%Experiment: Aquatic Species Observation
Data size
21.83 GB
Data rate
11.23 kB/s
Sample size
n/a
Sample mass
n/a
Duration
90 days 0 hours
Situations
landed
space low
Electricity
7.400/s
Operation
Scientist (level: 4)
Part needed
Mobile Processing Lab MPL-LG-2
Information
none
%Experiment: Asteroid Sample
Data size
n/a
Data rate
n/a
Sample size
2 slots
Sample mass
33.88 kg
Duration
n/a
Situations
Asteroid
Electricity
n/a
Operation
anyone
Part needed
unknown
Information
Asteroid samples can be taken by Kerbals on EVA
%Experiment: Atmosphere Analsis
Data size
n/a
Data rate
n/a
Sample size
7 slots
Sample mass
2.00 kg
Duration
18s
Situations
flying low (biomes)
flying high
surface (biomes)
Electricity
2.840/s
Operation
n/a
Part needed
Atmospheric fluid spectro variomter
Information
Bodies with atmosphere needed
%Experiment: Atmospheric Pressure Scan
Data size
3.50 MB
Data rate
3.82 kB/s
Sample size
n/a
Sample mass
n/a
Duration
15m 16s
Situations
flying low (biomes)
flying high
surface (biomes)
Electricity
0.050/s
Operation
n/a
Part needed
Atmospheric fluid spectro variomter
PresMat Barometer
Information
Bodies with atmosphere needed
%Experiment: BEEP
Data size
4.57 GB
Data rate
305.4 B/s
Sample size
n/a
Sample mass
n/a
Duration
1 year 266 days
Situations
space low (biomes)
Electricity
1.920/s
Operation
n/a
Part needed
M700 Survey Scanner
Information
none
%Experiment: BIRDIE
Data size
58.00 MB
Data rate
32.22 kB/s
Sample size
n/a
Sample mass
n/a
Duration
30m 00s
Situations
flying low (biomes)
flying high
Electricity
7.100/s
Operation
Scientist (level: 1)
Part needed
Mobile Processing Lab MPL-LG-2
Information
none
%Experiment: CHILLED
Data size
22.57 GB
Data rate
5.22 kB/s
Sample size
n/a
Sample mass
n/a
Duration
200 days 0 h
Situations
landed
splashed
space low
Electricity
23.100/s
Operation
Scientist (level: 1)
Part needed
Mobile Processing Lab MPL-LG-2
Greenhouse
Information
Not allowed on Home Body
%Experiment: CLAM
Data size
2.59 GB
Data rate
4.00 kB/s
Sample size
n/a
Sample mass
n/a
Duration
30 days 0 h
Situations
splashed (biomes)
Electricity
1.370/s
Operation
Scientist (level: 4)
Part needed
PPD-24 Panorama Observation Module
Information
Not allowed on Home Body, Eve, Laythe
Min crew: 2
Max Altitude: -120.0 m
Max vol/crew: 5.00 m3
%Experiment: CLOUD
Data size
185.00 MB
Data rate
154.17 kB/s
Sample size
n/a
Sample mass
n/a
Duration
20m 00s
Situations
flying high (biomes)
Electricity
5.130/s
Operation
Pilot (level: 3)
Part needed
Atmospheric fluid spectro variomter
Information
none
%Experiment: Crew Report
Data size
200.00 kB
Data rate
680.3 B/s
Sample size
n/a
Sample mass
n/a
Duration
4m 54s
Situations
flying low
flying high
space low
space high
surface (biomes)
Electricity
0.010/s
Operation
anyone
Part needed
Any Capsule or Module
Information
none
%Experiment: CURVE
Data size
1.63 GB
Data rate
859.94 kB/s
Sample size
n/a
Sample mass
n/a
Duration
31m 32s
Situations
flying high
Electricity
31.800/s
Operation
Pilot (level: 2)
Part needed
Atmospheric fluid spectro variomter
Information
Mission Control min level: 2
Astronaut complex min level: 2
Min. altitude: 45.0 Km
%Experiment: DING
Data size
672.86 GB
Data rate
16.86 kB/s
Sample size
n/a
Sample mass
n/a
Duration
4 years 143 days
Situations
space high
Electricity
2.690/s
Operation
n/a
Part needed
M700 Survey Scanner
Information
Bodies not allowed: Suns
%Experiment: EVA Report
Data size
250.00 kB
Data rate
5.56 kB/s
Sample size
n/a
Sample mass
n/a
Duration
45s
Situations
space low
space high
surface (biomes)
Electricity
0.020/s
Operation
anyone
Part needed
Any Capsule or Module
Information
none
%Experiment: EVA Science Experiment
Data size
250.00 kB
Data rate
n/a
Sample size
n/a
Sample mass
n/a
Duration
n/a
Situations
landed
splashed
flying low
flying high
space low
space high
Electricity
n/a
Operation
anyone
Part needed
EVA Experiment kit
Information
Collectable data
Rerunnable
Resettable
%Experiment: FLIGHT
Data size
2.36 GB
Data rate
7.80 kB/s
Sample size
n/a
Sample mass
n/a
Duration
14 days 0 h
Situations
space low
space high
Electricity
5.180/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Min crew: 2
Astronaut Complex min level: 2
Administration min level: 2
Mission Control min level: 2
%Experiment: FLOAT
Data size
1.43 GB
Data rate
367.3 B/s
Sample size
n/a
Sample mass
n/a
Duration
180 days 0 h
Situations
space low
Electricity
5.820/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Bodies allowed: Home Body and its Moons
Min crew: 4
Min vol/crew 25.00m³
Max eccentricity: 0.02
Max inclination: 0.2deg
%Experiment: Gravity Scan
Data size
26.01 GB
Data rate
13.28 kB/s
Sample size
n/a
Sample mass
n/a
Duration
90 days 4 h
Situations
space low
space high
surface (biomes)
Electricity
0.041/s
Operation
n/a
Part needed
Gravmax Negative Graviol Detector
M700 Survey Scanner
Information
none
%Experiment: H2O
Data size
n/a
Data rate
n/a
Sample size
1 slot
Sample mass
3.50 kg
Duration
n/a
Situations
splashed (biomes)
Electricity
14.020/s
Operation
n/a
Part needed
Atmospheric fluid spectro variomter
Information
Min altitude: -25.0m
%Experiment: HERRING
Data size
198.24 GB
Data rate
9.03 kB/s
Sample size
n/a
Sample mass
n/a
Duration
2 years 164 days
Situations
space low
space high
Electricity
3.140/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Min crew: 8
Min vol/crew 18.00m³
Tracking Station min level: 3
%Experiment: Infrared Telescope
Data size
289.39 TB
Data rate
1.26 MB/s
Sample size
n/a
Sample mass
n/a
Duration
25 years 1 day
Situations
space high
Electricity
1.910/s
Operation
n/a
Part needed
SENTINEL Infrared Telescope
Information
Bodies allowed: Home Body
%Experiment: Intermediate Period Comet Sample
Data size
n/a
Data rate
n/a
Sample size
2 slots
Sample mass
33.88 kg
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Any Capsule or Module
Information
Asteroid samples can be taken by Kerbals on EVA
%Experiment: Interstellar Comet Sample
Data size
n/a
Data rate
n/a
Sample size
2 slots
Sample mass
33.88kg
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Any Capsule or Module
Information
Asteroid samples can be taken by Kerbals on EVA
%Experiment: JAMMED
Data size
9.94 GB
Data rate
1.70 kB/s
Sample size
n/a
Sample mass
n/a
Duration
270 days 0 h
Situations
space low
Electricity
6.400/s
Operation
anyone
Part needed
Mobile Processing Lab MPL-LG-2
Information
Requires: Shadow
%Experiment: LEAVE
Data size
3.40 GB
Data rate
306.1 B/s
Sample size
n/a
Sample mass
n/a
Duration
1 year 88 days
Situations
space low (biomes)
space high (biomes)
Electricity
17.940/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Bodies allowed: moons, planets
Bodies not allowed: home body and its moons
Requires: min crew:6
Min eccentricity: 0.30
Min inclination: 35.0deg
Max inclination: 55.0deg
%Experiment: LITE
Data size
250.00 kB
Data rate
25.00 kB/s
Sample size
n/a
Sample mass
n/a
Duration
10s
Situations
space low
space high
Electricity
0.030/s
Operation
n/a
Part needed
Any Probe Core
Any Remote Guidance Unit
Information
none
%Experiment: Long Period Comet Sample
Data size
n/a
Data rate
n/a
Sample size
2 slots
Sample mass
33.88 kg
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Any Capsule or Module
Information
Asteroid samples can be taken by Kerbals on EVA
%Experiment: Magnetometer Report
Data size
550.00 MB
Data rate
3.64 kB/s
Sample size
n/a
Sample mass
n/a
Duration
7 Days 0 h
Situations
space low (global)
space low (inner belt)
space low (outer belt)
space low (magnetosphere)
space low (solar storm)
space high (global)
space high (inner belt)
space high (outer belt)
space high (magnetosphere)
space high (solar storm)
Electricity
0.200/s
Operation
n/a
Part needed
Magnetometer Boom
Information
none
%Experiment: Materials Study
Data size
n/a
Data rate
n/a
Sample size
4 slots
Sample mass
32.00 kg
Duration
20m 46s
Situations
landed
splashed
flying low
flying high
space low
space high
Electricity
2.040/s
Operation
n/a
Part needed
Sc-9001 Science Jr
Sc9001R Radial Science Jr
MSP-300 Material Science Pod
Mobile Processing Lab MPL-LG-2
Information
none
%Experiment: MITE
Data size
3.26 MB
Data rate
4.32 kB/s
Sample size
n/a
Sample mass
n/a
Duration
12m 35s
Situations
space low (biomes)
space high
Electricity
0.085/s
Operation
n/a
Part needed
Any Probe Core
Any Remote Guidance Unit
Information
Bodies allowed: Atmospheric
Min inclination: 70.0 deg
Max inclination: 120.0
Polar Orbit
%Experiment: Mystery Goo™ Obervation
Data size
n/a
Data rate
n/a
Sample size
1 slot
Sample mass
7.30 kg
Duration
10m 41s
Situations
landed
splashed
