Running Lean in some slides
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Transcript of Running Lean in some slides
![Page 1: Running Lean in some slides](https://reader035.fdocuments.net/reader035/viewer/2022062319/55528412b4c905115b8b5037/html5/thumbnails/1.jpg)
Presentation about the methodology in the book:
Running Lean by Ash Maurya
Slides
Author: Thiago Oliveira de PaivaTwitter: @ThiagoPaiva
Blog: modelodenegocios.tumblr.com
(in portuguese)
Running Lean
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Prioritize Where to Start
Importance order:
1. Customer pain level
2. Ease offer reach
3. Price
4. Market Size
Your objective is to find a big enough market you can reach
with customers who need your product that will pay a price
you can build a business around.
![Page 3: Running Lean in some slides](https://reader035.fdocuments.net/reader035/viewer/2022062319/55528412b4c905115b8b5037/html5/thumbnails/3.jpg)
Lean Canvas Stages
Stage 1 Stage 2 Stage 3
• At each stage there are only a few actions that matter, the rest is waste of resources
Best moment to seek for investment
Source: Book Running Lean, Ash Maurya
Right Action, Right Time
Bijoy Goswami
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Lean Canvas Stages
• Pivot: Change your plan so you can find one that works
• Optimization: Accelerate a plan that it’s proven that
works
Learning and Pivot before product/market fit, Growth and Optimization after
product/market fit
• Stage 1: Do I have a problem worth solving?
• Stage 2: Have I built something people want?
• Stage 3: How do I accelerate growth?
Key Questions
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Learning and Validating
• Stage 1: Learning Loop, Customer Discovery Workflow,
Rules and Lean Canvas
During the Learning and Validating stages there are some tools we will use:
• Stage 2: Product Launch Workflow
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Learning Loop
Mockup, Landing Page, Presentation…Anything that can test the idea
A lean fundamental learning loop is a Build/Measure/Learn loop
Collected from customers
Data validate or refute the hypothesis
Source: Eric Ries
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Rules of Experimentation
Prematureoptimization
Run out of resources
Chasing your tail
The optimal learning loop
There are a set of rules that helps you correctly define and run experiments
1. Formulate testable hypotheses
• Not measurable: “Being know as expert will drive early adopter”
• Specific and testable: Blog post will drive 100 sign-ups”
2. Maximize for Speed, Learning and Focus:
Source: Book Running Lean, Ash Maurya
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Rules of Experimentation
3. Validate qualitatively, verify quantitatively
• You need only a few customers interviews to have a strong
signal (positive or negative) to validate or refute your
hypothesis
• Later you will need a larger sample to test if it is scalable
4. Create accessible dashboard
• It’s important to share the hypothesis and the results of
your experiment with your team
5. Communicate learning early and often
• Communicate your lessons learned weekly to your internal
team and monthly to your external advisors and investors
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Qualita
tively
Quantita
tively
Problem/Solution Fit
Is your problem worth solving? This workflow helps you discover with support from
customers
Source: Book Running Lean, Ash Maurya
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Problem/Solution Fit
A problem worth solving boils down to three questions
1. Is it something customers want? (must-have)
2. Can it be solved? (feasible)
3. Will they pay for it? If not, who will pay? (viable)
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Document Your Plan A
• Probably your plan A will change over it’s
implementation, but it’s very important you
have it documented.
• Lean Canvas is an one sheet model, what
makes it very easy to use, to share and to
modify.
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Lean Canvas
1 13
6
7
4
5 5
8
Source: Book Running Lean, Ash Maurya
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Problem and Customer Segment
Problem:
• Write down the Top 3 problems
• List existing alternatives to these problems
Customer Segment:
• Identify users and their roles
• Hone in on possible early adopters
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Unique Value Proposition (UVP)
Good Tips:
• Be different, but make sure your difference matters
• Target early adopters
• Focus on benefits that your customers will have after using your product
• Pick words carefully and own them
• Answer: What, Who and Why
• Study UVP the enterprises your respect
• Create a high-concept pitch (short phrase describing your concept)
“A single, clear compelling message that states why you are different and worth buying.”
Steve Blank
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Solution
• Simply sketch the top 3 features or capabilities
that solves each one of the 3 problems
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Channels
Some characteristics to think about the
channel:
• Free vs Paid
• Inboud vs Outbound
• Direct vs Indirect
• Personal vs Automated
• Retention vs Referral
• Content Marketing
The path you will use to get to your customers
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Revenue Steams and Cost Structure
Some tips:
• Start charging from day one
• Use a “Free Trial” plan
• Pick a price to test
• Take your costs into account
• Start with a single pricing plan
How you make money and how much you charge
Your costs and the break even point
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Key Metrics
What are the key activities that drive your startup and how to measure
them
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Unfair Advantage
• Think about how you can make yourself
different and make your difference matters
• If you still don’t know, leave this box in blank
“A real unfair advantage is something that cannot be easily copied or bought.”
Jason Cohen
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Example: Book Running Lean
Source: Book Running Lean, Ash Maurya
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Product Lauch Workflow
This workflow will help you define your MVP (Minimum Viable Product) and test it
Source: Book Running Lean, Ash Maurya
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Now what?
Okay, I’ve done exactly as you said and everything is going fine (or not everything),
now what? How do I scale?
“I suggest you to read the great book Running Lean, which I tried to resume in this presentation, but wasn’t possible to resume all the book. I sure will think about
building a complementary presentation. Thanks!”
Me
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References Books
The Four Steps to Epiphany, Steve Blank
• This book talks about the customer development methodology for startups
Running Lean, Ash Maurya
• It’s a practical book for starting a web-based startup using the lean canvas and lean startup methodology, all this presentation was based on this book
Business Model Generation, Alexander Osterwalder
• This book presents the business model canvas that it’s a very good and easy model for describing business models