lean startup crash course, startup braga february 2. - 3. 2017

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LEAN STARTUP CRASH COURSE HOW TO BUILD YOUR STARTUP STARTUP BRAGA BRAGA, FEB 2.- 3. 2017

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Page 1: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

LEAN STARTUP CRASH COURSE

HOW TO BUILD YOUR STARTUP

STARTUP BRAGABRAGA, FEB 2.- 3. 2017

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MORE VIDARANDERSEN.COM

VIDAR ANDERSEN • STARTUP FOUNDER • EDUCATOR • INNOVATION ADVISOR

FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES

CERTIFIED LLP EDUCATOR NCIIA @ STANFORD

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OVERVIEW DOING LEAN RIGHT

THE

LEAN

STARTUP=BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING & MVP

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1. ARTICULATE YOUR HYPOTHESES (GUESSES ABOUT THE

UNKNOWNS) USING THE BUSINESS MODEL CANVAS (BMC).

2. GET OUT OF THE BUILDING AND TEST THESE HYPOTHESES

USING CUSTOMER DEVELOPMENT.

3. VALIDATE LEARNINGS BY BUILDING MINIMUM VIABLE

PRODUCTS AND GETTING THEM IN FRONT OF CUSTOMERS.

4. ITERATE (SMALL VARIATION, NO REAL CHANGE IN BMC) OR

PIVOT (SOMETHING CHANGED IN THE BMC) AS NEEDED.

5. BUILD - MEASURE - LEARN (AKA RINSE, LATHER, REPEAT -

BECAUSE THIS IS AN ITERATIVE AND CONTINUOUS

PROCESS - YOU HAVE TO GET OUT OF THE BUILDING MORE

THAN ONCE!)

THE LEAN

STARTUP TL;DR

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WHAT WE KNOW NOW

THE STORY SO FAR…

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STARTUPS ARE NOT SMALLER VERSIONS OF

LARGER COMPANIES

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A COMPANY IS A PERMANENT ORGANISATION

DESIGNED TO EXECUTE A REPEATABLE AND SCALABLE

BUSINESS MODEL IN A PREDICTABLE AND STABLE

ENVIRONMENT

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A STARTUP IS A TEMPORARY ORGANISATION DESIGNED TO

SEARCH FOR A REPEATABLE AND SCALABLE BUSINESS MODEL

IN AN ENVIRONMENT OF EXTREME UNCERTAINTY

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A STARTUP IS A TEMPORARY ORGANISATION DESIGNED TO

SEARCH FOR A REPEATABLE AND SCALABLE BUSINESS MODEL

IN AN ENVIRONMENT OF EXTREME UNCERTAINTY

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COMPANY LIFE-CYCLE

SCALABLESTARTUP TRANSITION LARGE

COMPANY

SEARCH BUILD GROW• BUSINESS MODEL FOUND • PRODUCT-MARKET FIT • REPEATABLE SALES MODEL • MANAGERS HIRED

• CASH-FLOW BREAK-EVEN • PROFITABLE • RAPID SCALE • NEW SENIOR MANAGEMENT • AROUND 150 PEOPLE

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SEARCH

BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING

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EXECUTION

LARGE COMPANY

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WHAT WE KNOW NOW• STARTUPS ARE NOT SMALLER VERSIONS OF LARGER COMPANIES

• STARTUP IS TEMPORARY ORG, IN SEARCH OF SCALABLE REPEATABLE BUSINESS MODEL

• NO BUSINESS PLAN EVER SURVIVES FIRST CONTACT WITH CUSTOMERS

• BUSINESS MODEL CANVAS INSTEAD OF BUSINESS PLANS

• CUSTOMER DISCOVERY INSTEAD OF EXECUTION

• AGILE ENGINEERING PROCESSES INSTEAD OF WATERFALL

• MINIMUM VIABLE PRODUCT INSTEAD OF BETAS

• BUILD - MEASURE - LEARN: ITERATION AND SPEED OF THE ESSENCE

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WHAT IS A BUSINESS MODEL?

BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING

INTRODUCING THE BUSINESS MODEL CANVAS

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www.udacity.com/overview/Course/ep245

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www.udacity.com/overview/Course/ep245

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www.udacity.com/overview/Course/ep245

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https://www.youtube.com/watch?v=aN36EcTE54Q

VALUE PROPOSITION CANVAS

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EXERCISE: EXISTING MODEL

MODEL A WELL KNOWN COMPANY USING THE BMC

IT’S EXERCISE TIME

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IT’S EXERCISE TIME

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EXERCISE: FILL OUT

YOUR FIRST BMCUSE THE BUSINESS MODEL CANVAS TO SHOW US VERSION 1.0 OF YOUR IDEA

IT’S EXERCISE TIME

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PRESENTATIONSSHOW US YOUR BMC V1.0

SHOWTIME

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WHAT IS CUSTOMER DEVELOPMENT?

THE PROCESS TO DISCOVER & VALIDATE PROBLEM + SOLUTION

BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING

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PROBLEM SOLUTION

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PROBLEM SOLUTION

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BUT WHAT ABOUT DESIGN THINKING?

DESIGN THINKING VS CUSTOMER DEVELOPMENT

SAME BUT DIFFERENT

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FOUNDER’S PRODUCT

VISION

BUILD ENTIRE

PRODUCT

FIND CUSTOMERS

FOUNDER’S PRODUCT

VISION

BUILD MVPS

ITERATE & PIVOT

CUSTOMER NEEDS

BUILD MVPS

ITERATE & PIVOT

20TH CENTURY TECH STARTUP

21ST CENTURY LEAN STARTUP

DESIGN THINKING

• Launch-timing driven by Business Plan • Hire Sales Staff

Good-Enough Data Launch-timing driven by Customer Validation

Hire Sales Staff

• Extensive Data • Launch Product • Hire Sales Staff

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DESIGN THINKING VS CUSTOMER DEVELOPMENT

• CUSTOMER DEVELOPMENT AND DESIGN THINKING ARE BOTH CUSTOMER DISCOVERY PROCESSES

• CUSTOMER DEVELOPMENT STARTS WITH, “I HAVE A TECHNOLOGY/PRODUCT, NOW WHO DO I SELL IT TO?”

• DESIGN THINKING STARTS WITH, “I NEED TO UNDERSTAND CUSTOMER NEEDS AND ITERATE PROTOTYPES UNTIL I FIND A TECHNOLOGY AND PRODUCT THAT SATISFIES THIS NEED”

• CUSTOMER DEVELOPMENT IS OPTIMISED FOR SPEED AND “GOOD ENOUGH” DECISION MAKING WITH LIMITED TIME AND RESOURCES

• DESIGN THINKING IS OPTIMISED FOR GETTING IT COMPLETELY RIGHT BEFORE MAKING BIG BETS

• BOTH MODELS WORK FOR LARGE COMPANIES -THERE IS NO RIGHT PROCESS FOR ALL TYPES OF CORPORATE INNOVATION.

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THE CUSTOMER INTERVIEW

“A SPECIAL KIND OF TORTURE” - JUSTIN WILCOX

HOW DO WE DO IT?

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HERE'S HOW TO DO IT

WATCH THE VIDEO

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MORE RESOURCES

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• 10 MINUTES TALK MAX • KEEP IT CASUAL • ASK QUESTIONS & LISTEN • NO SELLING ALLOWED • ASK WHY • ASK ONLY ABOUT PAST

OR TODAY • WALK ME THROUGH IT • CURRENCY TEST: TIME

REPUTATION OR MONEY GIVEN TO YOU?

READ THIS BOOK:

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INTERVIEW SCRIPTS

IT MAY HELP YOU TO PREPARE SCRIPTS IN ADVANCE

ONE B2B AND ONE B2C

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INTERVIEW SCRIPT

B2C1. TELL ME A STORY ABOUT THE LAST TIME... 2. WHAT WAS THE HARDEST ABOUT THAT? 3. WHY WAS THAT HARD? 4. HOW DO YOU SOLVE IT NOW? 5. WHY IS THAT NOT SO GREAT?

LOOK FOR EMOTIONS ASK WHY 5 TIMES

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1. WHAT IS YOUR ROLE? 2. WHAT DOES SUCCESS LOOK LIKE TO YOU? 3. WHAT IS THE HARDEST PART ABOUT ACHIEVING SUCCESS?

INTERVIEW SCRIPT

B2B

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EXERCISE: PRACTICE

THE INTERVIEWPRACTICE ON EACH OTHER, SWITCH ROLES WITH TEAM MATE

IT’S EXERCISE TIME

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SUMMARY SO FAR…

LET’S RECAP

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SUMMARY SO FAR 2 OF 3

THE

LEAN

STARTUP=BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING & MVP

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BUSINESS MODEL GENERATION

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PROBLEM SOLUTION

CUSTOMER DEVELOPMENT

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WHAT IS AGILE ENGINEERING?

