Course 5 cust discovery and custvalidation
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Transcript of Course 5 cust discovery and custvalidation
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With the Support of:
www.de-‐pe.com @depeteam
Antofagasta, Chile, June 2011
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Customer Discovery and Validation Tasks
Class 5
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INDEX • Intro new people • Previous class pending acDviDes (Canvas) • Customer Discovery & ValidaDon Recap. • Cust. Discovery Tasks • Customer ValidaDon Tasks • Individual and Work group
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NEW PEOPLE
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BUSINESS MODEL CANVAS
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Segmentos de clientes Uno o varios segmentos de clientes
Flujos de ingreso Los ingresos son el resultado de propuestas de valor ofrecidas con éxito a los clientes.
Relación con el cliente se establecen y manDenen con cada segmento de clientes
Canales de distribución y comunicaciones Las propuestas de valor se entregan a los clientes a través de la comunicación, la distribución y los canales de venta
Estructura de costos Los elementos del modelo de negocio dan como resultado la estructura de costos.
Propuesta de valor Trata de resolver problemas de los clientes y saDsfacer las necesidades del cliente con propuestas de valorr
AcDvidades clave mediante la realización de una serie de acDvidades fundamentales
Recursos clave son los medios necesarios para ofrecer y entregar los elementos descriptos anteriormente
Red de partners Algunas acDvidades se externalizan y algunos recursos se adquieren fuera de la empresa
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Business Model GeneraDon Book.
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Cómo Quién Qué
$$
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Class Examples
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{ Lean Canvas
Eduardo Pizarro H.
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Problema
• Evaluación adecuada de Proyectos Energéticos.
• No pueden certificarse en un corto plazo.
• No se entienden beneficios reales.
Tipos de Clientes
• Personas/Clientes que deseen medir eficientemente su consumo energético.
• Que quieran tomar decisiones adecuadas.
• No tengo mercado definido
(aún).
Paso 1: Problema y Solución
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Paso 2: Producto y Mercado
Problema
Proposición de Valor
• Simple
• Dinámico -‐‑ Escalable
• Fácil Instalación
• Web • Acceso en
cualquier parte.
• ¿Barato?
Tipos de Clientes
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Paso 3: Solución
Problema
Solución • Sistema Web de gestión de consumo de energía eléctrica
• Aplicable a cualquier proceso de una organización
• Completamente Automatizado
Proposición de Valor
Tipos de Clientes
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Paso 4: Canales
Problema Solución Proposición de Valor
Canales
• No lo sé (aún)
• Ventas Directas • Social Media • Expos, Convenciones,
Congresos relacionados
Tipos de Clientes
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Paso 5: Ingresos y Costos
Problema Solución Proposición de Valor Canales Tipos de
Clientes
Estructura de Costos
• No lo tengo claro (aún) • Herramientas de Desarrollo de Software
• Herramientas de Medición de Energía Eléctrica
• ¿Sueldos para equipo de trabajo?
• ¿Lugar de Trabajo?
Modelo de Ingresos
• No lo tengo claro (aún)
• Ofrecer un servicio
• Vía Cloud
• Pago Mensual
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Paso 6: Actividades Claves
Problema
Solución
Proposición de Valor
Canales Tipos de Clientes
Actividades Claves
• Conocer posibles clientes • Observar su punto de vista • Conformar un buen equipo
de trabajo.
Estructura de Costos Modelo de Ingresos
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Paso 7: Marcando Diferencia
Problema
Solución
Proposición de Valor
Ventaja Competitiva • No lo puedo definir
´(aún). • Innovación • Ser el primero en ofrecer el servicio.
• Avanzar junto al Cliente.
Tipos de Clientes
Actividades Claves
Canales
Estructura de Costos Modelo de Ingresos
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Gracias =)
Problema
Solución
Proposición de Valor
Ventaja Competitiva
Tipos de Clientes
Actividades Claves Canales
Estructura de Costos Modelo de Ingresos
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Cultrun (Javier)
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www.businessmodelgeneration.com
Cost structure Revenue streams
Key resources
Key activities
Key partners
Value proposition
Costumer relationships
Costumer segments
Channels
Print Photostrips
on-site
Sponsors for booth
Electronics
Manufacturers
Printer Supply Companies
Live-Stream Photos
Booth Electronics
Simple Enclosure
Custom SW
Makes events
more fun
Branded Memories
Follow Events Live
Deep Brand
Interaction
Social Media
Direct Marketing
Wedding Sites
Word of Mouth
Production Companies &
Agencies
Transport by Sales People
Events
Venues
Production Companies & Ad agencies
10% to close the deal
10% to execute the
deal Fixed Printer Supply Cost Rental
Up-Sell
Booth Sale
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Cust. Discovery & Validation recap.
