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Tidligfase del1-v2

Helge Hannisdal, profile picture
Helge Hannisdal

This document provides an overview of a Lean Startup workshop held in Norway on June 2, 2013. The workshop aimed to introduce participants to the Lean Startup methodology to help them work more efficiently in the early stages of their companies. The agenda included presentations on business modeling using Lean Canvas, workshops to apply Lean Canvas to participants' ideas, and assignments to validate problem/solution fit with customers. The document emphasizes that startups should prioritize developing customers and markets over internal product development through techniques like building minimum viable products and testing hypotheses externally.

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“IdLFE OmPAS” L 1 søndag 2. juni 13
WHaT wE (Ow) KW AUt ArTS 75% fails (US) - 9% > 1 MSEK after 3 years (SE) They are not a small version of a large company 66% drastically change their plans The business plan rarely survive first contact with customers Long-term plans is a waste of time Most founders want to develop their product not the market They embrace a new way of working - “the lean startup” methodology * Harvard Business Review 2012 søndag 2. juni 13
MålSTiNR Få introduksjon til Lean Startup metodikken Mer rasjonell jobbing i tidligfase Komme i gang med Lean Startup for egen bedrift Komme i gang med utvikling av forretningsmodell for egen bedrift søndag 2. juni 13
GeN G 1 Velkommen og introduksjon Presentasjonsrunde Lean Startup Revolution Introduksjon til forretningsmodellering vha Lean Canvas Lean Canvas Workshop med lunsj Hjemmeoppgave Avslutning - kl 1300 søndag 2. juni 13
ElKME Vert: Per Arve Frøyen, Innovasjon Norge Kursholder: Helge Hannisdal, gründer og mentor søndag 2. juni 13
Gründerfasen 1999 Idé Vekstfase Driftsfase Internasjonalisering Konsolidering 2012 200 ansatte - 8 land omsetter 190MNOK - verdsatt 600MNOK CEO CTO CMO søndag 2. juni 13
INTERESSER GRÜNDERVIRKSOMHET NYSKAPNINGSPARKEN CONNECT VEST MENTOR BUSINESS ANGEL TEKNOLOGI INNOVASJON SALGMARKEDSFØRING STRATEGI RADIKAL ENDRING KREMMER STYREARBEID INNOVASJON NORGE STARTUP WEEKEND søndag 2. juni 13
Li EN Alle presenter på 3 minutter: Hvem er du/dere? Hva er ideen? Nevn det viktigste du har lært fra å lese Running Lean Hva er dine forventinger til workshopene/kurset søndag 2. juni 13
lE sTTuP EtH - 3 CPoNTs business model design - canvas with testable hypotheses customer development - get out of the building and test the hypotheses agile development - building a minimum viable product (MVP) søndag 2. juni 13
N SRtU Is  tEOrA oRNiZIN dEGnE To sECh fO A rEAtAE N sCAL bUNeS MEl. - Steve Blank søndag 2. juni 13
UsISs DL EGn He SiNS MEl NS dERiB lOCaL W yO bUNeS WoR oN  sILe Ge. AcH OmPEnT OnTNS a RiE Of PoTSiS HT yO NeE To St. Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/ revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin 1 søndag 2. juni 13
UsTER EvEPNt g o o t Budi! - Steve Blank 2 Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Revenue & Growth Method How to change Objective søndag 2. juni 13
Requirements Development QA Release ReASt Sk  nO DeVOpMT O NeW RoDTs, bU DeVOpMT O CuSMeR AnD ArKS. - Steve Blank Mt EaRNg PpE Re TritIAl OdU dELoPNt søndag 2. juni 13
V 2 weeks - 2.000$ 9 months - 82.000.000$ søndag 2. juni 13
GE EvEPNt TaRPs wAt CcE aR ThO tH mAGe  iTAT eNGh MeS EfO rUInG Ut  rEUEs. - Eric Ries 3 Steve Blank, Harvard Business Review 2012 short repeatable cycles continuously revise MVP søndag 2. juni 13