WHAT IS A MIMUM VIABLE PRODUCT & INNOVATION ACCOUNTING?

BUSINESS MODEL GENERATION

CUSTOMER DEVELOPMENT

AGILE ENGINEERING

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AGILE ENGINEERING• MINIMUM VIABLE PRODUCT INSTEAD OF FEATURE-COMPLETE

• BUILD-MEASURE-LEARN ITERATIONS IN SMALL BATCHES INSTEAD OF VERSION COMPLETE & WATERFALL PROCESS

• GOOD ENOUGH VS PERFECT - SPEED IS OF THE ESSENCE

• DATA / TEST DRIVEN DESIGN - HYPOTHESIS TESTING

• AUTOMATED ACCEPTANCE TESTING + USER STORIES / SCENARIOS DESCRIBE WHAT WE WANT TO SEE THE SOFTWARE DO, THEN AUTOMATE THE VERIFICATION THAT THE SOFTWARE ACTUALLY DOES IT

• CONTINUOUS DEPLOYMENT, MULTIVARIABLE A/B TESTING, PAIR PROGRAMMING (XP), SCRUM & KANBAN

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DEFINE PASS / FAIL CRITERIA IN ADVANCE

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PASS / FAIL CRITERIA

• TESTING YOUR CRITICAL ASSUMPTIONS, YOU NEED TO DEFINE THE SUCCESS AND FAIL CRITERIA IN ADVANCE TO KEEP YOU FROM FUDGING THE FINDINGS TO FIT YOUR BELIEFS AFTER THE FACT

• IT NEEDS TO BE A QUANTITATIVE OR QUALITATIVE RESULT

+40% IS OFTEN USED AS SUCCESS

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I BELIEVE THAT PEOPLE LIKE (CUSTOMER SEGMENT ) HAVE A NEED FOR OR P R O B L E M D O I N G ( N E E D / A C T I O N /BEHAVIOUR) AND I WILL KNOW THAT I HAVE SUCCEEDED WHEN (QUANTITATIVE / M E A S U R A B L E O U T C O M E ) O R (QUALITATIVE / OBSERVABLE OUTCOME)

EXAMPLE CRITERIA

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MINIMUM VIABLE

PRODUCTTHE MVP

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MVP THE SMALLEST BATCH THAT

WILL TEACH YOU SOMETHING A VERSION OF YOUR PRODUCT THAT WILL TEST YOUR

RISKIEST ASSUMPTION WITH THE LEAST EFFORT

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CREATE YOUR MVP IN ONE DAY?

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DEFINE HOW & WHAT TO TRACK

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MEASURE THE DATA FROM YOUR MVP

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COMPARE DATA TO PASS / FAIL CRITERIA

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ADAPT & ADJUST ACCORDINGLY

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TEST AND TEST AGAIN

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BUILD-MEASURE-LEARN CYCLES

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MVP: THE SMALLEST PRODUCT THAT WILL TEST YOUR MOST CRITICAL ASSUMPTION(S) WITH DATA

RELEASE IN SMALL BATCHES

IN BUILD-MEASURE-LEARN CYCLES

ITERATE OR PIVOT AS NEEDED PROBLEM SOLUTION

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METRICS THAT MATTER

WHAT & HOW TO MEASURE

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MARKET / OPPORTUNITY SIZE

•TAM - Total Available MarketTheoretical total market size or customer mass with problem today

•SAM - Serviceable Available MarketTheoretical total market size or customer mass that are able to use / purchase a solution like yours right now

•SOM - Serviceable Obtainable Market (or TM - Target Market) Your target market cap or customer base within the next 2-3 years, your credible ambition

TAM

SAM

SOM

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•FOR EACH DOLLAR YOU SPEND ACQUIRING A CUSTOMER, HOW MANY DOLLARS DOES IT LEAVE BEHIND IN THE WHOLE LIFESPAN YOU HAVE THEM AS A CUSTOMER?

