Bukalapak is one of the largest ecommerce platform in Indonesia. This is the first deck that created by Bukalapak founders to pitch in Jakarta Ventures Night 18 March 2011.
This document summarizes key information about the social media scheduling and sharing tool Buffer. It notes that Buffer has 55,000 users, $150,000 in annual recurring revenue, 97% margins, and is growing 40% per month. Milestones include launching in 2011, reaching 55,000 users and $150K in revenue in October 2011, integrating with 50 apps in December 2011, and projections to reach 1 million users and $3.6 million in revenue by January 2013. It operates on a freemium model and sees social media as an important trend, with traffic through social predicted to surpass search.
How to Optimize Your Product and Business Using Analytics by Dan OlsenDan Olsen
This document outlines Dan Olsen's presentation on optimizing products and businesses using analytics. It discusses three phases of a product - before product-market fit, after product-market fit during growth, and optimizing for revenue. It emphasizes using both qualitative and quantitative learning methods. Key metrics discussed include retention rate, conversion rate, and the "metric that matters most". The presentation provides a case study on redesigning an account signup process to improve conversion rates.
Startup Stage - Marketplaces - Presentation by Oscar Pierre, Founder & CEO of Glovo at the Axel Springer NOAH Conference Berlin 2016, Tempodrom on the 8th of June 2016.
How to Create Products for Growth by Dan OlsenDan Olsen
This document summarizes Dan Olsen's presentation on creating products for growth. It discusses the three phases of a product - before product-market fit, achieving product-market fit, and growth. It outlines the lean product process of determining customer needs, defining value propositions, specifying MVP features, testing prototypes with customers. Retention rate is identified as the key metric for measuring product-market fit, as improving retention over time indicates increasing fit.
The document discusses how to effectively manage products through understanding customer needs, prioritizing features based on their return on investment, focusing on user interface design and ease of use, and using metrics and customer feedback to continuously improve the product. It emphasizes the importance of translating customer benefits to product requirements, scoping features to maximize engineering resources, and iterating the product based on learnings from customers.
Lean Product Management for Web 2.0 ProductsDan Olsen
This document discusses lean product management for web 2.0 products. It defines lean product management as achieving product-market fit quickly in a resource-efficient manner. It discusses understanding customer needs, prioritizing features based on importance and satisfaction, designing easy-to-use user interfaces, gathering feedback through low-fidelity prototypes and pivoting based on learnings. The document provides a case study of validating a new product concept called MarketingReport.com through lean product management techniques without writing code.
Bukalapak is one of the largest ecommerce platform in Indonesia. This is the first deck that created by Bukalapak founders to pitch in Jakarta Ventures Night 18 March 2011.
This document summarizes key information about the social media scheduling and sharing tool Buffer. It notes that Buffer has 55,000 users, $150,000 in annual recurring revenue, 97% margins, and is growing 40% per month. Milestones include launching in 2011, reaching 55,000 users and $150K in revenue in October 2011, integrating with 50 apps in December 2011, and projections to reach 1 million users and $3.6 million in revenue by January 2013. It operates on a freemium model and sees social media as an important trend, with traffic through social predicted to surpass search.
How to Optimize Your Product and Business Using Analytics by Dan OlsenDan Olsen
This document outlines Dan Olsen's presentation on optimizing products and businesses using analytics. It discusses three phases of a product - before product-market fit, after product-market fit during growth, and optimizing for revenue. It emphasizes using both qualitative and quantitative learning methods. Key metrics discussed include retention rate, conversion rate, and the "metric that matters most". The presentation provides a case study on redesigning an account signup process to improve conversion rates.
Startup Stage - Marketplaces - Presentation by Oscar Pierre, Founder & CEO of Glovo at the Axel Springer NOAH Conference Berlin 2016, Tempodrom on the 8th of June 2016.
How to Create Products for Growth by Dan OlsenDan Olsen
This document summarizes Dan Olsen's presentation on creating products for growth. It discusses the three phases of a product - before product-market fit, achieving product-market fit, and growth. It outlines the lean product process of determining customer needs, defining value propositions, specifying MVP features, testing prototypes with customers. Retention rate is identified as the key metric for measuring product-market fit, as improving retention over time indicates increasing fit.
The document discusses how to effectively manage products through understanding customer needs, prioritizing features based on their return on investment, focusing on user interface design and ease of use, and using metrics and customer feedback to continuously improve the product. It emphasizes the importance of translating customer benefits to product requirements, scoping features to maximize engineering resources, and iterating the product based on learnings from customers.
Lean Product Management for Web 2.0 ProductsDan Olsen
This document discusses lean product management for web 2.0 products. It defines lean product management as achieving product-market fit quickly in a resource-efficient manner. It discusses understanding customer needs, prioritizing features based on importance and satisfaction, designing easy-to-use user interfaces, gathering feedback through low-fidelity prototypes and pivoting based on learnings. The document provides a case study of validating a new product concept called MarketingReport.com through lean product management techniques without writing code.
