1.
Lean Thinking and
e-commerce
Poznan, Sep. 2010

2.
I am really glad to
I am really glad
be in Poland.
to be in Poland.

3.
How do we create and evolute
products that make sense?
• E-commerce is very dynamic
• Every mili-second counts
• There is still much to be explored

4.
Life is pretty simple:
You do some stuff. Most fails. Some
works.You do more of what works. If it
works big, others will copy it.Then you
do something else. The trick is the
doing something else.
Tom Peters

5.
Biz Plans are BULLSHIT.
(no Biz Plan survives 5 minutes of
interaction with real customers)

6.
But you should have one.

7.
Product Development
Lots of brainstorming Agile! Users validate Call the press!
Research Party!
Interviews Sales team!
Specification
What is wrong here?

8.
What if instead of
working on the product,
you worked on
customers?

9.
Customer Development
Customer Development
Pivot
* by Steve Blank - www.steveblank.com
* Steve Blank, www.steveblank.com

10.
What is your vision?
Substitute or complement?
• What kind of problem does it solve?
• Is it a problem worth solving?
• Adjacencies?
Whose lives did you improve?
• Will people really want to pay for it?
24

11.
How are you creating
value?
Substitute or complement?
• What is you value proposition?
• Define you Adjacencies? strategic
competition and it’s
value proposition - from the
perspective of your users.
24

12.
Speed Competition You
Substitute or complement?
Search
User Experience
Adjacencies?
Range of products
Payment system
Customer service
Worst 1 2 3 4 5 Best
30
24

13.
Substitute or complement?
Adjacencies?
DOES mention VALUE?
Does it IS MENTION
VALUE?
24

14.
Value Management
Substitute or complement?
Adjacencies?
BEFORE AFTER
24

15.
Substitute or complement?
Perceived value:
willingness to pay - willingness to serve
Adjacencies?
24

16.
Common pitfalls
Substitute or complement?
• Executing the strategy, not the vision
• Not adapting (what do you celebrate?)
Adjacencies?
• Scale x Scope
• Agile as a silver bullet
24

17.
Minimum Marketable
Most companies get the strategy right,
but the implementation wrong
Features
(and don’t realize it).

18.
Minimal Viable Product
Minimum XMarketable
Features
Minimal Marketable
Feature

19.
h ?
Minimal Viable Producta c
e e
Xu
s
Minimum Marketable
t o
nFeatures
e Marketable
h
Minimal
W
Feature

20.
Agile x Waterfall
Minimum Marketable
Features
Known problem Known problem
Unknow solution Known solution
39

21.
Agile hints
• It is alive
• It isMinimum Marketable
the team, stupid
• At least 3 sprints ahead
Features
• Test early
• Go visual Ideas well cooked
• Product Owner matters a lot

22.
Did it work?
• Most your product as a scientificthe
Develop companies get
process (test & measure hypothesis)
strategy right, but the
• ARRR!
implementation wrong
• Aquisition: users come
(and don’t realize it).
• Activation: Happy experience
• Retention:They come back
• Referral:They tell others
• Revenue: Monetization

23.
Most companies get the
strategy right, but the
implementation wrong
(and don’t realize it).
* Dave McLure, www.500hats.com

24.
Hapiness
• Most companies get the
Hyphotesis to measure against
• If strategy right, but the
you are measuring details, there is
something wrong
implementation wrong
• Think of user stages
• How don’t realize
(and do users move from LOW toit).
HIGH value?
• Use funnels
• What is your customer life-cycle?

25.
Most companies get the
strategy interviews or
Surveys, right, but the
implementation wrong
analytics? it).
(and don’t realize

26.
... and it keeps evolving!
Life is pretty simple:
You do some stuff. Most fails. Some
works.You do more of what works. If it
works big, others will copy it.Then you
do something else. The trick is the
doing something else.
Tom Peters

27.
Dziękuję!
@gkomel