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Running Lean - Dallas
- 1. RUNNING LEAN A systematic process for iterating your web application from Plan A to a plan that works ASH MAURYA @ashmaurya http://www.ashmaurya.com Thursday, November 4, 2010
- 2. The sad statistics of Plan A. Thursday, November 4, 2010
- 3. 9/10 startups fail Thursday, November 4, 2010
- 4. 66% drastically change their original plans Thursday, November 4, 2010
- 5. Not a better Plan A. But a path to a plan that works. Thursday, November 4, 2010
- 6. Running Lean is a systematic process for iterating from Plan A to a plan that works. Thursday, November 4, 2010
- 7. Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to deïŹne and measure progress? Thursday, November 4, 2010
- 8. Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to deïŹne and measure progress? Thursday, November 4, 2010
- 9. About Me Thursday, November 4, 2010
- 10. Practice Trumps Theory Thursday, November 4, 2010
- 11. What is Running Lean Customer Development + Lean Startup + Bootstrapping Thursday, November 4, 2010
- 12. Requirements ReleaseDevelopment QA Customer Development Thursday, November 4, 2010
- 13. Requirements ReleaseDevelopment QA Some learning Customer Development Thursday, November 4, 2010
- 14. Requirements ReleaseDevelopment QA Some learning Most learning happens here Customer Development Thursday, November 4, 2010
- 15. Requirements ReleaseDevelopment QA Some learning Very little learning Most learning happens here Customer Development Thursday, November 4, 2010
- 16. A synthesis of Customer Development, Agile, and Lean Thinking. Lean Startup Thursday, November 4, 2010
- 17. Funding with customer revenue. Bootstrapping Thursday, November 4, 2010
- 18. Startups that succeed are those that manage to iterate enough times before running out of resources. - Eric Ries Speed Thursday, November 4, 2010
- 19. Get out of the building. - Steve Blank Learning Thursday, November 4, 2010
- 20. Right Action, Right Time. - Bijoy Goswami Focus Thursday, November 4, 2010
- 21. Speed, Learning, Focus. Thursday, November 4, 2010
- 22. There are no silver bullets Thursday, November 4, 2010
- 23. Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to deïŹne and measure progress? Thursday, November 4, 2010
- 24. 1. Document your Plan A 2. Systematically Test your Plan A Thursday, November 4, 2010
- 25. There is an âIâ in Vision Smart people can rationalize anything. Thursday, November 4, 2010
- 26. Business Model vs Business Plan Thursday, November 4, 2010
- 27. Business Model vs Business Plan A document investors make you write that they donât read Thursday, November 4, 2010
- 28. Business Model vs Business Plan A single diagram of your business Thursday, November 4, 2010
- 29. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Canât be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, 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 Thursday, November 4, 2010
- 30. The 3 Stages of a Startup Problem/Solution Fit Product/Market Fit Scale Thursday, November 4, 2010
- 31. Validate Problem/Solution Fit Problem/Solution Fit Product/Market Fit Scale Do I have a problem worth solving? Thursday, November 4, 2010
- 32. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Canât be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, 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 Thursday, November 4, 2010
- 33. Achieve Product/Market Fit Have I built something people want? Problem/Solution Fit Product/Market Fit Scale Thursday, November 4, 2010
- 34. Requirements ReleaseDevelopment QA Some learning Very little learning Most learning happens here Thursday, November 4, 2010
- 35. Requirements Release Customer Discovery Customer Validation Continuous Deployment Thursday, November 4, 2010
- 36. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Canât be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/ revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, 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 Thursday, November 4, 2010
- 37. Optimize for Scale How do I accelerate growth? Problem/Solution Fit Product/Market Fit Scale Thursday, November 4, 2010
- 38. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Canât be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, 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 Thursday, November 4, 2010
- 39. Before Product/Market Fit Validated Learning Pivots Problem/Solution Fit Product/Market Fit Scale Thursday, November 4, 2010
- 40. After Product/Market Fit Growth Optimizations Validated Learning Pivots Problem/Solution Fit Product/Market Fit Scale Thursday, November 4, 2010
- 41. Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to deïŹne and measure progress? Thursday, November 4, 2010
- 42. Not just limited to code Thursday, November 4, 2010
- 43. Speed, Learning, Focus. Thursday, November 4, 2010
- 44. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 45. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 46. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Canât be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, 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 Thursday, November 4, 2010
- 47. Leap of Faith: Being known as an âexpertâ will drive early adopters Hypothesis: Blog post will drive >100 early sign-ups Thursday, November 4, 2010
- 48. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 49. Time is more valuable than money. Thursday, November 4, 2010
- 50. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 51. Qualitative Quantitative Start here Verify with data Thursday, November 4, 2010
- 52. Thursday, November 4, 2010
- 53. Words matter Images matter Thursday, November 4, 2010
- 54. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 55. Thursday, November 4, 2010
- 56. Thursday, November 4, 2010
- 57. How to build a validated learning loop 1. Formulate falsiïŹable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
- 58. We thought (Hypotheses): Our Customers told us (Insights): Next Steps (Future Experiments): 0 12.5 25 37.5 50 Jan Feb Mar Apr May June July $20K $15K $10K $5K $0 âą Personal Authority would be a viable channel to early adopters âą Customers would vote the problem as âmust-haveâ âą Customers would pay $49/mo âą Most early adopters did come through blog and twitter âą Customers voted #3 problem as âmust- haveâ. Others as nice-to-have âą $49/mo works for customers with early traction âąTest MVP based on âmust-haveâ problem âąTest a âFreeâ model Results from last iteration Thursday, November 4, 2010
- 59. Not a better Plan A. But a path to a plan that works. Thursday, November 4, 2010
- 60. Thanks! Ash Maurya twitter: ashmaurya blog: http://www.ashmaurya.com Running Lean - the book Systematically iterate your product from plan A to a plan that works http://www.RunningLeanHQ.com Thursday, November 4, 2010