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“IdLFE OmPAS”L 1
WHaT wE (Ow) KW AUt ArTS75% fails*
They are not a small version of a large company
66% drastically change their plans
The business plan rarely survive first contact with customers
Long-term plans is a waste of time
Most founders want to develop their product not the market
They embrace a new way of working - “the lean startup” methodology
* Harvard Business Review 2012
MålSTiNR
Få introduksjon til Lean Startup metodikken
Komme i gang med Lean Startup for egen bedrift
Komme i gang med utvikling av forretningsmodell for egen bedrift
GeN G 1Velkommen og introduksjon
Presentasjonsrunde
Lean Startup Revolution
Introduksjon til forretningsmodellering vha Lean Canvas
Lean Canvas Workshop med lunsj
Hjemmeoppgave
Avslutning - kl 1300
ElKME
Vert: Per Arve Frøyen, Innovasjon Norge
Kursholder: Helge Hannisdal, gründer og mentor
Gründerfasen1999
Idé
Vekstfase
Driftsfase
Internasjonalisering
Konsolidering2012
200 ansatte - 8 landomsetter 190MNOK - verdsatt 600MNOK
CEO
CTO
CMO
INTERESSER
GRÜNDERVIRKSOMHETNYSKAPNINGSPARKEN
CONNECT VEST
MENTOR
BUSINESS ANGEL
TEKNOLOGIINNOVASJON
SALGMARKEDSFØRING STRATEGI
RADIKAL ENDRING
KREMMER
STYREARBEIDINNOVASJON NORGE STARTUP WEEKEND
Li ENAlle presenter på 3 minutter:
Hvem er du/dere?
Hva er ideen?
Nevn 3 ting du har lært fra å lese Running Lean
Hva er dine forventinger til workshopene/kurset
lE sTTuP EtH - 3 CPoNTs
business model design - canvas with testable hypotheses
customer development - get out of the building and test the hypotheses
agile development - building a minimum viable product (mvp)
N SRtU Is tEOrA oRNiZIN dEGnE To sECh fO A rEAtAE N
sCAL bUNeS MEl.- Steve Blank
UsISs DL EGnHe SiNS MEl NS lE yO LoO At L bUDiN BlO oF OR bUNeS On E PE.
AcH OmPEnT OnTNS a RiE Of PtHSiS HT yO NeE To St.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
1
UsTER EvEPNt
g o o t Budi!- Steve Blank
2
Search Execute
Problem/SolutionFit
Product/MarketFit
Scale
Pivots Optimizations
Validated Learning Growth
Method
How to change
Objective
Requirements Development QA Release
ReASt Sk nO DeVOpMT O NeW RoDTs,bU DeVOpMT O CuSMeR AnD ArKS.
- Steve Blank
Mt EaRNg PpE Re
TritIAl OdU dELoPNt
V
2 weeks - 2.000$ 9 months - 82.000.000$
GE EvEPNt
TaRPs wAt CcE aR ThO tH mAGe iTATeNGh MeS EfO rUInG Ut rEUEs.
- Eric Ries
3
Steve Blank, Harvard Business Review 2012
IDEAS
CODEDATA
lE aGE DElOEN
BUILD
MEASURE
LEARNOE AEr
Unit TestsUsability Tests
Continuous IntegrationIncremental Deployment
Free & Open-Source ComponentsCloud Computing
Cluster Immune SystemJust-in-time Scalabilty
RefactoringDeveloper Sandbox
lEN AErSplit TestsCustomer InterviewsCustomer DevelopmentFive Whys Root Cause AnalysisCustomer Advisory BoardFalsifiable HypothesesProduct Owner AccountabilityCustomer ArchetypesCross-functional TeamsSmoke Test
Meur AErSplit TestsClear Product OwnerContinuous DeploymentUsability TestsReal-time MonitoringCustom Liason
Funnel AnalysisCohort Analysis
Net Promoter ScoreSearch Engine Marketing
Real-time AltertingPredictive Monitoring Eric Ries / KissMetrics
Ln RaDIAlsrAGysrAGyBusiness ModelHypothesis-driven
Business PlanImplementation-driven
EW RoDT RoCSEW RoDT RoCSCustomer DevelopmentGet out of the office and test hypothesis
Product ManagementPrepare offering for market following a linear, step-by-step plan
NgIENgNgIENgAgile DevelopmentBuild the product iteratively and incrementally
Agile or Waterfall DevelopmentBuild the product iteratively, or fully specify the product before building it
OrnIzioOrnIzioCustomer and Agile Development TeamsHire for learning, nimbleness and speed
Departments by FunctionHire for experience and ability to execute
FinCl RerTgFinCl RerTgMetrics that MatterCustomer acquisition cost, lifetime customer value, churn, viralness
AccountingIncome statement, balance sheet, cash flow statement
FaurFaurExpectedFix by iterating on ideas and pivoting away from ones that don’t work
ExpectionFix by firing executives
SpdSpdRapidOperates on good-enough data
MeasuredOperates on complete data
Steve Blank, Harvard Business Review 2012
Exci 1 - RoBMStart sketching a canvas for your idea/company
List top 3 problems you are solving for your potential customers
List “Jobs to be done”
Document how early adopters solve these problems today
Problem
Top 3 problems
Existing Alternatives
lE sTTuP EtH - MRy
business model design - canvas with testable hypotheses
customer development - get out of the building and test the hypotheses
agile development - building a minimum viable product (mvp)
cUOmE DeVOpMT
AlITE RoBM/OlUOn TProblem/Solution
FitProduct/Market
FitScale
Activities:
Problem and solution interviews, viability testing
Test all your hypotheses in Problem/Solution/Customer Segments
Pivoting! - substantial change to one or more blocks in the business model
Done when validated that problems is must-haves, minimum features for “must have” (MVP) , customer is willing to pay x
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
IaBItY EsTGLanding page
Concierge
Wizard of Oz
Prototypes
Wireframe/Mockups, similar products
Test apps
Crowd-Funding test
He Al AsU oF UcCS I ThE UmB OeXRiMTs At N B CrOwEd TO 2 HRs.”
