uxsg2014 workshop (day 1) - lean startup (bryan long)
DESCRIPTION
Leading UX - are you kidding me? Facilitated by Hsin Eu Director, HIE Trend Micro, Taiwan and Mike Chou Staff UX Designer, HIE Trend Micro, TaiwanTRANSCRIPT
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Welcome to
Startup Testing Preview
by The Testing Ground
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About me
• Founder of The Testing Ground and Co-Founder of Jumpdesk
• President of the Association of Lean Startups
• Organiser of Singapore Lean Startup Circle
• Mentor at Lean Startup Machine, Startup Leadership Programme, The Scape, Ideasinc, Startup@Singapore, Youth Entrepreneurship Symposium…
• Engineering degree, MBA…and just graduated from NUS law! Woohoo!
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Introduction to Lean Startup
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Definition of a Lean Startup
Validated Learning as the measure of progress
Customer Development(discover unknown problem and solution)
Lean Product Development e.g. agile dev, design thinking, lean engineering
(create unknown product)
+
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From sequential activities …
…to an iterative process
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Why Lean Startup?
• Developed by Eric Ries along with Steve Blank in response to all the waste that comes from failed startups.
• They realized that startups are taking too long developing their products only to launch them with no customers wanting to buy.
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Lean Startup
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A temporary organisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
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A temporaryorganisation built to search for the answers to what makes a repeatable and scalable business model before running out of resources
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Lean Startup
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Lean = No Waste
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No Waste
=
figure out the right thing to build as quickly as possible
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No Waste
=
Figure out the right thing to build as quickly as
possible
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Waste = Not Figuring Out
Waste = Building Wrong Thing
Waste = Too Slow
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Figure Out=
Validated Learning
No waste: figure out the right thing to build as quickly as possible
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Lean Startup Concept:
Build-Measure-Learn
No waste: figure out the right thing to build as quickly as possible
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No waste: figure out the right thing to build as quickly as possible
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No waste: figure out the right thing to build as quickly as possible
= Experiment
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No waste: figure out the right thing to build as quickly as possible
Image courtesy William Harris
Lean Startup is about making entrepreneurship into a management science
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No waste: figure out the right thing to build as quickly as possible
ValidatedLearning
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No waste: figure out the right thing to build as quickly as possible
The Testing Board helps to keep track of your experiments
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As quickly as possible=
speed
No waste: figure out the right thing to build as quickly as possible
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No waste: figure out the right thing to build as quickly as possible
Traditional Development
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No waste: figure out the right thing to build as quickly as possible
Lean Startup
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Why? You have more tries
Photo Credit: Roger Smith via Compfight cc 2.0
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Lean Startup Concept:
Get out of the Building
No waste: figure out the right thing to build as quickly as possible
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“There are no facts
inside your building, so get outside
”
- Steve Blank
Photo Credit: http://www.troll.me/images2/steve-blank/keep-calm-and-get-out-of-the-building.jpg
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Testing BoardLevel 101 introduction to conducting Lean Startup
Experiments
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State your hypotheses and
assumptions
Build your Experiment
Learn
The Testing Board helps you structure your experiments
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State your hypotheses and
assumptions
Build your Experiment
Learn
Get rid of your biases:
1) State your hypotheses (guesses) and your
assumptions (beliefs)
2) Forces you to take the view that your startup will
fail
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State your hypotheses and
assumptions
Build your Experiment
Learn
Provides Focus and Clarity
1) Know what you are building to test and
how you are going to do it
2) Know what signal the customers must give
you
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State your hypotheses and
assumptions
Build your Experiment
Learn
Gives you the basis for the
changes you are going to make to
your business model
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Your potential customer:Your Early-vangelists
aka Cookie Monster:
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You can’t reach out to everyone•So break up a large customer segment into smaller ones
•“Characters living on Sesame Street”• Big Bird• Elmo• Cookie Monster!!
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WHAT ARE PROBLEMS?
•Specific to the Customers• “People have difficulty with transportation” is not specific
•“Motorists don’t know when is the best time to avoid a jam” is a problem
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WHAT ARE PROBLEMS?