•CAC = CUSTOMER ACQUISITION COST

•LTV = CUSTOMER LIFETIME VALUE

A CAC : LTV RATIO OF 1 : 3 OR BETTER = GOOD

CAC VS LTV

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THE DRIVING FACTORS

•HIGH CHURN RATE •LOW CUSTOMER

SATISFACTION •LACK OF STICKINESS

•RECURRING REVENUE •SCALABLE PRICING •CROSS-SELL / UP-SELL •ADDITIONS TO PRODUCT

CATALOGUE •LEAD-GEN FOR 3RD PARTY

•SALES FORCE IN THE FIELD •OUTBOUND MARKETING •UNOPTIMIZED CAMPAIGN •WRONG TARGET AUDIENCE •WRONG CHANNEL •NO NETWORK EFFECTS

•NETWORK EFFECTS •INBOUND MARKETING •FREE OR FREEMIUM •OPEN SOURCE •FREE TRIAL •TOUCHLESS CONVERSION •DIRECT MARKETING •CHANNELS •STRATEGIC PARTNERSHIPS

CAC LTV

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•GROWTH MEASURED IN WEEK OVER WEEK

• MORE THAN 7%-10% WEEK OVER WEEK IS GOOD

“STARTUPS = GROWTH”- PAUL GRAHAM, YCOMBINATOR

GROWTH RATE

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“30 / 10 / 1” BY FRED “AVC” WILSON

•WHAT IS THE % OF ALL YOUR REGISTERED USERS THAT WILL USE THE SERVICE OR APP MONTHLY / DAILY / CONCURRENT (AT ANY GIVEN TIME/IN REALTIME)?

•30/10/1 OR BETTER IS GOOD

ENGAGEMENT RATE

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COHORTANALYSIS.COM

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MORE THAN ONE WAY TO MVP

ONLY CREATIVITY IS THE LIMIT

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EXPLAINER VIDEO

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LANDING PAGE

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WIZARD OF OZ

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WIZARD OF OZ ZAPPOS

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MVP

CONCIERGE

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CONCIERGE FOOD ON THE TABLE

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MVP

PIECEMEAL

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PIECEMEAL AARDVARK

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CROWD FUNDING

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CROWDFUNDING STARTUPS

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CROWDFUNDING CORPORATES

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A/B TESTING

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A/B TESTING PROCTER&GAMBLE

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SINGLE FEATURE GOOGLE

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MVP - SEVERAL TYPES:• EXPLAINER VIDEO (DROPBOX)

• A LANDING PAGE (EVERYONE)

• WIZARD OF OZ MVP (ZAPPOS)

• CONCIERGE MVP (FOOD ON THE TABLE)

• PIECEMEAL MVP (WIZARD OF OZ + CONCIERGE)

• CROWD FUNDING (SELL BEFORE YOU BUILD)

• A / B TESTING (P&G - DATA TALKS, BS WALKS)

• SINGLE-FEATURE MVP (GOOGLE)

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MVP IS HARD -DO NOT DESPAIR

IT’S AN ART FORM

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THE 5 PHASES OF PRODUCT-

MARKET FIT

A HELPFUL FRAMEWORK

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ON YOUR PATH TO PRODUCT-MARKET FIT, THERE ARE FIVE PHASES OF ASSUMPTION VALIDATION YOU’LL PROGRESS THROUGH.

IN ORDER OF “RISKINESS”, THOSE PHASES ARE:

1. FINDING EARLY ADOPTERS FOR YOUR PRODUCT 2. OFFER TESTING: YOU CAN REACH YOUR EARLY ADOPTERS 3. CURRENCY TESTING: YOUR EARLY ADOPTERS WILL PAY YOU 4. UTILITY TESTING: YOU CAN SATISFY YOUR EARLY ADOPTERS 5. SCALING TO FIT: YOU CAN ACHIEVE PRODUCT-MARKET FIT

5 PHASES OF PRODUCT-MARKET FIT

- Justin Wilcox, customerdevlabs.com

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THE RISKIEST ASSUMPTION, FOR EVERY STARTUP, IS THAT THERE ARE PEOPLE ACTIVELY TRYING TO SOLVE THE PROBLEM YOUR PRODUCT WILL SOLVE FOR THEM – THESE ARE THE PEOPLE WE REFER TO AS YOUR EARLY ADOPTERS.

