131. Shut-up and Listen to Customer!
(黙って、カスタマーの話を聞く!)
Copyright 2017 Masayuki Tadokoro All rights reserved
Focus on listening - not pitching:
カスタマーの声を聞くことがキーである
Startup Science 2017
What is good startup idea
Does the issue really exist?
Do you provide solution to the issue?
Does product have market?
Formulating team to grow
https://www.youtube.com/watch?v=qAws7eXItMk
Path to find good business idea:
verify the quality of issues first
then, verify the quality of solution
Path to find good business idea:
verify the quality of issues first
then, verify the quality of solution
Path to find good business idea:
verify the quality of issues first
then, verify the quality of solution
スタートアップを始めるときに最も重要な質問とは?
Most important question:
Does customer with the issue really exist?
Never start with “what you want to build”
スタートアップ開始時にありがちなミス
Never start with “what you want to build”
スタートアップにとっての課題の重要性
Why are we using iPhone?
スタートアップにとっての課題の重要性
Users use iPhone since it solves problems
スタートアップにとっての課題の重要性
It is not because iOS7 is installed
スタートアップにとっての課題の重要性
スタートアップにとっての課題の重要性
You should always start by asking “Does customer really suffer from painful issues?”
課題の存在するかを、スキップしてしまう理由
Many start-ups skip this question, and why?
人間にはそれぞれバイアスがあり、そのバイアスを通じて、現実を湾曲して眺めている。つまり、”自分がみたいように現実を見ている”ということである。多くの場合”課題が実際にあるかどうか”深く検証せずに、”課題は存在する”ということを前提にプロダクトの開発を始めてしまう。
課題の存在するかを、スキップしてしまう理由
Because we have bias;
my problem is your problem because it is obvious to me
起業家はバイアスに気をつける
I can see old woman
I can see young lady
By conditioning for a few seconds, you are biased
起業家はバイアスに気をつける
We have biases and we see the world with the way we want to see it
起業家はバイアスに気をつける
You should always start by asking “Does customer really suffer from painful issues?”
起業家はバイアスに気をつける
Confirmation bias is innate behavior of human being:
you are collecting information in order to prove that your thought is correct
起業家はバイアスに気をつける
You have to start your startup with the thought in your mind that
issues and solution you would assume would be falsified
起業家はバイアスに気をつける
Visualize/put into word on how you are perceiving the matters or issues
起業家はバイアスに気をつける
Gaps of thoughts among founder sometimes bring fall-out of the team, and startup itself
スタートアップにとっての共通の理解とは?
スタートアップにとっての共通の理解とは?
スタートアップにとっての共通の理解とは?
スタートアップにとっての共通の理解とは?
Lean canvas is the tools though which each member can visualize and confirm “business model”
リーンスタートアップが導いてしまう誤解とは?
リーンスタートアップが導いてしまう誤解とは?
リーンスタートアップが導いてしまう誤解とは?
リーンスタートアップが導いてしまう誤解とは?
Path to find good business idea:
verify the quality of issues first
then, verify the quality of solution
課題仮説の構築の方法とは?
課題仮説の構築の方法とは?
Why do you use lean canvas?
ペルソナ設計の方法とは?
ペルソナ設計の方法とは?
Visualize persona image who is suffered from pain by the issue, which you are trying to solve
ペルソナ設計の方法とは?
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Jessica Lucia
起業のプロセスのなかで、アイデアを検証するプロセスはできるだけ効率よく、そして短期間で終えたい。なぜなら、このプロセスが長ければ長いほど、次のフェーズに行くことが難しくなってくるからだ。
利益を出せなければ、資金調達のハードルも高くなり、また、仲間や自分の自信もどんどんなくなっていく。そして、何より一番避けたい状況は、3ヶ月や半年をかけて開発した結果、そのアイデアにそこまで需要がないことや、ビジネスとして成り立たないという事実にたどり着いてしまうことだ。そこで今回は、アイデア検証を効率良く行うためのヒントや考え方のポイントを紹介したいと思う。
1つの課題 と 1人のペルソナ:アイデアを思い付いた時まずやることは、そのアイデアによって解決できる1つの課題と、それを最も必要としている人物のペルソナを定義すること。解決しようとする課題と、想定するターゲットカスタマーの対象があまりに多すぎるスタートアップは、検証がスムーズに進まなくなるため、結果、結論にも辿りつきにくくなる。ここはまず、間違って直してを繰返しても良いので、とにかく考えて調べて、課題とペルソナを定義することに力を注いでみてほしい。
Depending on experience or perception, assumption of persona image would be difference. It will consume your time to have same assumtion.
