lean startup la recette des startups à succès

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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Bibliographie

hRp://www.leanstartup.fr/

Emmanuel Levi-ValensiDirecteur Associéelv@pia-conseil.com | @pia_emmanuel

Des questions ?