute party because there are no food places on campus opened at night Would you put your money down based on that signal?
  • 64. Interviews are not sales pitches
  • 65. This is what we want
  • 66. It’s about you learning from the customer the real truth…
  • 67. …even when it hurts to hear it
  • 68. It’s about letting the customers talk to you
  • 71. Big Steps •Build •Hypotheses •Form your Questions •Finding prospects •Measure •Carry out interviews •Learn •Consolidate learning and patterns
  • 72. let’s work now on your questions
  • 73. Testing a problem: The Mum Test (coined by Rob Fitzpatrick) Can you ask questions such that even your mother won’t be able to lie to you?
  • 74. Carrying out The Mum Test Talk about their life instead of your idea •Otherwise Mum will always listen to you talk
  • 75. Carrying out The Mum Test Ask about specifics in the past instead of generics or opinions about the future •Mum will always say what you want to hear or cover up discouraging words with generic words •“Tell me about the last time the problem happened” •“What did you do?”
  • 76. Carrying out The Mum Test Talk lessand listen more “Mum, that’s interesting…tell me more…”
  • 77. Things to look out for •Too many closed-end questions •Only use them for qualifying. •Start questions with What, Who, Why, When and How
  • 78. Things to look out for •Avoid bad data by anchoring Fluff •Fluff •Generic claims (I usually, I always, I never) •Future-tense promises (I would, I will) •Dealing with Fluff •Ask them to bring you to specifics in the past •When it last happened and how they solved it. •Avoid “would you ever” questions
  • 79. Do interviews in your team •One asks questions. The others writes down answers and think about how to improve •Change to another team member for each new customer
  • 80. Learning from the Experiment
  • 81.
  • 82. Result and Decision •Result = What did you actually get? •12/16 have the problem •Decision: •Persevere: Pass success criterion. Move to next stage •Pivot: Did not pass success criterion. Repeat with a change in strategy •Iterate: Data not enough. Repeat the experiment with more data points.
  • 83.
  • 87. Learning •What other customer insights did you get? •Alternatives •Behaviours •Competitors •Mentality •Bigger problems to solve
  • 89.
  • 90. Building the Right thing = the thing customers want and will pay for No waste: figure out the right thing to build as quickly as possible
  • 91. But what do you do when you learn that the problem you wanted to solve isnot a problem? No waste: figure out the right thing to build as quickly as possible
  • 92. Lean Startup Concept : Pivoting No waste: figure out the right thing to build as quickly as possible
  • 93. Pivoting= A change in your business model without a change in visionbased on validated learning No waste: figure out the right thing to build as quickly as possible
  • 94.
  • 95.
  • 96. Group Action For Changing The World Group Action For Buying Cheaper Stuff Pivot
  • 97. The key to pivoting is thus your vision
  • 100. Big Vision Problem 1 Product 1 Product 2 Problem 2 Product 3 Product 4 Problem 3 Product 5
  • 102. Zoom-In Pivot A single feature become the whole product E.g. From Electric Car to just Electric Car Batteries
  • 103. Zoom-Out Pivot A whole product becomes a single feature of a much larger product E.g. Galaxy Note –WalcomDigitizer
  • 104. Customer Segment Pivot Attracted real customers…but not the original ones
  • 105. Customer Problem/Need Pivot Original problem not big enough but another problem is bigger for that customer segment
  • 106. Put Customer and Problem Together How you are going to solve the problem
  • 108. A is howyou are going to solvethe key problem the customer is facing
  • 109. A is what you are using to solvethe key problem the customer is facing
  • 110. A focuses on the customers and about the benefitsthey receive
  • 111. A focuses on the features which customers use to get the benefits
  • 112. A can have be made up of many products
  • 113. A may not be a solution
  • 114. A can be described with just wordsfor customers to give you feedback
  • 115. A is hard to describe and is better experienced before the customer can give you feedback
  • 116. Problem: Commuters spend a lot of time waiting for buses Solution: Information about bus arrival time Products: 1)Bus arrival guide 2)SMS about bus arrival 3)App with real time information based on GPS
  • 117. Problem: Commuters spend a lot of time waiting for buses Solution: Share a cab service Products: 1)Online booking 2)Call a telephone operator 3)Booking app
  • 118. Problem: Commuters spend a lot of time waiting for buses Solution: Tell you when to leave work to avoid crowd Products: 1)Whatsappgroup 2)Blog 3)Phonecall
  • 119. So it’s more important to think about the solution first. Then you build a Minimum Viable Product to test the solution with the Customers
  • 121. What is an MVP? “The minimum amount of effort you have to do to complete exactly one turn of the Build-Measure-Learn feedback loop.” -Eric Ries
  • 122. In Simpler Terms The MVP is the fastest way to achieve learning about the customer with the least effort
  • 123. Pre-selling MVP Exchange of product for some form of currency: time, money, information or work. Tests the Riskiest Assumption associated with your Solution Hypothesis.
  • 125. One easy way to do the pre-selling MVP… Landing Pages Determine if the problem resonates enough with the customer that they will give up currency
  • 129. Pre-selling MVI –What Do You Want to Get? * Cash $$$ * Letter of Intent * Email Addresses * Pay With a Tweet * Taking a Meeting * Time
  • 130. CURRENCY PERSONAL INFORMATION -Email Address -Mobile Number WORK -Effort to make an appointment to meet me -Time spent for the meeting
  • 131. 131
  • 132. Lean Startup is a like a straight ruler
  • 133. Measure of Success Time Failure without Lean Failure with Lean
  • 134. Measure of Success Time Small Failures But Learning Quickly = Changes in Strategy without Change in Vision = Pivoting Finding Product-Market Fit Getting to Success Small Failures But Still Learning Quickly
  • 135. But beware, Lean Startup can be a bit confusing Strategy Level Tactical Level Product Level
  • 136. oFor Seed Stage Startups o20 –Day Programme to develop your customer development skills oIncludes the use of a space at Orchard Road oHelps you answer three important questions at the end: Is the problem worth solving? Does any one want your solution? Do you want to do it?
  • 137. oGet the focus oComes with a 150 page guidebook and Startup Testing Boards o6 hours of face to face workshops together with other startups in the region oMentoring with lead mentors and participant mentors oSave money oGet access to Powtoons oYour own urlshortener oLanding page creators oComes with the use of TTG oJoin a community oMember of Association of Lean Startups oAlumni of TTG