Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University

The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.

Journey Maps are a popular and important method in customer and user experience optimization. Here are some best practices for creating Journey Maps that will be effective in transforming your customer’s experience. The infographic discusses: -What journey maps are and why create them -The high-level steps to create a customer journey map -The essentials of effective customer journey maps -The different types of journey maps (ex: Customer Lifecycle, Service Blueprint) -An example customer journey.

The document discusses the three phases of a SaaS startup's lifecycle: searching for product-market fit, scaling the business, and searching for a repeatable and profitable growth model. It emphasizes the importance of recognizing what phase a startup is in and taking the appropriate actions, such as not jumping ahead or expanding sales too quickly before completing the current phase. Cash conservation is also stressed until reaching the scaling phase. Aligning sales, marketing, and other functions is highlighted as important for predictable growth. The phases and lessons provided serve as a guide for SaaS founders to strategically navigate their company's development.

The document discusses different types of minimum viable products (MVPs) that can be used to validate ideas with users without extensive coding, design, or financial risk. It provides examples of low-fidelity MVPs like interviews, paper sketches, mockups, landing pages, and concierge MVPs. It also discusses higher-fidelity options like video and crash test MVPs, noting you can get user feedback without fully building the product. The overall process of creating a vision, running experiments, creating MVPs, and incorporating feedback is summarized.

The document discusses shifting marketing content from being product-focused to being persona-based in order to create more meaningful connections with target audiences. It describes how best-in-class companies isolate buyer personas and define their attributes and needs at different stages to develop relevant content. It also presents a framework called the "Messaging Nautilus" which consists of 8 steps for transforming messaging skills and creating audience-centric content. Case studies show how companies improved marketing results like website traffic and sales by aligning their messaging and content to specific buyer personas.

Introduction and overview to the lean process for startups. An evidence based approach to validate early hypothesis and develop a solid Business Model before launch. Involving Customer Development, Hypothesis testing, Minimum Viable Product, (MVP) to get to Product/ Market fit and ultimately A replicable scalable business model. This simple but disciplined approach takes the guess work out of taking an idea and turning it into a viable company. Based on Eric Reis, Steve Blank and Alex Osterwald's work with Lean Startup, Lean launchpad, customer development and Business Model Canvas. Now in practice by multiple Incubators, Accelerators, Universities and now the National Science Foundation through ICorp to validate business ideas with before investing.

During the SaaS.City Customer Success bootcamp on Monday the 18th of September 2017, attendees at SaaStock 2017 found out how to manage customer risk, map customer health scores, justify the expense of Customer Success, and so much more. The Customer Success Bootcamp mentors include Dan Steinman, GM of Gainsight EMEA; David Apple, VP of Customer Success at Typeform; and Cristina Georgoulaki, Head of Customer Success at Typeform. This event was exclusively for SaaStock conference ticket holders.

How to search for the right minimal viable product and find product/market fit. From Shawn Carolan Menlo Ventures

This document outlines a roadmap for B2B startups to achieve predictable, repeatable, and profitable growth. It discusses that for B2B companies, there is an important step missing between searching for product-market fit and scaling the business - finding a repeatable, scalable, and profitable growth model. This involves completing several sub-phases, including proving the product's value, finding a repeatable sales motion, ensuring customer success, and making the business profitable and scalable. The key is avoiding jumping ahead in the process before completing each phase, as this can lead to wasted cash and shorten the startup's runway.

Product Market Fit - concept overview lecture. Agenda (1) Why most of startups fail? (2) What is Product Market Fit? (3) Customer Discovery for Problem Solution Fit (4) Customer Validation for Product Market Fit (5) Indicators of Product Market Fit (6) After PMF - scaling and company building

The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.

The document discusses tools and processes for designing and testing value propositions for businesses. It describes using the Value Proposition Canvas tool to iteratively search for value propositions that customers want through designing, testing, and evolving propositions. It emphasizes managing the non-linear process of value proposition design by systematically applying tools like the Canvas to reduce risk.

There are ways to lower risk, cost and speed of effectiveness in raising the Customer Experience bar in your organization. This is a focus on developing quick wins to get better #custexp outcomes in shorter time frames.

