a playbook for achieving product-market fit
TRANSCRIPT
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A Playbook For Achieving Product- Market Fit
DAN OLSEN NOV 12, 2015
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My Background Educa/on n Engineering background n Stanford MBA n UX design, web and mobile coding Experience n Led Quicken Product Management at Intuit n Led Product Management at Friendster n CEO & Cofounder, TechCrunch award winner YourVersion n Product consultant: Facebook, Box, MicrosoM n Organizer: Lean Product & Lean UX Meetup Silicon Valley I will post my slides at hOp://slideshare.net/dan_o
Copyright © 2015 @danolsen
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What is “Lean Startup” all about?
n Ar/culate hypotheses n Iden/fy fastest way to test n Keep scope small: minimum viable product (MVP)
n Test with customers n Learn and iterate n Achieve product-‐market fit
Copyright © 2015 @danolsen
Sounds easy, right?
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That’s Why I Wrote a How-‐To Guide For Achieving Product-‐Market Fit
hOp:///ny.cc/LPP
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What is Product-‐Market
Fit?
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The Product-‐Market Fit Pyramid
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The Product-‐Market Fit Pyramid
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The Product-‐Market Fit Pyramid
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The Product-‐Market Fit Pyramid
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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The Lean Product Process
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Copyright © 2015 @danolsen
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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Transporta/on within 100 miles of my home
Soccer Mom
Speed Demon
Carry kids & gear Safety Fuel economy
Go fast Looks cool Makes me look cool
Target Customer Has Dis/nct Needs High-‐level need Target Customer
Detailed needs
Ideal Product
Soccer Mom Speed Demon
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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n Russians: pencil
n NASA: space pen ($1 M R&D cost)
Example n Ability to write in space (zero gravity)
Problem Space vs. Solu/on Space Problem Space n A customer problem, need or benefit that the product should address
n A product requirement
Solu/on Space n A specific implementa/on to address the need or product requirement
Copyright © 2015 @danolsen
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Problem vs. Solu/on Space: Product Level
Problem Space (user benefits)
Solu/on Space (product)
TurboTax
TaxCut
Pen and paper
Prepare my taxes
File my taxes
Check my taxes
Maximize deductions
Reduce audit risk
Copyright © 2015 @danolsen
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Problem Space
Problem vs. Solu/on Space: Feature Level
Copyright © 2015 @danolsen
Save time filing taxes
Save time preparing taxes
Maximize my tax deductions
Check my return
Reduce my audit risk
Help me prepare taxes
Empowerment/ Confidence
Save Time
Save Money
Tax Interview Wizard
Audit Risk Analyzer
Tax Return Error Checker
Tax Data Downloader
Electronic Tax Return Filing
Tax Deduction Finder
Solu/on Space
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Group Exercise: Customer Needs
n Think about Airbnb n Focus on the problem space n What customer needs does Airbnb address?
Copyright © 2015 @danolsen
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Priori/zing Needs: Importance vs. Sa/sfac/on Im
portance of U
ser N
eed
User Sa/sfac/on with Current Alterna/ves
Compe//veMarket Opportunity
Low High
Low
High
Not Worth Going AMer
Copyright © 2015 @danolsen
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Crea/ng Customer Value
Copyright © 2015 @danolsen
Impo
rtance of U
ser N
eed
User Sa/sfac/on with the Product Low High
Low
High
Area = Customer Value Created
Area = Opportunity to Create Customer Value
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Users Rated 13 Key Features in a Survey
Recommended reading: “What Customers Want” by Anthony Ulwick
Great
Copyright © 2015 @danolsen
Bad
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Kano Model: User Needs & Sa/sfac/on User Sa/sfac/on
User Dissa/sfac/on
Performance (more is beOer)
Delighter (wow)
Need not met
Need fully met
Must Have
Needs & features migrate over /me
Copyright © 2015 @danolsen
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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What is Your Value Proposi/on?
n Which user benefits are you providing? n How are you beOer than compe/tors? Must Have Benefit 1
Performance Benefit 1
Performance Benefit 2
Performance Benefit 3
Delighter Benefit 1
Delighter Benefit 2
Copyright © 2015 @danolsen
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What is Your Value Proposi/on?
n Which user benefits are you providing? n How are you beOer than compe/tors? Compe5tor A Compe5tor B You
Must Have Benefit 1
Performance Benefit 1
Performance Benefit 2
Performance Benefit 3
Delighter Benefit 1
Delighter Benefit 2
Copyright © 2015 @danolsen
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What is Your Value Proposi/on?
n Which user benefits are you providing? n How are you beOer than compe/tors? Compe5tor A Compe5tor B You
Must Have Benefit 1 Y Y
Performance Benefit 1 High Low
Performance Benefit 2 Low High
Performance Benefit 3 Med Med
Delighter Benefit 1 Y -‐
Delighter Benefit 2 -‐ -‐
Copyright © 2015 @danolsen
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What is Your Value Proposi/on?
n Which user benefits are you providing? n How are you beOer than compe/tors? Compe5tor A Compe5tor B You
Must Have Benefit 1 Y Y Y
Performance Benefit 1 High Low Med
Performance Benefit 2 Low High Low
Performance Benefit 3 Med Med High
Delighter Benefit 1 Y -‐ -‐
Delighter Benefit 2 -‐ -‐ Y
Copyright © 2015 @danolsen
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Group Exercise: Value Proposi/on
n Recall our discussion on Airbnb user needs n Who are Airbnb’s compe/tors? n Think about how Airbnb meets those needs beOer than alterna/ve solu/ons
n What are Airbnb’s differen/ators? Copyright © 2015 @danolsen
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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What is an MVP?