flying low
flying high
space low
space high
Electricity
0.180/s
Operation
n/a
Part needed
Mystery Goo Containment Unit
Mystery Goo Inline Containment Unit
Mobile Processing Lab MPL-LG-2
Information
none
%Experiment: Radiation Scan
Data size
500.00 kB
Data rate
1.01 kB/s
Sample size
n/a
Sample mass
n/a
Duration
8m 17s
Situations
flying low
flying high
surface (biomes)
space (global)
space (inner belt)
space (outer belt)
space (magnetosphere)
space (solar storm)
space (interstellar)
Electricity
0.300/s
Operation
n/a
Part needed
Geiger Counter
Any Probe Core
Any Remote Guidance Unit
Information
none
%Experiment: RELAX
Data size
n/a
Data rate
n/a
Sample size
15 slots
Sample mass
2025.000 t
Duration
95 days 0 hours
Situations
landed (biomes)
Electricity
54.600/s
Operation
Scientist (level: 2)
Part needed
Mobile Processing Lab MPL-LG-2
Information
Needs, Ore: 0.060/m
%Experiment: SALINE
Data size
n/a
Data rate
n/a
Sample size
7 slots
Sample mass
103.680 t
Duration
120 days 0 hours
Situations
splashed (biomes)
Electricity
31.600/s
Operation
Scientist (level: 4)
Part needed
Mobile Processing Lab MPL-LG-2
Information
Max altitude: -50.0 m
%Experiment: SALT
Data size
n/a
Data rate
n/a
Sample size
10 slots
Sample mass
18.80 kg
Duration
2m 19s
Situations
splashed (biomes)
Electricity
6.820/s
Operation
n/a
Part needed
Atmospheric fluid spectro variomter
Information
Max altitude: -100.0 m
%Experiment: Seismic Scan
Data size
200.00 MB
Data rate
630.4 B/s
Sample size
n/a
Sample mass
n/a
Duration
14 days 4 hours
Situations
landed (biomes)
Electricity
0.456/s
Operation
n/a
Part needed
Double-C Seismic Accelerometer
Any Probe Core
Any Remote Guidance Unit
Information
none
%Experiment: SHAKE
Data size
13.48 GB
Data rate
1.16 kB/s
Sample size
n/a
Sample mass
n/a
Duration
1 Year 114 days
Situations
landed (biomes)
Electricity
9.370/s
Operation
Engineer (level: 3)
Part needed
PPD-24 Panorama Observation Module
Information
Astronaut Complex min level: 3
Mission Control min level: 3
Min crew: 4
Min vol/crew 10.00m³
%Experiment: Short Period Comet Sample
Data size
n/a
Data rate
n/a
Sample size
2 slots
Sample mass
33.88 kg
Duration
n/a
Situations
Comet
Electricity
n/a
Operation
anyone
Part needed
Any Capsule or Module
Information
Comet samples can be taken by Kerbals on EVA
%Experiment: SITE
Data size
12.40 MB
Data rate
3.40 kB/s
Sample size
n/a
Sample mass
n/a
Duration
1 hour 00 m
Situations
space low
space high (biomes)
Electricity
0.150/s
Operation
n/a
Part needed
Any Probe Core
Any Remote Guidance Unit
Information
Bodies not allowed: Suns
%Experiment: STAKE
Data size
18.20 GB
Data rate
3.76 kB/s
Sample size
n/a
Sample mass
n/a
Duration
224 days 0 hours
Situations
landed
Electricity
27.530/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Bodies not allowed: home body
Astronaut Complex min level: 3
Administration min level: 2
Mission Control min level: 3
Min radiation: 7.200 mrad/h
%Experiment: Surface Deployed Ion Collector
Data size
100.00 MB
Data rate
n/a
Sample size
n/a
Sample mass
n/a
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Ionographer PD-22
Information
This ia a cargo part that can be placed inside Inventories
Dry Mass: 0.025 t
Packed Volume: 35.0 L
Power Units Required: 1
Requires No Atmosphere
%Experiment: Surface Deployed Mystery Goo™ Observations
Data size
45.00 MB
Data rate
n/a
Sample size
n/a
Sample mass
n/a
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Go-ob ED Monitor
Information
This ia a cargo part that can be placed inside Inventories
Dry Mass: 0.040 t
Packed Volume: 25.0 L
Power Units Required: 1
%Experiment: Surface Deployed Seismic Sensor
Data size
80.00 MB
Data rate
n/a
Sample size
n/a
Sample mass
n/a
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
Grand Slam Passive Seisometer
Information
This ia a cargo part that can be placed inside Inventories
Dry Mass: 0.035 t
Packed Volume: 25.0 L
Power Units Required: 1
%Experiment: Surface Deployed Weather Observations
Data size
60.00 MB
Data rate
n/a
Sample size
n/a
Sample mass
n/a
Duration
n/a
Situations
n/a
Electricity
n/a
Operation
anyone
Part needed
PD-3 Weather Analyzer
Information
This ia a cargo part that can be placed inside Inventories
Dry Mass: 0.060 t
Packed Volume: 35.0 L
Power Units Required: 1
Requires an Atmosphere
%Experiment: Surface Sample
Data size
n/a
Data rate
n/a
Sample size
1 slot
Sample mass
25.00 kg
Duration
55s
Situations
landed (biomes)
Electricity
0.067/s
Operation
anyone
Part needed
Any Capsule or Module
Information
Astronaut Complex min level: 2
%Experiment: Telemetry Report
Data size
750.00 kB
Data rate
25.00 kB/s
Sample size
n/a
Sample mass
n/a
Duration
30s
Situations
landed (biomes)
splashed (biomes)
flying low (biomes)
flying high (biomes)
space low
space high
%Experiment: Electricity
0.052/s
Operation
n/a
Part needed
Any Probe Core
Any Remote Guidance Unit
Information
none
%Experiment: Temperature Scan
Data size
450.00 kB
Data rate
3.26 kB/s
Sample size
n/a
Sample mass
n/a
Duration
2m 18s
Situations
flying low (biomes)
flying high
space low
space high
surface (biomes)
Electricity
0.120/s
Operation
n/a
Part needed
2Hot Thermometer
Any Probe Core
Any Remote Guidance Unit
Information
none
%Experiment: TICK
Data size
3.47 TB
Data rate
54.35 kB/s
Sample size
n/a
Sample mass
n/a
Duration
6 years 395 days
Situations
space low
space high
Electricity
0.820/s
Operation
n/a
Part needed
M700 Survey Scanner
Information
Bodies allowed: Suns
%Experiment: TRAPPED
Data size
n/a
Data rate
n/a
Sample size
5702 slots
Sample mass
15.00 kg
Duration
2 years 72 days
Situations
landed
Electricity
13.350/s
Operation
anyone
Part needed
Mobile Processing Lab MPL-LG-2
Information
Bodies not allowed: home body
%Experiment: Visual Observation
Data size
112.00 MB
Data rate
577.32 kB/s
Sample size
n/a
Sample mass
n/a
Duration
3m 14s
Situations
landed (biomes)
splashed (biomes)
space low
space high
Electricity
1.160/s
Operation
Pilot (level: 3)
Part needed
PTD-C Porthole Observation Window
PXL-9 Vista Astrogation Module
Information
none
%Experiment: WING
Data size
38.00 MB
Data rate
60.61 kB/s
Sample size
n/a
Sample mass
n/a
Duration
10m 27s
Situations
flying low (biomes)
Electricity
2.800/s
Operation
Pilot (level: 1)
Part needed
Atmospheric fluid spectro variomter
Information
Max altitude: 6.0 Km
%Experiment: WRECK
Data size
13.48 GB
Data rate
6.94 kB/s
Sample size
n/a
Sample mass
n/a
Duration
90 days 0 hours
Situations
splashed (biomes)
Electricity
9.370/s
Operation
anyone
Part needed
PPD-24 Panorama Observation Module
Information
Bodies not allowed: home body
Min crew: 3
Min vol/crew 25.00m³
Max altitude: -50.0 mАрхив за месяц: Август 2023
Startup development checklist-7
Development and implementation of a startup:
1. Vision and Strategy
* Define the vision of your startup.
* Break down the vision into components.
* Define project objectives for the short term (1.5 years) and long term (4 years).
* Develop a roadmap for the first 1.5 years.
* Set criteria for project success over 4 years.
* Identify value hypothesis and growth hypothesis.
* Understand and profile your potential customers.
* Engage directly with potential users to develop a "customer archetype".
* Use the archetype for product development guidance.
2. Prototyping and MVP
* Build a prototype or Minimum Viable Product (MVP).
* Define the MVP's core features.
* Ensure the MVP can test the core hypothesis.
* Avoid overcomplicating the MVP.
* Focus on rapid testing and learning.
* Launch MVP to a select audience.
* Gather initial feedback and data.
3. Measurement and Learning
* Measure results and engagement from your MVP.
* Analyze feedback and iterate based on it.
* Set clear objectives for MVP testing.
* Define key performance indicators (KPIs).
* Measure against baselines and desired results.
* Ensure value creation for users.
* Avoid building unwanted features.
* Evaluate the need for a strategic turn.
* Decide on continuing or pivoting based on feedback and data.
4. Feedback Loop and Iteration
* Implement the Build-Measure-Learn feedback loop.
* Use the scientific method for startup development.
* Identify initial assumptions and test the riskiest components.
* Focus on value and growth hypotheses.
* Start with learning objectives.
* Decide on measurements for knowledge.
* Determine the product for the experiment.
* Base strategic decisions on customer knowledge.
* Embrace the "genchi genbutsu" principle (making decisions based on firsthand knowledge).
5. Continuous Improvement and Growth
* Create a continuous improvement process.
