How to Measure the Metrics that Determine Real Progress
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The document outlines key metrics and methodologies for startup success, emphasizing the importance of validated learning and distinguishing between vanity and actionable metrics. It discusses how successful startups adapt by learning from market feedback and highlights tools for measuring and analyzing user engagement and growth. The ultimate goal is to achieve product-market fit, defined by significant user demand.
![Lean Startups Big Idea #2
“The vast majority of successful [startups]
abandoned their initial plans and learned what
would and would not work in the market.”
-Clayton Christensen, The Innovatorʼs Dilemma
Thanks to Brant Cooper & Patrick Vlaskovits for this content
Sunday, October 2, 2011](https://image.slidesharecdn.com/metrics-that-matter-111002210714-phpapp02/85/How-to-Measure-the-Metrics-that-Determine-Real-Progress-7-320.jpg)
How to Measure the Metrics that Determine Real Progress
- 1. How to Measure the Metrics that Determine Real Progress by Trevor Owens leanstartupmachine Sunday, October 2, 2011
- 2. About Me 5 failed startups (vanity metric) Web design agency Imported electric scooters from China Now working on Lean Startup Machine P/M fit in 6 months leanstartupmachine Sunday, October 2, 2011
- 3. Lean Startup Machine Metrics-Driven Startup Competition Our winner is the team with the most validated learning Penultimate Goal: remove all subjectivity Ultimate Goal: predict future success leanstartupmachine Sunday, October 2, 2011
- 4. WHY DO STARTUPS FAIL? Sunday, October 2, 2011
- 5. Lean Startups Big Idea #1 The vast majority of startups fail NOT because they couldnʼt build a product, but because no one wanted the product. One of Steve Blankʼs (many) Big Ideas from The Four Steps to the Epiphany Thanks to Brant Cooper & Patrick Vlaskovits for this content Sunday, October 2, 2011
- 6. WHY DO STARTUPS SUCCEED? Sunday, October 2, 2011
- 7. Lean Startups Big Idea #2 “The vast majority of successful [startups] abandoned their initial plans and learned what would and would not work in the market.” -Clayton Christensen, The Innovatorʼs Dilemma Thanks to Brant Cooper & Patrick Vlaskovits for this content Sunday, October 2, 2011
- 8. Agenda Introductions Vanity vs. Good Metrics Funnel & Cohort Metrics Welcome to Innovation Accounting Qualitative vs. Quantitative Metrics leanstartupmachine Sunday, October 2, 2011
- 9. Introduce the Person Next to You Sunday, October 2, 2011
- 10. Why do you want to learn about metrics? Sunday, October 2, 2011
- 11. Vanity Metrics Google Analytics There will always be something up and to the right Anything you read on TechCrunch They make your competitors feel bad and they don’t tell you anything about the company leanstartupmachine Sunday, October 2, 2011
- 12. Vanity Metrics pt. 2 From TechCrunch: “mDialog Raises $5 Million from BlackBerry Partners” “GroupMe Is Now Sending One Million Texts Every Day” “Google Plus hit 10M users in 2 weeks” leanstartupmachine Sunday, October 2, 2011
- 13. What Metrics Matter? Facebook Example 150,000 users, little revenue Many superior competitors What would indicate their future success? leanstartupmachine Sunday, October 2, 2011
- 14. What Metrics Matter? pt. 2 Facebook Example 75% of users visit one or more times per day Within one month of launching on a new campus, can acquire 90% of the student body leanstartupmachine Sunday, October 2, 2011
- 15. What Metrics Matter? pt. 3 Value Hypothesis How do we know we’re adding more value to our customers lives? Growth Hypothesis Through what engine will we acquire new customers? leanstartupmachine Sunday, October 2, 2011
- 16. What Metrics Matter? pt. 4 Good Metrics (Three A’s) Are Actionable Can be Audited Are Accessible leanstartupmachine Sunday, October 2, 2011
- 17. Assignment 1 Groups of 4 (10 minutes) Research metrics on: Google Plus Groupon Twitter Explain which are vanity and which are predictive leanstartupmachine Sunday, October 2, 2011
- 18. Tools Funnel Metrics - AARRR Acquisition - user visits Activation - user registers Retention - user comes back Referral - friend of user signs up Revenue - user pays for something leanstartupmachine Sunday, October 2, 2011
- 19. Tools pt. 2 Split Testing Which performs better, A or B? Wrong Uses Red button or blue button? Right Uses Do users need to try the product before paying for it? leanstartupmachine Sunday, October 2, 2011
- 20. Tools pt. 3 Cohort Analysis Buckets users into the month or week they joined NEVER look at users in aggregate Fact: New users are more engaged leanstartupmachine Sunday, October 2, 2011
- 21. Tools pt. 4 Funnel Metrics - AARRR Acquisition Activation Retention Referral Revenue leanstartupmachine Sunday, October 2, 2011
- 22. Assignment 2 Groups of 4 (10 minutes) Give an example of using split- testing or cohort analysis to get actionable metrics on: Acquisition, Activation Retention, Referral, Revenue leanstartupmachine Sunday, October 2, 2011
- 23. Innovation Accounting: Tying It Together The ultimate measure of progress in any startup is rate of validated learning. Innovation Accounting determines whether your experiments are productive or not. 1. Set the baseline MVP 2.Optimize the MVP 3.Pivot or Persevere leanstartupmachine Sunday, October 2, 2011
- 24. Baseline MVP What’s an MVP? An experiment that starts with a falsifiable hypothesis Your first MVP may not be a product Concierge MVPs Kick Ass leanstartupmachine Sunday, October 2, 2011
- 25. Optimization Qualitative Metrics Data expressed in people, words, & feelings around actions Small, detailed data set Quantitative Metrics Data expressed around actions Large data set leanstartupmachine Sunday, October 2, 2011
- 26. Pivot or Persevere What is a pivot? Change in strategy based on learning from market feedback When do you pivot? When each additional experiment leads to less progress leanstartupmachine Sunday, October 2, 2011
- 27. Votizen Case Study Sunday, October 2, 2011
- 28. Top 10 Ways Entrepreneurs Pivot a Lean Startup (Forbes) Sunday, October 2, 2011
- 29. When’s It Enough? Product Market Fit At least 40% of users saying they would be “very disappointed” without your product. Arbitrary, but defined after comparing results across nearly 100 startups. Those that struggle for traction are always under 40%. leanstartupmachine Sunday, October 2, 2011
- 30. Thank You Recommended Software Unbounce KISS Metrics Survey.io Wufoo LinkShiftr leanstartupmachine Sunday, October 2, 2011