Session 1 fall 2014
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This document discusses validating business assumptions and building minimum viable products (MVPs). It provides tips for validating assumptions such as defining target groups, what to test, and metrics. An MVP is defined as the simplest product that can be built to test hypotheses with minimal resources. Examples are given of companies like Dropbox, Foursquare, and Groupon that started with basic MVPs like videos or blogs to test ideas before fully developing products. The document advises defining key assumptions and features for an initial MVP to start validating a business concept.
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This document discusses the concept of a Minimum Viable Product (MVP). It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document provides reasons why MVPs often fail, such as not identifying the early adopter customer or including unnecessary features. It also discusses data sources, quality considerations, and approaches to developing an MVP, including creating only a video or becoming a concierge service for the first customers. The presentation includes challenges and workshops for attendees to develop MVPs for their products.
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This document provides expert perspectives on what constitutes a minimum viable product (MVP). It defines an MVP as the version of a new product that allows for the most learning about customers with the least effort. Experts emphasize that an MVP should focus on testing assumptions about customer needs rather than rapid delivery. Ash Maurya notes the importance of capturing customer value in an MVP by solving a real problem. Marcin Treder shares his experience transitioning from a paper prototyping product to a web-based MVP to test assumptions about their next product. The document explores various experts' views on properly defining an MVP's scope and priorities.
Getting to MVP
The document discusses how startups can focus on getting to a minimum viable product (MVP) quickly using AWS services. It recommends that startups 1) focus on a simple implementation of their idea, 2) start with a minimal set of core features, and 3) release and listen to users. Using AWS services allows startups to fail faster, fail cheaper, and innovate iteratively to get an MVP launched within 3 months for around $250. This enables startups to focus on their application and business rather than infrastructure.
Whats my MVP?
Slides from the "Much ado about Agile", Agile Vancouver Conference 2015. This talk is around examples of MVP on small startups and Enterprise level. What's the ultimate MVP?
Minimum Viable Product
An MVP, or minimum viable product, is the smallest set of features needed to validate an idea. It allows companies to accelerate learning, reduce wasted engineering hours, and get products to early customers quickly with minimal resources. There are several types of MVPs a company can start with, including a single featured MVP, landing page, Wizard of Oz MVP, and explainer video. The key purposes of an MVP are to test a product hypothesis with minimal investment and serve as the base for future products.
Lean Product Discovery
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Microservices Workshop - Craft Conference
Full slide deck for day long discussion of microservices topics. Why use microservices, what options exist and how to migrate to them and address common problems.
사업계획서는 이제 그만, 지금은 MVP 개발이 대세!
The document discusses how to build a minimum viable product (MVP) for a startup. It recommends:
1. Focusing on a simple implementation of your initial idea with the core set of minimum features to test it.
2. Releasing your MVP to users and listening to their feedback to learn and adapt before scaling up.
3. Using cloud platforms like AWS to lower the costs of innovation by enabling startups to fail faster, fail cheaper, and get to an MVP for around $250 within 3 months through automated resource management and devoting developer time to building the product instead of infrastructure.
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Session 9 fall 2014
The document discusses milestones and pitch decks for startups seeking investment. It provides examples of qualitative and quantitative milestones that could demonstrate proof of concept, such as having a minimum number of users, paying customers, or revenue. The document also outlines the key components of an effective pitch deck, including problem/solution, market opportunity and traction, business model, competition, and team. Investors are looking for milestones that clearly reduce risks and proof that the startup can gain traction in the market.
Session 6 fall 2014
The document discusses revenue models and pricing strategies for startups. It defines a revenue stream as the strategy to generate cash from customers and a pricing model as the tactics used to set price for customers. Common mistakes are setting price based only on costs or competitors' prices. The document lists different categories of revenue models like advertising, freemium, subscriptions, and provides examples. It emphasizes determining customer needs and value before setting pricing.
Session 5 fall 2014
This document provides information about an upcoming workshop on building measure learning and key metrics for product development. It discusses developing hypotheses about customer problems and testing them through building minimum viable products and measuring key metrics. It emphasizes iterating quickly through building, measuring, and learning at each step to refine understanding of problems and solutions. The document also covers defining milestones and key metrics to track progress and validate business assumptions along the way.
Session 3 fall 2014
The document provides guidance on pitching an innovation plan using the NABC framework: Need, Approach, Benefits, Competition. It emphasizes that the pitch should hook the audience by summarizing the company purpose and problem to address. The need should establish an important unmet market need and opportunity. The approach should define the product/service and go-to-market plan. Benefits should quantify customer and investor value. Competition should differentiate the solution and address risks. The pitch should conclude by summarizing the ask and next steps. Examples are provided for each NABC element.
Intro fall 2014
This document summarizes the key aspects of the Chalmers Innovation Startup Camp Fall 2014 program. It includes:
1) The program will provide free office space, lean startup sessions, coaching, feedback events, and a demo day opportunity for selected startups, along with 20,000 SEK in funding.
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This document provides guidance on creating an effective presentation deck for investors. It recommends that decks be 10-20 slides maximum and focus on key information like the company purpose, problem, solution, market/traction, roadmap, competition, business model, and team. The document emphasizes solving a big problem, telling a story, iterating the deck through practice, focusing on perception, and showing traction. It also provides tips for explaining the market, business model, roadmap, competition, and team qualifications effectively. The goal is to gain investor interest in a structured yet concise format.
Startup camp chalmers innovation 19 september 2014
This document discusses business models and customer development for startups versus established companies. It begins by defining companies as organizations that sell products or services for profit, organized around business models. Startups are defined as temporary organizations designed to search for a repeatable and scalable business model. The document then discusses how companies execute business plans while startups search for their business model through customer development. It advocates that startups focus on searching for the right business model rather than executing a predetermined plan.
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The document summarizes an accelerator program called Startup Springcamp 2012 that focuses on fast moving internet and software startups. The goal is for entrepreneurs to develop and launch a minimum viable product to test customer response by mid-June. The teams participating are named and information updates will be provided via a WordPress blog and Twitter. There will be speaker presentations from entrepreneurs and investors. The document emphasizes identifying a scalable business model and testing assumptions through metrics using lean startup methodology.
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Session 1 fall 2014
- 2. Today • How to validate your assumptions (presentation + WS) • What is an MVP (presentation + WS)
- 3. How can you validate?
- 4. • Remember: what to validate
- 5. Validate with whom? Source: Steve Blanks
- 8. Validate your idea • Define how you reach your target groups (channels) • Define what you want to test • Define the metric
- 9. What is an MVP • Be able to test a product hypothesis with minimal resources • Accelerate learning • Reduce wasted engineering hours
- 10. The biggest misconception An MVP consists of the minimum set of features deemed necessary for a working software product, with the goal of bringing it to market quickly
- 11. Source: Moz, “7 unlikely recommendations for startups & entrepreneurs”
- 12. The difference • Question A: How can we build the simplest technically feasible product? • Question B: How can we build the simplest product to resonate with early adopters? Source: Mattias Honorato
- 13. Stop overthinking Source: Mattias Honorato
- 14. Some examples • Dropbox — started with a 3 minute video for their MVP, resulting in signups increasing from 5,000 people to 75,000 overnight—all of this in absence of a real product • Foursquare — started from collecting customer feedback using Google Docs • Virgin Air — began with one plane and one route to validate their assumptions, with more planes and routes added as they refined their business • Groupon — started as a WordPress blog with a widget that sent PDF coupons via email
- 15. Define your MVP/EVP • Key assumptions you need to test • Key features to talk to ealyevangelists • Scale down?