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MASTERING THE
ART OF MVP
ABDUL AHAD
AAHADQJ@GMAIL.COM
MVP
A minimum viable product (MVP) is a version of a
product with just enough features to be usable
by early customers." — Wikipedia
ABDUL AHAD
AIRBNB
Background:
Initial concept: Air Bed & Breakfast, providing lodging during
conferences.
Challenge:
Limited resources and a crowded market.
Breaking into the hospitality industry dominated by established
players.
Solution:
Developed a simple, user-friendly platform connecting
homeowners with spare rooms to travelers.
Embraced the Minimum Viable Product (MVP) approach to test
the concept rapidly.
Key Strategies:
Focused on creating unique, localized experiences for guests.
Leveraged user reviews to build trust and credibility.
Iterated continuously based on user feedback.
Outcome:
Rapid growth: Over 100 million stays booked by 2011.
Disruption: Redefined the travel and hospitality industry.
Valuation: Reached $100 billion by 2020.
CASE STUDY
TAKEAWAY:
AIRBNB'S SUCCESS STEMS FROM INNOVATION,
MVP MINDSET, AND A COMMITMENT TO
ENHANCING USER EXPERIENCE.
ABDUL AHAD
TWITCH
Background:
Launched in 2011 by Justin Kan and Emmett Shear as a spin-off of
Justin.tv.
Initial focus: General live streaming; later pivoted to gaming.
Challenge:
Niche market: Gaming content creators struggling to find dedicated
platforms.
Limited engagement on broader live streaming services.
Solution:
Specialized platform for gamers, providing a dedicated space for
gaming content.
Introduced interactive features like chat, donations, and subscriptions.
Key Strategies:
Community Building: Focused on fostering a sense of community
among gamers and viewers.
User-Generated Content: Letting gamers share their passion in real-
time.
Monetization: Enabled creators to earn through ads, donations, and
subscriptions.
Outcome:
Rapid Growth: Became the leading live streaming platform for
gamers.
Acquisition: Amazon acquired Twitch for nearly $1 billion in 2014.
Cultural Impact: Twitch reshaped how audiences engage with live
content.
CASE STUDY
TAKEAWAY:
TWITCH'S SUCCESS LIES IN UNDERSTANDING A
NICHE AUDIENCE, FOSTERING COMMUNITY,
AND EMBRACING INTERACTIVITY.
ABDUL AHAD
STRIPE
Background:
Founded in 2010 by Irish brothers Patrick and John Collison.
Initial motivation: Simplify online payments for businesses.
Challenge:
Complex and cumbersome process for businesses to accept online
payments.
Lack of user-friendly, developer-centric payment solutions.
Solution:
Created an easy-to-use platform for developers to integrate payment
processing into websites and apps seamlessly.
Emphasized a simple API, quick onboarding, and a developer-first
approach.
Key Strategies:
Developer-Focused: Prioritized ease of integration and customization
for developers.
Global Expansion: Swiftly expanded services globally, supporting
multiple currencies.
Continuous Innovation: Regularly introduced new features and
technologies.
Outcome:
Unicorn Status: Attained a valuation of $1 billion within a few years.
Market Dominance: Became a preferred choice for startups and
established businesses alike.
Partnered with Major Players: Collaborated with tech giants, including
Amazon and Google.
CASE STUDY
TAKEAWAY:
STRIPE'S SUCCESS REVOLVES AROUND
SIMPLIFYING A COMPLEX PROCESS,
PRIORITIZING DEVELOPERS, AND STAYING
AHEAD IN INNOVATION.
ABDUL AHAD
MVP MINDSET
IN THE PRE-
LAUNCH
STAGE
PRODUCT
"Launch quickly, get your first customers,
get feedback, and improve the product."
ABDUL AHAD
YOUR GOAL AS AN EARLY-
STAGE FOUNDER
Launch quickly.
Get your first customers.
Get Feedback from those
customers. (How can I help you
achieve your goals?)
Improve the product.
GOAL FOR A MVP
ABDUL AHAD
BEFORE
GETTING
STARTED
Top questions to have an answer:
What is the problem we are trying to solve?