•A problem is when a customer has:•Difficulty doing a task•Difficulty having a desire or needmet
•…in a particular situation
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TYPES OF PROBLEMS
Doing a Task Getting a Need or Desire Met
Selling somethingin a hurry
Highest Pricewhen broke
Finding a Datewhen you are bald
Marrying the right spousewhen very few choices are left
Buying a carfor the first time
Status recognitionwhen people are comparing
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18 TO 22 YEAR OLD UNIVERSITY STUDENTS
DIFFICULTY FINDING FOOD AT NIGHT FOR
A PARTY
These are only your guesses! SO DON’T ARGUE WITH EACH
OTHER
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Assumptions
•What do you believe is true so that your customer or problem hypothesis is true?
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Assumptions
•Two ways to figuring out assumptions:
•Explaining the hypothesis•Failing the hypothesis
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Assumptions
Explain the Hypothesis
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Assumptions
We believe [CUSTOMER]Has this [PROBLEM
Because[reason 1][reason 2][reason 3]
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Assumptions
We believe [CUSTOMER]Has this [PROBLEM
Because[reason 1] = Assumption[reason 2] = Assumption[reason 3] = Assumption
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Assumptions
Force your startup to fail
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Assumptions
• My startup helping busy working women with
their difficulty in finding cheap healthy food will
fail because
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Assumptions
• My startup helping busy working women with
their difficulty in finding cheap healthy food will
fail because
• They don’t care about their health
• Someone else is cooking food for them
• They already find it easy to use google
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AssumptionsWhat would kill my startup idea
Therefore I am assuming that
They don’t care about their health
They care about their health
Someone else is cooking food for them
No one else is cooking food for them
They already find it easy to use google
They don’t find googling for cheap food easy
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Listing Assumptions
•VERY IMPORTANT
•Forces you to face your cognitive biases (remember the blind man in a hotel?)
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Riskiest Assumption
Very Uncertain
Very Certain
Big Impact If Wrong
Small Impact If Wrong
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18 TO 22 YEAR OLD UNIVERSITY STUDENTS
DIFFICULTY FINDING FOOD AT NIGHT FOR
A PARTY
THIS IS WHAT YOU BELIEVE IS TRUE ABOUT
YOUR BELIEF
STUDENTS ORGANISE
PARTIES AT THE LAST MINUTE
NO FOOD PLACES ON
CAMPUS
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Minimum Viable Interaction• What is the smallest interaction you can
have with the customer to validate your riskiest assumption?
For now, it’s just a simple face to face interview
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Customer Acquisition Strategy• How are you going to get the customers to
carry out the MVI?
• E.g.• Facebook invitation• Networking events• Referrals
For now, it’s just a simple “get out of the building” to talk to people off the streets
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Experiment Steps• Forces you to state what you need to do and to time box
it• Creates
• Focus• Urgency• Common understanding between team members
For now, just state1) Prepare interview questions (15 minutes)2) Get out of the building for 2 hours3) Find customers at 5 star hotels. 2 customers/30 minutes4) Team member 1 go to Hotel A. Member 2 go to Hotel B ….
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Success Criteria• What kind of signal are you expecting so that you
have confidence to proceed?
Example:
I expect that 8 out of 10 university students have difficulty finding food at night for their last minute party because there are no food places on campus opened at night
Would you put your money down based on that signal?
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Problem Interviews
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Interviews are not surveys
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Interviews are not sales pitches
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This is what we want
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It’s about you learning from the customer the real truth…
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…even when it hurts to hear it
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It’s about letting the customers talk to you
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…and you listening
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http://www.wikihow.com/React-to-an-Ugly-Baby
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Big Steps
• Build• Hypotheses
• Form your Questions
• Finding prospects
• Measure• Carry out interviews
• Learn• Consolidate learning and patterns
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let’s work now on your questions
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Testing a problem: The Mum Test (coined by Rob Fitzpatrick)
Can you ask questions such that even your mother won’t be able to lie to you?
