Downloaded 21 times
Uploaded byAGILEMinds
Nick boucart lean startups
The document discusses various concepts related to agile development and startups. It provides examples of Groupon's business model and the challenges of entrepreneurship. Key points covered include: - Agile development and how it may help build better products. - The elements needed for a successful business like customers, value proposition, costs, marketing etc. - Groupon's initial business model of deal of the day emails and how it acquired merchants and customers. - That entrepreneurship involves hypothesizing customer problems and solutions, experimenting through MVPs, and being ready to pivot the business model based on learning. - Different types of pivots like customer problem, segment, technology, revenue model etc
More Related Content
Similar to Nick boucart lean startups
![Governance, Deployment & Methodologies for Agentic Automation [2/3]](https://cdn.slidesharecdn.com/ss_thumbnails/agenticcommunityseries-day2-251112135038-a386476d-thumbnail.jpg?width=640&height=640&fit=bounds)
Nick boucart lean startups
- 1. @vladblagojevic @nickboucart @sirris_be
- 2. Agile Development is good for…
- 3. Will agile helpthem build better products?
- 4. Google Wave Build it,and they will come… (good products = big bucks) Right?
- 5. What do youneed for a successful business?
- 6. Auto/pers What onal/comm will you unities? need to What do Who are What can master? you offer? your you Value? customer outsource Uniqueness s? to whom? ? What do How to you need communic to build ate & up? deliver? How will What you make are my money? costs?
- 7. Groupon: deal ofthe day in your inbox. Get 50%-90% off the best stuff your city has to offer.
- 8. Merchant Personal/Call Acquisition Centers Copy-writing Automated/ Deal New, local Merchants E-mail selection customers (guarantee #) Consumers Discounts Direct sales Email DB Google ads Personalization engine Social media 50% commission Cust. acquisition Merchant (30% of revenue) 20% unfulfilled Acquisition (sales = groupons ½ employees) Churn
- 9. Entrepreneurship as ascience
- 10. began as aMMO game What happened here? began with PDA payment tool
- 11. Who is the customer? Whatdo they value? What is our product anyway?
- 13. ”Startup is a temporary organization with purpose to search for a repeatable and scalable business model. S. Blank Startup ~ research
- 14. State Hypotheses Pivot or Experiment persevere
- 15. State Hypotheses Pivot or Experiment persevere
- 16. parkr™ Bootstrapping: parking scouts SMS Help find Drivers in parking Mobile app GPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral User credit cards Micro Community commission Platform (parking spotter)
- 17. parkr™ Bootstrapping: parking scouts SMS Help find parking Mobile app Drivers in GPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral User credit cards Micro commission Community Platform (scouts)
- 18. Customers Problem do I know who they are & how to reach top 3 customer problems? them? Pain level: must have vs nice to Segment? Early adopter? have Roles: user, economic buyer, Awareness: active vs. latent influencer, saboteur? How do they search for Alternatives : how do they deal products? with these problems today? Solution top 3 product features? Do they solve the top 3 problems? Barriers to adoption (e.g. fit/integration with existing workflow)? Is my price accepted?
- 19. State Hypotheses Pivot or Experiment persevere
- 20. A 1st problemis… Would you pay $20 a Does this resonate with month to use a tool like you? How do you deal this? with it today? Is it a must-have?... This is how our solution looks today (screen per problem). Which of the screens resonated the most? Which could you live without? Are there any additional features you think are missing? Use Mocks
- 21. Trouble Parking inBrussels? www.parkr.com Find parking when you need it. Park easily in busy streets of Brussels Paying too much for parking? www.parkr.com Monetize your unused parking time and help others find free parking!