IN PARTICULAR, YOUR GOAL DURING THIS PHASE OF TESTING IS TO VALIDATE:

• THERE ARE PEOPLE ALREADY TRYING TO SOLVE THE PROBLEM (EARLY ADOPTERS) • YOU KNOW HOW THEY DESCRIBE THE PROBLEM • YOU KNOW THE EMOTIONS THEY EXPERIENCE ASSOCIATED WITH THE PROBLEM • YOU KNOW WHERE/HOW TO REACH THEM • THE DEFICIENCIES OF THEIR CURRENT SOLUTION • EXPERIMENT TO RUN: THE BEST TECHNIQUE FOR VALIDATING THESE ASSUMPTIONS IS THE CUSTOMER DISCOVERY

INTERVIEW.

INTERVIEWS WILL ANSWER ANY QUESTIONS YOU HAVE REGARDING THE ASSUMPTIONS ABOVE, AND SET YOU UP FOR SUCCESS IN VALIDATING THE REST OF YOUR ASSUMPTIONS.

METRIC TO MEASURE: WHAT PERCENTAGE OF CUSTOMERS YOU INTERVIEW REPORT TAKING STEPS TO SOLVE THE SAME PROBLEM W/N THE LAST 6 MONTHS? ONCE 60% OF YOUR LAST 10 INTERVIEWEES REPORT ACTIVELY TRYING TO SOLVE THE SAME PROBLEM

1. FINDING EARLY ADOPTERS FOR YOUR PRODUCT

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DURING YOUR INTERVIEWS, CUSTOMERS WILL TELL YOU WHERE AND HOW TO REACH OTHER EARLY ADOPTERS. YOUR GOAL IN THIS PHASE IS TO VALIDATE WHAT THEY TOLD YOU.

IN OTHER WORDS, YOU’RE TESTING THAT YOU CAN FIND MORE EARLY ADOPTERS, YOU KNOW WHAT TO SAY TO THEM WHEN YOU FIND THEM, AND THAT THEY’RE EAGER ENOUGH FOR A SOLUTION TO THE PROBLEM THAT THEY ASK YOU FOR MORE INFORMATION.

MVP TO BUILD: TO VALIDATE THIS ASSUMPTION, YOU’RE GOING TO TEST A COMBINATION OF MARKETING CHANNELS AND MARKETING MESSAGES BASED ON THE RESULTS OF YOUR INTERVIEWS.

POTENTIAL MVPS: • AD CAMPAIGNS • COLD EMAIL OUTREACH • COLD CALLING CAMPAIGNS • BECOMING MEMBER OF FORUMS/COMMUNITIES • SOCIAL MEDIA OUTREACH • ATTENDING CONFERENCES, MEETUPS, ETC

METRIC TO MEASURE: ONCE YOUR EARLY ADOPTERS’ RESPONSE RATE TO YOUR “SOLUTION OFFER” (I.E. CLICK ON YOUR ADS, RESPOND TO YOUR EMAILS, ETC.) IS HIGH ENOUGH THAT YOU CAN CLEARLY SEE A PATH TO PRODUCT-MARKET FIT, YOU’RE READY TO TEST THE NEXT ASSUMPTION.

2. OFFER TESTING: YOU CAN REACH YOUR EARLY ADOPTERS

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ONCE YOU’VE VALIDATED YOU CAN REACH YOUR EARLY ADOPTERS, YOU NEED TO TEST IF THEY’LL “PAY” YOU SUFFICIENTLY TO SOLVE THE PROBLEM.

IN THIS CASE “PAYMENT” CAN BE IN THE FORM OF ACTUAL CASH, OR IT CAN BE SOMETHING ELSE THAT LEADS DIRECTLY TO YOUR PRODUCT-MARKET FIT (E.G. USAGE OF YOUR PRODUCT, PERSONAL DATA, ETC.) DEPENDING ON YOUR BUSINESS MODEL.

MVP TO BUILD: TO VALIDATE THIS ASSUMPTION YOU’RE GOING TO ACTUALLY ASK FOR “PAYMENT.” WHILE YOU WON’T USUALLY TAKE THE PAYMENT (BECAUSE YOUR PRODUCT HASN’T BEEN BUILT YET), YOU’RE GOING TO ASK FOR IT AND MEASURE HOW MANY EARLY ADOPTERS TRY TO PAY YOU.

EXAMPLES INCLUDE:

• LANDING PAGE WITH PRE-ORDER FUNCTIONALITY • REQUESTING A LETTER OF INTENT AFTER A SOLUTION INTERVIEW • A MOBILE APP W/ JUST ENOUGH FUNCTIONALITY TO MEASURE THE NUMBER OF DOWNLOADS AND OPENS METRIC TO MEASURE: ONCE YOUR EARLY ADOPTERS “PAYMENT” CONVERSION RATE IS HIGH ENOUGH THAT YOU CAN CLEARLY SEE A PATH TO PRODUCT-MARKET FIT, YOU’RE READY TO TEST WHETHER YOU CAN START SOLVING THE PROBLEM!

