lean startup machine shanghai 2012 - introduction to lean startup: steve guengerich - appconomy

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Steve Guengerich June 30, 2012 2012年6月30日

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Steve Guengerich, co-founder of Appconomy gives an introduction to Lean Startup: What is a Lean Startup?

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Page 1: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Steve Guengerich June 30, 2012

2012年6月30日

Page 2: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

How to Identify a Lean Startup 如何定义精益创业

Page 3: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

11 727 20

Page 4: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 5: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

change their original plans drastically

大幅改变原来的计划。

66%

66%

Page 6: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy
Page 7: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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。

Page 8: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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。

Page 9: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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?

Page 10: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 11: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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…

Page 12: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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…

Page 13: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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…

Page 14: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 15: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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。

Page 16: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Characteristics of a Lean Startup 精益创业的特性

Page 17: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Business Model vs. Business Plan

商业模式 vs. 商业计划

Page 18: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 19: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 20: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 21: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 22: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 23: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 24: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 25: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 26: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 27: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 28: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 29: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 30: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 31: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 32: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 33: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

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

Page 34: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Make the results auditable 结果是可审计的

Page 35: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Run board meetings in a lessons learned format 以经验教训的形式来运作董事会会议

Page 36: Lean Startup Machine Shanghai 2012 - Introduction to Lean Startup: Steve Guengerich - Appconomy

Thanks 感谢!

Steve Guengerich [email protected]

@sguengerich on Weibo and Twitter