lean startup la recette des startups à succès
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Lean StartupLa recette des startups à succès
Emmanuel Levi-Valensi22 octobre 2011
http://pia-conseil.com
PIA est un cabinet de conseil en système d'information,
spécialiste de l'expérience utilisateur et des usages innovants.
Nous réalisons des développements sur mesure et accompagnons nos clients dans toutes les phases de leurs projets web et mobile.
ENTREPRISES
STARTUP & IT
RÉALISATIONCONSEIL
LE LEAN STARTUP ?
Une des causes principales de l’échec d’une startup
=> Développer un produit qui ne trouve pas son marché
Le Lean Startup est une méthode rigoureusepour accroître les chances de succès des startups.
Elle a été mise au point par Eric Ries en 2008.
Il s’agit d’appliquer les principes du lean à l’entrepreneuriat.
Se concentrer sur la satisfaction client
Etre une entreprise apprenante
Se concentrer sur la satisfaction client
Etre une entreprise apprenante
Se concentrer sur la satisfaction client
Aller voir avec ses «yeux»
Elle connait un succès important.
Elle connait un succès important.
http://theleanstartup.com/casestudies
VUE D’ENSEMBLE
Customer Development
Dévelopement Agile (Scrum, Kanban, XP,...)
Le Customer Development
Découverte Client
ValidationClient
CréationClient
Dév. de laStartup
Pivot
Iden%fier le problème,Imaginer et valider le produit minimal
Valider les hypothèses marché
Générer de la demande
Passer à la vitesse supérieureRéadapter le MVP à par%r
des données marché
COMMENT L’APPLIQUER ?
Poser vos hypothèses
Principe Lean Startup #1
Hypothèses
Source : The 4 steps to Epiphany
Avec les questionnaires de 4 steps to epiphany
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Ou comme ça...
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
EXEM
PLE
Projets open source
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
EXEM
PLE
Projets open source
Et définir sa stratégie de validation
Travailler sur des cycles courts
Principe Lean Startup #2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Temps passé (mois)
Plus le temps de «déconnexion» avec le marché est long, plus l’ampleur du pivot risque d’être élevée
Ampleur du pivot
Eliminer les stocks de décisions non validées
Proposition de valeur
Roadmap
Version 1
Fonctionnalité 1 Fonctionnalté 2Fonctionnalité 3 Freemium Premium ...
Cibles
Cible 1 Cible 2 Prix Channels
XSi au bout d’1 an, vos clients n’adhérent pas à la proposi%on de valeur...
X XXX X X
X XX
XX
Eliminer les stocks de décisions non validées
Proposition de valeur
Roadmap
Version 1
Fonctionnalité 1 Fonctionnalté 2Fonctionnalité 3 Freemium Premium ...
Cibles
Cible 1 Cible 2 Prix Channels
Si au bout d’1 an, personne n’est prêt à
payer...
XX
X
XXX
MeRre au point rapidementson Minimal Viable Product
Principe Lean Startup #3
Elabora%on de la solu%on (le MVP)
Mechanical turk PinocchioVidéo
Show don’t tell!
Show don’t tell!
Prototype fil de fer
Show don’t tell!
Show don’t tell!
Prototype haute fidélitéde Reward Process
Aller à la rencontre de vos acheteurs
Principe Lean Startup #4
Faits
Sur 10 entretiens, nous avons obtenu 2 lettres d’intention
1500 personnes ont demandé à être informées
de la dispo du produit
J’ai obtenu une trentaine de rendez-vous pour présenter le produit
Avec notre intégra%on facebook,
tout le monde va vouloir u%liser le produit
C’est très important d’avoir de la vidéo sur la home !
Opinions
C’est génial !
Pitch Recommanda%on
Prise de rendez-‐vous
Valider vos hypothèses
Comprendre :
Les objec%fs de vos u%lisateurs
>>>> Affiner le concept (pivoter)
Leur manière de travailler
Valider vos hypothèses
Se mettre en écoute active
Je gagnerais du temps si...
J’ai adoré ce produit...
Valida%on de la solu%on
Feedback sur les fonc%onnalités (le pivot)
Tests sur la tarifica%on
Trouver des beta testeurs
...
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs solo
Editeurs de logiciels
Entreprise
SSII
PR
Réseaux sociaux
Adobe
Salons
Open Source / Gratuit
Abonnement Annuel
EXEM
PLE
Projets open source
Fournir un framework pour développer des applications mobiles
multiplateformes respectant le design
de chaque plateforme Développeurs soloRéseaux sociaux
Adobe
Open Source / Gratuit
Inspiré de Running Lean
En synthèse
Le Lean Startup : avant tout, du bon sens
Il n’y a pas de silver bullet
Valider vos hypothèses avant de construire le produit
Ne perdez pas votre temps et celui des autres
Tester, apprenez, testez...
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