3. CURRENCY TESTING: YOUR EARLY ADOPTERS WILL PAY YOU

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NOW IT’S TIME TO TEST WHETHER YOU CAN ACTUALLY SOLVE YOUR EARLY ADOPTERS’ PROBLEMS. WHILE IT CAN BE TEMPTING TO AUTOMATE YOUR FIRST COUPLE ATTEMPTS AT A SOLUTION, THERE’S USUALLY A MORE EFFICIENT WAY TO TO TEST THIS ASSUMPTION.

MVP TO BUILD: MANUAL SOLUTIONS ARE THE BEST WAY TO TEST WHETHER YOU CAN SOLVE AN EARLY ADOPTER’S PROBLEM.

WHILE THEY MAKE TAKE MORE OF YOUR TIME TO SOLVE A CUSTOMER’S PROBLEM, MANUAL SOLUTIONS ARE MUCH FASTER TO BUILD, AND EVEN FASTER TO ITERATE ON, THAN AUTOMATED (I.E. SOFTWARE) SOLUTIONS.

EXAMPLES INCLUDE:

• CONCIERGE MVP • WIZARD OF OZ MVP METRIC TO MEASURE: ONCE YOU’RE SOLVING THE PROBLEM SUFFICIENTLY WELL THAT YOUR CUSTOMER LIFETIME VALUE AND YOUR VIRAL CO-EFFICIENT ARE HIGH ENOUGH THAT YOU’RE TRACKING TOWARDS PRODUCT-MARKET FIT, YOU’RE READY TO START SCALING YOUR SOLUTION!

4. UTILITY TESTING: YOU CAN SATISFY YOUR EARLY ADOPTERS

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ONCE YOU’VE VALIDATED THAT EARLY ADOPTERS EXIST, YOU CAN REACH THEM, THEY’LL PAY YOU, AND YOU CAN SOLVE THEIR PROBLEMS SUFFICIENTLY, THE ONLY ASSUMPTION LEFT IS THAT YOU CAN SCALE UNTIL YOU ACHIEVE PRODUCT-MARKET FIT.

MVP TO BUILD: NOW IS THE TIME YOU GET TO AUTOMATE YOUR SOLUTION, SCALE TO MULTIPLE MARKETING CHANNELS, AND BRANCH OUT TO YOUR SECOND AND THIRD CUSTOMER SEGMENTS.

EXAMPLES INCLUDE:

• BETA VERSION OF YOUR SOFTWARE • SOFTWARE-BASED PILOT FOR A LARGE CUSTOMER • RUNNING OUTREACH CAMPAIGNS IN MULTIPLE CHANNELS SIMULTANEOUSLY • MULTIPLE, SIMULTANEOUS, LANDING PAGE TEST TARGETING DIFFERENT CUSTOMERS

METRIC TO MEASURE: AT THIS POINT YOU’RE MEASURING THAT ALL YOUR PREVIOUS METRICS (E.G. RESPONSE RATE, CONVERSION RATE, LIFETIME VALUE AND VIRAL CO-EFFICIENT) ARE ALL STILL TRACKING TOWARDS YOU ACHIEVING PRODUCT-MARKET FIT.

5. SCALING TO FIT: YOU CAN ACHIEVE PRODUCT-MARKET FIT

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TOOLS TO HELP YOUR

MVPSOME EXAMPLES

Page 176: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

EXAMPLE TOOLS FOR AN MVP

Page 177: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

EXERCISE: DEFINE YOUR MOST

CRITICAL ASSUMPTION & HOW TO TEST?

EXERCISE TIME

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EXERCISE: DEFINE YOUR MVP & PASS / FAIL CRITERIA

EXERCISE TIME

Page 179: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 180: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 181: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 182: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 183: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 185: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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4. WHAT IS YOUR CURRENT BIGGEST CHALLENGE(S)? 5. WHAT CONCRETE NEXT 5 STEPS ARE YOU TAKING IN THE NEXT WEEK? (ACTIONABLE)

Page 186: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 187: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 188: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 190: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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Page 191: Lean Startup Crash Course, Startup Braga February 2. - 3. 2017

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