First Tuesday Bergen 1. Oktober 2013 - Helge Hannisdal
Lean Startup metodikken har transformert hvordan man bygger og lanserer nye produkter. Mens mange gründere fortsatt kaster investornes penger ut vinduet, begynner flere og flere å jobbe etter Lean Startup metoden. Helge Hannisdal, co-founder itslearning, gir deg oppskriften på å komme i gang med Lean Startup.
Helge er utdannet IT ingeniør fra HiB og har fagbrev i Elektronikk. Helge har 13 års erfaring fra itslearning som Co-Founder, CEO, CTO og CMO. Helge og itslearning har vunnet mange priser, bla: Bergen Kommune etablerpris, TISIP prisen, DNBs bedriftspris, Rising Star prisen, DN Gazelle, DTT Fast 500 og Fast50. Han har videre flere års erfaring med gründervirsomheter gjennom rådgivning, mentoring, kursvirksomhet og styrearbeid i en rekke startups i Bergen, bla igjennom Connect Vest, Nyskapningsparken, Innovasjon Norges mentortjeneste og som angel investor.
6. sTTuP Vs IsTG CPaNS
The startups starts with an series of unknowns (hypothesis) (mostly)
They Search
Existing companies deal with execution of knows (mostly)
They Execute
The insight is that management tools built to execute don’t work for
searching
Lean Startup is an collection of new tools designed for search mode
7. a An AUp A RaDIoN cOAN
srAGysrAGy
Business Model
Hypothesis-driven
Business Plan
Implementation-driven
EW RoDT RoCSEW RoDT RoCS
Customer Development
Get out of the office and test hypothesis
Product Management
Prepare offering for market following a linear, step-by-step plan
NgIENgNgIENg
Agile Development
Build the product iteratively and incrementally
Agile or Waterfall Development
Build the product iteratively, or fully specify the product before building it
OrnIzioOrnIzio
Customer and Agile Development Teams
Hire for learning, nimbleness and speed
Departments by Function
Hire for experience and ability to execute
FinCl RerTgFinCl RerTg
Metrics that Matter
Customer acquisition cost, lifetime customer value, churn, viralness
Accounting
Income statement, balance sheet, cash flow statement
FaurFaur
Expected
Fix by iterating on ideas and pivoting away from ones that don’t work
Expection
Fix by firing executives
SpdSpd
Rapid
Operates on good-enough data
Measured
Operates on complete data
Steve Blank, Harvard Business Review 2012
8. N SRtU Is tEOrA oRNiZIN
dEGnE To sECh fO A rEAtAE N
sCAL bUNeS MEl.
- Steve Blank
hvor putter vi denne
sliden?
10. lE sTTuP EtH - 3 CPoNTs
business model design - canvas with testable hypotheses
customer development - get out of the building and test the
hypotheses
agile development - building a minimum viable product (MVP)
11. UsISs DL EGn
He SiNS MEl NS
dERiB lOCaL W
yO bUNeS WoR oN
sILe Ge.
AcH OmPEnT OnTNS
a RiE Of PoTSiS HT
yO NeE To St.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Problem
Top 3 problems
Existing
Alternatives
Solution
Top 3 features
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unfair Advantage
Can’t be easily
copied or bought
Customer
Segments
Target customers
Early Adopters
Problem
Top 3 problems
Existing
Alternatives
Key Metrics
Activity that
drives retention/
revenue
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Unique Value
Proposition
Single, clear
compelling
message that
states why you
are different and
worth buying
High-Level
Concept
Channels
Path to customers
Customer
Segments
Target customers
Early Adopters
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff etc.
Cost Structure
Customer Acquisition Costs
Distribution Costs
Hosting
Staff 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
1
12. UsTER EvEPNt
g o o t Budi!
- Steve Blank
2
Search Execute
Problem/Solution
Fit
Product/Market
Fit
Scale
Pivots Optimizations
Validated Learning Revenue & Growth
Method
How to change
Objective
13. Requirements Development QA Release
ReASt Sk nO DeVOpMT O NeW RoDTs,
bU DeVOpMT O CuSMeR AnD ArKS.
- Steve Blank
Mt EaRNg PpE Re
TritIAl OdU dELoPNt
19. Ino
HeR ArE O FTs SiD YR
bUDN
OuR SsUTiO mU E
vADaT bY UtU cUORs
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Problem
Existing
Alternatives
Solution Unique Value
Proposition
High-Level
Concept
Unique Value
Proposition
High-Level
Concept
Unfair Advantage Customer
Segments
Early Adopters
Problem
Existing
Alternatives
Key Metrics
Unique Value
Proposition
High-Level
Concept
Unique Value
Proposition
High-Level
Concept
Channels
Customer
Segments
Early Adopters
Cost StructureCost StructureCost Structure Revenue StreamsRevenue StreamsRevenue Streams
?? ? ? ?
??
? ?
20.
21. hOw To T IIH?
Talk to customers (interviews)
Landing page experiments
Observe customer using
competing/similar product
Concierge test
Demo/Present your wireframe/
mockups/prototype
Test apps
Crowd-Funding test
He Al AsU oF UcCS I ThE UmB O
eXRiMTs At N B CrOwEd TO 2 HRs.”
-Thomas Alva Edison
23. iTAtE R POt
Roleplaying game to Flickr
HotOrNot.com to Facebook
Tune In Hook Up toYoutube
Personal podcasting to Twitter
Cellular Phone for kids to simcard to
Bipper (iphone app)
iTAT - mIR CNgE N
oN Or Re SiNS MEL
cOONt
pIT - N SStAIE
cHGE i O oR OE
bUNeS MoD cOONt
25. “The minimum viable product is that version of a new product which
allows a team to collect the maximum amount of validated learning
about customers with the least effort."
- Eric Ries
29. gO TrAIO?
JAN FEB MAR APR MAY JUN AVG
Customer
Meetings
19 24 16 22 19 14 22
New contracts 8 6 8 4 4 4 6
Conversion Rate
(%)
42 % 25 % 50 % 18 % 21 % 29 % 31 %
97,5% retention
Confirms “Product/
Market” fit
30. wA tO EaR MR?
http://steveblank.com/tools-and-blogs-for-
entrepreneurs/ Steve Blank
http://spark59.com Ash Maurya
http://www.startuplessonslearned.com Eric Ries
http://www.businessmodelgeneration.com Alexander
Osterwalder
ROALD:
FÅR NOE PÅ BERGEN LEAN
STARTUP CIRCLE
31. LærE Er EN TaRP?
Utveksle Lean Startup erfaringer med andre?
Lean Startup Circle er under etablering i Bergen.
Registrer deg på
http://www.meetup.com/Lean-Startup-Circle-Bergen
send SMS med kodeord LEAN til 2077
eller