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Cómo Crear Productos Que  No Sean Una Porqueria!A Discovery Process for Creating Great Products                        Tom...
High New Product Failure Rate• Robert G Cooper: One out of four  development projects succeeds commercially.  (i.e., 75% f...
High New Product Failure Rate• Robert G Cooper: One out of four  development projects succeeds commercially.  (i.e., 75% f...
Why Do So Many Products Suck?1. Idea to Product                © Copyright 2012 to 2013, The Lûcrum Group, Inc
Why Do So Many Products Suck?1.   Idea to Product2. One point of market evidence to idea to   product                     ...
Why Do So Many Products Suck?1.   Idea to Product2.   One point of market evidence to idea to product3. Market evidence & ...
Why Do So Many Products Suck?1.   Idea to Product2.   One point of market evidence to idea to product3.   Market evidence ...
Why Do So Many Products Suck?1.   Idea to Product2.   One point of market evidence to idea to product3.   Market evidence ...
Keys to Products That Don’t Suck• Compelling Market Opportunity  – Big painful issues  – That many in your target market  ...
Keys to Products That Don’t Suck• Compelling Market Opportunity  – Big painful issues  – That many in your target market  ...
Model for Discovery                                                             Four Key Steps of Discovery               ...
Four Key Pillars• Market Problem – if you’re not solving a  problem, there is no need for a product!• Product – How do you...
Model for Discovery                                                             Four Key Steps of Discovery               ...
Market Evidence (of Market Problem)• Sources of Market Evidence  – Customers  – Non-customers  – Market trends/shifts  – U...
Market Evidence (of Market Problem)• Sources of Market Evidence  – Customers  – Non-customers  – Market trends/shifts  – U...
Market Evidence (of Market Problem)• Sources of Market Evidence  – Customers  – Non-customers  – Market trends/shifts  – U...
Start With Hypothesis–   Buyer/User ‘W’–   In Market Segment “X”–   Has problem “Y”–   That happens when “Z” occurs–   We ...
Validate the Hypothesis (1)• Market problem and market segment(s)• Speaking to potential customers (buyers & users)   – Mo...
Validate Hypothesis (2)• Create product & business model concept   – Low cost way of presenting product concept   – Mockup...
Validate Opportunity• Define & discover at greater depth• Competitive research (strategy, position,  strength)• Validate t...
Validate Solution• Define Minimum Viable Product (MVP)  – Just enough functionality to solve the most    important market ...
Validate Market• Sell your first customers• Based upon market validation work• Targeted Market Development Plan   – Well d...
Model for Discovery                                                             Four Key Steps of Discovery               ...
Key Principles• Hypothesis – Discovery – Validate• Continuous engagement with target  market  – Validate important decisio...
Gracias!         Tom Evans     The Lûcrum Grouptevans@napkintorevenue.com     @napkintorevenue  www.napkintorevenue.com   ...
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Cómo crear productos que no sean una porqueria feb 28 2013

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Slides from the Software Guru Virtual Conference - presented on Feb 28, 2013. Most start-up companies begin with what they think is a brilliant idea and they immediately jump to building the product, and most of these products are crap. Even established companies sit around conference rooms dreaming of the next great product and end up wondering why their products also crap.

Creating innovative products that result in market breakthrough requires a process of multiple iterations of discovery that drive you deeper into understanding the market problems and how to solve them with a differentiated solution. Breakthrough products are based upon solving a significant Market Problem with a Product and Business Model that create a competitive advantage and a Market Strategy that motivates buyers to purchases your product.

In this session, you will learn this iterative discovery process that leads to breakthrough products and how to apply it to your own products (in startups as well as big enterprises).

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Cómo crear productos que no sean una porqueria feb 28 2013