IDEAS PRODUCTDATA -- EeDCk Op BUILD MEASURE LEARN bUD AEr Unit Tests Usability Tests Continuous Integration Incremental Deployment Free & Open-Source Components Cloud Computing Cluster Immune System Just-in-time Scalabilty Refactoring Developer Sandbox lEN AEr Split Tests Customer Interviews Customer Development Five Whys Root Cause Analysis Customer Advisory Board Falsifiable Hypotheses Product Owner Accountability Customer Archetypes Cross-functional Teams Smoke Test Meur AEr Split Tests Clear Product Owner Continuous Deployment Usability Tests Real-time Monitoring Custom Liason Funnel Analysis Cohort Analysis Net Promoter Score Search Engine Marketing Real-time Alterting Predictive Monitoring Eric Ries / KissMetrics Wireframes Prototypes Landing Pages Focus Group søndag 2. juni 13
https://vimeo.com/65596799 søndag 2. juni 13
øvEE 1 Hva er “Jobs to be Done” (Problem) her? Hvem er kunden (Customer Segment)? søndag 2. juni 13
Problem Mett til lunsj Tidsfordriv i bilen Existing Alternatives Solution Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Unfair Advantage Customer Segments De som kjører >15min alene til jobb Early Adopters Problem Mett til lunsj Tidsfordriv i bilen Existing Alternatives Key Metrics Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Channels Customer Segments De som kjører >15min alene til jobb Early Adopters Cost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streams søndag 2. juni 13
Exci 2 - RoBM Start sketching a canvas for your idea/company List top 3 problems you are solving for your potential customers List “Jobs to be done” Document how early adopters solve these problems today Problem Top 3 problems Existing Alternatives søndag 2. juni 13
Exci 2 - RoBM Start sketching a canvas for your idea/company List top 3 problems you are solving for your potential customers List “Jobs to be done” Document how early adopters solve these problems today Problem Top 3 problems Existing Alternatives søndag 2. juni 13
lE sTTuP EtH - MRy business model design - canvas with testable hypotheses customer development - get out of the building and test the hypotheses agile development - building a minimum viable product (MVP) søndag 2. juni 13
cUOmE DeVOpMT søndag 2. juni 13
AlITE RoBM/OlUOn T Problem/Solution Fit Product/Market Fit Scale Activities: Problem and solution interviews, viability testing Test all your hypotheses in Problem/Solution/Customer Segments Pivoting! - substantial change to one or more blocks in the business model Done when validated that problems are must-haves, minimum features for “must have” (MVP) , customer is willing to pay x søndag 2. juni 13
Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
IaBItY EsTG Landing page Concierge Wizard of Oz Prototypes Wireframe/Mockups, similar products Test apps Crowd-Funding test He Al AsU oF UcCS I ThE UmB O eXRiMTs At N B CrOwEd TO 2 HRs.” -Thomas Alva Edison søndag 2. juni 13
cOIGe cRwD FDN søndag 2. juni 13
g raD TO Pit - a Let Oe Crowd Fundraising to Groupon Burbn comparable to foursquare to Instagram Roleplaying game to Flickr HotOrNot.com to Facebook Personal podcasting to Twitter Cellular Phone for kids to simcard to Bipper (iphone app) Mobile restaurant menu to PAM (shopping centre promotion/map) søndag 2. juni 13
ChIE RoDT/ArK It Problem/Solution Fit Product/Market Fit Scale Activities: Building your MVP, sell it to early adopters Test all your hypotheses in Solution/Key Metrics/UniqueValue Prop Pivoting! Done when validated key metrics show high retention, customer satisfaction and customer acquisition søndag 2. juni 13
Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
PtIZe R CL Problem/Solution Fit Product/Market Fit Scale How to accelerate growth? How do we scale internationally? søndag 2. juni 13
Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
UsTER EvEPmE sUAR Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Revenue & Growth Method How to change Objective søndag 2. juni 13
bUNeS MoDInG wIH EN AAs søndag 2. juni 13
EN AAs Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin RoDT AEt søndag 2. juni 13
2. UsTER EgMTs Who are your customers segments? Who are your users? Identify early adopters - NOT mainstream customers. Example segments: Small companies in Norway Mothers with children between 2-5 years old Customer Segments Target customers Early Adopters segment her er også ikke helt bra,...... søndag 2. juni 13
