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    Ash Maurya

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    msanrxl
    The document discusses lean startup principles for developing minimum viable products (MVPs). It recommends defining an MVP as the smallest solution that delivers customer value and captures customer feedback. Several types of MVPs are listed, such as customer interviews, demos, teaser pages, and smoke tests. The document outlines an agenda for finding problems worth solving, defining the MVP, and maximizing learning. It also provides tips for engaging prospects, including delivering compelling demos, using scarcity, qualifying early adopters, price anchoring, and making promises to deliver value.

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    © All Rights Reserved
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    Ash Maurya

    Uploaded by

    msanrxl
    243 views70 pages
    The document discusses lean startup principles for developing minimum viable products (MVPs). It recommends defining an MVP as the smallest solution that delivers customer value and captures customer feedback. Several types of MVPs are listed, such as customer interviews, demos, teaser pages, and smoke tests. The document outlines an agenda for finding problems worth solving, defining the MVP, and maximizing learning. It also provides tips for engaging prospects, including delivering compelling demos, using scarcity, qualifying early adopters, price anchoring, and making promises to deliver value.

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    The document discusses lean startup principles for developing minimum viable products (MVPs). It recommends defining an MVP as the smallest solution that delivers customer value and captures customer feedback. Several types of MVPs are listed, such as customer interviews, demos, teaser pages, and smoke tests. The document outlines an agenda for finding problems worth solving, defining the MVP, and maximizing learning. It also provides tips for engaging prospects, including delivering compelling demos, using scarcity, qualifying early adopters, price anchoring, and making promises to deliver value.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    243 views70 pages

    Ash Maurya

    Uploaded by

    msanrxl
    The document discusses lean startup principles for developing minimum viable products (MVPs). It recommends defining an MVP as the smallest solution that delivers customer value and captures customer feedback. Several types of MVPs are listed, such as customer interviews, demos, teaser pages, and smoke tests. The document outlines an agenda for finding problems worth solving, defining the MVP, and maximizing learning. It also provides tips for engaging prospects, including delivering compelling demos, using scarcity, qualifying early adopters, price anchoring, and making promises to deliver value.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 70
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    Some of the key takeaways are about defining an MVP that delivers customer value in the smallest solution possible and using it to maximize learning. Methods for defining an MVP discussed include customer interviews, demos, teaser pages, and different types of MVPs like concierge and wizard of oz. Learning can be maximized by measuring progress, understanding what causes changes, and improving based on insights gained.

    Some methods for defining an MVP discussed include customer interviews to understand problems, demos to deliver a compelling initial solution, teaser pages to generate interest, and different types of MVPs like concierge where customers are helped directly or wizard of oz where the product is simulated. The goal is to define the smallest solution that delivers customer value.

    The document discusses maximizing learning from an MVP by measuring key metrics over time to understand if progress is being made, determining what factors cause changes in metrics to understand why things are improving or declining, and using insights from metrics and changes to identify areas for improvement and further develop the product.

    MVP

    CASESTUDY
    Hashtag: #leanstartup
    ASH MAURYA
    @ashmaurya

    ashmaurya.com
    spark59.com

    IDEAS

    LEARN

    BUILD

    DATA

    PRODUCT

    MEASURE

    IDEAS

    LEARN

    BUILD

    DATA

    PRODUCT

    MEASURE

    Customer
    Interviews
    Demos
    Teaser Pages
    Smoke Tests
    Release 1.0
    Concierge MVP
    Wizard of Oz MVP

    An MVP is the smallest solution that


    delivers customer value.

    IDEAS

    LEARN

    BUILD

    DATA

    PRODUCT

    MEASURE

    Customer
    Interviews
    Demos
    Teaser Pages
    Smoke Tests
    Release 1.0
    Concierge MVP
    Wizard of Oz MVP

    An MVP is the smallest solution that


    delivers customer value.

    (BONUS: And captures customer


    value.)

    AGENDA

    01 Finding a problem worth

    solving
    02 Defining the MVP

    03 Maximizing for learning

    AGENDA

    01 Finding a problem worth

    solving
    02 Defining the MVP

    03 Maximizing for learning

    Time

    Blog

    Time

    Book
    Blog

    Time

    Workshops
    Book
    Blog

    Time

    Workshops
    Book
    Blog

    Time

    Awesome
    Solution

    We built it and we didnt expect it to be a company,


    we were just building this because we thought it was awesome.
    - Mark Zuckerberg