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Carrying out The Mum Test
Talk about their life instead of your idea
• Otherwise Mum will always listen to you talk
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Carrying out The Mum Test
Ask about specifics in the past instead of generics or opinions about the future
• Mum will always say what you want to hear or cover up discouraging words with generic words
• “Tell me about the last time the problem happened”
• “What did you do?”
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Carrying out The Mum Test
Talk less and listen more
“Mum, that’s interesting…tell me more…”
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Things to look out for
• Too many closed-end questions• Only use them for qualifying.
• Start questions with What, Who, Why, When and How
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Things to look out for
• Avoid bad data by anchoring Fluff• Fluff
• Generic claims (I usually, I always, I never)
• Future-tense promises (I would, I will)
• Dealing with Fluff• Ask them to bring you to specifics in the past
• When it last happened and how they solved it.
• Avoid “would you ever” questions
![Page 79: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/79.jpg)
Do interviews in your team
• One asks questions. The others writes down answers and think about how to improve
• Change to another team member for each new customer
![Page 80: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/80.jpg)
Learning from the
Experiment
![Page 81: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/81.jpg)
![Page 82: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/82.jpg)
Result and Decision
• Result = What did you actually get?• 12/16 have the problem
• Decision:• Persevere: Pass success criterion. Move to
next stage• Pivot: Did not pass success criterion.
Repeat with a change in strategy• Iterate: Data not enough. Repeat the
experiment with more data points.
![Page 83: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/83.jpg)
![Page 84: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/84.jpg)
Pattern
![Page 85: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/85.jpg)
Insight
![Page 86: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/86.jpg)
Insight
![Page 87: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/87.jpg)
Learning
• What other customer insights did you get?
• Alternatives
• Behaviours
• Competitors
• Mentality
• Bigger problems to solve
![Page 88: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/88.jpg)
All about Pivoting
![Page 89: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/89.jpg)
![Page 90: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/90.jpg)
Building the Right thing =
the thing customers want and will pay for
No waste: figure out the right thing to build as quickly as possible
![Page 91: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/91.jpg)
But what do you do when you learn that the problem
you wanted to solve isnot a problem?
No waste: figure out the right thing to build as quickly as possible
![Page 92: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/92.jpg)
Lean Startup Concept :
Pivoting
No waste: figure out the right thing to build as quickly as possible
![Page 93: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/93.jpg)
Pivoting=
A change in your business model without a change in
vision
based on validated learning
No waste: figure out the right thing to build as quickly as possible
![Page 94: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/94.jpg)
![Page 95: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/95.jpg)
![Page 96: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/96.jpg)
Group Action For Changing The World
Group Action For Buying Cheaper Stuff
Pivot
![Page 97: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/97.jpg)
The key to pivoting is thus your vision
![Page 98: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/98.jpg)
Product = Vision
![Page 99: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/99.jpg)
Product = Vision
![Page 100: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/100.jpg)
Big Vision
Problem 1
Product 1
Product 2
Problem 2
Product 3
Product 4
Problem 3 Product 5
![Page 101: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/101.jpg)
Types of Pivots
![Page 102: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/102.jpg)
Zoom-In PivotA single feature become the whole product
E.g. From Electric Car to just Electric Car Batteries
![Page 103: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/103.jpg)
Zoom-Out PivotA whole product becomes a single feature of a much
larger product
E.g. Galaxy Note – Walcom Digitizer
![Page 104: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/104.jpg)
Customer Segment Pivot
Attracted real customers…but not the original ones
![Page 105: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/105.jpg)
Customer Problem/Need Pivot
Original problem not big enough but another problem is bigger for that customer segment
![Page 106: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/106.jpg)
Put Customer and Problem Together
How you are going to solve the problem
![Page 107: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/107.jpg)
Solution versus
Product
![Page 108: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/108.jpg)
A is how
you are going to
solve the key
problem the
customer is facing
![Page 109: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/109.jpg)
A is what
you are using to
solve the key
problem the
customer is facing
![Page 110: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/110.jpg)
A focuses
on the customers
and about the
benefits they
receive
![Page 111: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/111.jpg)
A focuses
on the features
which customers
use to get the
benefits
![Page 112: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/112.jpg)
A can
have be made up
of many products
![Page 113: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/113.jpg)
A may not
be a solution
![Page 114: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/114.jpg)
A can be
described with
just words for
customers to give
you feedback
![Page 115: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/115.jpg)
A is hard
to describe and is
better experienced
before the
customer can give
you feedback
![Page 116: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/116.jpg)
Problem: Commuters spend a
lot of time waiting for buses
Solution: Information about
bus arrival time
Products:
1) Bus arrival guide
2) SMS about bus arrival
3) App with real time
information based on GPS
![Page 117: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/117.jpg)
Problem: Commuters spend a
lot of time waiting for buses
Solution: Share a cab service
Products:
1) Online booking
2) Call a telephone operator
3) Booking app
![Page 118: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/118.jpg)
Problem: Commuters spend a
lot of time waiting for buses
Solution: Tell you when to
leave work to avoid crowd
Products:
1) Whatsapp group
2) Blog
3) Phonecall
![Page 119: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/119.jpg)
So it’s more important to
think about the solution
first.