* Identify areas of improvement.
* Implement thoughtful solutions.
* Measure and iterate.
* Define actionable metrics.
* Ensure clear presentation of data.
* Implement systems for data verification.
* Ensure reports reflect actionable indicators.
* Avoid vanity metrics.
* Focus on metrics that drive action.
* Regularly review and adjust reporting criteria.
* Make reports simple, clear, and accessible to all.
6. Pivoting and Decision Making
* Recognize symptoms of a needed pivot.
* Monitor product experiment performance.
* Assess development productivity.
* Evaluate the severity of symptoms.
* Decide on the necessity of a pivot.
* Schedule decision-making meetings.
* Set clear agendas.
* Ensure diverse participation.
* Involve product developers, higher management, and external advisors.
* Gather comprehensive data.
7. Growth Mechanisms and Scaling
* Understand the reasons for startup growth.
* Identify the primary growth mechanism.
* Evaluate paid growth potential, viral growth opportunities, and sticky growth factors.
* Utilize metrics for insights.
* Monitor current growth engine performance.
* Research and identify potential new growth sources.
* Prepare strategies for quick shifts if needed.
8. Organizational Culture and Innovation
* Create an adaptive organization.
* Design flexible processes.
* Review current processes.
* Implement Lean tools.
* Introduce the Five Whys method.
* Train the team on its application.
* Balance growth and efficiency.
* Monitor for bureaucratic tendencies.
* Ensure streamlined operations.
* Promote a culture of innovation.
* Encourage risk-taking and experimentation.Startup dev
# Startup Development: Tools and Systems
## What specific action am I taking for each item to get a measurable result for understanding the completion of this step?
## Over the next five years, I want to
### Over the next five years, I want to develop and implement a series of tools and systems (startups) that will significantly improve processes and help people learn and grow. Success will be measured not only by the number of products I create but also by the feedback and achievements of those who use them. For this, I will continuously improve my skills and knowledge in the field of information technology and the tools I use.
## Develop a set of tools to MVP
### systems
### startups
## Implement these tools
### measure conversion to views
### measure conversion to money
### time distribution
#### 100% startup
#### 50% - meeting basic needs
#### 80% - fulfilling desires and wishes
### delegate
#### 6 months avg. income for 1 tool
#### divide into components (security)
##### one person
##### one task
##### one skill
#### control chain (current-previous)
## Tool Indicators
### significantly improve processes
### help people learn
### help people grow
### help solve their problems and tasks
## Possible types of tools
### new educational software,
### online course,
### self-help techniques,
### books,
### video materials,
### instructions for working with various tools,
### project management application
### or something else I came up with.
## Signs of success:
### I receive material rewards through passive income
#### from YouTube's own advertising
#### from client advertising on the channel
#### from displaying ads on the project website
#### from selling books on Amazon
#### from selling books on GumRoad
#### from donations on Patreon
### number of products I created: 15
### I receive positive feedback
### I see the achievements of those who use them
### I see the real impact of my work on those who use my tools
### I see that my products help people in their pursuit of education and development
### I receive negative feedback
#### it's a guide to action to improve the quality of my production
#### it's NOT my punishment or a desire to hurt or offend me
## My responsibility zone: constantly improve and adapt
### new resources
### skills
### knowledge
### tools used
## Resources for creation, knowledge, and skills
### Resources:
#### tools that allow for quick and easy processing of large amounts of data in the chosen direction;
#### time for training and development;
#### books, online courses, and other educational resources;
#### possibly, funding for the development and implementation of my tools or systems.
### Knowledge:
#### understanding current trends and technologies in my field;
#### knowledge of methods and theories of learning and development that I plan to use.
### Skills:
#### project management skills;
#### learning skills;
#### teaching skills, if I plan to create educational materials.
## Resources for implementation, knowledge, and skills
### Resources:
#### tools that allow for quick and easy processing of large amounts of data in the chosen direction;
#### time for training and development;
#### books, online courses, and other educational resources;
#### possibly, funding for the development and implementation of my tools or systems.
### Knowledge:
#### Understanding current trends and technologies in my field;
#### Knowledge of learning and development methods and theories I plan to use.
### Skills:
#### Project management skills;
#### Learning skills;
#### Teaching skills, if I plan to create educational materials.
## Anticipated project work cycles
### Meditation Project
#### Creation of 20-minute meditations on "topical" themes about mental states and life problems
#### 1. YouTube channel
#### 2. Website with meditations and book sales for each individual meditation
#### 3. Selling meditation books on Amazon
#### 4. Selling meditation books on Gumroad
#### 5. Subscriber support on Patreon
### Desired implementation cycle: 3 months
#### Working on the project
##### Development
###### Implement the Lean Startup cycle
###### Write a media plan
###### Make in small batches
###### Prepare meditation creation scripts
##### Creating a YouTube channel
###### Text - script, description
####### Main
####### Images
###### Preparing materials for video
####### Voiceover
####### Images
####### Description
####### Links (crosslink)
######## To the website
######## Social network
######## Amazon
######## Examples
Link: [youtube.com/watch][1]
####### Reviews
######## Several
###### Video editing
###### Promotion
####### Google AdWords for YouTube channel
####### Create a promotion line
####### Articles for social networks/website
####### For 54 weeks
###### Approximate time cycles
####### Development 3 weeks (25 hours) total 75 hours
####### Creation + Video Posting 2 months (as ready)
####### Video publication
######## 2 weeks for 3 videos
######## 10 weeks for 2 videos
######## 40 weeks for 1 video
###### YouTube: A/B testing and cohort analysis
####### A/B testing
######## Thumbnail testing
######### Create two different thumbnails
######### Upload video twice
######### Compare views
######## Testing titles and descriptions
######### Upload one video with different titles
######### Compare views and engagement
######## Testing ad campaigns
######### Create different ads
######### Compare effectiveness
####### Cohort analysis
######## YouTube Analytics
######### Use the "Analytics" section
######### Get audience data
######## Audience segmentation
######### Segment by geography, age, gender
######### Analyze segment interactions
######## Third-party tools
######### TubeBuddy
######### Social Blade
##### Creating a book
###### Based on the video
###### Book layout (for Amazon)
##### Placing the book on Amazon
###### Amazon: A/B testing and cohort analysis for books
####### A/B testing
######## Testing book covers
######### Create two different covers
######### Launch two campaigns
######### Compare sales
######## Testing titles and descriptions
######### Create two different titles and descriptions
######### Compare sales
######## Testing prices
######### Set different prices
######### Compare sales
####### Cohort analysis
######## Amazon Author Central
######### Get sales analytics
######## Buyer segmentation
######### Segment by geography, purchase date
######### Analyze segment sales
######## Third-party tools
######### Book Report
######### KDP Rocket
##### Placing the book on Gumroad
###### Gumroad: A/B testing and cohort analysis
####### A/B testing
######## Testing product covers
######### Create two different covers
######### Launch two products
######### Compare sales
######## Testing descriptions
######### Create two different descriptions
######### Compare sales
######## Testing prices
######### Set different prices
######### Compare sales
######## Testing promotions
######### Launch different promotions
######### Compare effectiveness
####### Cohort analysis
######## Gumroad Analytics
######### Use built-in tools
######## Buyer segmentation
######### Segment by date, country, promo code
######### Analyze segment behavior
######## Third-party tools
######### Integration with Google Analytics
##### Creating the project website
###### Link shortener
###### WordPress Plugins for Lean Startup
####### A/B Testing
######## Optimizely
######### Popular tool for A/B testing
######### Without changing the code
######## Nelio AB Testing
######### Specifically for WordPress
######### Testing titles, images, content
######## Simple Page Tester
######### Basic features for A/B testing
######### Without complex integrations
######## Google Optimize
######### Not a WordPress plugin, but easily integrated
######### Powerful tools for A/B testing
####### Cohort Analysis
######## Mixpanel
######### Cohort analysis and user segmentation
######### Integration with WordPress via plugins or API
######## Kissmetrics
######### Cohort analysis and behavior analytics
######### Integration with WordPress
##### Placing the book on the website
###### Creating an article for the video
##### Designing articles on Patreon
###### Several options
###### For different types of subscribers
###### Patreon: A/B testing and cohort analysis
####### A/B testing
######## Testing covers and images
######### Use different covers or images
######### Compare attention and engagement
######## Testing descriptions and titles
######### Experiment with different texts
######### Compare attractiveness to patrons
######## Testing support levels
######### Create different levels with different benefits
######### Compare level popularity
####### Cohort analysis
######## Patreon Analytics
######### Use built-in tools
######## Patron segmentation
######### Segment by date, level, geography
######### Analyze segment behavior
######## Surveys and feedback
######### Conduct surveys
######### Request feedback
### Desired rest: 1 month
## What steps to track progress?
### <u> **Single-tasking**:</u>
#### I will perform no more than one task at a time in each of the following points for maximum focus and attention concentration.
### <u> **Continuous Learning:**</u>
#### I will track my progress in learning new skills and knowledge that I need.
### **<u>Development and Implementation:**</u>
#### I will plan and track my projects for the development and implementation of new tools and systems.
### **<u>Feedback and Impact</u>:**
#### I will collect and analyze feedback from users of my tools and systems; track their impact on people's learning and development processes.
### **<u>Reflection and Adaptation:**</u>
#### I will regularly assess my progress, adapt to changes in the field, and adjust my approaches as needed.
## I consider black and white swans (SWOT analysis)
### What to look for?
### Goal:
#### Gain resources thanks to the Whites
#### Become stronger thanks to the Blacks
### Strengths:
#### Genuine passion for this field
#### Mastery of the necessary skills and knowledge
#### Clear mission and values reflected in the goal
### Weaknesses:
#### Risk of neglecting other aspects of life due to a one-sided focus
#### Potential lack of resources to achieve the goal
### Opportunities:
#### Rapidly evolving field of information technology
#### Opportunity to bring significant changes to the learning and development processes of others
### Threats:
#### Rapid technological advancements requiring constant learning and adaptation, and consequently - lack of time
#### Competition in the field of creating educational tools and systems
## Time to implement one project: 546 hours
Lean Startup Map-Do
[Do] — mind map
[Do]
— The “create – evaluate – learn” cycle.