tENoLY-APtI lI cYE Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% Chasm søndag 2. juni 13
Exci 3 Fill out problem and customer segment blocks søndag 2. juni 13
Exci 3 Fill out problem and customer segment blocks søndag 2. juni 13
3. NiQ AE RoPIOn Why are you different and worth getting attention? Target Early Adopters High-level concept pitch Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept søndag 2. juni 13
Exci 4 Define your unique value proposition(s) and high level pitch søndag 2. juni 13
Exci 4 Define your unique value proposition(s) and high level pitch søndag 2. juni 13
4. OlUOn For each problem, define your simplest solution. The solution should NOT be more than your MVP (MinimumViable Product) Solution Top 3 features søndag 2. juni 13
Exci 5 Try to define your solution / MVP. søndag 2. juni 13
Exci 5 Try to define your solution / MVP. søndag 2. juni 13
Luj søndag 2. juni 13
5. HaNL How/Where can you meet potential customers? How/Where can you sell to customers? How/Where can you distribute your product to customers? No partners or referrals (yet) - focus on direct Channels Path to customers søndag 2. juni 13
6. EvEE TrES How will you charge you customers? What will you charge? Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
7. OsT TrUUR What are the most important costs you will have? Examples: Costs to interview Costs to build MVP/prototypes Monthly fixed costs (staff/office etc) Sales / Distribution costs Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. søndag 2. juni 13
8. EY EtRS What key numbers/activities define our success and progress? Focus on and run experiments for ONE metric at the time Examples: Key feature usage New customers Churn Key Metrics Activity that drives retention/revenue søndag 2. juni 13
9. NfA DvAAG Unfair Advantage Can’t be easily copied or bought What is you unfair advantage? A real unfair advantage cannot easily be copied/bought. Examples: Large network effect Personal Authority The right “expert” endorsements søndag 2. juni 13
Exci 6 - OmPTe E CVA Nå skal dere: 5 min på å ferdigstille canvasen Presentere Lean Canvas for de andre - 3 minutter Oppsummering / diskusjon i plenum søndag 2. juni 13
Exci 6 - OmPTe E CVA Nå skal dere: 5 min på å ferdigstille canvasen Presentere Lean Canvas for de andre - 3 minutter Oppsummering / diskusjon i plenum søndag 2. juni 13
Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
“hmEwRk” For each company, to do until next week: Complete and revise your canvas Complete at least 3 problem interviews or another problem/JBT validation activity Finish reading Running Lean (at least chapter 1-7) Prepare to present canvas and interview summary next week søndag 2. juni 13
RoBM NtEIEw Validate your hypotheses Key questions: Who has the problem/pain - Is this a viable customer segment? What are you solving? How do customers rank the problems? Who is the competition - How do you customers solve these problems today? søndag 2. juni 13
OcUNt STs Be objective Document immediately after interview Notice their “keywords” søndag 2. juni 13
øvEE 7 Hva kan du gjøre til neste samling for å validere dine “Jobs To Be Done” / Problems ? Dokumenter/Planlegg hva du vil gjøre. Vær veldig konkret både på rekruttering og gjennomføring. Problemintervju anbelfales, men foreslå gjerne alternative aktiviteter. søndag 2. juni 13
rEUtENg JeNMføNg Eksempler: Bruke LinkedIn for å rekruttere 5 kandidater til problem intervju. Eksempler: Gjennomføre 5 problem intervjuer ute hos potensielle kunder. øvEE 7 søndag 2. juni 13
 & A søndag 2. juni 13
EeDCk Jeg likte spesielt godt...... Dere kan bli bedre på..... søndag 2. juni 13
Kontaktinfo: helgeh@gmail.com Neste samling: onsdag 15. mai kl 0900-1300 AkK Or  DA! søndag 2. juni 13
søndag 2. juni 13

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Tidligfase del1-v2