- 22. Concierge MVP Wizard of Oz
- 23. Document Hypotheses Pivot or Experiment persevere
- 24. CHEATSHEET Customer problem pivot: same product, same segment, different problem Change of an aspect of Starbucks : started selling coffee beans & espresso makers Segment pivot: same product , similar problem, a business model different set of customers e.g. consumers aren’t buying, enterprises have a similar problem Successful startups Sometimes a pure marketing change Technology pivot: repurpose the technology to solve a change direction quickly more pressing or marketable problem Product feature pivot: remove features for focus, or to Based on learning add features for a more holistic solution pay close attention to what real customers are doing Revenue model pivot e.g. from a premium customized, to a low price commoditized solution Grounded in the vision e.g. from a one-time sale to monthly subscription or license fees e.g. razor versus blade strategy They keep one foot in the Sales channel pivot: use lessons learned from customers to switch from direct sales past and place one foot in E.g. distribution channel, ecommerce, white-labeling … Product versus services pivot: if products are too a new possible future different or too complex to be sold effectively to the customer with the problem bundle support services with the product, education offerings... Vision: search space Major competitor pivot: react when a major new player or competitor jumps into your space one of the above pivots to build your differentiation and stay alive
- 25. Parkr™ foursquare forparking spots Bootstrapping: parking scouts SMS Help find parking Community Drivers in GPS producers cities Monetize Near-location unused notifier + UI parking App store Community Viral Cities Promoting User credit public cards Mobile app transport App fee Micro Building commission Platform Community Subvention (critical mass)
- 27. IDEAS Pivot Continuous LEARN BUILD Root-cause deployment DATA PRODUCT MEASURE Metrics Lean startup Feedback build-measure-learn loop by Eric Ries
- 28. Counter-intuitive and Speed beyond comfort zone If you’re really on to something, there are other Learn from the data 4-5 companies pursuing a similar vision You don’t get a gold star for following the process Techniques helpful, but It’s okay to be you need to be very opportunistic creative …but stay grounded in your vision Emotional rollercoaster Find mentors
- 29. Lean Startup by Eric Ries Tools startuplessonslearned.com leancanvas.com theleanstartup.com/book leanlaunchlab.com sllconf.com usertesting.com Steve Blank KissMetrics, Piwik steveblank.com uservoice.com steveblank.com/books.html Ash Maurya More references ashmaurya.com businessmodelgeneration.com runningleanhq.com (book) venturehacks.com Dave McClure 500hats.typepad.com AARRR: Startup metrics for paulgraham.com pirates news.ycombinator.com/ Even more: steveblank.com/tools-and- blogs-for-entrepreneurs
- 30. Startup Weekend Talk to us Brussels 21-23 October Vladimir Blagojevic Featuring Ash Maurya ▪ vladimir [email protected] brussels.startupweeken ▪ blog.launched.be d.org ▪ @vladblagojevic betagroup.be Nick Boucart Founder Institute & ▪ [email protected] MIC ▪ sinnobok.org westartup .eu ▪ @nickboucart techbrew.be ▪ Book: The art of software innovation
Editor's Notes
- #3 … developing solutions that cannot be specified entirely upfront… delivering customer value… involving a customer in software development… (iterative) product delivery - you build good products!
- #5 “I think GeoCities was the first proof that you could have something really popular and still not make any money on the internet”Webvan: Poster child of premature scaling Grocery business has razor-thin margins to begin with, it was never able to attract enough customers to justify its spending spree
- #6 What do you need for a successful business?
- #9 On LeanKanbanwe can ask the audience, and show filed by field. On XP Day we will do the workshop, and then ask each group and also show what we got.
- #17 What are the major risks?
- #18 Notsureaboutthisslide
- #22 Good for very early feedback, or choosing between alternativesMention measuring already
- #28 This experimentation approach does not stop when the product is finally deployed to users. You treat your feature/improvement ideas as hypotheses. You build them (or a minimal version that will allow you to learn) and deply as fast as possible. Agile practices are essential. You have to be able to iterate quickly and respond rapidly to customer feedback. Then you measure. You measure behaviour your feature was supposed to promote (e.g. whether email notifications bring customers back to the product), and monitor metrics that are relevant for your business. You also solicit feedback from your customers: both online, and face to face (e.g. usability tests). Pivoting at this later stage may mean simply rolling back the change (if it proves to have adverse – or even zero – effect). If you encountered a problem, you want to make sure you are dealing with it systemically, therefore root-causing (e.g. using 5Y). This practice can be also integrated with retrospects.