Early-stage Fundraising 101 & How Not to Screw it Up - from a VC perspective. Presented by Gerrit Jurilj (btov Partners)

This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/

Just because you say that you want to "delight your customers" doesn't mean that you actually do. Very often, we don't even know where we're failing to meet the expectations of our customers. This 7-steps exercise helped us visualize our customers’ experience and prioritize what we’ll work on based on data and not assumptions. The process has worked for me ever since. Original article: https://medium.com/omneechannel/7-steps-guide-to-building-a-customer-journey-map-d2c3b00cfffd Content: 1. Why you need to map out your customer experience 2. Don't get intimidated by the complexity 3. 7 steps to create your Customer Journey Map - Collect data from your customers and prospects - Define your personas and goals - Define stages of your customer journey - Add your customer actions, thoughts, and emotions - Define key highlights and pain points - Write down what you can do to improve - Prioritize and execute changes Special thanks to Kristjan Pecanac from Hekovnik startup school who helped me better understand these concepts when I just started my career in the tech industry.

The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.

You’ve figured out your value prop and you’ve got a great product under development. Now what? How can you develop a roadmap to build a company? Venture Capitalists often qualify deals as being a “feature”, a “product” or a “company”. Which do you have and how will you get where you want to go? This presentation addresses how to think about designing your product as a foundational element of your business. This includes thinking beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. It also focuses on formulating how to design your go-to-market strategy and business model into your product (with a modular architecture, distinctive packaging and a frictionless approach).

This slideshare is crafted with love for AD&PR Lab students at Panteion University. Read it and start thinking like a growth hacker before you even graduate.

Presentation for VCs, angels and incubator coaches on how to help startups implement customer development, specifically how to identify and test startup hypotheses. Draws heavily on ideas and content from Steve Blank, Cindy Alvarez and Jason Evanish.

Validating assumptions that underline a business idea is critical to the success of a new venture. Lean Startup approach encourages iterative experimentation that allows to deliver maximum value to customers with minimum amount of waste. In this presentation I will outline how tools such as Business Model Canvas and Validation Board allow entrepreneurs to structure their thoughts and experiments.

Getting people to engage with your blog’s content is key to creating a big following and wider reach. By creating an engaging community for your brand, website or company, drop-off rates will remain low and people will keep coming back for more. I’ve gathered 61 smart tips that helped me create several high engaging blogs in the past, and thought they might help you as well. See full post here: https://blog.captainup.com/61-tips-for-increasing-engagement-on-your-website/

This document discusses Lean Startup methodology. It defines Lean Startup as focusing on customer validation, shortening production time through minimum viable products, and maximizing learning through measurement and validated learning. Traditional startups often fail because they assume customers and features are known without validating. Lean Startup advocates building minimum viable products to test hypotheses, failing fast through experiments, and pivoting based on validated learning from metrics like the AARRR framework. The stages of Lean Startup are finding problems worth solving through customer development, defining minimum viable products, and maximizing learning through continuous deployment, A/B testing, and pivoting if needed.

This document provides an overview of a growth hacking workshop hosted by Growth Hacking Asia. The workshop covers topics such as SEO, conversion rate optimization, Facebook marketing, LINE marketing, referral marketing, and more. Attendees will participate in exercises to review websites and create Facebook events. The goal is to teach entrepreneurs processes, tools, and techniques to sustain growth. Over 3,000 entrepreneurs have attended workshops and bootcamps held in several Asian countries.

This is the second part of the Grow Hack Athens presentation by GrowthRocks, entitled GrowHackAthens: Growth Hacking For Mobile Apps.

"Before you write any code, make sure you have a failing test." This was a revolutionary idea, when it was first pitched in the late 90’s. Many successful entrepreneurs have been practicing a similar approach – "Before you build a product/service, make sure you have paying customers." In this talk, Naresh Jain shares his approach of finding effective MVPs to validate his Educational Product. Recently Naresh's article title "Sell before you build" was published by InfoQ http://www.infoq.com/articles/sell-before-you-build

This is the first part of the Grow Hack Athens presentation by GrowthRocks, entitled GrowHackAthens: Growth Hacking For Web Apps.