1.
What is the easiest way to solve this problem (and get paid for it)?
2.
Be aware:
It will lack any additional features that could be used to boost sales.
Achieving a satisfaction rate of 60% from your customers would be
considered fortunate with the current offering.
There is a likelihood of customer attrition to competing services.
It won’t have any bells and whistles that can be leveraged into sales
ABDUL AHAD
LEARNING
PROCESS
MVP
LEARNING
LOOP
Launch quickly to gather real user data.
Understand your users by putting the product
in front of them.
Avoid spending too much time on surveys,
fundraising, or team-building initially.
ABDUL AHAD
EXPECTATIONS
AFTER 5–6
ITERATIONS
MVP
LEARNING
LOOP
Realize that your MVP might not work as initially planned.
Embrace the learning process.
Continuously refine and enhance the product based on
user feedback.
MVP should evolve from one stage to another rather than
extend
The input garnered from your customers is crucial. Take a
moment to inquire specifically about those who have
departed. Where did they migrate to, and what elements
were lacking? Evaluate whether there's a necessity or
desire to offer the services they sought.
Your customer support team possesses valuable insights
into the pain points experienced by users. Pay close
attention to their observations.
Ensure that your analytics platforms comprehensively track
every aspect of your sales channel and product usage.
Additionally, align these insights with your overarching
vision for the product.
ABDUL AHAD
MVP PROCESS
ABDUL AHAD
STAGES
STARTUP
STAGES
ABDUL AHAD
ABDUL AHAD
MVPS MBIS
ABDUL AHAD
MEASURE
Ways to measure success after building an MVP
ABDUL AHAD
POSITIVES OF
MVP
Your time to market will be slashed
When you evolve and iterate your product, your legacy code will be simpler and more
agile
You will be prepared and able to pivot in the face of large customer, business or
industry changes
The customers that are happy will become your product champions as you evolve
You’ll get plenty of feedback (both good and bad) from the industry you’re serving.
Your ability to consistently improve, grow and solve problems creates the story for your
product that *anyone* can market and bring in new business.
ABDUL AHAD
MVP GUIDE
ABDUL AHAD
TYPES OF MVPS
ABDUL AHAD
Thank
Thank
Thank
you!
you!
you!
ABDUL AHAD

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Mastering the art of MVP - Product Management

  • 1. MASTERING THE ART OF MVP ABDUL AHAD AAHADQJ@GMAIL.COM
  • 2. MVP A minimum viable product (MVP) is a version of a product with just enough features to be usable by early customers." — Wikipedia ABDUL AHAD
  • 3. AIRBNB Background: Initial concept: Air Bed & Breakfast, providing lodging during conferences. Challenge: Limited resources and a crowded market. Breaking into the hospitality industry dominated by established players. Solution: Developed a simple, user-friendly platform connecting homeowners with spare rooms to travelers. Embraced the Minimum Viable Product (MVP) approach to test the concept rapidly. Key Strategies: Focused on creating unique, localized experiences for guests. Leveraged user reviews to build trust and credibility. Iterated continuously based on user feedback. Outcome: Rapid growth: Over 100 million stays booked by 2011. Disruption: Redefined the travel and hospitality industry. Valuation: Reached $100 billion by 2020. CASE STUDY TAKEAWAY: AIRBNB'S SUCCESS STEMS FROM INNOVATION, MVP MINDSET, AND A COMMITMENT TO ENHANCING USER EXPERIENCE. ABDUL AHAD
  • 4. TWITCH Background: Launched in 2011 by Justin Kan and Emmett Shear as a spin-off of Justin.tv. Initial focus: General live streaming; later pivoted to gaming. Challenge: Niche market: Gaming content creators struggling to find dedicated platforms. Limited engagement on broader live streaming services. Solution: Specialized platform for gamers, providing a dedicated space for gaming content. Introduced interactive features like chat, donations, and subscriptions. Key Strategies: Community Building: Focused on fostering a sense of community among gamers and viewers. User-Generated Content: Letting gamers share their passion in real- time. Monetization: Enabled creators to earn through ads, donations, and subscriptions. Outcome: Rapid Growth: Became the leading live streaming platform for gamers. Acquisition: Amazon acquired Twitch for nearly $1 billion in 2014. Cultural Impact: Twitch reshaped how audiences engage with live content. CASE STUDY TAKEAWAY: TWITCH'S SUCCESS LIES IN UNDERSTANDING A NICHE AUDIENCE, FOSTERING COMMUNITY, AND EMBRACING INTERACTIVITY. ABDUL AHAD