The document is a livestream summary from October 30, 2012 about validation boards. It provides instructions for participants to complete learning materials on validation boards before the stream. During the stream, it discusses how validation boards can help make faster decisions, enforce accountability, and build better products compared to other tools. It also emphasizes the importance of tracking pivots, designing experiments to test hypotheses, and learning quickly through the validation board process.
The document discusses principles for innovation management. It argues that traditional management focuses on stability and efficiency through standardized processes, while innovation requires experimentation and flexibility to address uncertainty. Effective innovation management requires an entrepreneurial approach of building new advantages through cross-functional teams, frequent testing of ideas, and viewing failures as learning opportunities rather than risks to avoid. The role of leadership is to guide experimentation by setting challenges, providing resources, and acting as a "chief experimenter" who learns through testing new approaches.
El documento describe las fases de la metodología Lean Startup, que incluyen diseño, prototipo y validación. En la fase de diseño se define la idea y se contextualiza adaptándola al entorno, cliente y competencia. Luego, en la fase de prototipo se utiliza el Business Model Canvas. Finalmente, en la fase de validación los clientes dan su punto de vista y validan si la idea es viable o no.
7 secretor que no se enseñan en las escruelas de negociosveronicasotog
El documento ofrece 7 secretos para el éxito en los negocios que no se enseñan típicamente en las escuelas de negocios. Estos incluyen elegir una carrera basada en la pasión, innovar para aprovechar la era de cambios, desarrollar un modelo de negocios único al resolver problemas, ofrecer valor gratuito para generar interés, y enfocarse en resolver problemas para ayudar a otros.
El documento describe el método Lean Startup, desarrollado por Eric Ries en 2008 para ayudar a las startups a reducir el riesgo de fracaso mediante la iteración, la retroalimentación de los clientes y el aprendizaje validado. El método se basa en cinco principios clave: 1) construir, medir y aprender de manera iterativa, 2) centrarse en el cliente, 3) crear productos mínimos viables, 4) pivotear o perseverar según los resultados, y 5) prepararse para el crecimiento una vez validado el modelo
Lean Startup Essentials - STARTup Live HagenbergLukas Fittl
Lukas Fittl gave a presentation on lean startup essentials. He discussed (1) why startups should use the lean startup methodology to iteratively test ideas with customers rather than executing fully formed plans, (2) how to conduct customer discovery through interviews, online tests, and conferences to gather qualitative feedback, and (3) gave a case study of his own startup where he pivoted from a direct-to-consumer model to licensing technology to hosting companies after learning customer needs through market testing.
The document discusses solution validation and provides steps to improve the solution validation process. It emphasizes that the focus should be on getting to product-market fit as quickly as possible and validating solutions with customers who are ready to buy today. A key message is that life is too short to build something that nobody wants. It then lists five steps to better solution validation, which include defining success in advance, believing what customers do rather than what they say, identifying the riskiest assumption in the growth engine, using different MVP types like videos or crowd sourcing to test assumptions, and ensuring the solution addresses a specific customer pain point.
The document describes a verification process for startups that involves experimentation and market validation. It recommends starting with voice control and dictation features, making listening easier than reading with tools like sound search and computerized voice reading. It also suggests sending laugh sounds to people and mixing sounds. The validation process should involve cohort, A/B, and multivariate testing with similar groups over time to collect lots of data and test all variables at once before proposing solutions.
Best Practice Solution Validation - Lean Startup Machine - Naples 2015Appberry Studio
This document provides guidance on best practices for validating startup solutions through experimentation and learning. It recommends defining hypotheses, creating minimum viable products focused on learning, measuring results, and using feedback to iteratively improve products until they create value for customers. The goal is to test ideas outside the building by interacting with potential customers, rather than assuming ideas are valid internally. This process of creating, measuring, and learning allows startups to build products customers truly want.
Creating Your MVP (or Startup Validation Hacks)Abby Fichtner
My tech talk at Harvard Innovation Lab.
Do you have an idea for a startup but aren't quite sure where or how to start on your product?
Creating Minimum Viable Products allows you to quickly test out the assumptions you’re making about your business, validate that customers are indeed interested in – and willing to pay for – your solution, and help you to prioritize your product’s features. Hear case studies on what other, successful startups have done and learn a number of MVP tools you can use to quickly get your startup on the path to viability.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
Lean Startup (for the Enterprise) WorkshopPaul Boos
This document introduces the principles of Lean Startup, which are built around testing hypotheses about customers' needs through minimal viable products ("MVPs") and iterative design. It outlines three core Lean Startup principles: 1) "Do As Little As Possible" (DALAP) to test ideas quickly and cheaply; 2) "Get Out of the Building" (GOOTB) to get customer feedback; and 3) "I'll Know It When I See It" (IKIWISI) to objectively determine what customers want through empirical testing rather than assumptions. The document then illustrates these principles through the example of a startup called "GreenEase" that iteratively tested assumptions about providing locavore restaurant information
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
The document is a livestream summary from October 30, 2012 about validation boards. It provides instructions for participants to complete learning materials on validation boards before the stream. During the stream, it discusses how validation boards can help make faster decisions, enforce accountability, and build better products compared to other tools. It also emphasizes the importance of tracking pivots, designing experiments to test hypotheses, and learning quickly through the validation board process.