Courtesy of Jussi Pasanen See Aaron Walter’s book Designing for Emo-on Copyright © 2015 @danolsen
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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The UX Design Iceberg
Copyright © 2015 @danolsen
What most people see and react to
What good product teams think about
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Geqng Customer Feedback
Problem Space vs. Solu/on Space n Customers CAN’T ar/culate problem space n Customers CAN react to solu/on space n That’s why you need something tangible to show to customers to get good feedback
Copyright © 2015 @danolsen
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Product Design Ar/facts
Copyright © 2015 @danolsen
Hand sketch
Interac/vity
Fidelity
Interac/ve Prototype
Sta/c Wireframe*
Clickable Wireframe*
Mockup
Clickable Mockup**
* Balsamiq: balsamiq.com ** InVision: invisionapp.com
Live Product
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Itera/ve Design & Test Workflow
Copyright © 2015 @danolsen
Hand sketches
Interac/vity
Fidelity
Clickable Wireframes
Clickable Mockups
Live Product
Test Test
Test
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
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“Ramen” User Tes/ng Session
10 -‐ 15 min: Warm Up and Discovery n Understand user needs, priori/es n Learn about solu/ons they use, likes and dislikes
30 -‐ 50 min: User Feedback on Prototype n Show user mockup/product n Be as non-‐directed as possible: like you’re not there n Ask ques/ons to gain understanding
5 -‐ 10 min: Wrap up n Answer any ques/ons or issues that came up n Point out/explain features you want to highlight n Ask if they would use the product
Copyright © 2015 @danolsen
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Dos & Don’ts of User Tes/ng Sessions
Do n Explain to the user
n Feedback will help improve the product n Not to worry about hur/ng your feelings n “Think Aloud Protocol”
n Try to be a fly on the wall n Take notes and review them aMerwards for take-‐aways
Don’t n Ask leading or close-‐ended ques/ons n “Help” user or explain the UI (e.g., “click over here”) n Get defensive or blame the user
Copyright © 2015 @danolsen
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What Are You Tes/ng and Learning?
Problem Space All your hypotheses
Solu/on Space User reac/ons
Feature Set
UX Design Messaging
Copyright © 2015 @danolsen
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Itera/ng Between User Tes/ng Waves
Customer Feedback
Mockups / Code
Copyright © 2015 @danolsen
Problem Space All your hypotheses
Solu/on Space User reac/ons
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Problem Space
Solu5on Space
Copyright © 2015 @danolsen
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Persevere or Pivot?
Increasing Product-‐Market Fit
Pivot
Product-‐Market Fit = Geqng enough data to validate you’re climbing up the right mountain
Copyright © 2015 @danolsen
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The Lean Product Process: Marke/ngReport.com Case Study
Copyright © 2015 @danolsen
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Marke/ngReport.com Case Study
n My client (CEO) had a new product idea n Team: me, CEO, VP marke/ng, UI designer n Goals
n See if business opportunity exists n Do so quickly and inexpensively (no coding)
n “Marke/ng report” would let consumers control the direct mail that they receive
n Analogous to credit report
Copyright © 2015 @danolsen
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Mapping Out Customer Benefits
Reduce Junk Mail
Find out what “they” know about you
Money Saving Offers
Compare Yourself to Others
Social Networking
Marketing Report
Marketing Score
Marketing Profile
Save Trees
“Marke/ng Shield” Concept
“Marke/ng Saver” Concept
Copyright © 2015 @danolsen
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Copyright © 2015 @danolsen
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Recrui/ng Target Customers
n Used customer research firm (panel) n Wrote screener to iden/fy target customers
n Work full-‐/me n Fit for Saver: use coupons, Costco membership n Fit for Shield: use paper shredder, block caller ID
n Offered $75 compensa/on n Scheduled 3 groups of 2 or 3 people for 90 min n Moderated each group through the mockups
Copyright © 2015 @danolsen
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Learning from First Wave of User Tests
Reduce Junk Mail
Find out what “they” know about you
Money Saving Offers
Compare Yourself to Others
Social Networking
Marketing Report
Marketing Score
Marketing Profile
Save Trees
Legend
Strong appeal
Some appeal
Low appeal
“Shield” Concept “Saver” Concept
Copyright © 2015 @danolsen
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Copyright © 2015 @danolsen
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Summary of Case Study
n 4 weeks to validated product concept n 1 round of itera/on n Zero coding n Reasonable cost n Customers willing to pay $10/month n Trimmed away non-‐valuable pieces n You can achieve similar results
Copyright © 2015 @danolsen
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The Lean Product Process
1. Determine your target customer 2. Iden/fy underserved customer needs 3. Define your value proposi/on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers Iterate: § Hypothesize-‐Design-‐Test-‐Learn loop § Improve product-‐market fit
Copyright © 2015 @danolsen
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Questions? @danolsen olsensolu/ons.com slideshare.net/dan_o leanproductplaybook.com Book: hOp:///ny.cc/LPP