၂၀၁၆ ခုႏွစ္၊ ေဖေဖာ္၀ါရီလ (၂၈)ရက္ေန႔ (တနဂၤေႏြေန႔) ၊ မႏၱေလးျမို႕၊ အမ်ိဳးသား ဇာတ္ရံုမွာ က်င္းပျပဳလုပ္ခဲ့တဲ့ Better Future Better Myanmar-2016, Myanmar Miracle Free Seminar series ရဲ႕ ပထမဆံုးပြဲဦးထြက္ မွာ " Startup with MVP " ေခါငး္စဥ္ျဖင့္ ပါေမာၡ ေဒါက္တာေအာင္ထြန္းသက္ ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။

1. Prof. Dr.Aung Tun Thet
Startup With
Minimum
Viable Product
(MVP)

2. Prof. Dr.Aung Tun Thet
Startup With
Minimum
Viable Product
(MVP)

3. Definitions

4. ADOPTION CURVE

5. Minimum Viable Product (MVP)
• “What could we make at a minimum,
• to get our product functioning,
• to prove it is a solution to a problem?”

6. • Minimum Viable Product Is Not a Product
• It’s a Process

7. How founders think MVP will work

8. How MVP actually works
.

9. .

10. Trial-and-Error World
• One who can find errors the fastest wins
• “Fail fast”
• “Speed Wins”
• “Lean”
• “Agile”

11. Trial-and-Error World
• Getting feedback from real users as quickly as possible
• Building product, writing marketing plan
• Asking two questions:
1. What is the riskiest assumption?
2. What is the smallest experiment I can do to test
this assumption?

12. MVP
• Product with just enough features that could be sold
• Carrying out market analysis beforehand

13. MVP

16. Minimum Viable
Bad products no one
wants to buy
Minimum + Viable
Products for startups to build
Products built by better
financed companies

19. MVP

22. Lean Startup
Methodology

23. Startups
• Dedicated to creating something new
• Conditions of extreme uncertainty
• Mission: discover successful path to sustainable business
• Most fail
• Preventable

24. Lean Startup Approach
• More capital efficient
• Leverage human creativity more effectively
• Lessons from lean manufacturing
• “Validated learning”

25. Lean Startup Approach
• Counter-intuitive practices
• Shift directions with agility
• Altering plans inch by inch, minute by minute

26. Lean Startup Approach
• Not wasting time creating elaborate business plans
• Test continuously
• Adapt and adjust
• Scientific approach
• Creating and managing successful startups

27. Lean Startup
• “Startup success can be engineered by following the process,
• which means it can be learned,
• which means it can be taught.”

28. Lean Startup
• Get desired product to customers' hands faster
• Drive, steer, turn, and persevere
• Principled approach to new product development.

29. Startups
• Begin with idea for product that they think people want
• Spend months, years, perfecting product without ever
showing to prospective customer
• Never spoke to prospective customers
• When customers ultimately communicate through
indifference > fails

30. Lean
Startup
Approach
Code Faster
Measure Faster
Learn Faster

31. • “By the time that product is ready to be distributed widely,
• it will already have established customers.”

32. Eliminate Uncertainty
• Tailored management process
• Not "just do it" approach
• Create order not chaos by testing vision continuously
• Putting methodology around development of product

33. Work Smarter not Harder
• Startup grand experiment
• Answer question
• Not "Can this product be built?"
• But
• "Should this product be built?"
• "Can we build sustainable business around this set of products
and services?"

34. Work Smarter not Harder
• Not theoretical inquiry
• First product
• Get started with campaign
• Enlisting early adopters
• Solved real problems
• Detailed specifications

35. Develop MVP

36. Lean Startup Methodology
• Build-Measure-Learn feedback loop
• Figure out problem to be solved
• Develop minimum viable product (MVP)
• Process of learning as quickly as possible

37. Lean Startup Methodology
• Startup work on tuning engine
• Involve measurement and learning
• Include actionable metrics that demonstrate cause and
effect question

38. Lean Startup Methodology
• Startup utilize investigative development method called
"Five Whys“
• Asking simple questions to study and solve problems
• Clear if company either moving drivers of business model
or not
• If not, pivot or make structural course correction to test
new fundamental hypothesis about product, strategy and
engine of growth

39. Validated
Learning

40. Validated Learning
• Rigorous method for demonstrating progress
• Development process shrink substantially
• Figuring right thing to build - thing customers want and
will pay for
• Not spend months waiting for product launch to change
company's direction

41. Principles

42. Entrepreneurs are Everywhere
• Don't have to work in garage to be startup
• See need
• Get started
• “Concierge MVP" technique - entrepreneur solves
customer problems manually before automating solution;
with customers, figuring out what really needs to be done
1

43. • "Use customer feedback to improve the solution,
• repeating the process to rapidly create an effective solution,
• that meets the customer service need."

44. • "Think big.
• Start small.
• Scale Fast."

45. Entrepreneurship Is Management
• Startup institution
• Not just product
• Requires new kind of management
2

46. Validated Learning About Customers
• Startups exist not to make stuff, make money, or serve
customers
• Exist to learn to build sustainable business
• Learning validated scientifically
• Running experiments to test each element of vision
3

47. Validated Learning About Customers
• Revenue alone not a sufficient goal
• Focusing on it exclusively can lead to failure as surely as
ignoring it altogether
• What matters proving viability of business model
(“traction”)

48. Validated Learning About Customers
• Customer Validation
• Total revenue not very useful
• How profitable is it on per-customer basis?
• What’s the total available market?
• What’s ROI on acquiring new customers?
• How do existing customers respond to our product over time?

49. Innovation Accounting
• Startups exist not to make stuff, make money, or serve
customers
• Exist to learn to build sustainable business
• Learning validated scientifically
• Running experiments to test each element of vision
4

50. Innovation Accounting
• Improve entrepreneurial outcomes
• Hold entrepreneurs accountable
• Focus on boring stuff:
• How to measure progress
• How to setup milestones
• How to prioritize work
• New kind of accounting

51. Build-Measure-Learn
• Startup
• Turn ideas into products
• Measure how customers respond
• Learn whether to pivot or persevere
• Successful startup processes geared to accelerate
feedback loop
5

52. Product Development
• “Good enough never is”
• Inspirational
• “This work is simply not good enough”
• Create environment where courage thrives

53. Is "good enough" good enough?
• Rules of thumb unhelpful
• When should you settle for good enough and when should you
push yourself to do your best?
• Dilemma that minimum viable product designed to
solve
• Hard

54. Third Way
• Action/paralysis not only options
• “Customer is the most important part of the production line.”
• Quality defined in eye of customer - not by standards set
by insiders - factors beyond reliability: design, ease of
use, aesthetic appeal, and convenience

55. MVP
• How can we build quality in if we do not yet know who the
customer is?
• “If you do not know who the customer is,
• you do not know what quality is”

56. Final Thoughts

57. MVP
• Version of new product
• Allows team to collect maximum amount of validated
learning
• With least effort

58. MVP
• What will the customer care about?
• How will they define quality?

59. MVP
• Startups simplify
• How do you know which features are essential and which
should go?
• No formula
• Requires judgment

60. Pursuit of Learning
• Product-centric
• Ongoing
• Commitment absolute
• Execute, iterate, and learn
• Get through build-measure-learn feedback loop with
maximum speed

61. Thank You!