Steve Guengerich June 30, 2012 2012年6月30日
Steve Guengerich June 30, 2012
2012年6月30日
How to Identify a Lean Startup 如何定义精益创业
11 727 20
new product ideas to get 1 successful product
个新产品的想法只为获得一个成功的产品。
58
58
change their original plans drastically
大幅改变原来的计划。
66%
66%
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。
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。
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?
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
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 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 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…
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
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。
Characteristics of a Lean Startup 精益创业的特性
Business Model vs. Business Plan
商业模式 vs. 商业计划
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
Lean Startup canvas
Problem Solution Unique Value Proposition
Unfair Advantage
Customer Segments
Key Activity
Channels
Cost Structure Revenue Streams
Top 3 problems Top 3 features
Single, compelling clear message that states why you are different and worth buying
Can’t be easily copied or bought
Target customers
Activity that drives retention/ revenue
Path to customers
Customer acquisition costs Distribution costs Hosting People, etc.
Revenue model Life time value Revenue Gross margin
精益创业样板
问题 解决 独特价值论点
不公平的优势
顾客区隔
主要活动 管道
成本结构 收入来源
前三个问题 前三个特点
单一、令人信服的明确信息说明
你为什么不同并值得购买
无法轻易被复制或购买
目标顾客
为保留/收入的活动
往顾客的路径
获得顾客成本 销售通路成本 托管 人事等等。
收入模式 终生价值 收入 毛利率
Validate Problem / Solution Fit 验证问题/适合解决方案
Do I have a problem worth solving? 有没有值得我去解决的问题?
Problem/solution fit 问题/适合解决方案
Product/market fit 产品/适合市场
Scale 规模
Problem/Solution Fit - Lean Canvas
P S UVP UA CS
KA CH
C$ R$
Top 3 problems Top 3 features Single, compelling clear message that states why you are different and worth buying
Can’t be easily copied or bought
Target customers
Activity that drives retention/ revenue
Path to customers
Customer acquisition costs Distribution costs Hosting People, etc.
Revenue model Life time value Revenue Gross margin
Achieve Product / Market Fit
实现产品 / 适合市场
Have I built something people want? 我是否创建了人们想要的东西?
Problem/solution fit
Product/market fit
Scale
Product development gets in the way of learning 获得产品开发的学习方式
Very little learning
极少数学习
Requirements
要求
Development
开发
QA
质量保证
Release
发行
Some learning 少数学习
Most learning happens here 大多数学习在此出现
Involve customers throughout product dev 顾客参与整个产品开发
Requirements
要求
Continuous Deployment
不断地部署
Release
发行
Customer Validation
顾客验证
Customer Discovery
顾客发现
Product/Market Fit - Lean Canvas
P S UVP UA CS
KA CH
C$ R$
Top 3 problems Top 3 features Single, compelling clear message that states why you are different and worth buying
Can’t be easily copied or bought
Target customers
Activity that drives revenue/ retention
Path to customers
Customer acquisition costs Distribution costs Hosting People, etc.
Revenue model Life time value Revenue Gross margin
Scale - Lean Canvas
P S UVP UA CS
KA CH
C$ R$
Top 3 problems Top 3 features Single, compelling clear message that states why you are different and worth buying
Can’t be easily copied / bought
Target customers
Activity that drives revenue/ retention
Path to customers
Customer acquisition costs Distribution costs Hosting People, etc.
Revenue model Life time value Revenue Gross margin
After Product / Market Fit 后产品 / 适合市场
Problem/solution fit
Product/market fit
Scale
Validated learning 验证学习
Pivots 中心点
Growth 发展
Optimizations
优化
Start with what matters 从最重要的先开始
P S UVP UA CS
KA CH
C$ R$
Problem #1 Problem #2 Problem #3 问题 #1 问题 #2 问题 #3
Feature #1 Feature #2 Feature #3 特点 #1 特点 #2 特点 #3
Founders Marketers 创始人 营销人员
But also tackle the riskiest part 但也处理最危险的部分
P S UVP UA CS
KA CH
C$ R$
Problem #1 Problem #2 Problem #3
Feature #1 Feature #2 Feature #3
Founders Marketers
Something that can’t be copied or bought
无法轻易被复制或购买
Personal authority Website 个人 权力 网站
Subscription model: $49 / mo.
订阅模式: 每月$49
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
Build accessible dashboards
Hypothesis Metrics Week 1 Week 2
Hypothesis Metrics Week 1 Week 2
Hypothesis Metrics Week 1 Week 2
CH
CS
P
Personal authority will drive early adopters
Early adopters will primarily be pre-product/market fit companies
Problem fit
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
80% of early adopters will be founders Percentage of 4/5 6/9 interviewees that fit this description
80% of early adopters will vote problem Number of must- 3/3 7/9 as must-have have votes from customer interviews
建立易理解的仪表板
假设 度量 第一周 第二周
假设 度量 第一周 第二周
假设 度量 第一周 第二周
CH
CS
P
个人权力将推动早期采用者
早期采用者将主要是前期产品/适合市场公司
适合问题
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
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
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
Make the results auditable 结果是可审计的
Run board meetings in a lessons learned format 以经验教训的形式来运作董事会会议