Slides from our session at the FC Supply Chain event. It contains a short introduction into Lean Startup and innovation within FrieslandCampina, as well as 3 exercises for quickly deconstructing a complex challenges into experiments

1. Maurice Kroon & Jeroen Tjepkema
LeanToolKit, 7 October 2022
FC Supply Chain Challenge

2. We are Product Hackers,
with a focus on Next Generation
Consumer goods
Find, build and fix transformative innovations
that produce exponential growth:
‣ Consumer research
‣ Brand creation
‣ Growth Hacking
‣ Lean startup
‣ Venture building, from 0-1M ARR in 12 months
Hi! This is us, LeanToolKit x Growthkitchen

3. www.mimic.nl www.dishy-wash.nl
L'or Barista
www.axurdogelato.co
m
www.defirmakaas.nl
www.lattiz.com
get45d.com
Broadening access to
nutrition in Asia/Africa
www.debic.com
Our Venture Fu
We build, fix and scale concepts for investors and leading consumer brands
www.freshonwheels.nl

4. Innovation & FrieslandCampina?

5. Survival of the fittest

6. Charles Darwin - Survival of the fittest
It is not the strongest of the species that survives,
nor the most intelligent that survives.
It is the one that is most adaptable to change to
their environment.

7. Why is this important?

8. 2007 2009 Untitled 1 Untitled 3 Untitled 5 Untitled 7 Untitled 9 Untitled 11
Limit(s) of corporate growth
As
X
reaches
in
fi
nity
X will never get past a certain limit

9. As
Y
reaches
in
fi
nity
X will never get past a certain limit Without
Product (re)innovation
2007 2009 Untitled 1 Untitled 3 Untitled 5 Untitled 7 Untitled 9 Untitled 11
2007 2008 2009 2010 Untitled 1 Untitled 2 Untitled 3 Untitled 4 Untitled 5 Untitled 6 Untitled 7 Untitled 8 Untitled 9 Untitled 10 Untitled 11
Limit(s) of corporate growth

10. It’s INNOVATE or DECLINE…

11. Todays problem is that current
markets & channels are noisy!

12. But most of all, users are
skeptical and have the ability
to check everything

13. Enter positioning:
Getting attention becomes more
important than building a product

14. Most companies decline
because they fail to listen and
adopt to new business models
fast...

15. Innovation dilemma?

16. 16
SIZE allows you to scale fast…

17. 17
…but SIZE prevents the agility of a speedboat

19. + MicroBattle:
New Product Development
like a startup!

20. Most startups don’t know what
problem they solve

21. That’s why they have to
fail fast to learn fast..

22. The core of lean startup is
iteration...

23. Data Ideas
Product
Measure
Learn
Build
Lean = Iteration

24. But people are liars...

25. Data Ideas
Product
Measure
Learn
Build
Lean = Iteration
Everyone’s idea is the
best, right?
People love to build
stuff
Disappointment
around every corner
No data, No learning

26. Lean Startup:
A data driven method to build,
measure & learn fast towards
product/market fit

27. The faster we can iterate, the
faster we can learn & find the right
product & market...

28. Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework

29. Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be Creative
Teamwork
Customer Validation
Data Driven
Positioning Framework

30. Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be Creative
Teamwork
Customer Validation
Data Driven
Positioning Framework
Product
Best Customer
Core Values
Customer Care
On Boarding
Channel activation
Success? Implement
into core product

31. Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be Creative
Teamwork
Customer Validation
Data Driven
Positioning Framework
Product
Best Customer
Core Values
Customer Care
On Boarding
Channel activation
Success? Implement
into core product
Failure? Store data,
rinse & repeat
experiment

32. A “metered” methodology to grow from 0 to 1M in 12 months
Stage gates to focus on
milestones and delivery
Consumer focused
innovation. Build what
they need. Faster!
1
2
In 12-16 weeks we answer the most important questions:
Who’s my customer? Can we solver their pains? Can we sell it?

33. Holy Lean Startup, Batman...

34. Think in days and weeks instead of months or years
From solution driven to customer driven
From closed to open learning
High velocity decision making
From thinking you know to assuming and learning
Lean Startup Principles

35. If we’re always learning & iterating, even the
fastest copycats will be months or years
behind us.
ALWAYS BE LEARNING or GET EATEN…

36. Assignment 1:
Customer behaviour

37. Why is Nigerian spam so
badly written?

38. Aunshul Rege of Rutgers University, USA in 2009
1000 emails
1-2 responses
1 fool and their money, parted.
Bad language (0.1% conversion)
Gullible (70% conversion)
1000 emails
100 responses
1 fool and their money, parted.
Good language (10% conversion)
Not-gullible (.07% conversion)

39. Nigerian spammers
have really learned to
understand
their target market and
‘best behavior’ of their
customers

40. Influence behavior?

41. Influence behavior?
Talk to your customer!

42. …how to talk to
your Customers?