Then you build a
Minimum Viable Product
to test the solution with
the Customers
![Page 120: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/120.jpg)
Building a
Successful MVP
![Page 121: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/121.jpg)
What is an MVP?
“The minimum amount of effort you have to
do to complete exactly one turn of the
Build-Measure-Learn feedback loop.”- Eric Ries
![Page 122: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/122.jpg)
In Simpler Terms
The MVP is the fastest way to achieve
learning about the customer with the least
effort
![Page 123: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/123.jpg)
Pre-selling MVP
Exchange of product for some form of
currency: time, money, information or work.
Tests the Riskiest Assumption associated
with your Solution Hypothesis.
![Page 124: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/124.jpg)
Product Pitch
![Page 125: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/125.jpg)
One easy way to do
the pre-selling MVP…
Landing Pages
Determine if the problem resonates enough
with the customer that they will give up
currency
![Page 126: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/126.jpg)
Landing
Page
![Page 127: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/127.jpg)
Offline
Landing
Page
![Page 128: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/128.jpg)
Storyboard
of problem
areas
![Page 129: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/129.jpg)
Pre-selling MVI – What Do You
Want to Get?
* Cash $$$
* Letter of Intent
* Email Addresses
* Pay With a Tweet
* Taking a Meeting
* Time
![Page 130: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/130.jpg)
CURRENCY
PERSONAL INFORMATION
- Email Address
- Mobile Number
WORK
- Effort to make an
appointment to meet me
- Time spent for the
meeting
![Page 131: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/131.jpg)
131
![Page 132: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/132.jpg)
Lean Startup is a like a straight ruler
![Page 133: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/133.jpg)
Measure of Success
Time
Failure without Lean
Failure with Lean
![Page 134: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/134.jpg)
Measure of Success
Time
Small FailuresBut Learning Quickly
= Changes in Strategy without Change in Vision
= Pivoting
Finding Product-Market Fit
Getting to Success
Small FailuresBut Still Learning Quickly
![Page 135: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/135.jpg)
But beware,
Lean Startup can be a
bit confusing
Strategy Level
Tactical Level
Product Level
![Page 136: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/136.jpg)
o For Seed Stage Startupso 20 –Day Programme to develop your customer
development skillso Includes the use of a space at Orchard Roado Helps you answer three important questions at the end:
Is the problem worth solving?
Does any one want your solution?
Do you want to do it?
![Page 137: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/137.jpg)
o Get the focuso Comes with a 150 page guidebook and Startup Testing Boardso 6 hours of face to face workshops together with other startups in the
regiono Mentoring with lead mentors and participant mentors
o Save moneyo Get access to Powtoonso Your own url shortenero Landing page creatorso Comes with the use of TTG
o Join a communityo Member of Association of Lean Startupso Alumni of TTG
![Page 138: UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)](https://reader033.vdocument.in/reader033/viewer/2022051817/547e7a335906b5d8718b46a5/html5/thumbnails/138.jpg)
Join us at
www.thetestingground.asia