  • 2. WHaT wE (Ow) KW AUt ArTS 75% fails (US) - 9% > 1 MSEK after 3 years (SE) They are not a small version of a large company 66% drastically change their plans The business plan rarely survive first contact with customers Long-term plans is a waste of time Most founders want to develop their product not the market They embrace a new way of working - “the lean startup” methodology * Harvard Business Review 2012 søndag 2. juni 13
  • 3. MålSTiNR Få introduksjon til Lean Startup metodikken Mer rasjonell jobbing i tidligfase Komme i gang med Lean Startup for egen bedrift Komme i gang med utvikling av forretningsmodell for egen bedrift søndag 2. juni 13
  • 4. GeN G 1 Velkommen og introduksjon Presentasjonsrunde Lean Startup Revolution Introduksjon til forretningsmodellering vha Lean Canvas Lean Canvas Workshop med lunsj Hjemmeoppgave Avslutning - kl 1300 søndag 2. juni 13
  • 5. ElKME Vert: Per Arve Frøyen, Innovasjon Norge Kursholder: Helge Hannisdal, gründer og mentor søndag 2. juni 13
  • 6. Gründerfasen 1999 Idé Vekstfase Driftsfase Internasjonalisering Konsolidering 2012 200 ansatte - 8 land omsetter 190MNOK - verdsatt 600MNOK CEO CTO CMO søndag 2. juni 13
  • 7. INTERESSER GRÜNDERVIRKSOMHET NYSKAPNINGSPARKEN CONNECT VEST MENTOR BUSINESS ANGEL TEKNOLOGI INNOVASJON SALGMARKEDSFØRING STRATEGI RADIKAL ENDRING KREMMER STYREARBEID INNOVASJON NORGE STARTUP WEEKEND søndag 2. juni 13
  • 8. Li EN Alle presenter på 3 minutter: Hvem er du/dere? Hva er ideen? Nevn det viktigste du har lært fra å lese Running Lean Hva er dine forventinger til workshopene/kurset søndag 2. juni 13
  • 9. lE sTTuP EtH - 3 CPoNTs business model design - canvas with testable hypotheses customer development - get out of the building and test the hypotheses agile development - building a minimum viable product (MVP) søndag 2. juni 13
  • 10. N SRtU Is  tEOrA oRNiZIN dEGnE To sECh fO A rEAtAE N sCAL bUNeS MEl. - Steve Blank søndag 2. juni 13
  • 11. UsISs DL EGn He SiNS MEl NS dERiB lOCaL W yO bUNeS WoR oN  sILe Ge. AcH OmPEnT OnTNS a RiE Of PoTSiS HT yO NeE To St. Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/ revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin 1 søndag 2. juni 13
  • 12. UsTER EvEPNt g o o t Budi! - Steve Blank 2 Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Revenue & Growth Method How to change Objective søndag 2. juni 13
  • 13. Requirements Development QA Release ReASt Sk  nO DeVOpMT O NeW RoDTs, bU DeVOpMT O CuSMeR AnD ArKS. - Steve Blank Mt EaRNg PpE Re TritIAl OdU dELoPNt søndag 2. juni 13
  • 14. V 2 weeks - 2.000$ 9 months - 82.000.000$ søndag 2. juni 13
  • 15. GE EvEPNt TaRPs wAt CcE aR ThO tH mAGe  iTAT eNGh MeS EfO rUInG Ut  rEUEs. - Eric Ries 3 Steve Blank, Harvard Business Review 2012 short repeatable cycles continuously revise MVP søndag 2. juni 13
  • 16. IDEAS PRODUCTDATA -- EeDCk Op BUILD MEASURE LEARN bUD AEr Unit Tests Usability Tests Continuous Integration Incremental Deployment Free & Open-Source Components Cloud Computing Cluster Immune System Just-in-time Scalabilty Refactoring Developer Sandbox lEN AEr Split Tests Customer Interviews Customer Development Five Whys Root Cause Analysis Customer Advisory Board Falsifiable Hypotheses Product Owner Accountability Customer Archetypes Cross-functional Teams Smoke Test Meur AEr Split Tests Clear Product Owner Continuous Deployment Usability Tests Real-time Monitoring Custom Liason Funnel Analysis Cohort Analysis Net Promoter Score Search Engine Marketing Real-time Alterting Predictive Monitoring Eric Ries / KissMetrics Wireframes Prototypes Landing Pages Focus Group søndag 2. juni 13
  • 18. øvEE 1 Hva er “Jobs to be Done” (Problem) her? Hvem er kunden (Customer Segment)? søndag 2. juni 13