— Define the vision
— Build a prototype or MVP
— Measure results
— Learn from feedback
— Iterate or pivot
- Should this product be created?
- Identify market needs
- Understand customer preferences
- Evaluate potential profitability
- Test business plan components empirically
- Plan their actions
- Define project objectives
- Seek inter-departmental collaboration
- Develop a roadmap for the first 1.5 years
- Set criteria for project success over 4 years
- Break down the vision into components
- Identify value hypothesis
- Identify growth hypothesis
- Set up a simple experiment
- Select long-term employees
- Offer participation in volunteer projects
- Measure engagement and feedback
- Provide early adopters with a positive experience
- Understand their needs and preferences
- Offer tailored volunteer projects
- Measure project completion and repeat participation
- Create a continuous improvement process
- Identify areas of improvement
- Implement thoughtful solutions
- Measure and iterate
- Define the goal for addressing financial service problems
- Engage with citizens
- Monitor feedback
- Adapt to market changes
[Note]
- Adapt and personalize the goal
- Implement the Build-Measure-Learn feedback loop
- Build a product or feature
- Measure its impact
- Learn from the results
- Use the scientific method for startup development
- Identify initial assumptions
- Test the riskiest components
- Focus on value and growth hypotheses
- Start with a minimum work product (MVP)
- Define the MVP's core features
- Build the MVP quickly
- Ensure measurable success criteria
- Evaluate the product development efforts
- Measure against desired results
- Ensure value creation for users
- Avoid building unwanted features
- Evaluate the need for a strategic turn
- Complete the create-evaluate-learn cycle
- Decide on continuing or pivoting
- Reassess strategy if assumptions are wrong
- Understand the create-evaluate-learn cycle order
- Start with learning objectives
- Decide on measurements for knowledge
- Determine the product for the experiment
- Base strategic decisions on customer knowledge
- Embrace the "genchi genbutsu" principle
- Make decisions based on firsthand knowledge
[Note]
- Understand and profile the consumer
- Clarify understanding of potential customers
- Engage directly with potential users
- Develop a "customer archetype"
- Use the archetype for product development guidance
[Note]
- Engage with potential users for archetype creation
- Decide on the MVP's complexity
- Consider the essential features
- Avoid overcomplicating the MVP
- Ensure the MVP can test the core hypothesis
- In the business plan, write: ASSUME that 10% of users will subscribe to the test version.
- Identify target audience
- Analyze market trends
- Set clear expectations in the business plan
- The point of MVP: Any effort preventing learning is unnecessary.
- Define core features of MVP
- Avoid overcomplicating the MVP
- Focus on rapid testing and learning
- Eliminate options, processes, or tasks that won't help in understanding.
- Review current processes
- Identify non-essential tasks
- Streamline operations for efficiency
- Be prepared for endless trials.
- Set clear objectives for MVP testing
- Analyze feedback and iterate
- Stay committed to the project vision
[Note]
- Commit to the project regardless of MVP results.
- Stop worrying about productivity.
- Focus on value creation
- Prioritize learning over efficiency
- Embrace iterative development
- Every time: Set the baseline, set up the mechanism, and decide on the direction (pivot or persevere).
- Define key performance indicators (KPIs)
- Measure against baselines
- Decide on next steps based on data
- Evaluate progress against a high target.
- Set ambitious goals
- Monitor progress regularly
- Adjust strategies as needed
[Note]
- Create a clear preliminary forecast for decision-making.
- Determine if the company has a working growth mechanism.
- Analyze user acquisition and retention rates
- Evaluate revenue streams
- Ensure alignment with business objectives
[Note]
- Avoid vanity metrics.
- MVP will provide the first stage of training.
- Define MVP's objectives
- Launch MVP to a select audience
- Gather initial feedback and data
[Note]
- Step 1: Baselines
- Once baselines are set, move to the second stage: setting up the growth mechanism.
- Identify growth drivers
- Implement strategies to boost growth
- Monitor and adjust as needed
[Note]
- Step 2: Set up the growth engine
- Evaluate if numbers in the model are rising from the MVP baseline.
- Compare current metrics to initial baselines
- Identify areas of improvement
- Decide on pivoting or persevering based on data
[Note]
- Step 3: Evaluation, choice: continue or pivot
- Engage in user stories until they can be confirmed by facts.
- Develop user stories based on customer needs
- Test stories with real users
- Iterate based on feedback
[Note]
- Implement 4 stages of Kanban. Understand user stories as ideas or innovations.
- Adhere to the Kanban rule: Limit the number of stories in each phase.
- Define limits for each Kanban phase
- Monitor workflow and adjust as needed
- Ensure smooth progression of tasks
[Note]
- Implement a Kanban story checker board.
- Use a framework for a culture where ideas are judged on merit.
- Promote open discussions
- Encourage feedback and critiques
- Prioritize ideas based on data and merit
- Begin to evaluate performance against evidence-based criteria.
- Define evidence-based KPIs
- Monitor performance against these KPIs
- Adjust strategies based on evidence
- Use actionable metrics, ease of presentation, and data verifiability for innovation accounting.
- Define actionable metrics
- Ensure clear presentation of data
- Implement systems for data verification
- Ensure reports reflect actionable indicators.
- Avoid vanity metrics
- Focus on metrics that drive action
- Regularly review and adjust reporting criteria
- Make reports simple, clear, and accessible to all.
- Use clear language and visuals
- Ensure easy access for all team members
- Regularly update and disseminate reports
- Don't separate analytics or data into a different system. Consider them part of the product.
- Integrate analytics into the product dashboard
- Ensure real-time data access
- Prioritize data-driven decision-making
- Clear and objective judgments are needed to decide on a turn.
- Recognize symptoms of a needed pivot
- Monitor product experiment performance
- Assess development productivity
- Evaluate the severity of symptoms
- Decide on the necessity of a pivot
- A structured approach is needed for decision-making.
- Schedule decision-making meetings
- Determine frequency (not too often, not too rare)
- Set clear agendas
- Ensure diverse participation
- Involve product developers
- Involve higher management
- Invite external advisors for unbiased views
- Gather comprehensive data
- Development team to provide optimization results
- Management to provide customer data insights
- Utilize the Lean Startup system with a small batch approach.
- Understand small batch processing
- Research its benefits
- Compare with large batch processing
- Implement in product development
- Design experiments
- Test and iterate based on feedback
- Understand the reasons for startup growth.
- Identify the primary growth mechanism
- Evaluate paid growth potential
- Assess viral growth opportunities
- Determine sticky growth factors
- Utilize metrics for insights
- Define key metrics
- Monitor and analyze regularly
- Integrate innovation accounting methods
- Understand the principles of innovation accounting
- Apply to current processes
- Create an adaptive organization.
- Design flexible processes
- Review current processes
- Identify areas for improvement
- Implement Lean tools
- Introduce the Five Whys method
- Train team on its application
- Balance growth and efficiency
- Monitor for bureaucratic tendencies
- Ensure streamlined operations
- Address challenges faced by stable companies.
- Recognize the need for disruptive innovations
- Analyze market trends
- Assess internal capabilities
- Preserve the "entrepreneurial DNA"
- Promote a culture of innovation
- Encourage risk-taking and experimentation
- Strategize for sustainable and disruptive innovations
- Define clear objectives
- Allocate resources effectively
- By reducing the size of the batches, you can get through the create-evaluate-learn feedback loop faster than the competitors.
- Understand the create-evaluate-learn feedback loop
- Implement small batch sizes in processes
[Note]
- Read testimonials
- Use GPT Chat for reading
- Identify constructive praises
- Analyze feedback for improvements
- Sticky Growth Mechanism
- Understand the principles of sticky growth
- Implement strategies to retain customers
[Note]
- Meditations for two!
- Explore dual user engagement methods
- Implement in product offerings
- Along with the registration link, a message appeared: "PS Get free email on Hotmail."
- Analyze the impact of embedded messages
- Implement similar strategies in product promotions
- Tupperware’s "house parties", where customers earn commissions by selling Tupperware products to friends and neighbors.
- Organize product-centric events
- Offer incentives for customer referrals
[Note]
- Paid Friend Bonus
- Design a referral bonus system
- Clearly describe the renewal benefits
- Successful startups usually focus on just one growth engine and specialize in what it takes to make it work.
- Identify the most effective growth engine for the startup
- Specialize and optimize processes around this engine
- Simultaneously tune the engine of growth and develop new sources of growth just in case that mechanism fails.
- Monitor current growth engine performance
- Research and identify potential new growth sources
- Prepare strategies for quick shifts if needed
- "Stop production in time so that production never stops."
- Implement quality checks in production
- Design processes to quickly address quality issues
- A set of rules, which describes how employees must provide service in different conditions and in different situations.
- Draft a comprehensive service guideline
- Train employees on these guidelines
[Note]
- Provide for the possibility of such a creation
- Ensure guidelines are adaptable and updatable
- Regularly review and refine based on feedback
- A process is needed that would set in motion a natural feedback loop.
- Design feedback mechanisms in processes
- Ensure feedback is acted upon to improve processes
- At the heart of every, at first glance, technical problem is a human problem.
- Promote a culture of problem-solving
- Implement the "Five Whys" method for root cause analysis
- When the Five Whys are misused, I call them the Five Blame.
- Understand the concept of Five Whys
- Recognize the misuse as "Five Blame"
- Promote constructive problem-solving
- The Five Whys method is designed to help us see objective truth.
- Learn the Five Whys method
- Apply the method to problems
- Focus on systemic issues over individual blame
- Learn and repeat the following mantra: “If a mistake occurs, shame on us and shame on us for making it!”
