The Scientific Method Ask a Question or Research Hypothesis - - PowerPoint PPT Presentation

The Scientific Method

Ask a Question or Address a Problem Research Experiment Hypothesis Analysis Conclusion

The Lean Startup Approach

• The Lean Startup provides a scientific approach to creating and

managing startups and get a desired product to customers' hands faster.

• It is a principled approach to new product development.
• Too many startups begin with an idea for a product that they think

people want.

• They then spend months, sometimes years, perfecting that product

without ever showing the product, even in a very rudimentary form, to the prospective customer.

• When they fail to reach broad uptake from customers, it is often

because they never spoke to prospective customers and determined whether or not the product was interesting.

• When customers ultimately communicate, through their

indifference, that they don't care about the idea, the startup fails.

Work Smarter Not Harder

• The Lean Startup methodology has as a premise that every startup is a

grand experiment that attempts to answer a question.

• The question is not "Can this product be built?"
• Instead, the questions are
• "Should this product be built?" and
• "Can we build a sustainable business around this set of products and

services?"

• This experiment is more than just theoretical inquiry; it is a first

product.

• If it is successful, it allows a manager to get started with his or her

campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product.

• By the time that product is ready to be distributed widely, it will

already have established customers.

• It will have solved real problems and offer detailed specifications for

what needs to be built.

Develop An MVP

• A core component of Lean Startup methodology is the build-measure-

learn feedback loop.

• The first step is figuring out the problem that needs to be solved and

then developing a minimum viable product (MVP) to begin the process

• f learning as quickly as possible.
• Once the MVP is established, a startup can work on tuning the engine.

This will involve measurement and learning and must include actionable metrics that can demonstrate cause and effect question.

• The startup will also utilize an investigative development method

called the "Five Whys"-asking simple questions to study and solve problems along the way.

• When this process of measuring and learning is done correctly, it will

be clear that a company is either moving the drivers of the business model or not.

• If not, it is a sign that it is time to pivot or make a structural course

correction to test a new fundamental hypothesis about the product, strategy and engine of growth.

Validated Learning

• Progress in manufacturing is measured by the production
• f high quality goods.
• The unit of progress for Lean Startups is validated

learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty.

• Once entrepreneurs embrace validated learning, the

development process can shrink substantially.

• When you focus on figuring the right thing to build-the

thing customers want and will pay for-you need not spend months waiting for a product beta launch to change the company's direction.

• Instead, entrepreneurs can adapt their plans

incrementally, inch by inch, minute by minute.

Eliminate Uncertainty

• A start-up is a human institution designed to

create a new product or service under conditions of extreme uncertainty

• Lean isn't simply about spending less money.
• Lean isn't just about failing fast, failing

cheap.

• It is about putting a process, a methodology

around the development of a product.

Must be done most economically Get Stakeholders

• n Board

Launch Commercial Operations

Business Model Canvas

Who will help you?

How do you do it? What do you need?

What do you do?

How do you interact? How do you reach them?

Who do you help? What will it cost? How much will you make?

Key partners Who are your key partners/suppliers? What are the motivations for the partnerships? Key activities What key activities does your value proposition require? What activities are important the most in distribution channels, customer relationships, revenue stream…? Value Proposition What core value do you deliver to the customer? Which customer needs are you satisfying? Customer Relationship What relationship that the target customer expects you to establish? How can you integrate that into your business in terms of cost and format? Customer Segment Which classes are you creating values for? Who is your most important customer?

Business Model Canvas

Key Resource What key resources does your value proposition require? What resources are most important in the distribution channels, customer relationships, revenue stream…? Distribution Channel Through which channels that your customers want to be reached? Which channels work best? How much do they cost? How can they be integrated into your and your customers’ routines? Cost Structure What are the most important cost factors in your business? Which key resources/ activities are most expensive? Revenue Stream For what value are your customers willing to pay? What and how do they recently pay? How would they prefer to pay? How much does every revenue stream contribute to the overall revenues?

Business Model Canvas

SO… WHAT IS A VALUE PROPOSITION?

• Part of a firm’s business model
• An element of strategy
• A reflection of the value a firm offers its customers
• And finally… A carefully crafted marketing message
• Communicates a clear point of differentiation
• Is highly persuasive
• Supports lead generation and sales
• And more…

A Value Proposition Is…

Definition - Value Proposition

• A value proposition describes why a

customer should buy a product or service

• It targets a well defined customer

segment

• It convinces prospective customers that a

particular product or service will add more value or better solve a problem than competitive products or services

Exercise: iPAD 3

iPAD 3 Value Proposition

• The iPad’s Retina Display is like the jump between DVD and

Blu-ray.

• Indeed, the new iPad’s value proposition is entirely

centered on a huge resolution improvement.

• The new Retina Display finally gives the iPad a feature that

you can’t find anywhere else.

• Few consumer computer monitors reach near the new

iPad’s 2048 by 1536 resolution. The screen is also far beyond the 1920 by 1080 resolution of HDTVs.

• Because of its high resolution, the Retina Display makes

practically everything look better, even merely browsing the web.

SEGWAY: What Happened?

Cover more ground. Be more productive. Move more intelligently.

• Revolutionary/disruptive transportation

device with serious “cool factor”never reaches its expected potential

• It’s value proposition didn’t resonate:
• Failure to properly segment the market:

they targeted basically everyone

• The problem they were solving was vague:

“need” was missing

• The product couldn’t change behavior: We

are hooked on cars

• At $5,000 priced too high for most

Which Customers?

• Consumer markets can be segmented by:
• Demographics
• Geography
• Psychographics
• Behavioral
• Sociocultural
• Hybrids of the above
• B2B markets by:
• Type of business (manufacturer, retailer,

wholesaler, service provider)

• Size of Business
• Financial Strength
• Number of Employees
• Location
• Structure
• Sales Level

Business Model Generation

“A value proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (price, speed of service) or qualitative (design, customer experience).”

Creating Value for Customers

• Accessibility
• Make products and services

available to people who have no prior access to them

• Can be through innovations in

business models or technology

• Examples
• ZipCar – Car sharing service

(wheels when you want them)

• Progressive Insurance – Car

insurance for high risk drivers

Creating Value for Customers

• Performance
• Improving the performance of

products or services

• Examples
• PCs: Increased disk storage and

speed

• Digital cameras: increased pixels

and resolution, more powerful zoom

Apple’s ipod Hypothesis

People will pay to download music to listen to in public = Profit

CCom

Scale Organization

Proposed Funnel(s) Sales Execution Scale Operations Proposed MVP

Problem- Solution Fit

Business Model Product Market Fit Sales & Marketing Roadmap

Company Creation

Company Building

Pivot

The Four Steps to Epiphany

Customer Discovery Customer Validation

Drew Houston

The Mantra