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How to Identify a Lean Startup
- 1. Steve Guengerich June 30, 2012 2012年6月30日
- 2. How to Identify a Lean Startup 如何定义精益创业
- 3. 11 727 20
- 4. 58 new product ideas to get 1 successful product 58 个新产品的想法只为获得一个成功 的产品。
- 5. 66% change their original plans drastically 66% 大幅改变原来的计划。
- 7. Not a better Plan A But a path to a plan that works. 没有更好的计划， 但是有一个可行路径的计划。
- 8. Lean Startup is a rigorous process for iterating from a Plan A to a plan that works 精益创业是个重复从计划到可行计划的严谨 过程。
- 9. Agenda 议程 1. What is a Lean Startup? 什么是精益创业? 2. What does a Lean Startup look like? 精益创 业是什么样子？ 3. How can you use Lean to define and measure progress? 您如何使用精益来定义与衡量过 程？
- 10. New Idea “Stages of Adoption” 新理念 “采用阶段” • Ignored 忽视 • Misunderstood 误解 • Obvious – now and before 显而易见－目前和 以前
- 11. We are Lean because… 我们精益因为… • we got a great deal on our furniture… 我们买物美价廉的家具…
- 12. We are Lean because… 我们精益因为… • we got a great deal on our furniture… 我们买物美价廉的家具… • we surveyed all our customers and found that… 我们调查了所有的顾客，发现…
- 13. We are Lean because… 我们精益因为… • we got a great deal on our furniture… 我们买物美价廉的家具… • we surveyed all our customers and found that… 我们调查了所有的顾客，发现… • we’ve implemented continuous deployment… 我们已经执行了不断地部署…
- 14. A Lean Startup is about speed 精益创业就是关于速度 Startups that succeed are those that manage to iterate enough times before running out of resources. 创业的成功是管理资源耗尽之前能有足够时 间重复。 - Eric Ries
- 15. A Lean Startup is about focus 精益创业就是关于专注重点 Focus on the right actions that are important to the startup, and ignore the rest. 创业最重要的是专注于准确的行动，其他都 不重要。
- 16. Characteristics of a Lean Startup 精益创业的特性
- 17. Business Model vs. Business Plan 商业模式 vs. 商业计划
- 18. Business model hypothesis 商业模式假设 1. What is the problem I’m solving? 我解决的 问题是什么？ 2. Who is the customer? 顾客是谁？ 3. How – business model 如何 – 商业模式
- 19. Lean Startup canvas Problem Solution Unique Unfair Customer Value Advantage Segments Proposition Top 3 problems Top 3 features Can’t be easily Target customers Single, compelling copied or bought clear message Key that states why Channels you are different Activity and worth buying Activity that Path to drives retention/ customers revenue Cost Structure Revenue Streams Customer acquisition costs Revenue model Distribution costs Life time value Hosting Revenue People, etc. Gross margin
- 20. 精益创业样板 问题 解决 独特价值 不公平的 顾客区隔 论点 优势 前三个特点 前三个问题 无法轻易被复 目标顾客 单一、令人信服 制或购买 的明确信息说明 主要活动 你为什么不同并 管道 值得购买 为保留/收入的 往顾客的路径 活动 成本结构 收入来源 获得顾客成本 收入模式 销售通路成本 终生价值 托管 收入 人事等等。 毛利率
- 21. Validate Problem / Solution Fit 验证问题/适合解决方案 Problem/solution Product/market Scale 规模 fit 问题/适合解 fit 产品/适合市 决方案 场 Do I have a problem worth solving? 有没有值得我去解决的问题？
- 22. Problem/Solution Fit - Lean Canvas P S UVP UA CS Top 3 problems Top 3 features Single, compelling Can’t be easily Target clear message copied or bought customers that states why KA you are different CH and worth buying Activity that Path to drives retention/ customers revenue C$ R$ Customer acquisition costs Revenue model Distribution costs Life time value Hosting Revenue People, etc. Gross margin