- Internalize the mantra
- Promote a culture of collective accountability
- Encourage systematic problem-solving
- Find creative managers who can lead the innovation process.
- Identify potential leaders within the organization
- Assess their creativity and leadership skills
- Assign them to innovation projects
- Create an innovation sandbox in which new ideas can be tested.
- Designate a space or platform for innovation
- Set guidelines for experimentation
- Monitor and evaluate results
- Problem: Employees often “follow” the products they develop.
- Recognize the attachment of employees to their products
- Evaluate the impact on product evolution
- Implement strategies to diversify employee tasks
- People should be allowed to do the tasks that are best for them.
- Assess individual strengths and preferences
- Align tasks with individual capabilities
- Ensure job satisfaction and efficiency
- How do we know the problem is caused by a single bug and not a systemic cause?
- Implement diagnostic tools
- Analyze recurring issues
- Differentiate between isolated and systemic problems
- It doesn’t matter how quickly we can create a product. The most important thing is that we can quickly go through the whole cycle.
- Emphasize the importance of the feedback loop
- Prioritize rapid iteration over rapid creation
- Implement tools to streamline the cycle
- If we learned something in one iteration cycle, let’s confirm this data in the next cycle.
- Document learnings from each cycle
- Design the next cycle to validate previous learnings
- Continuously refine processes based on feedback
- Join the [Do] movement.
- Research the Lean Startup community
- Engage with community resources and events
- Contribute to discussions and knowledge sharing
- For the past two years, I’ve been running a conference called Startup Lessons Learned.
- Research the conference details
- Attend or follow conference proceedings
- Apply learned lessons to your startup journey
- Additional Reading.
- Compile the recommended reading list
- Schedule regular reading sessions
- Share insights and takeaways with the team
- In the process of writing this book, I took full advantage of a custom testing platform.
- Understand the concept of custom testing platforms
- Implement split-testing in content creation
- Evaluate and refine based on test results
- Visual management tool that allows you to determine the status of operations.
- Research available visual management tools
- Implement the most suitable tool for your operations
- Train the team on using the tool effectivelyLean Startup notes-5
[Think]
This method helps to connect the speed of development with the learning process,
and not just with efficiency. A startup team
needs to use the “Five Whys” approach when faced with any kind of problem, including technical errors, lack of expected financial results, or unexpected changes in consumer behavior. The Five Whys is a powerful organizational method. Some of the developers I’ve taught to use it think that all the other Lean Startup methods can be derived from it. Together with a
small batch approach, it creates the foundation a company needs to respond quickly and appropriately
to emerging issues without spending extra money or doing extra work.
[Do]
When the Five Whys are misused, I call them the Five Blame. Instead of asking “why” over and over again and finding out what went wrong, frustrated team members start pointing
fingers at each other in search of the culprits.
[Do]
The Five Whys method is designed to help us see objective truth. And it usually consists in the fact that
if the problem recurs, it is a consequence of
inefficient processes, and not the actions of
individuals. If we understand this, we will have a chance to create more adequate processes.
[Think]
In order not to get bogged down in The Five
Charges, I suggest a few taÿti. First, everyone involved in the problem should be present at the Five
Whys meeting.
[Note] And so on [Think]
if someone does not participate in the discussion, in the end he will become a target for accusations. The scapegoat here can be anyone — and a lower-level employee, and the CEO.
[Do]
learn and repeat the following mantra: “If a mistake occurs, shame on us and shame on us for making it! But
an analysis of the five Whys? will allow us to look at the problem systematically”.
[Reference]
In the new employee training process that we created at IMVU with the Five Whys method, we asked
them to make a change to the product on their
very first day of work. Programmers trained in
traditional development methods were intimidated by this. They asked, “What will happen to me if I accidentally interrupt or stop the process?” In the company where they worked before, this was considered a serious mistake, because of it they could be fired.
But we said to a newbie, «If our production process is
so fragile that you can break it on the first day of work, shame on us and shame that we let you do it.» If a novice really managed to break something, we
immediately instructed him to fix the problem, and
also come up with, ÿaÿ
make sure that the next novice does not repeat his mistake. For new [Do’s], I ask
everyone to follow two simple rules: 1. Be tolerant of first-time mistakes. 2. Don’t let the same mistake happen twice.
[Think]
The first rule helps you learn to calmly accept mistakes, especially those made by other people.
Remember: almost all errors are caused by faulty systems, not the actions of individuals. The
second rule helps to make a commensurate investment in preventing future mistakes.
[Do]
The strengths and weaknesses of the simplified
version of the method are that it prompts certain questions: what is as important as this problem? What types of errors should be focused on? Should this particular problem be addressed, or is it better to try to prevent a whole category of problems associated with this one? For members of a
team that is just starting to work, these questions make them think.
[Think]
You have to be prepared that the Five Whys method can unearth some pretty nasty facts.
[Do]
Whenever something goes wrong, ask yourself: what can I do to avoid this situation next time?
[Do]
Start small and be specific [Think] The more
specific the symptoms, the easier it is to know when to make an appointment for the Five Whys. Let’s say
you want to use the Five Whys to understand the reasons behind customer complaints. In this case, set a date [Do] To speed up the learning process,
assign a Five Whys Specialist for each area that uses this method. This person will moderate each meeting to decide what preventive action needs to be taken and will assign tasks to the participants. The Five Whys Specialist should be in a high position to have enough authority to ensure that tasks are completed, but should also have time to be present [Do] Don’t try to solve with the Five Whys Why?” chronic problems IGN has already
tried to solve all these problems. And she failed to do so for many years. These chronic problems are
endemic and
therefore naturally come to the surface during the analysis of the five Whys.
[Do]
three important points: 1. To introduce this method into an organization, it is necessary to have a new meeting every time a new problem arises. 2. In the analysis sessions of the five «Why?» everything
relevant to the problem must be present. Many organizations are trying
save time by relieving overly busy people from participating in such meetings. But this is not economy at all, IGN discovered the hard way. 3. At the beginning of each
meeting, take a few minutes to explain what it is for and
what its benefits are — a five-Why analysis. will give to those who do not know him. If possible, give an example of similar successful meetings from the past. If this is your first meeting, you can use my example of a manager who didn’t feel the need to train new employees. The IGN team discovered
that it is best, if possible, to use examples that are important to team members.
[Think]
I was confused and frustrated.” This usually happens
when we try to do too much at once. a lot of.
[Think]
“I dare say that this method allows not only to analyze the causes of problems, but also to share information and
opinions. This brings the team closer, thanks to a common understanding and a common point of view. Often problems separate people, while the Five Whys, on the contrary, unite them.”
[Think]
How to Create Disruptive Innovation [Think]
Both
types of startup teams need three things to succeed: modest
but affordable resources, the ability to independently develop and test their ideas, and a vested interest in the outcome.
[Think]
running a startup is both easier and more difficult than
subdivision of a large company: it needs much less capital, but this capital must be protected from any encroachment.
[Think]
to create and market new
products, his teams need complete
independence. They should be able to design and run
experiments without having to get approval from
multiple chiefs.
[Think]
The task of these teams is to develop and present to consumers real functional products, not just prototypes.
[Think]
An entrepreneur should be personally interested in the result of his creative efforts.
[Think]
“Financial incentives aside, I always remember that if my name is on the door, I have something to lose. That’s why I try to do more than everyone else. That feeling of personal
accountability is very important.»
[Think]
Creating a platform for experimentation Next, it is important to establish the ground rules by which an independent startup team will operate. These rules should govern the following: to protect the parent organization, to account for the leaders, and finally to reintegrate innovations into the parent organization if they
are successful.
[Think]
Protecting the parent company Usually in large
In companies, members of internal innovation teams are advised to protect their group from the parent organization. But I think that it is necessary to do the other way around.
[Think]
problems arise in this situation: «vanity measures» instead of actionable indicators, too long a cycle, working in large batches, unclear
growth hypothesis, ill-conceived experiment design, lack of
personal responsibility and, as a result, no learning, no new knowledge.
[Note]
Checklist for problems
[Think]
Some of the growth was slowed down by the
pricing structure. Like many suppliers who work with large
customers, this company initially set high prices, and then offered large discounts to «preferred» corporate customers. Naturally, each
seller convinced his customers that he was offered exceptional conditions. But to private buyers, the prices in the price list
seemed simply sky-high.
[Note]
Price setting method for large corporate customers
The
[Think] of a multi-segment company would agree that
there are many possible solutions to this problem. For example, you can create separate sets of options so that different customers can buy a product of different «levels» [as different «classes» from airlines], or even
sell products under different brands.
[Note]
Selling the same product to different consumers
[Think]
How to protect the parent organization from the startup? People get defensive when they feel threatened and in
that situation no innovation impossible.
[Do]
create an innovation sandbox in which new ideas can be tested by any means, without any restrictions.
[Reference]
This can be done as follows: any team can develop a
split testing experiment that affects only those elements of a product or service [if it consists of several elements] that are sandboxed, or intended only for certain segments of consumers or territories [for new products]. In doing
so: [Note] Continued [Think] learning steps in Chapter 7. For the internal innovation team, the sequence is the same: build an ideal disruptive
innovation model based on the
customer archetype, develop a minimum working product, define baselines, and then try adjust the mechanism
so as to bring them closer to the ideal.
[Reference]
At the first stage of startup development
entrepreneurs, the authors of the original idea,
must solve the problem of scale. The company gains
new customers in the main market, it conquers new territories, it develops a certain reputation, and this is reflected in its PR campaigns, marketing, sales and business development. In most cases, a product attracts competitors: imitators, quick
followers, and imitators of all stripes.
[Note] Phase
1
[Reference] Once the market for a new product is more
or less established, procedures and processes become more stable and routine. To avoid turning a product
into a mass product in the target market, it is
necessary to expand the range, introduce gradual updates and new forms of marketing. In this phase, it
is important to improve operations, because this allows you to increase the share of profits and reduce costs. To manage these processes, a special type of manager is needed: one who is good at optimizing, delegating authority, monitoring the implementation of the plan.