The document discusses principles for innovation management. It argues that traditional management focuses on stability and efficiency through standardized processes, while innovation requires experimentation and flexibility to address uncertainty. Effective innovation management requires an entrepreneurial approach of building new advantages through cross-functional teams, frequent testing of ideas, and viewing failures as learning opportunities rather than risks to avoid. The role of leadership is to guide experimentation by setting challenges, providing resources, and acting as a "chief experimenter" who learns through testing new approaches.
El documento describe las fases de la metodología Lean Startup, que incluyen diseño, prototipo y validación. En la fase de diseño se define la idea y se contextualiza adaptándola al entorno, cliente y competencia. Luego, en la fase de prototipo se utiliza el Business Model Canvas. Finalmente, en la fase de validación los clientes dan su punto de vista y validan si la idea es viable o no.
7 secretor que no se enseñan en las escruelas de negociosveronicasotog
El documento ofrece 7 secretos para el éxito en los negocios que no se enseñan típicamente en las escuelas de negocios. Estos incluyen elegir una carrera basada en la pasión, innovar para aprovechar la era de cambios, desarrollar un modelo de negocios único al resolver problemas, ofrecer valor gratuito para generar interés, y enfocarse en resolver problemas para ayudar a otros.
El documento describe el método Lean Startup, desarrollado por Eric Ries en 2008 para ayudar a las startups a reducir el riesgo de fracaso mediante la iteración, la retroalimentación de los clientes y el aprendizaje validado. El método se basa en cinco principios clave: 1) construir, medir y aprender de manera iterativa, 2) centrarse en el cliente, 3) crear productos mínimos viables, 4) pivotear o perseverar según los resultados, y 5) prepararse para el crecimiento una vez validado el modelo
Lean Startup Essentials - STARTup Live HagenbergLukas Fittl
Lukas Fittl gave a presentation on lean startup essentials. He discussed (1) why startups should use the lean startup methodology to iteratively test ideas with customers rather than executing fully formed plans, (2) how to conduct customer discovery through interviews, online tests, and conferences to gather qualitative feedback, and (3) gave a case study of his own startup where he pivoted from a direct-to-consumer model to licensing technology to hosting companies after learning customer needs through market testing.
The document discusses solution validation and provides steps to improve the solution validation process. It emphasizes that the focus should be on getting to product-market fit as quickly as possible and validating solutions with customers who are ready to buy today. A key message is that life is too short to build something that nobody wants. It then lists five steps to better solution validation, which include defining success in advance, believing what customers do rather than what they say, identifying the riskiest assumption in the growth engine, using different MVP types like videos or crowd sourcing to test assumptions, and ensuring the solution addresses a specific customer pain point.
The document describes a verification process for startups that involves experimentation and market validation. It recommends starting with voice control and dictation features, making listening easier than reading with tools like sound search and computerized voice reading. It also suggests sending laugh sounds to people and mixing sounds. The validation process should involve cohort, A/B, and multivariate testing with similar groups over time to collect lots of data and test all variables at once before proposing solutions.
Best Practice Solution Validation - Lean Startup Machine - Naples 2015Appberry Studio
This document provides guidance on best practices for validating startup solutions through experimentation and learning. It recommends defining hypotheses, creating minimum viable products focused on learning, measuring results, and using feedback to iteratively improve products until they create value for customers. The goal is to test ideas outside the building by interacting with potential customers, rather than assuming ideas are valid internally. This process of creating, measuring, and learning allows startups to build products customers truly want.
Creating Your MVP (or Startup Validation Hacks)Abby Fichtner
My tech talk at Harvard Innovation Lab.
Do you have an idea for a startup but aren't quite sure where or how to start on your product?
Creating Minimum Viable Products allows you to quickly test out the assumptions you’re making about your business, validate that customers are indeed interested in – and willing to pay for – your solution, and help you to prioritize your product’s features. Hear case studies on what other, successful startups have done and learn a number of MVP tools you can use to quickly get your startup on the path to viability.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
Lean Startup (for the Enterprise) WorkshopPaul Boos
This document introduces the principles of Lean Startup, which are built around testing hypotheses about customers' needs through minimal viable products ("MVPs") and iterative design. It outlines three core Lean Startup principles: 1) "Do As Little As Possible" (DALAP) to test ideas quickly and cheaply; 2) "Get Out of the Building" (GOOTB) to get customer feedback; and 3) "I'll Know It When I See It" (IKIWISI) to objectively determine what customers want through empirical testing rather than assumptions. The document then illustrates these principles through the example of a startup called "GreenEase" that iteratively tested assumptions about providing locavore restaurant information
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)