43. People tell ‘white lies’
to make you feel good, like
your mom.
People want to be helpful,
so they tell you what they
think you want to hear.

44. How to avoid to let your mom tell you that she
loves you:
Focus on your learning Goal
Be Curious
Focus on Problems
Neutrality - don’t pitch,
Only Past or Present

45. Assignment 2:
Customers’ journey

46. Just “evil” enough?

47. An exploit (from the verb to exploit, in the meaning of
using something existing to one’s own advantage) is a
piece of software, a chunk of data, or sequence of
commands that takes advantage of a bug, glitch or
vulnerability in a value chain to cause unintended or
unanticipated behavior to occur

48. If an exploit is part of a value chain,
then Growth & Innovation is a way
to optimise the value chain to do
something you want it to do…

49. How to find your next Growth Idea?

50. How to find your next Growth Idea?
Start with the customer journey

51. Consider your Monday morning routine?
Wake up What happens here?
First
coffee
break

52. Booking a holiday, the start of
an emotional roller coaster...

53. Share
Orientation Search Selection Booking Planning Departure Holiday Arrival Share
Experience
Booking a holiday, the start of an emotional roller coaster...
This is where the
next trip starts
+
-

54. Assignment 3:
Idea Generation

55. 1. Customer Development
We have talked to customers? What problem should we be solving for
them?
2. Customer Journey
We understand the customer journey of our customer and understand
their pain points in that process
3. Business Model Design
How do we you create value for our business?
Time to build a business proposal?

56. 70%
of all ideas fail

58. Business Model Canvas
Key Resources Channels
Customer
Segments
Customer
Relationships
Value
Proposition
Key
Activities
Key
Partners
Revenue Streams
Cost Structure

59. Key Resources Channels
Customer
Segments
Customer
Relationships
Value
Proposition
Key
Activities
Key
Partners
Revenue Streams
Cost Structure
Desirability?
Feasibility?
Viability?
Business Model Canvas

60. Plot your initial set of hypotheses & assumptions
guess
guess
guess
guess
guess guess
guess
guess
guess
guess
guess
guess

61. High impact on Business Model
Low impact on Business Model
I know I don’t
know
guess
guess
guess
guess guess
guess
guess
guess
guess
Focus and rank your assumptions
Risky
assumptions
guess
guess

62. Ranking assumptions:
B.R.A.S.S. framework

63. Blink Relevance Availability Scalability Sum

64. Blink Relevance Availability Scalability Sum
5-second rule
Gut feeling
Instinct score
Don’t overthink it

65. Blink Relevance Availability Scalability Sum
5-second rule
Gut feeling
Instinct score
Don’t overthink it
Do we have the
available
resources?
Do we have the
skills?
Do we have the
tools?
Is it expensive?

66. Blink Relevance Availability Scalability Sum
5-second rule
Gut feeling
Instinct score
Don’t overthink it
Is this Channel
relevant to your
product/service?
Does your
audience hang out
on this channel?
Can you target
them effectively?
Do we have the
available
resources?
Do we have the
skills?
Do we have the
tools?
Is it expensive?

67. Blink Relevance Availability Scalability Sum
5-second rule
Gut feeling
Instinct score
Don’t overthink it
Is this Channel
relevant to your
product/service?
Does your
audience hang out
on this channel?
Can you target
them effectively?
Do we have the
available
resources?
Do we have the
skills?
Do we have the
tools?
Is it expensive?
How scalable is this
channel?
Can we easily
increase it?
Law of diminishing
returns

68. Blink Relevance Availability Scalability Sum
5-second rule
Gut feeling
Instinct score
Don’t overthink it
Is this Channel
relevant to your
product/service?
Does your
audience hang out
on this channel?
Can you target
them effectively?
Do we have the
available
resources?
Do we have the
skills?
Do we have the
tools?
Is it expensive?
How scalable is this
channel?
Can we easily
increase it?
Law of diminishing
returns
1-5 1-5 1-5 1-5 BRASS score

69. Thanks! More questions?
M: jeroen@leantoolkit.io
T: @jeroentjepkema
W: www.leantoolkit.io
View slides: bit.ly/LTK-FCSC22