[Note] Phase
2
[Reference] The company then enters a phase
where legacy products and operating costs become more important. This is the area of
outsourcing, automation and cost reduction. However, even at this stage, problems with resources, infrastructure, or the loss of loyal customers can destroy the company. And unlike the first phases, now investments will not help her achieve
rapid growth.
[Note] Phase
3
[Think] Every company, whatever its size, goes through these stages of development. As soon as a product hits the market, the team starts working
hard to take the business to the next phase.
Every successful R&D product or option that becomes part of a company’s strategy is optimized and obsolete over time.
[Do]
Problem: Employees often “follow” the products
they develop as the business moves from one phase to the next. Typically, the creators of a new product or option are tasked with managing the resources,
team, or division that must bring it to market. As a result, creative managers, who are best at creating something new, have to deal with the routine tasks associated with the development and optimization
of products.
[Note]
I am a creative manager capable of innovating. And, perhaps, lead this process. Routine is killing
me
[Do]
find creative managers who can lead the
innovation process.
[Think]
The way out is to manage all kinds of tasks differently, creating cross-functional
teams in each area. When a new product development project moves from one phase to another, it is passed from team to team.
[Do]
Some people are natural born inventors, they like to work without the pressure, without the expectations of
the later phases of the development process.
[Think]
Others are ambitious and see innovation as a way up
to the top management ranks. There are those who are best at running a sustainable business, outsourcing, maintaining efficiency and reducing costs.
[Do]
People should be allowed to do the tasks that are best for them.
[Do]
“So-and-so. Entrepreneur».
[Think]
Once a product is in the innovation sandbox, it needs to be integrated back into the parent organization.
A larger team is needed here, because the new product needs to be completed, brought to the market and attract consumers.
[Do]
the more radical my proposals were, the more often a “reasonable” compromise came closer to my true goal.
[Do]
How do we know the problem is caused by a single bug and not a systemic cause?
[Do]
annoying because they always have to
Distractions: Meetings, cross-functional tasks, and endless meetings with superiors all reduce efficiency. However, the efficiency of individual
specialists is not the goal of the “economy start-up”. Instead, you need to create cross-functional commands that allow you to receive confirmation by facts. Many of the techniques—action metrics, continuous deployment, and the complete create-evaluate-learn feedback loop—are
designed to encourage the team to optimize individual functions.
[Do]
It doesn’t matter how quickly we can create a
product. It doesn’t matter how quickly we can evaluate it. The most important thing is that we can quickly go through the whole cycle.
[Note]
Create — Appreciate
Epilogue: No Waste [Think]
Nothing
is more useless than doing effectively what shouldn’t
be done at all.»
[Do]
If we learned something in one iteration cycle, let’s confirm this data in the next cycle. Only by
creating a model of consumer behavior, and then confirming that we are able to use our product
or service to change this behavior, can we find out how justified our vision is. Join the movement I
created the official website of the Lean
Startup movement: http://
theleanstartup.com.
Additional resources can be found here, including
examples and links for further reading.
[Do]
Group map can be found here: http://lean startup.meetup.com/. Here you can also find a list of
cities where there are people who want to create a new group.
[Do]
subscribers to the Lean Startup Circle mailing list. The author of this newsletter is Rich Collins. Thousands of entrepreneurs
share their observations and stories here. If you have questions about how to apply Lean Startup methods to your business or industry, you can start with this great resource: http://leanstartupcircle.com/.
[Do]
For the past two years, I’ve been running a conference called Startup Lessons Learned. You can learn more about it here: http://sllconf.com.
[Do]
Additional Reading [Note]
The
following is a list of books, forums, and blogs that I will add to my reading list Reading List
[Do] Reading List
Acknowledgments [Do] In the
process of writing this book, I took full advantage of a custom testing platform. I constantly split-tested everything
from the cover design and subtitles to the content of the book [results
these experiments can be found here: http://lean.st]. This platform was created by Pivotal Labs; in her work, she actively uses an agile development methodology.
[Note]
Book 16 Split Test Platform [Do] is a
visual management tool that allows you to determine the status of operations in any zone at a glance and alerts you to any deviations.
It can be a colored lamp, a panel with codes for workplaces and machines, or a monitor. Lean Startup notes-4
[Think]
When performing these process-oriented tasks, the speed of an individual action is not as important as the overall efficiency of the system. Even if the time taken by each process were the same, a small batch approach would still be more efficient. Let’s assume that letters don’t fit in envelopes.
[Think]
Instead of buying powerful specialized
equipment capable of producing thousands of parts at once, Toyota used simple general-purpose machines that could make a variety of parts in small batches.
At the same time, it was necessary to find a way to
quickly reconfigure the machines in order to produce the right number of the right parts at the right time.
[note] ChatGPT…
[Think]
introduced a quick changeover system [«Replace in one minute or die!»]. He enthusiastically searched for new
production methods and in the end he realized that it was possible to reduce the changeover time of the machines. It used to take hours, but now it’s less than 10 minutes.
[Think]
The main advantage of the small batch approach is that it allows quality problems to be detected much
faster. Thus, the famous “andon”[16] appeared in Toyota factories, allowing any worker to ask for help if he notices a problem, such as a broken part, and even to stop the
entire production line if it cannot be fixed immediately.
[note]
a visual management tool that allows you to
determine the status of operations in any area at
a glance and warns of any deviations. It can
be a colored lamp, a panel with codes for
workplaces and machines, or a monitor. “[Think] the point of the Lean Startup system is not to make more
products more efficiently, but to figure out quickly how to build a viable business.
[Think]
At IMVU, we tried to design, develop, and create new options one at a time, taking advantage of the benefits of working in small batches. Here’s how we did it. From the very beginning, designers and developers have worked together on each of the options. When an option was ready for customer testing, a new version of the product was released. It was available on our site to a
relatively small number of users.
Seeing the reaction of the clients, the team could quickly assess the results of their work and decide what to do next.
[Note]
The principle of introducing new
options
[Think] If our immune system detects a problem,
the following immediately happens: 1. Threatening changes are automatically removed. 2. All members of the team that made the mistake are notified of
the problem. 3. To keep the problem from getting worse, the team cannot make any further changes
until the cause is found and fixed. [We’ll discuss the cause analysis in more detail in Chapter 11.] At
IMVU, we called this technique continuous deployment, and even in the very dynamic world of
software development, it’s still considered controversial.
[Note]
Continuous Deployment Method, can it be applied to
my projects?
[Do]
by reducing the size of the batches, you can get
through the create-evaluate-learn feedback loop
faster than the competitors. The ability to learn faster from customers is a critical competitive
advantage that any startup needs.
[Note]
Read testimonials under contestant videos, Ask GPT Chat to read testimonials, and find those that constructively praise and constructively praise. [Reference]
It is generally accepted that the development of such products can take months or years. However, new
technology makes it faster. SGW immediately began building prototypes using 3D computer-aided design [CAD] software. The client and the SGW team
discussed these 3D models and were able to make
quick decisions about the next steps in development.
[Note]
Batch of new product in 15 days
[Reference]
For example, in the School of One pilot school, each student has a daily “repertoire” of learning tasks
tailored to their individual needs, preparation, and learning
style. Let’s say Julia is ahead of this school year’s math program and performs best in a small group.
[Note]
Small batch approach in training [Reference]
Once all 30
shop drawings have been handed over to engineers,
the designer can move on to the next project. But remember the problems that arose when we put letters in envelopes. What happens if the engineers do not know how what is shown in the drawings should work? What if some of the drawings are not clear? What if there are some
problems, [Note] That’s right, when I did an analysis of all eight
meditations at once — and then found that there was a problem in one place, I had to redo the analysis
all eight again.
[Reference]
the right attitude to the development process
product in the system «economy startup» is that it responds to customer requests, collecting information about what experiments need to be carried out.
Once we formulate what exactly we want to test,
we can create a team that will have to develop and conduct the experiment as quickly as possible, using minimal batches. Our feedback loop is called «create-assess-learn» because the actions happen in that sequence. However, planning is reversed: we figure out what we need to learn, what we need
to find out, and then we move back to
see which product will allow us to conduct an experiment that will help us with this. Thus, not the customer, but rather our hypothesis about the customer,
is a «request» for product developers and other teams. All [Note] The hypothesis about the client to learn, and under this we create a product that will help me conduct an experiment.
, find out what is needed
[Reference]
Alphabet Energy is unique in that it made a smart
decision early in the research process. She decided not to use relatively rare elements as materials and decided to use silicon wafers — the same
material from which computer central processing
units are made. The company’s CEO Matthew
Sgallin says, «Our thermoelectric power can use a low-
cost semiconductor manufacturing infrastructure.»
[Note]
Use existing infrastructure to create projects
[Think] Both already have
first customers and first revenues, and this is encouraging. They have already confirmed and refuted
many of the hypotheses of their business models and are successfully fulfilling their plans. Their customers give them positive feedback and make suggestions for product improvements. With these early
successes, both companies were able to raise funds from outside investors. The problem was that both of these companies weren’t growing.
[Do]
There is one simple rule of thumb for sustainable growth: New customers come from the actions of customers who came in first.
[Do]
Word of mouth. Often the popularity of
products grows naturally due to good reviews from satisfied customers.
[Do]
Side effect of using the product. Fashionable or status items, such as luxury items, always attract attention.
[Do]
This also applies to so-called viral products such
as Facebook and PayPal. When a person sends money to a friend using PayPal, the friend automatically knows about the existence of PayPal.
[Do]
Advertising costs. Many companies
use ads to encourage new customers to use their products. For advertising to promote sustainable growth, its costs must be paid from revenue, not from external sources such as investment capital. As long as the
cost of acquiring a new customer is lower than the
income it brings in, the excess can be spent on acquiring new customers.
clients.
[Do]
Repeat purchases or re-apply. Some products involve repeat purchases, either due to a subscription [by
cable companies] or voluntarily [groceries or light bulbs]. Conversely, many goods and services are
designed to be disposable from the outset, such as wedding planning and organization services.
