Lean Thinking & e-commerce
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This document discusses lean thinking and e-commerce. It provides advice on creating products that make sense for customers and exploring what is still unknown. It emphasizes that business plans often fail when confronted with real customers, but having one is still important. The key is to work on understanding customers instead of just the product. Customer development, pivoting when needed, and identifying the minimum viable product are important concepts. Most companies get the strategy right but fail at implementation, so measurement and adapting based on learning are also discussed.
Lean Thinking & e-commerce
- 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
- 11. 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
- 12. 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
- 13. 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
- 14. Substitute or complement? Adjacencies? DOES mention VALUE? Does it IS MENTION VALUE? 24
- 15. Value Management Substitute or complement? Adjacencies? BEFORE AFTER 24
- 16. Substitute or complement? Perceived value: willingness to pay - willingness to serve Adjacencies? 24
- 17. 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
- 18. Minimum Marketable Most companies get the strategy right, but the implementation wrong Features (and don’t realize it).
- 19. Minimal Viable Product Minimum XMarketable Features Minimal Marketable Feature
- 20. h ? Minimal Viable Producta c e e Xu s Minimum Marketable t o nFeatures e Marketable h Minimal W Feature
- 21. Agile x Waterfall Minimum Marketable Features Known problem Known problem Unknow solution Known solution 39
- 22. 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
- 23. 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
- 24. Most companies get the strategy right, but the implementation wrong (and don’t realize it). * Dave McLure, www.500hats.com
- 25. 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?
- 26. Most companies get the strategy interviews or Surveys, right, but the implementation wrong analytics? it). (and don’t realize
- 27. ... 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
- 28. Dziękuję! @gkomel