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Startup tools
The document summarizes the evolution of startup tools and methodologies over time. It describes four main eras: the Golden Age from 1970-1995 where startups required millions to start and had long development cycles; the dot-com bubble of 1995-2000 where the goal was to quickly flip businesses; Lean Startups from 2001-2010 where startups could launch with under $500k and use agile development and customer feedback; and the current era from 2010-present where businesses aim to rapidly acquire millions of customers and pursue acquisitions or IPOs. The document also outlines Lean Startup principles like the build-measure-learn loop and minimum viable products which aim to minimize time to validated learning about customers.
Startup tools
- 1. Startup tools Luiz Borba- http://borba.blog.br - @luizborba
- 2. Startup history Golden Age Lean Startups 1970-1995 1995-2000 2000-2011 2011-? dot.com bubble The new bubble
- 3. Golden Age (1970-1995) ‣ Building a business ‣ $ Millions to start (proprietary hw/sw) ‣ Long product dev cycle (waterfall) ‣ Thousands Customers ‣ Liquidity=IPO ‣ No repeatable methodology
- 5. dot.com bubble (1995-2001) ‣ Flipping a business ‣ 10's $ millions to start (get big fast) ‣ Long product dev cycle ‣ Millions of customers ‣ no profits IPO ‣ Repeatable methodology
- 7. Lean Startups (2001-2010) ‣ < $500k to start ‣ Short product dev cycle (agile development) ‣ 10's millions customers ‣ M&A (revenue & network of users) ‣ Repeatable methodology
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- 9. The new bubble(2010-????) ‣ Flipping a built business? ‣ Short product dev cycle (agile development) ‣ 10's/100's millions customers ‣ M&A & IPO ‣ Repeatable methodology
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- 12. Identify value fromstandpoint of the end customer
- 13. Map the valuestream
- 14. Create flow byeliminating waste
- 15. Understand the customerdemand
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- 17. Customer Development The searchfor the business model The Search for a Business The Growth of a Business
- 18. ‘ Startup is an organization formed to search for a repeatable and scalable business model - Steve Blank
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- 20. Customer Discovery ‣ Stop selling, start listening ‣ Test your hypotheses ‣ Continuous Discovery
- 21. Get out ofthe building
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- 26. Type of Market Changes Everything • Market • Sales • Customers • Market Size • Sales Model • Needs • Cost of entry • Margins • Adoption • Finance • Launch type • Sales cycle • Ongoing Capital • Competitive Barriers • Chasm width • Time to profitability • Positioning
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- 29. Minimum Viable Product (MVP) The minimum set of features needed to learn from early adopters
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- 31. Change directions but staygrounded in what we've learned
- 32. ‘ A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. - Eric Ries
- 33. The Lean StartupPrinciples ‣ Entrepeneurs are everywhere ‣ Entrepeneurship is management ‣ Validated Learning ‣ Innovation Accounting ‣ Build-Measure-Learn
- 34. Traditional product development unit of progress: advance to next stage
- 35. Agile product development unit of progress: a line of working code
- 36. Product development atLean Startup unit of progress: validated learning about customers ($$$)
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- 38. Minimize the totaltime through the loop
- 39. Build faster ‣ Unit tests ‣ Cluster immune system ‣ Usability tests ‣ Just-in-time ‣ Continuous scalability integration ‣ Refactoring ‣ Incremental deployment ‣ Developer sandbox ‣ Free & open-source ‣ Minimum viable product ‣ Cloud computing
- 40. Measure faster ‣ Split tests ‣ Funnel Analysis ‣ Continuous ‣ Cohort Analysis deployment ‣ Net promoter score ‣ Usability tests ‣ Search engine ‣ Real-time marketing monitoring & alerting ‣ Predictive ‣ Customer liaison monitoring
- 41. Split tests if (setup_experiment(...)== CONTROL) { // new way } else { // old way }
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- 44. Learn faster ‣ Split tests ‣ Product owner ‣ Customer ‣ Accountability development ‣ Customer archetypes ‣ Five whys ‣ Cross-functional ‣ Customer advisory teams board ‣ Semi-autonomous ‣ Falsifiable teams hypotheses ‣ Smoke tests
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