[Think]
These sources of sustainable growth set off a feedback loop that I call the growth mechanism. This
cycle operates on the principle of an internal
combustion engine. The faster the cycle can be completed, the faster the company grows. Each type
of mechanism has a built-in set of metrics that determine how fast a company can grow if it uses it.
[Think]
Growth engines are there to give a startup a relatively small set of metrics to focus on.
[Do]
And a startup needs to focus on serious experiments that will allow you to get
confirmation by facts.
[Do]
Sticky Growth Mechanism This growth mechanism takes us back
to the two startups we talked about at the beginning of the chapter. Both of them use the same mechanism of growth, although they work in completely different areas. Both products are designed
not only to attract customers, but also to keep them for a long time.
[Think]
The goal of a collection company is to become the most popular among collector fans. These
people are always looking for the latest souvenirs and the best prices.
[Think]
A startup selling databases is looking to reuse for very different reasons. Its database technology is just the basis for creating
customers’ own products, such as website development or
point of sale systems.
[Do]
Sticky growth companies carefully monitor customer loss rates.
It is determined by the proportion of customers in any period of time who have stopped using the company’s product.
[Think]
The rules that govern sticky growth are pretty simple: if the new customer acquisition rate exceeds the loss rate, then the product will
grow in popularity.
[Think]
Unfortunately, both of these startups, using the sticky growth model, tracked their success with
traditional metrics like total number of customers. Even effective
The metrics they used, such as activation rate and revenue per customer, were not very useful because
these variables have little effect on growth rates
under this mechanism. [If a company uses sticky
growth, they are better suited to test the value hypothesis, which we discussed in Chapter 5.]
[Do]
The results were surprising: a 61% retention rate
and a 39% increase in new customers. In other words, the loss rate and the rate of new customer
acquisition almost perfectly balanced each other. At
the same time, the overall growth rate was only 0.02% — almost zero.
[Think]
For example, a company can create more comprehensive catalogs. This encourages customers to view
them more often. Or you can do something simpler,
such as regularly sending users messages
about special offers and temporary discounts.
One way or another, you need to think about how to increase the retention rate of customers. This goes against the traditional notion that if a
company is struggling to grow, it needs to invest
more money in sales promotion and marketing.
[Do]
Viral Growth Mechanism [Note]
Meditations for two! [Think]
It’s not just word of mouth growth. With viral growth, products are “transmitted” from
person to person, this is a natural consequence
of using the product. Clients do not tell friends and acquaintances about him. Growth occurs automatically, as a side effect of using the product, because the virus infects everyone it meets on its way.
[Do]
along with the registration link, a message appeared: «PS Get free email on Hotmail.»
[Do]
Tupperware’s «house parties», where customers earn commissions by selling Tupperware products to friends and neighbors. Each time it is an opportunity not only to sell the goods, but also to convince other
customers to become representatives of the company. [Note]
Paid Friend Bonus Which can be used to renew
your subscription, this needs to be clearly described.
[Think]
if the viral ratio is above one, the growth will be exponential, because each new client brings more than one person on average. These effects are shown in the graph [see. rice. 10]. If a company is counting on a viral growth mechanism, first of all it needs to
increase the viral coefficient, because even minor changes in it in the future can greatly affect the results.
[Think]
The true test of the value hypothesis is always a voluntary exchange of value between customers and the startup that serves them. It is important to understand that this exchange can be both monetary, as in the
case of Tupperware, and non-monetary, as in the
case of Facebook. With a viral growth mechanism, money exchange does not lead to growth, it is only useful as an indicator: customers value the product
enough to pay for it.
[Think]
Paid Growth Mechanism Imagine two other companies.
The first earns $1 from each new client, and the second earns $100,000.
[Note]
What is the cost of attracting one client?
[Think]
IMVU customers didn’t want to use our service to chat with existing friends. They wanted to find new friends with it. Unfortunately, this meant they didn’t have enough incentive to recommend our product to new customers.
users.
[Note]
If they don’t want to recommend my product, then they
don’t have enough incentives and motivation to this
[Think]
The paid growth mechanism operates on a
feedback loop. Each user has his own life cycle —
the period during which he will use the service.
During this time, he will pay the service a certain amount of money. This amount minus variable costs is
called the life cycle value of the consumer. Her
you can invest in growth by buying ads.
[Note]
Investing in advertising based on the value of the entire Customer
Life Cycle [Think] The most expensive
«unlimited» startup pricing plan cost only a few hundred dollars a month. But this organization simply could not buy the product, because it did not have a mechanism for making such inexpensive meals. In addition, she needed help in the process of
installing the product, in training employees, and it was necessary to somehow track the results of the introduction of new technology, and the startup was not ready to provide all these services.
[Think]
has created methods to make online payments to customers who do not have a credit card, such as debiting their mobile phones or
accepting money orders by mail. Therefore, we could afford to pay more for attracting such clients than our competitors.
[Do]
successful startups usually focus on just one growth engine and specialize in what it takes to make it work.
[Think]
Companies that try to use all three mechanisms run the risk of ending up in a confusing situation because the operational expertise
needed to model all of their effects at the same time is quite complex. Therefore, I highly recommend focusing on each of the
mechanisms in turn. Most entrepreneurs
already have an assumption that, most likely, the mechanism will work. If not, the time spent acquiring customers will quickly show which mechanism works best. Only after a thorough study of one mechanism can one think about whether it is time to make a turn on the other.
[Think]
the term product/market fit. It means being in a
good market—a market with many potential customers— with a product that will satisfy that market. A
good market literally “pulls” a product out of a
startup. This is how keyword advertising, Internet auctions and TCP / IP routers appeared.
[Reference]
many entrepreneurs, in light of his definition, consider
a pivot to be a failure: «Our startup failed to achieve product/market fit.» Or vice versa: «If the match is achieved, we no longer need to make a turn.» However, both are wrong.
[Reference]
Imagine two startups hard at work setting
up a sticky growth engine. One has a growth
rate of 5%, the other has 10%. Which company works
best?
[Think]
At some point, the client group will be
exhausted. This may happen sooner or later, depending on the industry and the current situation. In Chapter
6, we talked about the need to create a minimum working product that does not contain
extra features beyond the needs of early adopters. This will launch a growth engine that will help you reach that target audience.
[Think]
Then it will slow down or even stop completely. The problem is that such a slowdown
can last for months or even years.
[Do]
simultaneously tune the engine of growth and develop new sources of growth just in case that mechanism fails.
[Think]
the company is growing and we need additional processes and systems that would allow us to coordinate operations with each «jump» in size. After all,
I have often seen startups that have lost their flexibility and mired in bureaucracy due to the irrepressible desire for “professionalism”.
[Reference]
created a training program, and it turned out to be so
good that new employees were fully integrated into the work process already on the first day of work. Just a few weeks later, they worked on a par with the «veterans». We had
to put in a lot of effort to standardize work processes
and prepare a program that new employees had
to learn. Each new developer had a mentor who
helped the newcomer to master the program, get acquainted with the systems, concepts and methods necessary for effective work in IMVU. The results
of the work of the mentor and his teaching were interconnected, and therefore the mentors took seriously
teaching beginners.
[Note]
Training Program for Newcomers
[Reference]
The onboarding process for new hires has been a constant body of experimentation, constantly being revised and gradually becoming more effective—
and yet it was not too hard to create.
[Do]
«Stop production in time so that production never
stops.» The point of andon is that it allows you to stop work if there is a serious quality problem—and forces you to fix it. This is one of the most important discoveries of lean manufacturing: you can’t sacrifice quality for speed.
[Do]
a set of rules, which describes how employees must provide service in different conditions and in different situations. What at first was a simple guide often becomes more complicated over time.
[Note]
Provide for the possibility of such a creation
[Do], a process is needed that would set in
motion a natural feedback loop. If you move too fast,
you only create more problems. Adaptive processes force you to slow down and deal with the problems that currently lead to a waste of time. When these preventive efforts pay off, you naturally pick up speed again.
[Do]
At the heart of every, at first glance, technical problem is a human problem. The «Five Whys» method allows you to find out what it is. Taiichi Ohno gives the following example. Faced with a particular problem, you can stop and ask the question “Why?” five times.
[Think]
The Five Whys helped us create the employee training system we talked about above. Imagine
that IMVU suddenly started receiving complaints from customers about a new version of a product that we had just released. 1. One of the options turned out to be disabled in the new version.
[Think]
we don’t invest heavily in profiling until we’ve
tackled bigger problems. In the example above, to
fix the problem, you need to troubleshoot the server, change the subsystem so that it is less prone to errors,
train the new employee, and, of course, have
a conversation with his manager. This last task, talking to an executive, is always difficult, especially in a startup setting.
[Think]
When we had to hire a lot of new employees in a short time, the Five Whys method showed time
after time that the problems associated with a lack
of training were slowing down product development. Of course, we didn’t abandon everything else to train new people. But we constantly and consistently improved the program
learning, and every time she got a little better.Lean Startup notes-3
[Think]
Reporters need simple mechanisms to do so.
Reports should be based on baseline data, not intermediate results. This reduces the possibility of errors.
[Reference]
The success of an entrepreneur is only 5% dependent
on the idea, business model, theoretical strategy. The remaining 95% is the result of painstaking work,
the results of which are evaluated by taking into account innovations: what are the priority options for the product, what customers should be guided by or what customers should be listened to. It also takes
courage to constantly test your vision and get feedback.
[Think]
Productivity isn’t about coming up with more and more widgets or options. It is to ensure that our business and product development activities help create value
and grow the company. In other words, a well-executed pivot brings us closer to creating a viable business.
[Reference]
David’s original vision was based on four bold «leaps of faith»: 1. Clients
are interested enough in a social network to register in it. [Registration.] 2.