- Thomas Alva Edison
cOIGe cRwD FDN
g raD TO Pit - a Let OeCrowd Fundraising to Groupon
Burbn comparable to foursquare to Instagram
Roleplaying game to Flickr
HotOrNot.com to Facebook
Personal podcasting to Twitter
Cellular Phone for kids to simcard to Bipper (iphone app)
Mobile restaurant menu to PAM (shopping centre promotion/map)
ChIE RoDT/ArK ItProblem/Solution
FitProduct/Market
FitScale
Activities:
Building your MVP, sell it to early adopters
Test all your hypotheses in Solution/Key Metrics/Unique Value Prop
Pivoting!
Done when validated key metrics show high retention, customer satisfaction and customer acquisition
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
PtIZe R CLProblem/Solution
FitProduct/Market
FitScale
How to accelerate growth?
How do we scale internationally?
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
UsTER EvEPmE sUAR
Search Execute
Problem/SolutionFit
Product/MarketFit
Scale
Pivots Optimizations
Validated Learning Growth
Method
How to change
Objective
bUNeS MoDInG wIH EN AAs
EN AAsProblem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
RoDT AEt
2. UsTER EgMTsWho are your customers segments?
Who are your users?
Identify early adopters - NOT mainstream customers.
Example segments:
Small companies in Norway
Mothers with children between 2-5 years old
Customer Segments
Target customers
Early Adopters
Exci 2
Fill out problem and customer segment blocks
3. NiQ AE RoPIOn
Why are you different and worth getting attention?
Target Early Adopters
High-level concept pitch
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Exci 3
Define your unique value proposition(s) and high level pitch
4. OlUOn
For each problem, define your simplest solution.
The solution should NOT be more than your MVP (Minimum Viable Product)
Solution
Top 3 features
Exci 4
Try to define your solution / MVP.
5. HaNL
How/Where can you meet potential customers?
How/Where can you sell to customers?
How/Where can you distribute your product to customers?
No partners or referrals (yet) - focus on direct
Channels
Path to customers
Exci 5
What are your channels/path to customers?
Luj
6. EvEE TrES
How will you charge you customers?
What will you charge?
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
7. OsT TrUURWhat are the most important costs you will have?
Examples:
Costs to interview
Costs to build MVP/prototypes
Monthly fixed costs (staff/office etc)
Sales / Distribution costs
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
8. EY EtRSWhat key numbers/activities define our success and progress?
Focus on and run experiments for ONE metric at the time
Examples:
Key feature usage
New customers
Churn
Key Metrics
Activity that drives retention/revenue
9. NfA DvAAGUnfair Advantage
Can’t be easily copied or bought What is you unfair advantage?
A real unfair advantage cannot easily be copied/bought.
Examples:
Large network effect
Personal Authority
The right “expert” endorsements
Exci 6 - OmPTe E CVA
Nå skal dere:
5 min på å ferdigstille canvasen
Presentere Lean Canvas for de andre - 3 minutter
Oppsummering / diskusjon i plenum
Problem
Top 3 problems
Existing Alternatives
Solution
Top 3 features
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unfair Advantage
Can’t be easily copied or bought
Customer Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing Alternatives
Key Metrics
Activity that drives retention/revenue
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Unique Value Proposition
Single, clear compelling message that states why you are different and worth buying
High-Level Concept
Channels
Path to customers
Customer Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Cost Structure
Customer Acquisition CostsDistribution CostsHostingStaff etc.
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
Revenue Streams
Revenue ModelLife Time ValueRevenueGross Margin
“hmEwRk”For each company, to do until next week:
Complete and revise your canvas
Complete at least 3 problem interviews
Finish reading Running Lean (at least chapter 1-3 and 5-7)
Prepare to present canvas and interview summary next week
RoBM NtEIEwValidate your hypotheses
Key questions:
Who has the problem/pain - Is this a viable customer segment?
What are you solving? How do customers rank the problems?
Who is the competition - How do you customers solve these problems today?
OcUNt STs
Be objective
Document immediately after interview
Notice their “keywords”
WHaT S A HyPHIs
Falsifiable hypothesis = (Specific action) will (expected measurable action).
Examples:
Leap of faith: Begin know as an “expert” will drive early adopters.
Hypothesis: Blog post will drive > 100 early adopter sign-ups.
& A
WOrDStMVP
Hypothesis
Lean
Pivot
Canvas
mO cAAs AmPS