- 23. Achieve Product / Market Fit 实现产品 / 适合市场 Problem/solution Product/market Scale fit fit Have I built something people want? 我是否创建了人们想要的东西？
- 24. Product development gets in the way of learning 获得产品开发的学习方式 Most learning happens Some learning 少数学习 here 大多数学习在此 出现 Requirements Development QA Release 要求 开发 质量保证 发行 Very little learning 极少数学习
- 25. Involve customers throughout product dev 顾客参与整个产品开发 Requirements Continuous Release 要求 Deployment 发行 不断地部署 Customer Customer Discovery Validation 顾客发现 顾客验证
- 26. Product/Market Fit - Lean Canvas P S UVP UA CS Top 3 problems Top 3 features Single, Can’t be easily Target customers compelling clear copied or bought message that KA states why you CH are different and worth buying Activity that Path to drives revenue/ customers retention C$ R$ Customer acquisition costs Revenue model Distribution costs Life time value Hosting Revenue People, etc. Gross margin
- 27. Scale - Lean Canvas P S UVP UA CS Top 3 problems Top 3 features Single, compelling Can’t be easily Target customers clear message copied / bought that states why KA you are different CH and worth buying Activity that Path to drives revenue/ customers retention C$ R$ Customer acquisition costs Revenue model Distribution costs Life time value Hosting Revenue People, etc. Gross margin
- 28. After Product / Market Fit 后产品 / 适合市场 Problem/solution Product/market Scale fit fit Validated learning 验证学习 Growth 发展 Pivots 中心点 Optimizations 优化
- 29. Start with what matters 从最重要的先开始 P S UVP UA CS Feature #1 Feature #2 Feature #3 Problem #1 特点 #1 Founders Problem #2 特点 #2 Marketers Problem #3 特点 #3 创始人 问题 #1 KA CH 营销人员 问题 #2 问题 #3 C$ R$
- 30. But also tackle the riskiest part 但也处理最危险的部分 P S UVP UA CS Something that can’t be copied Problem #1 Feature #1 or bought Founders Problem #2 Feature #2 无法轻易被复 Marketers Problem #3 Feature #3 制或购买 KA CH Personal authority Website 个人 权力 网站 C$ R$ Subscription model: $49 / mo. 订阅模式: 每月$49
- 31. Formulate falsifiable hypotheses 规划可证伪的假设 Leap of Faith: Being known as an “expert” will drive early adopters 坚信: 被称为“专家”将推动早期采用者 Hypothesis: Blog post will drive > 100 early sign-ups 假设: 博客文章将推动大于一百个早期注册
- 32. Build accessible dashboards CH Personal authority will drive early adopters Hypothesis Metrics Week 1 Week 2 Blog post will drive > 100 early sign-ups Number of teaser 72 20 page sign-ups Conduct 30-50 customer interviews within Number of customer 5 9 4 weeks interviews CS Early adopters will primarily be pre-product/market fit companies Hypothesis Metrics Week 1 Week 2 80% of early adopters will be founders Percentage of 4/5 6/9 interviewees that fit this description P Problem fit Hypothesis Metrics Week 1 Week 2 80% of early adopters will vote problem Number of must- 3/3 7/9 as must-have have votes from customer interviews
- 33. 建立易理解的仪表板 CH 个人权力将推动早期采用者 假设 度量 第一周 第二周 博客文章将推动大于一百个早期注册 测试登录页数量 72 20 4个星期内进行30到50个顾客访谈 顾客访谈数量 5 9 CS 早期采用者将主要是前期产品/适合市场公司 假设 度量 第一周 第二周 80% 的早期采用者将是创始人 符合这个描述的受访者之百分比 4/5 6/9 P 适合问题 假设 度量 第一周 第二周 80% 的早期采用者把投票问题视为必须 来自必须投票受访顾客数量 3/3 7/9
- 34. Make the results auditable 结果是可审计的
- 35. Run board meetings in a lessons learned format 以经验教训的形式来运作董事会会议
- 36. Steve Guengerich SteveG@appconomy.com @sguengerich on Weibo and Twitter Thanks 感谢!