The document discusses creating a minimum viable product (MVP) for startups. An MVP is the first deliverable version containing only core features to test and validate the business model with minimal effort. It should redefine an industry, engage users, and balance needs and wants. The document then examines the MVP of Horsepower.ph, an online healthcare platform for entrepreneurs in the Philippines. Its MVP tipped the scale on corporate and individual healthcare plans, encouraged professionals, provided international medical assistance, allowed additional income through affiliate programs, and offered flexible healthcare coverage.

This document provides guidance on best practices for validating startup solutions through experimentation and learning. It recommends defining hypotheses, creating minimum viable products focused on learning, measuring results, and using feedback to iteratively improve products until they create value for customers. The goal is to test ideas outside the building by interacting with potential customers, rather than assuming ideas are valid internally. This process of creating, measuring, and learning allows startups to build products customers truly want.

This document discusses the importance of product/market fit and customer development for startups. It recommends focusing on building a minimum viable product (MVP) to test hypotheses and pivot if needed, using tools like landing pages, surveys, and analytics to gather customer feedback and validate ideas before fully developing the product. The goal is to achieve product/market fit with low costs through a series of MVPs and customer input.

This presentation discusses the concept of product-market fit and the lean startup methodology for achieving it. It explains that the lean startup approach rapidly tests hypotheses about a new venture based on customer feedback to refine promising concepts and eliminate flops. The goal is to validate business model hypotheses through rigorous experiments and metrics. Startups should get feedback from customers as soon as possible through a minimum viable product and pivot until product-market fit is achieved before scaling up. The presentation provides tips on measuring the right metrics, crossing the chasm to broader adoption, skills for product management, growth hacking techniques, and influential books and blogs on the topic.

My tech talk at Harvard Innovation Lab. Do you have an idea for a startup but aren't quite sure where or how to start on your product? Creating Minimum Viable Products allows you to quickly test out the assumptions you’re making about your business, validate that customers are indeed interested in – and willing to pay for – your solution, and help you to prioritize your product’s features. Hear case studies on what other, successful startups have done and learn a number of MVP tools you can use to quickly get your startup on the path to viability.

Naval Ravikant's talk at the 7th Founder Showcase. More at http://angel.co and http://venturehacks.com.

This document provides 10 secrets for quickly validating a product idea with real customers before building it out fully. The secrets include: 1) Writing down the product concept and assumptions; 2) Deciding to test assumptions like a scientist; 3) Finding people with the problem; 4) Starting validation with your own network; 5) Interviewing people and asking open-ended questions; 6) Finding the value proposition; 7) Recognizing that liking an idea differs from buying; 8) Challenging customers politely; 9) Having fun validating before fully building the product. The overall message is that validation is easier than full product development.

This document outlines Melissa Perri's presentation on creating effective MVP experiments. The presentation covers: 1. Defining what an MVP is and why they are important for validating assumptions before building fully. 2. Guidance on setting up MVP experiments, including defining the customer and problem, investigating assumptions, designing tests, measuring results, and iterating. 3. Different types of MVPs (e.g. concierge, wizard of oz, landing page) and when each is most appropriate. 4. Adapting MVP experiments based on customer feedback and constraints. 5. How MVP experiments can be incorporated into agile development processes using short sprint cycles.

The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.

The vast majority of startups fail NOT because they couldn’t build a product... but because nobody wanted the product. 没人要你的产品!

This document provides an overview of the Lean Startup methodology. It discusses key concepts like lean growth, lean customer development, lean product development, and the minimum viable product (MVP). It explains that the MVP is not a cheap or minimal version of the product, but rather the minimal process/strategy to sell a product to a customer. The document also recommends related readings on topics like the business model canvas and lean startup principles.

An overview of the Business Model Canvas and a few ways that it can be used by startups. Presentation from the RTP Lean Startup Circle.

I gave this talk at Developer Week 2013 in Nuremberg. It's about how to develop successful products using short iterations and Lean Startup.

Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.

Slide utilizzate per un breve pitch durante la manifestazione Campus Party 2017. Un rapido cenno a strumenti e approcci coniati di Steve Blank e Alexander Osterwalder, indispensabili per ridurre il rischio di lancio di un nuovo prodotto/servizio

This document provides an overview of lean startup principles for social impact startups. It discusses how startups should shift from growth as the sole goal to growth as a means to solve relevant problems. It emphasizes customer-centricity, focusing on people rather than managers, constant adaptation, building based on customer needs, using affordable tools, and platform-driven rather than supply chain-focused models. The document also discusses the importance of testing hypotheses with customers, building minimal viable products, and constantly learning through iterations to reduce risks related to products, customers, and market viability.