  1. 1. Cómo Crear Productos Que No Sean Una Porqueria!A Discovery Process for Creating Great Products Tom Evans The Lûcrum Group @napkintorevenue www.napkintorevenue.com © Copyright 2012 to 2013, The Lûcrum Group, Inc
  2. 2. High New Product Failure Rate• Robert G Cooper: One out of four development projects succeeds commercially. (i.e., 75% failure rate)• Jack Gordon: In the world we live in, somewhere between 80 percent and 95 percent of new product introductions fail. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  3. 3. High New Product Failure Rate• Robert G Cooper: One out of four development projects succeeds commercially. (i.e., 75% failure rate)• Jack Gordon: In the world we live in, somewhere between 80 percent and 95 percent of new product introductions fail. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  4. 4. Why Do So Many Products Suck?1. Idea to Product © Copyright 2012 to 2013, The Lûcrum Group, Inc
  5. 5. Why Do So Many Products Suck?1. Idea to Product2. One point of market evidence to idea to product © Copyright 2012 to 2013, The Lûcrum Group, Inc
  6. 6. Why Do So Many Products Suck?1. Idea to Product2. One point of market evidence to idea to product3. Market evidence & validation to product © Copyright 2012 to 2013, The Lûcrum Group, Inc
  7. 7. Why Do So Many Products Suck?1. Idea to Product2. One point of market evidence to idea to product3. Market evidence & validation to product4. Market evidence & validation, product validation, no clear market strategy © Copyright 2012 to 2013, The Lûcrum Group, Inc
  8. 8. Why Do So Many Products Suck?1. Idea to Product2. One point of market evidence to idea to product3. Market evidence & validation to product4. Market evidence & validation, product validation, no clear market strategy5. Market evidence & validation, product validation, no profitable business model © Copyright 2012 to 2013, The Lûcrum Group, Inc
  9. 9. Keys to Products That Don’t Suck• Compelling Market Opportunity – Big painful issues – That many in your target market – Are willing to pay to solve• Compelling Solution – Differentiated Value Proposition – Profitable business model – Time to market• Compelling Market Strategy – Motivates target market – To solve problem with your solution © Copyright 2012 to 2013, The Lûcrum Group, Inc
  10. 10. Keys to Products That Don’t Suck• Compelling Market Opportunity – Big painful issues – That many in your target market – Are willing to pay to solve• Compelling Solution Discovery – Differentiated Value Proposition + – Profitable business model – Time to market Validation• Compelling Market Strategy – Motivates target market – To solve problem with your solution © Copyright 2012 to 2013, The Lûcrum Group, Inc
  11. 11. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid MarketValidation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
  12. 12. Four Key Pillars• Market Problem – if you’re not solving a problem, there is no need for a product!• Product – How do you solve the market problem in a valuable and differentiated manner?• Business Model – How do you deliver the product and profitably capture the value?• Market Strategy – Who is going to buy it and why? © Copyright 2012 to 2013, The Lûcrum Group, Inc
  13. 13. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid MarketValidation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
  14. 14. Market Evidence (of Market Problem)• Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  15. 15. Market Evidence (of Market Problem)• Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  16. 16. Market Evidence (of Market Problem)• Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  17. 17. Start With Hypothesis– Buyer/User ‘W’– In Market Segment “X”– Has problem “Y”– That happens when “Z” occurs– We can solve it by creating/delivering solution “A”E.g.: Owners of small manufacturing operations that usehot water & steam are unable to manage manufacturingcosts due to the volatility of fuel prices.We can solve this by providing a high temperature solarheating system under a lease agreement. © Copyright 2012 to 2013, The Lûcrum Group, Inc
  18. 18. Validate the Hypothesis (1)• Market problem and market segment(s)• Speaking to potential customers (buyers & users) – Most companies don’t and won’t do this • Significant time investment – Requires many conversations (cold calling) • Minimum: 20 conversations • May take over 100 conversations• Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
  19. 19. Validate Hypothesis (2)• Create product & business model concept – Low cost way of presenting product concept – Mockup, prototype, wire frame, story board, presentation, product description• Validate product & business model concept – Present concept and receive feedback • Does the problem still resonate? • Does the approach solve the problem? • What is the Minimum Viable Product (MVP)• Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
  20. 20. Validate Opportunity• Define & discover at greater depth• Competitive research (strategy, position, strength)• Validate the market opportunity – Business Case - Can it be profitable?• Detailed design of product & business model – Market requirements, product requirements, user stories, etc. – Pricing model, delivery mechanism, costs to deliver, etc.• Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
  21. 21. Validate Solution• Define Minimum Viable Product (MVP) – Just enough functionality to solve the most important market problems – For small segment of market (early adopters, etc.) – Willing to pay for this functionality – Fast to market – Learning• Continue to discover, validate, refine! © Copyright 2012 to 2013, The Lûcrum Group, Inc
  22. 22. Validate Market• Sell your first customers• Based upon market validation work• Targeted Market Development Plan – Well defined target market – Clear understanding of buyer roles and their challenges/goals/needs – Compelling reason to buy from you • Value Proposition – what we do for you • Positioning & Differentiation – why buy our solution• Continue to discover, validate, refine! © Copyright 2012 to 2013, The Lûcrum Group, Inc
  23. 23. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid MarketValidation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
  24. 24. Key Principles• Hypothesis – Discovery – Validate• Continuous engagement with target market – Validate important decisions• Planning is good, but learning is better• Fail fast – discover fast! © Copyright 2012 to 2013, The Lûcrum Group, Inc
  25. 25. Gracias! Tom Evans The Lûcrum Grouptevans@napkintorevenue.com @napkintorevenue www.napkintorevenue.com +1.512.961.5267 Skype: tevanstx © Copyright 2012 to 2013, The Lûcrum Group, Inc

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