Lean Startup: Reduce 40% go-to-market time & cost on your next product launch

Introduction to Growth Hacking: - Principles - Examples (from US and from #FrenchTech) - Theory - AARRR / Metrics - Tools - Must read stuff And plenty other things!

Updated presentation on Startup Metrics, delivered at SeedCamp 2008 in London, England. Dave McClure, 500 Hats.

This document outlines lessons learned from developing a product to automate customer support. It discusses the hierarchy of customer pain, when to pivot a product, and the value of specific hypotheses. Key lessons include: 1) Customers are at different stages of addressing problems; 2) Products should pivot when hypotheses are invalidated; and 3) Hypotheses work best when focused on specific customer archetypes like a UX researcher seeking real-time customer feedback. The final MVP developed was a tool to provide real-time product insight for customers.

Find what is the MVP (Minimum Viable Product) and how to create an MVP. This slide was created for my "MVP workshop" at TrigUp's Pre-Accelerating Program.

An investor focussed deck that covers: - What is a Lean Startup? - The key behaviors of being lean - Using lean to define and measure progress in a startup

The document provides an overview of the start-up lifecycle and key considerations at different stages. It discusses the four main stages: idea discovery and validation, customer acquisition, company building, and growth. Several startup examples are provided to illustrate validation strategies, customer acquisition tactics, and growth models. The document concludes with next steps entrepreneurs should take and resources available to support startups.

This document discusses the concept of a Minimum Viable Product (MVP). It defines an MVP as the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least effort. The document provides reasons why MVPs often fail, such as not identifying the early adopter customer or including unnecessary features. It also discusses data sources, quality considerations, and approaches to developing an MVP, including creating only a video or becoming a concierge service for the first customers. The presentation includes challenges and workshops for attendees to develop MVPs for their products.

The document discusses different types of businesses - small businesses, scalable startups, and large companies - and how they differ. It notes that small businesses serve known customers with known products, while scalable startups aim to solve unknown customer needs and unknown product features through iteration. Startups search for a business model through customer development and pivoting, while companies focus on executing a known business model through metrics, sales, product management, and planning. The document advocates for searching for a business model using customer development rather than relying on traditional business plans.

The document discusses the key components of a business model including users/customers, products/services, revenue flows, pricing, demand creation, and sales/distribution. It defines users as those who interact with the product for free, customers as those who pay for the product, and markets as customer segments. The business model canvas maps these components to understand what problem is being solved, who has this problem, how value is delivered and monetized, and how users and customers are acquired.

The document summarizes key concepts around startups, minimum viable products (MVP), and achieving product/market fit. It includes workshops on developing hypotheses for a startup idea and creating an MVP. Customers should be interviewed to validate problems and solutions, and qualitative feedback is more important than numbers in understanding customer needs. Various types of MVPs are presented such as landing pages, videos, and single feature products. The goal of an MVP is to validate assumptions quickly before building full features. Achieving product/market fit is the big leap for a startup, and actionable, rather than vanity, metrics should be used to guide decisions.

Presenting this set of slides with name - Build A Minimum Viable Product PowerPoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twentyone slides. Our tailor made Build A Minimum Viable Product PowerPoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Build A Minimum Viable Product PowerPoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.

The document discusses how startups have traditionally operated with high costs and long development times, leading to slow customer adoption, high failure rates, and innovation limited to a few regions. However, it notes an "entrepreneurial explosion" is now occurring, enabled by low startup costs, short development times, fast customer adoption, global innovation, and large pools of risk capital. It distinguishes between small businesses, large company innovation, and scalable startups. Scalable startups search for a business model through customer development and agile development, rather than executing a predetermined plan, in order to transition successfully from startup to large company.

This document provides guidance on creating an effective landing page to collect leads and validate a solution. It recommends including a catchy headline, sub-headline, clear call to action, and value proposition with great copy and visuals. A checklist is given for the landing page, and a step-by-step guide outlines how to plan, design, and use the page by setting a goal, defining the solution for customers, using simple branding and images, connecting it to analytics, and testing it for 5 seconds to validate the message is understood. An example experiment card is also shown.

Learn tactics to rapidly build and test a startup idea with a minimal budget. Step-by-step details to create your Minimum Viable Product (MVP) and achieve Product-Market-Channel-Fit. Quickly build, launch, test, gather data, analyze data, iterate, and/ or kill the startup idea. Have questions? Tweet @Adriana_Herrera or email adriana [at] openbubbles dot com.

The document discusses building a minimum viable product (MVP) for a project idea. It provides examples of MVPs for Facebook, Dropbox, and Zappos and explains how they tested hypotheses with very simple initial products. The meeting's agenda is then to understand lean startup methodology and MVPs, see examples, and use story mapping to define an MVP for a semester project. Story mapping is introduced as a technique to replace feature lists with a two-dimensional map focusing on user activities and vision. Attendees will work in groups to define an MVP for a project helping users find and share healthy recipes.

This document introduces the concept of "Running Lean", which is a systematic process for iterating a web application from the initial "Plan A" to a plan that works. It discusses how most startups fail because they do not change their original plans even when they are not working. Running Lean involves three stages - validating the problem/solution fit, achieving product/market fit, and optimizing for scale. It emphasizes the importance of testing hypotheses through experiments, gathering both qualitative and quantitative customer feedback, and using that learning to continually pivot and improve the product. The overall goal is to iterate quickly and use validated learning to progress from an unproven initial plan to one that customers want.

The document discusses business model innovation through recognizing patterns. It identifies three types of business model innovation: product, customer, and revenue innovation. Examples are provided for each type. Product innovation includes improving performance, sustainability, customization, extra services, localization, and design. Customer innovation involves finding new markets, sales channels, loyalty programs, service, community building, and co-creation. Revenue innovation examples provided are one-time payments, subscriptions, freemium models, advertising, pay per use, and bait-and-hook strategies. The document advocates recognizing these patterns from other companies to help pivot and experiment with new business model innovations.

The CEO of Microsoft stated that every business will become a software business. Pacific Magazines lost its technology edge by solely focusing on print with no digital strategy for over a decade. To regain its "tech mojo", Pacific Magazines focused on transforming its products, processes, people, and technology. This included establishing agile processes, onboarding new digital talent, empowering cross-functional teams, and building scalable platforms to enable rapid innovation and frequent delivery of new digital experiences. As a result, Pacific Magazines released engaging digital products, established clear roadmaps, created a high performing team, and built a quality technology foundation to ensure its long term survival in a fast changing market.

We explain the history of our agile organization with a focus on the latest round of evolution of our Product and Engineering organization, moving from business-oriented feature teams to mission teams.

Di webinar ini Dhiku akan membawakan materi seputar tips product management, bagaimana proses membangun product digital dengan agile dan data driven. Dimulai dari memahami kebutuhan user, melakukan usability testing, menganalisa data, melakukan prioritas fitur dan perencanaan product roadmap, incremental deployment ke user, sampai evaluasi data untuk pengembangan product yang lebih baik. Oleh http://www.startupbisnis.com dan http://www.codepolitan.com

Join us as we hear Ramkumar Ravichandran, the Director of A/B Testing at Visa Checkout, explain how he created a high impact experimentation program. Ram will take us through the growth of Visa’s program: from selling the value, to laying down the vision, the roadmap and success criteria, to creating the right team and driving engagement with the program. Attend this webinar to learn: -How an experimentation program drives business impact. -A model to drive continuous stakeholder engagement with the program. -How to build a roadmap that goes above and beyond simple UX optimization.