  • 19. Problem Mett til lunsj Tidsfordriv i bilen Existing Alternatives Solution Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Unfair Advantage Customer Segments De som kjører >15min alene til jobb Early Adopters Problem Mett til lunsj Tidsfordriv i bilen Existing Alternatives Key Metrics Unique Value Proposition High-Level Concept Unique Value Proposition High-Level Concept Channels Customer Segments De som kjører >15min alene til jobb Early Adopters Cost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streams søndag 2. juni 13
  • 20. Exci 2 - RoBM Start sketching a canvas for your idea/company List top 3 problems you are solving for your potential customers List “Jobs to be done” Document how early adopters solve these problems today Problem Top 3 problems Existing Alternatives søndag 2. juni 13
  • 21. Exci 2 - RoBM Start sketching a canvas for your idea/company List top 3 problems you are solving for your potential customers List “Jobs to be done” Document how early adopters solve these problems today Problem Top 3 problems Existing Alternatives søndag 2. juni 13
  • 22. lE sTTuP EtH - MRy business model design - canvas with testable hypotheses customer development - get out of the building and test the hypotheses agile development - building a minimum viable product (MVP) søndag 2. juni 13
  • 24. AlITE RoBM/OlUOn T Problem/Solution Fit Product/Market Fit Scale Activities: Problem and solution interviews, viability testing Test all your hypotheses in Problem/Solution/Customer Segments Pivoting! - substantial change to one or more blocks in the business model Done when validated that problems are must-haves, minimum features for “must have” (MVP) , customer is willing to pay x søndag 2. juni 13
  • 25. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
  • 26. IaBItY EsTG Landing page Concierge Wizard of Oz Prototypes Wireframe/Mockups, similar products Test apps Crowd-Funding test He Al AsU oF UcCS I ThE UmB O eXRiMTs At N B CrOwEd TO 2 HRs.” -Thomas Alva Edison søndag 2. juni 13
  • 28. g raD TO Pit - a Let Oe Crowd Fundraising to Groupon Burbn comparable to foursquare to Instagram Roleplaying game to Flickr HotOrNot.com to Facebook Personal podcasting to Twitter Cellular Phone for kids to simcard to Bipper (iphone app) Mobile restaurant menu to PAM (shopping centre promotion/map) søndag 2. juni 13
  • 29. ChIE RoDT/ArK It Problem/Solution Fit Product/Market Fit Scale Activities: Building your MVP, sell it to early adopters Test all your hypotheses in Solution/Key Metrics/UniqueValue Prop Pivoting! Done when validated key metrics show high retention, customer satisfaction and customer acquisition søndag 2. juni 13
  • 30. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
  • 31. PtIZe R CL Problem/Solution Fit Product/Market Fit Scale How to accelerate growth? How do we scale internationally? søndag 2. juni 13
  • 32. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
  • 33. UsTER EvEPmE sUAR Search Execute Problem/Solution Fit Product/Market Fit Scale Pivots Optimizations Validated Learning Revenue & Growth Method How to change Objective søndag 2. juni 13
  • 34. bUNeS MoDInG wIH EN AAs søndag 2. juni 13
  • 35. EN AAs Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin RoDT AEt søndag 2. juni 13
  • 36. 2. UsTER EgMTs Who are your customers segments? Who are your users? Identify early adopters - NOT mainstream customers. Example segments: Small companies in Norway Mothers with children between 2-5 years old Customer Segments Target customers Early Adopters segment her er også ikke helt bra,...... søndag 2. juni 13
  • 37. tENoLY-APtI lI cYE Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% Chasm søndag 2. juni 13
  • 38. Exci 3 Fill out problem and customer segment blocks søndag 2. juni 13
  • 39. Exci 3 Fill out problem and customer segment blocks søndag 2. juni 13
  • 40. 3. NiQ AE RoPIOn Why are you different and worth getting attention? Target Early Adopters High-level concept pitch Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept søndag 2. juni 13
  • 41. Exci 4 Define your unique value proposition(s) and high level pitch søndag 2. juni 13