    Your solution is NOT the


    product
    Solution

    Your business model is the product


    Problem

    Solution

    Key Metrics

    Cost Structure

    Unique Value Unfair

    Customer

    Proposition

    Segments

    Advantage

    Channels

    Revenue Streams

    Problem
    Interviews
    Workshops
    Book
    Blog

    Time

    PROBLEM

    EXISTING
    ALTERNATIVES

    CUSTOMER
    SEGMENTS

    EARLY
    ADOPTERS

    PROBLEM

    CUSTOMER
    SEGMENTS

    1. Hard to measure real progress.


    2. Drown in a sea of numbers.
    3. Metrics cant tell you why.
    EXISTING
    ALTERNATIVES

    EARLY
    ADOPTERS

    PROBLEM

    CUSTOMER
    SEGMENTS

    1. Hard to measure real progress.


    2. Drown in a sea of numbers.

    Software Companies

    3. Metrics cant tell you why.


    EXISTING
    ALTERNATIVES

    EARLY
    ADOPTERS

    PROBLEM

    CUSTOMER
    SEGMENTS

    1. Hard to measure real progress.


    2. Drown in a sea of numbers.

    Software Companies

    3. Metrics cant tell you why.


    EXISTING
    ALTERNATIVES

    1. Homegrown
    2. Analytics & CRM software

    EARLY
    ADOPTERS

    PROBLEM

    CUSTOMER
    SEGMENTS

    1. Hard to measure real progress.


    2. Drown in a sea of numbers.

    Software Companies

    3. Metrics cant tell you why.


    EXISTING
    ALTERNATIVES

    1. Homegrown
    2. Analytics & CRM software

    EARLY
    ADOPTERS

    SaaS products
    with > 20 sign-ups/day

    AGENDA

    01 Finding a problem worth

    solving
    02 Defining the MVP

    03 Maximizing for learning

    SOLUTION

    SOLUTION

    1. Pirate metrics + cohorts


    2. Lifecycle messaging
    3. Actionable visualization

    SOLUTION

    1. Pirate metrics + cohorts


    2. Lifecycle messaging
    3. Actionable visualization

    Simple to understand.
    Hard to implement so its
    simple.

    Build
    Demo
    Problem
    Interviews
    Workshops
    Book
    Blog

    Time

    You dont need code to test a vision.

    1. Are we making progress? - WHAT

    Thursday, April 12, 12

    1. Are we making progress? - WHAT


    2. What caused the change? - WHY

    Thursday, April 12, 12

    1. Are we making progress? - WHAT


    2. What caused the change? - WHY
    3. How do we improve? - HOW

    Thursday, April 12, 12

    June
    Acquisition
    1000 (100%)
    Activated
    800 (80%)
    Retention
    500 (50%)
    Revenue
    100 (10%)

    Pros: Simple and visual

    May

    June

    Acquisition
    900 (100%)

    Acquisition
    1000 (100%)

    Activated
    750 (83%)

    Activated
    900 (90%)

    Retention
    500 (56%)

    Retention
    500 (50%)

    Revenue
    95 (11%)

    Revenue
    100 (10%)

    Cons: Hard to see what changed.

    May

    June

    Activation
    900 (100%)

    Activation
    1000 (100%)

    Activated
    750 (83%)

    Activated
    900 (90%)

    Retention
    500 (56%)

    Retention
    500 (50%)

    Revenue
    95 (11%)

    Revenue
    100 (10%)

    May

    June

    Activation
    900 (100%)

    Activation
    1000 (100%)

    Activated
    750 (83%)

    Activated
    900 (90%)

    Retention
    500 (56%)

    Retention
    500 (50%)

    Revenue
    95 (11%)

    Revenue
    100 (10%)

    May

    June

    Activation
    900 (100%)

    Activation
    1000 (100%)

    Activated
    750 (83%)

    Activated
    900 (90%)

    Retention
    500 (56%)

    Retention
    500 (50%)

    Revenue
    95 (11%)

    Revenue
    100 (10%)

    JUNE

    MAY

    900

    1000

    signed-up

    ACTIVATION RATE

    83%

    90%

    RETENTION RATE

    56%

    50%

    PAID

    11%

    10%
    0

    20

    40

    60

    80

    100

    20

    signed-up

    40

    60

    80

    100

    JUNE

    MAY

    900

    1000

    signed-up

    ACTIVATION RATE

    83%

    90%

    RETENTION RATE

    56%

    50%

    PAID

    11%

    10%
    0

    20

    40

    60

    80

    100

    20

    signed-up

    40

    60

    80

    100

    JUNE

    1000
    ACTIVATION RATE

    90%

    RETENTION RATE

    50%

    PAID

    10%
    0

    20

    signed-up

    40

    60

    80

    100

    Days not weeks or months.

    Solution
    Interviews
    Build
    Demo
    Problem
    Interviews
    Workshops
    Book
    Blog

    Time

    AGENDA

    01 Finding a problem worth

    solving
    02 Defining the MVP

    03 Maximizing for learning

    ttention

    I
    A

    nterest

    ction

    esire

    ttention

    I
    A

    nterest

    ction

    esire

    01 Nail the problem.

    ttention

    I
    A

    nterest

    ction

    esire

    02 Deliver a compelling demo.

    ttention

    I
    A

    nterest

    ction

    esire

    PROSPECTS / USERS
    Stage 1

    100

    Stage 2

    1,000

    Stage 3

    10,000

    Stage 4

    100,000

    CUSTOMERS
    10

    High-touch, Market Risk,


    Qualitative

    100
    1,000
    10,000

    10X Product Launch

    Self-serve, Technical Risk,


    Quantiative

    03 Unintentional use of prizing and scarcity.

    Position your MVP as the prize.

    04 Dont lower sign-up friction. Raise it.

    Qualify early adopters.

    EXISTING
    ALTERNATIVES

    1. Homegrown

    SaaS products

    2. Analytics & CRM software

    with > 20 sign-ups/day


    REVENUE STREAMS

    30-day trial @ $150-200/mo

    05 Use price anchoring.

    $200/mo < 4 developer hours /mo

    Could you build a similar homegrown


    system spending half a day/month?

    06 Make a big promise you plan on keeping.

    Deliver value or go home.

    THANKS!
    ASH
    MAURYA

    ashmaurya.com
    @ashmaurya
    spark59.com

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