1) The document discusses business models and innovation. It provides examples of companies like Xerox and Google that invented new business models to accompany their new products or innovations. 2) A key point is that simply having an innovation is not enough - it must be paired with an innovative business model. Business models also need to be regularly adapted to changes in the environment. 3) The document introduces and explains the Business Model Canvas as a tool to describe, visualize, evaluate, and transform business models using 9 blocks that cover the key aspects of a business.

This document discusses the Business Model Canvas (BMC) and how it can be used to test assumptions about a business model. It provides an overview of each section of the BMC, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, Cost Structure, and explains what common problems occur in each area. It recommends using the BMC to track assumptions, test hypotheses frequently, and be willing to change the business model based on validated learning from customers.

The document discusses the importance of validating customer needs before building a product or service. It emphasizes that most startups fail due to a lack of market need rather than product issues. The document provides advice on customer development, including testing assumptions about customers, seeking validation that people are interested in the problem being solved, and driving growth by executing the business model. It stresses the importance of talking to customers directly and getting out of the office to better understand their needs and problems.

The document contains questions about analyzing a business model using the Business Model Canvas framework. It asks about identifying the most important costs, expensive resources and activities, preferred customer channels, current and best-performing channels, customer willingness to pay, revenue sources, key customers, customer relationships, partnerships, resource requirements, and value propositions.

A quick presentation about Validation Design & Experiment design. A little focus on the "EIA Startup Process - European Innovation Academy"

This document discusses a business model for an on-demand printing service. It provides templates for analyzing key aspects of the business model like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure and more. It then provides an example analysis filling in the details of the business model for an on-demand printing service focused on allowing customers to instantly print photos and share experiences.

This document provides an overview of a webinar on business model innovation. It discusses different types of business model innovation including innovation driven by resources, offerings, customers, and finances. It introduces the Business Model Canvas as a tool to describe business models using nine building blocks. Examples are provided of companies that innovated their business models including 23andMe, TEVA Pharmaceuticals, Xerox, and Amazon Web Services. The webinar aims to provide techniques for creating successful business models by having a common language and testing and taking risks.

Onopia - Slides du Webinaire Business Model Innovation Présentation du Business Model Canvas d'Alexander Osterwalder, agrémenté de nombreux exemples de Business Models Innovants. Onopia est un spécialiste de l'innovation de Business Model, de la création de nouveaux services et produits, du design thinking, de la créativité. Onopia accompagne de nombreuses entreprises de tous les secteurs, dans la redefinition de leurs offres et business models.

Présentation du Cabinet Elton-Pickford sur l'innovation des Business Models à Clubster Santé le 18 Novembre 2013 - Marcq en Baroeul

Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.

This document outlines an agenda for a workshop on using the Business Model Canvas. The agenda includes an introduction, a discussion of the business model and Business Model Canvas tool, exercises analyzing sample business models and the 9 building blocks of the canvas, and conclusions. The Business Model Canvas is a template used to describe the rationale of how an organization creates, delivers, and captures value. It includes elements like key partners, activities, resources, customer relationships, channels, customer segments, revenue streams, and costs.

The document discusses business models and provides two approaches for building one: the business model canvas and the four-box framework. It defines a business model as describing how a business creates, delivers, and captures value. It outlines 9 essential questions to consider, such as who the customers are and how value is delivered to them. The business model canvas uses a visual map with 9 blocks to depict the key elements of a business model. The four-box framework divides a business model into customer value proposition, profit formula, key resources, and key processes.

This document outlines the Business Model Canvas template, which is a strategic management tool used to describe the value proposition, infrastructure, customers, and finances of a business model in order to conceptualize, assess and modify business models. The canvas contains nine blocks that describe key components of a business model: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure.

This document outlines the Business Model Canvas template, which is a strategic management tool used to describe and design business models. The canvas contains nine blocks that represent key components of a business model: Key Partnerships, Key Activities, Key Resources, Value Propositions, Customer Relationships, Channels, Customer Segments, Revenue Streams, and Cost Structure. It is designed to help businesses graphically map out their operating model and identify potential weak points or opportunities for improvement.

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