Cómo crear productos que no sean una porqueria feb 28 2013
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The document discusses the high failure rates of new product introductions, with statistics indicating that 75% to 95% of products fail in the market. It outlines a discovery model for creating successful products, emphasizing the importance of validating market problems, product solutions, and business models through customer engagement and market evidence. Key principles include formulating a hypothesis, continuous market engagement, and the need for iterative learning and adaptation.
Cómo crear productos que no sean una porqueria feb 28 2013
- 1. Cómo Crear Productos Que No Sean Una Porqueria! A Discovery Process for Creating Great Products Tom Evans The Lûcrum Group @napkintorevenue www.napkintorevenue.com © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 2. High New Product Failure Rate • Robert G Cooper: One out of four development projects succeeds commercially. (i.e., 75% failure rate) • Jack Gordon: In the world we live in, somewhere between 80 percent and 95 percent of new product introductions fail. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 3. High New Product Failure Rate • Robert G Cooper: One out of four development projects succeeds commercially. (i.e., 75% failure rate) • Jack Gordon: In the world we live in, somewhere between 80 percent and 95 percent of new product introductions fail. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 4. Why Do So Many Products Suck? 1. Idea to Product © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 5. Why Do So Many Products Suck? 1. Idea to Product 2. One point of market evidence to idea to product © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 6. Why Do So Many Products Suck? 1. Idea to Product 2. One point of market evidence to idea to product 3. Market evidence & validation to product © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 7. Why Do So Many Products Suck? 1. Idea to Product 2. One point of market evidence to idea to product 3. Market evidence & validation to product 4. Market evidence & validation, product validation, no clear market strategy © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 8. Why Do So Many Products Suck? 1. Idea to Product 2. One point of market evidence to idea to product 3. Market evidence & validation to product 4. Market evidence & validation, product validation, no clear market strategy 5. Market evidence & validation, product validation, no profitable business model © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 9. Keys to Products That Don’t Suck • Compelling Market Opportunity – Big painful issues – That many in your target market – Are willing to pay to solve • Compelling Solution – Differentiated Value Proposition – Profitable business model – Time to market • Compelling Market Strategy – Motivates target market – To solve problem with your solution © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 10. Keys to Products That Don’t Suck • Compelling Market Opportunity – Big painful issues – That many in your target market – Are willing to pay to solve • Compelling Solution Discovery – Differentiated Value Proposition + – Profitable business model – Time to market Validation • Compelling Market Strategy – Motivates target market – To solve problem with your solution © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 11. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid Market Validation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 12. Four Key Pillars • Market Problem – if you’re not solving a problem, there is no need for a product! • Product – How do you solve the market problem in a valuable and differentiated manner? • Business Model – How do you deliver the product and profitably capture the value? • Market Strategy – Who is going to buy it and why? © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 13. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid Market Validation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 14. Market Evidence (of Market Problem) • Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 15. Market Evidence (of Market Problem) • Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 16. Market Evidence (of Market Problem) • Sources of Market Evidence – Customers – Non-customers – Market trends/shifts – Unexpected occurrences – New technologies – Competitors – Personal experience – Etc. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 17. Start With Hypothesis – Buyer/User ‘W’ – In Market Segment “X” – Has problem “Y” – That happens when “Z” occurs – We can solve it by creating/delivering solution “A” E.g.: Owners of small manufacturing operations that use hot water & steam are unable to manage manufacturing costs due to the volatility of fuel prices. We can solve this by providing a high temperature solar heating system under a lease agreement. © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 18. Validate the Hypothesis (1) • Market problem and market segment(s) • Speaking to potential customers (buyers & users) – Most companies don’t and won’t do this • Significant time investment – Requires many conversations (cold calling) • Minimum: 20 conversations • May take over 100 conversations • Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 19. Validate Hypothesis (2) • Create product & business model concept – Low cost way of presenting product concept – Mockup, prototype, wire frame, story board, presentation, product description • Validate product & business model concept – Present concept and receive feedback • Does the problem still resonate? • Does the approach solve the problem? • What is the Minimum Viable Product (MVP) • Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 20. Validate Opportunity • Define & discover at greater depth • Competitive research (strategy, position, strength) • Validate the market opportunity – Business Case - Can it be profitable? • Detailed design of product & business model – Market requirements, product requirements, user stories, etc. – Pricing model, delivery mechanism, costs to deliver, etc. • Iterate until validated or rejected © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 21. Validate Solution • Define Minimum Viable Product (MVP) – Just enough functionality to solve the most important market problems – For small segment of market (early adopters, etc.) – Willing to pay for this functionality – Fast to market – Learning • Continue to discover, validate, refine! © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 22. Validate Market • Sell your first customers • Based upon market validation work • Targeted Market Development Plan – Well defined target market – Clear understanding of buyer roles and their challenges/goals/needs – Compelling reason to buy from you • Value Proposition – what we do for you • Positioning & Differentiation – why buy our solution • Continue to discover, validate, refine! © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 23. Model for Discovery Four Key Steps of Discovery Validate Validate Validate Solution Validate Market Hypothesis Opportunity Market Problem Four Key Pillars Product Business Model Market Strategy Valid Market Validation Valid Hypothesis Opportunity Ready to Launch Market Growth From Napkin to Revenue™ Discovery Model © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 24. Key Principles • Hypothesis – Discovery – Validate • Continuous engagement with target market – Validate important decisions • Planning is good, but learning is better • Fail fast – discover fast! © Copyright 2012 to 2013, The Lûcrum Group, Inc
- 25. Gracias! Tom Evans The Lûcrum Group tevans@napkintorevenue.com @napkintorevenue www.napkintorevenue.com +1.512.961.5267 Skype: tevanstx © Copyright 2012 to 2013, The Lûcrum Group, Inc