  • 5. STRIPE Background: Founded in 2010 by Irish brothers Patrick and John Collison. Initial motivation: Simplify online payments for businesses. Challenge: Complex and cumbersome process for businesses to accept online payments. Lack of user-friendly, developer-centric payment solutions. Solution: Created an easy-to-use platform for developers to integrate payment processing into websites and apps seamlessly. Emphasized a simple API, quick onboarding, and a developer-first approach. Key Strategies: Developer-Focused: Prioritized ease of integration and customization for developers. Global Expansion: Swiftly expanded services globally, supporting multiple currencies. Continuous Innovation: Regularly introduced new features and technologies. Outcome: Unicorn Status: Attained a valuation of $1 billion within a few years. Market Dominance: Became a preferred choice for startups and established businesses alike. Partnered with Major Players: Collaborated with tech giants, including Amazon and Google. CASE STUDY TAKEAWAY: STRIPE'S SUCCESS REVOLVES AROUND SIMPLIFYING A COMPLEX PROCESS, PRIORITIZING DEVELOPERS, AND STAYING AHEAD IN INNOVATION. ABDUL AHAD
  • 6. MVP MINDSET IN THE PRE- LAUNCH STAGE PRODUCT "Launch quickly, get your first customers, get feedback, and improve the product." ABDUL AHAD
  • 7. YOUR GOAL AS AN EARLY- STAGE FOUNDER Launch quickly. Get your first customers. Get Feedback from those customers. (How can I help you achieve your goals?) Improve the product. GOAL FOR A MVP ABDUL AHAD
  • 8. BEFORE GETTING STARTED Top questions to have an answer: What is the problem we are trying to solve? 1. What is the easiest way to solve this problem (and get paid for it)? 2. Be aware: It will lack any additional features that could be used to boost sales. Achieving a satisfaction rate of 60% from your customers would be considered fortunate with the current offering. There is a likelihood of customer attrition to competing services. It won’t have any bells and whistles that can be leveraged into sales ABDUL AHAD
  • 9. LEARNING PROCESS MVP LEARNING LOOP Launch quickly to gather real user data. Understand your users by putting the product in front of them. Avoid spending too much time on surveys, fundraising, or team-building initially. ABDUL AHAD
  • 10. EXPECTATIONS AFTER 5–6 ITERATIONS MVP LEARNING LOOP Realize that your MVP might not work as initially planned. Embrace the learning process. Continuously refine and enhance the product based on user feedback. MVP should evolve from one stage to another rather than extend The input garnered from your customers is crucial. Take a moment to inquire specifically about those who have departed. Where did they migrate to, and what elements were lacking? Evaluate whether there's a necessity or desire to offer the services they sought. Your customer support team possesses valuable insights into the pain points experienced by users. Pay close attention to their observations. Ensure that your analytics platforms comprehensively track every aspect of your sales channel and product usage. Additionally, align these insights with your overarching vision for the product. ABDUL AHAD
  • 15. MEASURE Ways to measure success after building an MVP ABDUL AHAD
  • 16. POSITIVES OF MVP Your time to market will be slashed When you evolve and iterate your product, your legacy code will be simpler and more agile You will be prepared and able to pivot in the face of large customer, business or industry changes The customers that are happy will become your product champions as you evolve You’ll get plenty of feedback (both good and bad) from the industry you’re serving. Your ability to consistently improve, grow and solve problems creates the story for your product that *anyone* can market and bring in new business. ABDUL AHAD