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Lean Startup Methodology
- 1. The Lean Startup Process Chris & Tim
- 2. The Product Development Process Product Concept > > Test > Launch Development
- 3. The Product Development Process Product Concept > > Test > Launch Development Fire, ready, aim!
- 4. The Customer Development Process Customer Customer Customer Company Discovery STOP Validation STOP Creation STOP Building
- 5. Types of Startup Markets Existing market New market Existing market + lower cost Existing market + niche
- 6. Case Study 1: Couchkoch Order food from your favourite takeaways online.
- 11. Conversions 0
- 12. Lessons from this fail
- 13. Case Study 2: Unnamed Analytics Idea Create customised, comprehensible PDF reports from your Google Analytics data.
- 16. Getting out of the building existing clients web designers web agencies “multipliers”
- 17. Next steps build the next stage of the MVP perform customer validation ??? profit
- 18. 7 things that we’ve learned so far.
- 19. Ideas are a dime a dozen.
- 20. Fail fast and learn from it. “I have not failed, I've just found 10,000 ways that won't work.” – Thomas Edison
- 21. Product / market fit.
- 22. Build for the few, not the many.
- 23. Streamline your own process.
- 24. There is no single MVP.
- 25. Go for the celebrities in your sector.
- 26. Tools wufoo.com plancruncher.com survey.io facebook ads PPC ads (AdWords vouchers!) heroku.com
- 27. Q&A
Notas del editor
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- first stage: what’s the idea, statistical and market research\nforecasts, financial plan\nWITHOUT HAVING TALKED A SINGLE WORD WITH CUSTOMERS\nsecond stage: straight into development, seperate activities of engineering, marketing, finance, further market research with what are believed to be customers\nthird stage: rolling out alpha/beta, PR rollout, last marketing preparations\nfourth stage: BIG BANG SPENDING MODE product launch, full scale sales and marketing warfare\nproduct centric process\n_________\nwhere are the customers?\nfocus on first ship date\nship date does NOT mean that company understands customers or how to sell to them\nexecution instead of learning&discovery\nappealing due to simple, predictable, straightforward approach\nrisk: premature scaling of sales&marketing\ndeath spiral: too many sales people, too many costs, further scaling, further costs\nassumption: all startups are alike\nunrealistic expectations (1% of all people who drink water)\n
- first stage: what’s the idea, statistical and market research\nforecasts, financial plan\nWITHOUT HAVING TALKED A SINGLE WORD WITH CUSTOMERS\nsecond stage: straight into development, seperate activities of engineering, marketing, finance, further market research with what are believed to be customers\nthird stage: rolling out alpha/beta, PR rollout, last marketing preparations\nfourth stage: BIG BANG SPENDING MODE product launch, full scale sales and marketing warfare\nproduct centric process\n_________\nwhere are the customers?\nfocus on first ship date\nship date does NOT mean that company understands customers or how to sell to them\nexecution instead of learning&discovery\nappealing due to simple, predictable, straightforward approach\nrisk: premature scaling of sales&marketing\ndeath spiral: too many sales people, too many costs, further scaling, further costs\nassumption: all startups are alike\nunrealistic expectations (1% of all people who drink water)\n
- the customer development model is not a replacement for product development, but it actually realises that the product development process is just that\n\nplan to screw up and learn from it\n\ndiscovery: finding out who they are, finding out if the problem you solve is important to them, get out of the building\nvalidation: validate that there are customers who actually pay, sell to these early customers (lead users!), build a repeatable sales roadmap, verify business model, pricing\ncustomer: full scale sales & marketing, not before this point. building on the repeatable sales scheme\ncompany building: learn & discovery > hiring, founding, funding, from startup to company, end of the process, beginning of business\n
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- the vision\nthe customers\nthe mvp\nthe validation process\nresult/current stage\n
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- the vision\nthe customers\nthe mvp\nthe validation process\nresult/current stage\n
- the vision\nthe customers\nthe mvp\nthe validation process\nresult/current stage\n
- the vision\nthe customers\nthe mvp\nthe validation process\nresult/current stage\n
- wrong channel for this type of customer\ncustomers don’t search explicitly for the solution -> adwords wrong approach\ncold calling and “sales by foot” is depressing and not really lean, requires time & cash -> stop for us\n
- the vision\nthe customers\nthe mvp\nthe validation process\nresult/current stage\n
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- difference between “interested customers” and “here’s my credit card”\nstill looking for the definite lead users:\nhas problem\naware of problem\nactively looking\nself-built solution\nbudget available\n
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- it’s about the execution\nstart making stuff\nreference: seth godin: list of 999 ideas from his MBA course\n
- keep the cost and emotional bond lean, don’t become too attached to your ideas\n
- basic idea of the whole process\nbefore building anything, before planning anything, before touching anything, get out of the building\npast: hardcore coding sessions for the bin\n
- go for the most minimum scope that justifies a product, don’t try to make everyone happy -> back to heavy product development process\nmake a few lead users happy, not everyone\n
- build re-usable components, re-use parts, quick & dirty approaches\nreference to tools list\n
- the MVP is just a concept that keeps you from developing as much and long as possible\n- signup page\n- photoshop mockup\n- screenshot\n- scribble \n- final output (-> see report idea)\n- anything that gives a “good enough” impression of the product\n
- don’t be scared to approach “high-profile” people\nvery positive results, you would be surprised\n\n
- again: anything goes, it’s not a beauty contest, quick & dirty, as cheap as possible\nsocial capital\n
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