Lean startup - Testez, Apprenez, Validez
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Transcript of Lean startup - Testez, Apprenez, Validez
Lean Startup
Testez, validez, apprenez !
Emmanuel Levi-Valensi
Fondateur & Directeur Associé
19 novembre 2011
http://pia-conseil.com
PIA est un cabinet de conseil en système d'information,
spécialiste de l'expérience utilisateur et des usages innovants.
Nous réalisons des développements sur mesure et accompagnons
nos clients dans toutes les phases de leurs projets web et mobile.
LE LEAN STARTUP ?
Une des causes principales
de l’échec d’une startup
=> Développer un produit qui ne
trouve pas son marché
Le Lean Startup est une
méthode rigoureuse
pour accroître les chances
de succès des startups.
Elle a été mise au point
par Eric Ries en 2008.
Il s’agit d’appliquer les
principes du lean à
l’entrepreneuriat.
Etre une entreprise
apprenante
Se concentrer sur la
satisfaction client
Aller voir avec ses
«yeux»
Elle connait un succès
important.
http://theleanstartup.com/casestudies
Customer Development
Dévelopement Agile
(Scrum, Kanban, XP,...)
VUE D’ENSEMBLE
COMMENT L’APPLIQUER ?
Poser&vos&hypothèses
Principe&Lean&Startup
Hypothèses
Source&:&The&4&steps&to&Epiphany
Avec les questionnaires
de 4 steps to epiphany
--> http://goo.gl/pVm4I
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Ou comme ça...
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
EXEM
PLE
Projets open source
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
EXEM
PLE
Projets open source
Et définir sa stratégie de
validation
Travailler sur des cycles courts
Principe Lean Startup #2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Temps passé (mois)
Plus&le&temps&de&«déconnexion»&avec&le&marché&est&long,&plus&l’ampleur&du&pivot&risque&d’être&élevée
Ampleur&du&pivot
Eliminer&les&stocks&de&décisions&non&validées
Proposition de valeur
Roadmap
Version 1
Fonctionnalité 1 Fonctionnalté 2Fonctionnalité 3 Freemium Premium ...
Cibles
Cible 1 Cible 2 Prix Channels
XSi&au&bout&d’1&an,&vos&clients&n’adhérent&pas&à&la&proposiJon&de&valeur...
X XXX X X
X XX
XX
Eliminer&les&stocks&de&décisions&non&validées
Proposition de valeur
Roadmap
Version 1
Fonctionnalité 1 Fonctionnalté 2Fonctionnalité 3 Freemium Premium ...
Cibles
Cible 1 Cible 2 Prix Channels
Si&au&bout&d’1&an,&personne&n’est&prêt&à&
payer...
XX
X
XXX
MeMre&au&point&rapidementson&Minimal&Viable&Product
Principe&Lean&Startup
Important pour cet après-midi
ElaboraJon&de&la&soluJon&(le&MVP)
Mechanical turk PinocchioVidéo
Show&don’t&tell!
Show&don’t&tell!
Prototype fil de fer interactif
Show&don’t&tell!
Show&don’t&tell!
Prototype haute fidélité
Aller&à&la&rencontre&de&vos&acheteurs
Principe&Lean&Startup
Important pour cet après-midi
Faits
Sur 10 entretiens, nous avons
obtenu 2 lettres d’intention
1500 personnes ont
demandé à être informées
de la dispo du produit
J’ai obtenu une trentaine
de rendez-vous pour
présenter le produit
Avec¬re&intégraJon&facebook,&
tout&le&monde&va&vouloir&uJliser&le&produit
C’est&très&important&d’avoir&de&la&vidéo&sur&la&home&!
Opinions
C’est&génial&!
Engagement et cohérence
ou comment des décisions et des
concepts s’ancrent en nous.
+&les&biais&cogniJfs
Le biais de confirmation
Voir ce que l’on veut...
Effet de dotation
La survalorisation de nos idées.
Tester&vos&hypothèse
Tests marchépour vérifier (quali) ou valider (quanti) l’utilité
Quali : interview face-à-face, focus group,...
Quanti : questionnaires en ligne, stats web,...
ou
Tests utilisateurpour vérifier ou valider l’utilisabilité, l’attractivié
Préparer&vos&entreJensInterrogés&qui&?&combien&?
Tests d’utilisabilité
Vos utilisateurs / vos cibles
5 personnes par segment cible
Tests marché (utilité)
Les cibles pressenties
Préparer&vos&entreJens
**** En savoir plus sur leurs comportemens *****
- Ont-ils le problème ? Comment le règle t-il ?
- Combien de temps passe t-il par jour à ... ?
- ...
**** Pitcher votre produit / service ****
- Demander leur de catégoriser le service
indispensable, utile, confort
- Quel serait l’impact du service pour eux ?
note de 1 à 5
- Acheteraient-ils le service s’il coûtait ?
0¤, 100¤, 1 000¤, 10000¤,...
- Y’a t-il un service connexe qui leur paraitrait plus important ?
Quoi&demander&?&Tests&marché
Préparer&vos&entreJens
- Quelles fonctionnalités voulez-vous tester ?
- Préparer le brief du tests
Vous voulez organiser un week-end entre amis et vous
rechercher un gîte sympa et pas cher en Bourgogne.
- Déterminer les scénarios à tester
Scénario 1 : Recherche sur Google (test SEO)
Scénario 2 : Recherche sur le site
Scénario 3 : Passer la commande
- Prévoir un mécanisme d’enregistrement vidéo et son
(ex : Silverback)
Quoi&demander&?&Tests&d’uJlisabilité
Préparer&vos&entreJens
- Présentation mutuelle
- Expliquer l’objectif et le déroulement du tests
- Rappeler que le test concerne le service pas le participant
- Soyez à 2 : 1 interviewer et 1 observateur (qui note)
- Demander du feedback à la fin du test
- Remercier le participant
- Prévoir des boissons, snack ou goodies
Déroulement&du&test
Penser à Tester le test (si, si !)
Préparer&vos&entreJensExemple&de&fiche&de&test
Scénario Statut Notes
Trouver le service sur google ok - ko -avec de l’aide
Rechercher un gite ok - ko -avec de l’aide
Passer la commande ok - ko -avec de l’aide
Participant : ............ Profession : ............ Age : ..
Date : ../../.... Interviewer : .......... Observateur : ..........
Remarques du participant : ............................................................
Segment : .....
Pitch RecommandaJon
Trouver&des&parJcipants
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
PR
Réseaux sociaux
Adobe
Salons
Open Source / Gratuit
Abonnement Annuel
EXEM
PLE
Projets open source
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs soloRéseaux sociaux
Adobe
Open Source / Gratuit
Le&Lean&Startup&:&avant&tout,&du&bon&sens
Il n’y a pas de silver
bullet
Valider vos hypothèses avant de
construire le produit
Ne perdez pas votre temps
et celui des autres
Tester, apprenez,
testez...
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Bibliographie
hMp://www.leanstartup.fr/
Prototyping
Emmanuel Levi-Valensi
Fondateur & Directeur Associé
[email protected] | @pia_emmanuel
A vous de jouer !
Des questions ?