Running Lean in some slides
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The document presents a summary of the 'Running Lean' methodology by Ash Maurya, focusing on the importance of finding a scalable market and validating business ideas through stages of learning and pivoting. It emphasizes tools such as the Lean Canvas for documenting plans and the significance of problem/solution fit. Lastly, the presentation outlines key strategies for product launches, metrics, and creating a unique value proposition.
Running Lean in some slides
- 1. Running LeanPresentation about the methodology in the book: Running Lean by Ash MauryaSlidesAuthor: Thiago Oliveira de PaivaTwitter: @ThiagoPaivaBlog:modelodenegocios.tumblr.com(in portuguese)
- 2. Prioritize Where to StartYour objective is to find a big enough market you can reach with customers who need your product that will pay a price you can build a business around.Importance order: Customer pain levelEase offer reachPriceMarket Size
- 3. Lean Canvas StagesRight Action, Right TimeStage 1Stage 2Stage 3BijoyGoswamiAt each stage there are only a few actions that matter, the rest is waste of resources Best moment to seek for investment Source: Book Running Lean, Ash Maurya
- 4. Lean Canvas StagesLearning and Pivot before product/market fit, Growth and Optimization after product/market fit Pivot: Change your plan so you can find one that works
- 5. Optimization: Accelerate a plan that it’s proven that worksKey QuestionsStage 1: Do I have a problem worth solving?
- 6. Stage 2: Have I built something people want?
- 7. Stage 3: How do I accelerate growth? Learning and ValidatingDuring the Learning and Validating stages there are some tools we will use:Stage 1: Learning Loop, Customer Discovery Workflow, Rules and Lean Canvas
- 8. Stage 2: Product Launch WorkflowLearning LoopA lean fundamental learning loop is a Build/Measure/Learn loopData validate or refute the hypothesisMockup, Landing Page, Presentation…Anything that can test the ideaCollected from customersSource: Eric Ries
- 9. Rules of ExperimentationThere are a set of rules that helps you correctly define and run experimentsFormulate testable hypothesesNot measurable: “Being know as expert will drive early adopter”
- 10. Specific and testable: Blog post will drive 100 sign-ups”Maximize for Speed, Learning and Focus:The optimal learning loopPrematureoptimizationChasing your tailRun out of resourcesSource: Book Running Lean, Ash Maurya
- 11. Rules of ExperimentationValidate qualitatively, verify quantitativelyYou need only a few customers interviews to have a strong signal (positive or negative) to validate or refute your hypothesis
- 12. Later you will need a larger sample to test if it is scalableCreate accessible dashboardIt’s important to share the hypothesis and the results of your experiment with your teamCommunicate learning early and oftenCommunicate your lessons learned weekly to your internal team and monthly to your external advisors and investorsProblem/Solution FitIs your problem worth solving? This workflow helps you discover with support from customersQualitativelyQuantitativelySource: Book Running Lean, Ash Maurya
- 13. Problem/Solution FitA problem worth solving boils down to three questionsIs it something customers want? (must-have)Can it be solved? (feasible)Will they pay for it? If not, who will pay? (viable)
- 14. Document Your Plan AProbably your plan A will change over it’s implementation, but it’s very important you have it documented.
- 15. Lean Canvas is an one sheet model, what makes it very easy to use, to share and to modify.Lean Canvas371186455Source: Book Running Lean, Ash Maurya
- 16. Problem and Customer SegmentProblem:Write down the Top 3 problems
- 17. List existing alternatives to these problemsCustomer Segment:Identify users and their roles
- 18. Hone in on possible early adoptersUnique Value Proposition (UVP)“A single, clear compelling message that states why you are different and worth buying.”Steve BlankGood Tips:Be different, but make sure your difference matters
- 20. Focus on benefits that your customers will have after using your product
- 21. Pick words carefully and own them
- 22. Answer: What, Who and Why
- 23. Study UVP the enterprises your respect
- 24. Create a high-concept pitch (short phrase describing your concept)SolutionSimply sketch the top 3 features or capabilities that solves each one of the 3 problemsChannelsThe path you will use to get to your customersSome characteristics to think about the channel:Free vs Paid
- 25. InboudvsOutbound
- 29. Content MarketingRevenue Steams and Cost StructureHow youmake money and how much you chargeYour costs and the break even pointSome tips:Start charging from day one
- 30. Use a “Free Trial” plan
- 31. Pick a price to test
- 32. Take your costs into account
- 33. Start with a single pricing planKey MetricsWhat are the key activities that drive your startup and how to measure them
- 34. Unfair Advantage“A real unfair advantage is something that cannot be easily copied or bought.”Jason CohenThink about how you can make yourself different and make your difference matters
- 35. If you still don’t know, leave this box in blankExample: Book Running LeanSource: Book Running Lean, Ash Maurya
- 36. Product Lauch WorkflowThis workflow will help you define your MVP (Minimum Viable Product) and test itSource: Book Running Lean, Ash Maurya
- 37. Now what?Okay, I’ve done exactly as you said and everything is going fine (or not everything), now what? How do I scale?“I suggest you to read the great book Running Lean, which I tried to resume in this presentation, but wasn’t possible to resume all the book. I sure will think about building a complementary presentation. Thanks!”Me
- 38. References BooksThe Four Steps to Epiphany, Steve BlankThis book talks about the customer development methodology for startupsRunning Lean, Ash MauryaIt’s a practical book for starting a web-based startup using the lean canvas and lean startup methodology, all this presentation was based on this bookBusiness Model Generation, Alexander OsterwalderThis book presents the business model canvas that it’s a very good and easy model for describing business models