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CustDev
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Discovery & Validation
• Do you have a problem worth Solving? – Hypothesis statements
• Business Model Canvas – Customer Interviews
• PreparaDon • Problem Interview • SoluDon Interview
• Have you built something customers want?
– Product/Market fit tesDng – MVP ExperimenDng
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Customer Discovery Tasks Problem / SoluEon Fit
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Cust. Discovery tasks Brainstorm potenciales clientes
Dibujar mulDple BM. canvases
Priorizar donde empezar
Armar el equipo Empezar a chequear los
canales
Encontrar prospectos
Llevar a cabo “Entrevista de Problema”
Entendimos el o los problemas?
Armar MVP * Formular Hipótesis testeables
Formular Hipótesis testeables
Llevar a cabo “Entrevista de Solución”
Tienes un problema que vale
la pena?
PREPARARSE PARA LAS ENTREVISTAS
ENTREVISTA DEL PROBLEMA
2
ENTREVISTA DE LA
SOLUCION
3
DOCUMENTAR EL PLAN
1
4
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Cust. Discovery • ObjecDve:
– Get ready to start interviewing real customers – Select first potenDal customers – First approaches to the customer channels – Decouple the problem from the soluDon and test the problem before binding yourself to a soluDon.
OBJECTIVE
PREPARARSE PARA LAS ENTREVISTAS
2
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• No Surveys or Focus Groups! • Find at least 20-‐30 prospects for a 2-‐3
weeks interview period (we start with limited potenDal customers)
• These prospect customers will be used to test your business model canvas hypothesis. – DisDnguish between customers and users – Use small customer segments – One canvas for each one (start with 2 or 3
segments, no more)
• PrioriDze where to start
Pain Level
Ease of Reach
Price
Market Size / Type
TO-‐DO
Cust. Discovery PREPARARSE PARA LAS ENTREVISTAS
2
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• How to find prospects? 1. 1 Degree contacts 2. Ask for Intros 3. Cold Calling, Emailing, LinkedIn 4. Move around the Industry (e.g.
Events, trade shows, Meetups, etc) • Don’t be shy!
TO-‐DO
Cust. Discovery PREPARARSE PARA LAS ENTREVISTAS
2
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EXAMPLE
Cust. Discovery��� Intro Template
PREPARARSE PARA LAS ENTREVISTAS
2
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• ObjecDve: – Know which problem is worth solving for the customer (Talk to customers to understand their worldview before formulaDng a soluDon)
– We want to answer: • Customer Segments: Who has the pain? (Early adopters) • Problem: What are you solving?
OBJECTIVE
Cust. Discovery ENTREVISTA DEL PROBLEMA
3
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• Formulate testable hypothesis – Problem #1 for photographers is print out the photos – PrinDng photos must be voted as Must-‐Solve for 80% of the people
• We will test top 3 hypothesis on: – Problem – Customer Segments – Current problem soluEons
• Ask sufficient Dme (20-‐30 mins) • Use neutral locaDon / prefer face to face • Do not record the customer • Use a script (flexible) • Document immediately
TO-‐DO
Cust. Discovery ENTREVISTA DEL PROBLEMA
3
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Cust. Discovery ENTREVISTA DEL PROBLEMA
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DOCUMENTAR RESULTADOS 5 minutos
CERRANDO 2 minutos
EXPLORA EL DIA A DIA DEL CLIENTE (TEST DE PROBLEMA) 15 minutos
RANKING DE PROBLEMAS (TEST DE PROBLEMA) 4 minutos
CUENTA LA HISTORIA (EL CONTEXTO DEL PROBLEMA) 2 minutos
RECOLLECTAR INFO. SEGMENTO CLIENTE 2minutos
BIENVENIDA (creando el ambiente) 2 minutos
TO-‐DO
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Cust. Discovery���Ej. Doc. Resultados
ENTREVISTA DEL PROBLEMA
3
EXAMPLE
Photographers have problems printing the images after events
Familiarity with Photo boots
No novelty services that people like
Hard to satisfy all guests sending images after wedding
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Cust. Discovery • ObjecDve:
– Take our first product demo (MVP, dras, mockup, etc) out to the real customer and achieve problem/soluDon fit.
• Answer the quesDons: – SoluDon: How will you solve these problems? – Revenue Streams: What is the Pricing Model?