  • 42. Exci 4 Define your unique value proposition(s) and high level pitch søndag 2. juni 13
  • 43. 4. OlUOn For each problem, define your simplest solution. The solution should NOT be more than your MVP (MinimumViable Product) Solution Top 3 features søndag 2. juni 13
  • 44. Exci 5 Try to define your solution / MVP. søndag 2. juni 13
  • 45. Exci 5 Try to define your solution / MVP. søndag 2. juni 13
  • 47. 5. HaNL How/Where can you meet potential customers? How/Where can you sell to customers? How/Where can you distribute your product to customers? No partners or referrals (yet) - focus on direct Channels Path to customers søndag 2. juni 13
  • 48. 6. EvEE TrES How will you charge you customers? What will you charge? Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
  • 49. 7. OsT TrUUR What are the most important costs you will have? Examples: Costs to interview Costs to build MVP/prototypes Monthly fixed costs (staff/office etc) Sales / Distribution costs Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. søndag 2. juni 13
  • 50. 8. EY EtRS What key numbers/activities define our success and progress? Focus on and run experiments for ONE metric at the time Examples: Key feature usage New customers Churn Key Metrics Activity that drives retention/revenue søndag 2. juni 13
  • 51. 9. NfA DvAAG Unfair Advantage Can’t be easily copied or bought What is you unfair advantage? A real unfair advantage cannot easily be copied/bought. Examples: Large network effect Personal Authority The right “expert” endorsements søndag 2. juni 13
  • 52. Exci 6 - OmPTe E CVA Nå skal dere: 5 min på å ferdigstille canvasen Presentere Lean Canvas for de andre - 3 minutter Oppsummering / diskusjon i plenum søndag 2. juni 13
  • 53. Exci 6 - OmPTe E CVA Nå skal dere: 5 min på å ferdigstille canvasen Presentere Lean Canvas for de andre - 3 minutter Oppsummering / diskusjon i plenum søndag 2. juni 13
  • 54. Problem Top 3 problems Existing Alternatives Solution Top 3 features Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Early Adopters Problem Top 3 problems Existing Alternatives Key Metrics Activity that drives retention/revenue Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Unique Value Proposition Single, clear compelling message that states why you are different and worth buying High-Level Concept Channels Path to customers Customer Segments Target customers Early Adopters Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting Staff etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin søndag 2. juni 13
  • 55. “hmEwRk” For each company, to do until next week: Complete and revise your canvas Complete at least 3 problem interviews or another problem/JBT validation activity Finish reading Running Lean (at least chapter 1-7) Prepare to present canvas and interview summary next week søndag 2. juni 13
  • 56. RoBM NtEIEw Validate your hypotheses Key questions: Who has the problem/pain - Is this a viable customer segment? What are you solving? How do customers rank the problems? Who is the competition - How do you customers solve these problems today? søndag 2. juni 13
  • 57. OcUNt STs Be objective Document immediately after interview Notice their “keywords” søndag 2. juni 13
  • 58. øvEE 7 Hva kan du gjøre til neste samling for å validere dine “Jobs To Be Done” / Problems ? Dokumenter/Planlegg hva du vil gjøre. Vær veldig konkret både på rekruttering og gjennomføring. Problemintervju anbelfales, men foreslå gjerne alternative aktiviteter. søndag 2. juni 13
  • 59. rEUtENg JeNMføNg Eksempler: Bruke LinkedIn for å rekruttere 5 kandidater til problem intervju. Eksempler: Gjennomføre 5 problem intervjuer ute hos potensielle kunder. øvEE 7 søndag 2. juni 13
  • 60.  & A søndag 2. juni 13
  • 61. EeDCk Jeg likte spesielt godt...... Dere kan bli bedre på..... søndag 2. juni 13
  • 62. Kontaktinfo: helgeh@gmail.com Neste samling: onsdag 15. mai kl 0900-1300 AkK Or  DA! søndag 2. juni 13