それぞれがどのように現実を見ているのか、課題を認識しているのかを
明らかにする必要がある
エンジニア:
マーケター:
営業:
カスタマーサポート:
Use twitter advanced search and search with relevant key words
Create facebook group and have a dialogue like forum
Attend relevant conference
Visit relevant exhibits
Find in your company (while you are still employee)
*It is valid for B2B product
Set up one-on-one interview in order to get feedback.
Avoid one-to-N interview, since you cannot hear open opinions
P163 start-up owener’s manual
Five principles to conduct good interviews
1 Focus on listening - not pitching:
It is not about you talking; it is about to pull insights from interviee
2 Focusing on Now - not future:
The current action/behavior is the best hint to make an assumption for the future.
Assumption for the future is usually wrong
3 Focusing on the concrete - not abstract:
Ask “how many times did that happen” than “how often does it happen”
Ask “please describe actual operation”
Ask “How much do you pay in order to solve issue” than “how much would you pay when the product will be launched”
Ask very specific questions so that you can pull insights
Five principles to conduct good interviews
1 Focus on listening - not pitching:
It is not about you talking; it is about to pull insights from interviee
2 Focusing on Now - not future:
The current action/behavior is the best hint to make an assumption for the future.
Assumption for the future is usually wrong
3 Focusing on the concrete - not abstract:
Ask “how many times did that happen” than “how often does it happen”
Ask “please describe actual operation”
Ask “How much do you pay in order to solve issue” than “how much would you pay when the product will be launched”
Ask very specific questions so that you can pull insights
Five principles to conduct good interviews
1 Focus on listening - not pitching:
It is not about you talking; it is about to pull insights from interviee
2 Focusing on Now - not future:
The current action/behavior is the best hint to make an assumption for the future.
Assumption for the future is usually wrong
3 Focusing on the concrete - not abstract:
Ask “how many times did that happen” than “how often does it happen”
Ask “please describe actual operation”
Ask “How much do you pay in order to solve issue” than “how much would you pay when the product will be launched”
Ask very specific questions so that you can pull insights
配布
budge
配布
Early adaptor will determine your business model
Became disciple to users
this is the attitude when you
Dig deeper
“I see, that’s very interesting. Can you elaborate more?”
Face to face でインタビューを行う
1 現在(タスクやオペレーション)をするのにどのように行っていますか?
2 (タスクやオペレーション)を完遂するためのツール、製品、アプリ、裏技などがあれば教えてください
3 もし魔法の杖があって何でもできるとしたら、何をしたいと思いますか?
4 最後にあなたが、(タスクやオペレーション)をしたとき、それをこなす直前に何をしていましたか? また(タスクやオペレーション)を終わらせたとき、何をしましたか?
5 (タスクやオペレーション)について、その他に私が聞くべきことはありますか? -
Five principles to conduct good interviews
1 Focus on listening - not pitching:
It is not about you talking; it is about to pull insights from interviee
2 Focusing on Now - not future:
The current action/behavior is the best hint to make an assumption for the future.
Assumption for the future is usually wrong
3 Focusing on the concrete - not abstract:
Ask “how many times did that happen” than “how often does it happen”
Ask “please describe actual operation”
Ask “How much do you pay in order to solve issue” than “how much would you pay when the product will be launched”
Ask very specific questions so that you can pull insights
配布
Because we have bias;
my problem is your problem because it is obvious to me
“You have to treat user as your date. Good listers are very poplar; good listers can build something people want”
https://www.youtube.com/watch?v=qAws7eXItMk
パートタイム
(週1回)
仮CEO
仮CTO
CEO
この時期は極めて流動的なので、会社を設立して、株を分割しないようにする
So, to follow this data blindly would be idiotic. We would never pass on an entrepreneur just because they are “too old,” have never started a business or don’t have a specific team composition. We don’t do this because we are good guys; we do this because it’s good business. We generally look for “founder-market fit” – founders who personify their product, business and ultimately their company. In the early days, this usually means building something for themselves or starting a company in a sector where they have deep domain expertise (or both).
Ask yourself:
“If some genius out there will create some solution just for you,
what that would be?”
Brian Chesky, founder of Airbnb, started the service in order to solve his issue i.e.he can not pay rent though he has empty room in his apartment
The best issues you should take on is something you are personally struggling with
Timing is the biggest key for success
http://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startups_succeed#t-216631
he single biggest reason why startups succeed