OBJECTIVE
ENTREVISTA DE LA SOLUCION
4
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• Use old prospects + a few new ones • We will test top 3 hypothesis on:
– SoluEon – Channels – Revenue Streams
Cust. Discovery ENTREVISTA DE LA SOLUCION
4
TO-‐DO
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Cust. Discovery ENTREVISTA DE LA
SOLUCION
4
DOCUMENTAR RESULTADOS 5 minutos
CERRANDO 2 minutos
TEST DE PRECIOS (REVENUE STREAMS) 3 minutos
DEMO (TEST DE SOLUCION) 15 minutos
CUENTA LA HISTORIA (EL CONTEXTO DEL PROBLEMA) 2 minutos
RECOLLECTAR INFO. SEGMENTO CLIENTE 2minutos
BIENVENIDA (creando el ambiente) 2 minutos
TO-‐DO
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Customer Validation Tasks Product / Market Fit
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Customer Validation Tasks
MEDIR PRODUCT/MARTKET FIT
PRIORIZA LOS FEATRURES (NO FORZARLOS)
EXPERIMENTA CON LOS PIVOTS (MVPs)
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Product / Market Fit • Gevng to Product/Market Fit is the first significant milestone for a startup.
• It is basically building something people want
1OBJEC
TIVE
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Product / Market Fit- How to know?: 1) Test
• Sean Ellis Test: – La pregunta clave de la encuesta es: Cómo te senDrías si no pudieras ocupar mi producto nunca más? 1. Muy Desilucionado 2. Un poco Desilucionado 3. No Desilucionado (no era tan úDl) 4. N/A – Ya no lo ocupo
• Si sobre de 40% de tus usuarios sugiere que estarían “muy desilucionados”, hay una gran probabilidad de quepuedas construir un modelo sustentable y escalable para este producto.
• Problema: Se necesita un número importante de clientes como tamaño muestral.
TO-‐DO
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Product / Market Fit- How to know?: 2) Startup Metrics
• Your first objecDve should be gevng to strong early tracDon by: • Retaining your early adopters • establishing an early beach-‐head • gevng paid.
Adquisición
AcDvación
Retención
Ingresos
Referidos
Cómo nos encuentran los clientes?
Tienen una primera buena experiencia / impresión?
Los clientes vuelven?
Cómo generamos $$$?
Estamos generando nuevos contactos a parDr de nuestros clientes?
TO-‐DO
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Category User Status Conv % Est. Value Acquisition Visit Site
(or landing page, or external widget) 100% $.01
Acquisition Doesn't Abandon (views 2+ pages, stays 10+ sec, 2+ clicks)
70% $.05
Activation Happy 1st Visit (views X pages, stays Y sec, Z clicks)
30% $.25
Activation Email/Blog/RSS/Widget Signup (anything that could lead to repeat visit)
5% $1
Activation Acct Signup (includes profile data)
2% $3
Retention Email Open / RSS view -> Clickthru 3% $2
Retention Repeat Visitor (3+ visits in first 30 days)
2% $5
Referral Refer 1+ users who visit site 2% $3
Referral Refer 1+ users who activate 1% $10
Revenue User generates minimum revenue 2% $5
Revenue User generates break-even revenue 1% $25
Startup Metrics: Ecommerce Site EXAMPLE
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MVP (Minimum Viable Product) • A product that solves a core problem for customers
• The minimum set of features needed to learn from earlyvangelists – Avoid building products nobody wants – Maximize the learning per dollar spent
3OBJEC
TIVE
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MVP OBJEC
TIVE
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Testing the MVP���Can you get customers pay for something barely exist?
• Smoke TesDng • Prototypes • Removing Features • ConDnued Customer Discovery and ValidaDon
• Surveys • Interviews
EXAMPLE
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MVP tasks • Features Must Be Pulled, Not Pushed-‐> More features dilute your Unique Value ProposiDon + Features always have hidden costs – You sDll don’t know what customers really want
• Old vs ExisDng Features : 80-‐20 rule • Create your metrics dashboard • MVP is an experiment, so you will create mulDple MVPs before achieving Product/Market fit.
TO-‐DO
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GROUP WORK A ensuciarse las manos
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LA TAREA! • HOY
– Construir la primera versión de las métricas de sus proyectos.
– Ocupar el material dado adjunto (está disponible online)
– Trabajo en cada proyecto individual, pero se colaborará en cada grupo.
– Una persona de Depe estará en cada equipo ayudándolos.
– 1 o 2 personas presentarán y el grupo dará feedback (2 o 3 minutos).
• PARA LA PROX SEMANA – Estará Mañana Viernes
Online. – Completar templates de
entrevista al cliente • Entrevista del Problema • Entrevista de la Solución
– Generar lista con 5 potenciales clientes
– Calcular tamaño del Mercado