Votizen will be able to verify that its users are registered voters. [Activation.] 3. Clients who are registered voters will eventually use the site’s tools to develop their social projects. [Hold.] 4. Active users will tell their friends about this service and will attract them to their projects. [Recommendations.]
[Note]
An example of a concept and four leaps of faith [Reference]
In the initial ohort analysis, 5% of visitors
registered on the site and 17% confirmed their status as voters [see fig. tab. 4]. The numbers were so low, [Note] An example of optimizations and
pivoting on the test further [Think] you can launch the product
faster and start trying different options. Thanks to this, he faced the dilemma of «turn or former course» just eight months after the creation
companies.
[Think]
clearly articulated his «leaps of faith» and, more importantly, made quantitative predictions for each of them.
[Note]
In numbers, what is success and what is not success, The purpose of numbers
[Think]
has seen that optimization improves performance, but it falls short of the level that
would create a viable business.
[Note]
Better performance does not mean the business will be
viable
[Think]
changed the concept and turned Votizen into a project called @2gov. It was «a lobbying platform for social
issues». @2gov’s goal is not to organize clients into a social network of activists, but to help them
easily and quickly connect with those they voted for in elections, [Think] a set of «leaps of faith». User
registration, confirmation of their status
as voters, and the ability to come on the recommendation of friends remained, but the
growth model has changed. @2gov didn’t rely on user engagement, it was more focused on transactions. David’s hypothesis was that genuine activists are willing to pay to have @2gov make it easy for
them to contact
politicians
[Note]
Another set of leaps of faith — version two.
[Think]
ÿaÿ he was able to get sound knowledge. He hoped
that with the new product he would be able to
significantly improve his Leaps of Faith scores, and he did [see fig. tab. 7].
[Note]
How to bring all the data into one table on leaps of faith
[Think]
is a trap for entrepreneurs. This trap is old in the world:
performance and product are improving, but not
taÿ quickly, ÿÿÿ I would like to.
[Think]
users are not willing to pay to manage their contacts. Therefore, he turned to large organizations,
professional fundraisers and corporations with professional
or business interests associated with certain political
campaigns. These companies took a keen interest in David’s service and assured him that they were
willing to pay to use it. David immediately signed agreements of intent with them. This pivot can be
called the pivot of the consumer segment.
[Note]
Segment Change Pivot: b2c
[Think]
Companies, one after another, delayed the decision and, in the end, refused to cooperate. They were interested enough to sign agreements of intent, but not to make deals.
[Note] Faÿap
[Think]
Returning to his «leaps of faith», David came to the conclusion that the actual results disproved his hypothesis about the attractiveness of the service for corporate customers, and decided to again take a pivot.
[Note]
Pivot Four
[Think]
If you’re into any social cause, you could go to @2gov and it could help you find new supporters.
[Note]
Finding supporters for your initiatives [Think] It took
only a month to create a new product, and the results were immediate: 51% registration, 92% activation, 28% retention rate, 64% referral rate [see Figure 10]. tab. 8].
[Note]
Final table after all turns [Think] Each next
MVP
was created faster than the previous one. The first
was created in eight months, the second in four
months, the third in three, and the last in just one month. And each time, David was able to quickly confirm or
refute the next hypothesis.
[Note]
The speed of creating a product at each subsequent step increases.
[Think]
With every new twist, many product options had
to be abandoned. Worse, the product contained many legacy options that no longer served the company’s goals.
[Note]
Easily remove unnecessary on each subsequent turn
[Think]
runway
time is measured by how many turns a startup has left, how many more opportunities it has to make
fundamental changes to its business strategy. If you evaluate the «runway» through the prism of turns, and not in terms of time, there is another way
extend it: make turns faster. In other words, a startup must find a way to get the same amount of sound
knowledge, but at a lower cost or in a shorter time.
[Note]
Lifetime of a startup
[Think]
«vanity measures» are sometimes introduced
entrepreneurs are misled and do not allow to see the real state of things. This is especially dangerous if you need to make a pivot, because «vanity indicators» give the impression that nothing needs to be changed.
[Note]
The reason for postponing the turn [Think]
if an entrepreneur proceeds from an unclearly formulated hypothesis, then he risks simply not noticing that he has failed.
[Note]
Cause of misunderstanding failure
[Think]
entrepreneurs are simply afraid. Admitting failure can
be demoralizing for the team. Most entrepreneurs
are not afraid that their vision will be wrong. They are much more afraid that it can be recognized as erroneous without even giving a chance to check.
[Note]
Fear of Failure and Reasons
[Think]
Their product wasn’t geared towards early adopters, so the bloggers’ initial reaction was quite negative.
[Think]
The Path team had the courage. Its founders did not give in to fear and listened to what their clients had to say. As a result, they received important feedback almost from the start.
[Reference]
reduced the number of possible contacts to 50, guided by the ideas of anthropologist Robin Dunbar from Oxford. His research indicates
that there are no more than 50 significant personal relationships at any given time in a person’s life.
[Do]
Clear and objective judgments are needed to decide on a turn. We’ve already discussed how to know if
it’s worth taking a pivot: the increasingly
poor performance of product experiments and the general feeling that the development process is losing productivity is evidence of the need to pivot. Whenever you notice these symptoms,
consider taking a pivot.
[Do]
a structured approach is needed. To make your decision easier, you can schedule a
meeting on this topic in advance. I believe that every startup needs to meet regularly to discuss whether or not to pivot. In my experience, if such a meeting takes place every few weeks, this is too often, and once every few months, it is too rare. But every startup needs to find its own rhythm.
[Do]
Such a meeting must be attended by both product developers and higher
company management. At IMVU, we also invite external advisors who are free from bias and are able to interpret the data in a new way. The development
team must provide a full account of the results of
their product optimization work over a long period of time [not only for the past period], and also compare these results with expectations [also long-term]. Management is required to provide a detailed
report on the data received from current and potential customers.
[Think]
Wealthfront’s first incarnation was called kaChing and was conceived as a kind of fictional exchange for amateur investors. It allowed any user to open a virtual trading account and create a portfolio based on
real market data.
[Note]
Early Game Ideas
[Think]
kaChing Wealthfront hoped to test two «leaps of faith»: 1. A large percentage of players will show sufficient ability in managing virtual funds and show that they can successfully manage real assets [value
hypothesis]. 2. The game will gain popularity through the viral growth mechanism and create value using the Freemium business model.
[Note]
Leaps of Faith
[Think]
When the company was ready to launch its paid financial product, only seven
amateur managers were judged to be skilled enough to manage other people’s money.
[Note] Deviation one
[Think]
After the release of the paid version of the product, the
company was able to evaluate the rate of conversion of gamers into paying customers. Here the numbers
also turned out to be low: the transition rate of the
paid version was close to zero. The model predicted that hundreds of clients would do this, but in fact only
14 people did. [Note]
Rejection two
[Think]
“We really wanted to make a difference with access
to the most talented managers. At first we thought
that we needed to create a serious business
with amateur managers in order to attract
professionals. But, fortunately, it turned out that this is not necessary. The company pivoted away from
gamer customers entirely and began to create a service that allows people to invest money with the help of professional managers.
[Note]
Pivot
[Think]
We fell into the classic startup trap, but didn’t notice it. Our first steps were so successful that we forgot the principles that made us successful. As a result,
we missed the moment when it was necessary to make a turn, although the need for this
was completely obvious.
[Think]
Once you’ve achieved success with early adopters, you
want to enter the mainstream market. However, in this market,
customers have different needs, and these customers are much more demanding.
[Think]
The pivot we needed is called the customer segment pivot.
With this twist, it’s clear to everyone that the product the company is building solves the problem of existing customers, but it’s not the customers it originally planned to serve. In other words, the product hypothesis is
only partially confirmed.
[Note]
Transition from early adopters ÿ mainstream mass of clients
[Think]
We stopped using incremental learning to keep track of the situation, because it was much more convenient to focus on the increasingly abstract metrics that seemed so impressive: setting new records in the number of subscribers, paying customers and active
users, tracking retention rates, etc. But implicitly, we must have understood that our attempts to set up the mechanism were unprofitable, and this is a sure sign that it was time to decide on a turn.
[Note]
The main mistake was to stop step-by-step learning to track
the situation, instead they began to use all sorts of unnecessary
indicators
[Think]
We’ve already learned how to optimize, tune, and iterate, but we’ve lost sight of the purpose of all
these activities: to test a hypothesis in order to bring
the company’s vision to life. Instead, we pursued growth, income, and profits, and for them we went in
different directions.
[Think]
Interaction Designers: Based on many interviews and observations, they created the consumer
archetype.
[Note]
How to get to know the
market
customer [Think] We created a sandbox for experiments [we will talk about it in Chapter 12] and
assembled a cross-functional team that was
exclusively engaged in such modernization.
[Think]
Pivot is a special kind of change that aims to test a new fundamental hypothesis about a product, business model, and engine of growth.
[Think]
Superelevation In this case, one or another product option becomes a separate product. Votizen took that turn when it abandoned the social network
and developed a simple service for contacting
voters.
[Think]
Elevate-reduce This is the reverse situation. Sometimes a single option is not enough to create a standalone product. In this type of turnaround, a product that was considered separate and complete becomes one of
the multifunctional options.
product.
[Think]
Segment Pivot In this pivot, the company sees that the product does solve a real problem for real customers, but not the customers it
originally intended to serve. In other words, the product hypothesis is partially confirmed: it is in demand, but not by the audience it was aimed at.
company.
[Think]
Customer Need Pivot When enough customer data is collected,
sometimes it turns out that the problem we are trying to solve for them is not that important. But new, related to the first, problems
are discovered that are really important and that our team is quite “too tough”. However, to deal with them, it is not enough to
reposition an existing product. It happens that you need to develop a completely new product.
[Think]
a chain of Potbelly Sandwich Shops with over 200 outlets today. In 1977, the founders opened an antique shop and began selling sandwiches to attract more customers. As a result, very soon they pivoted and went into a completely different area of business.
[Think]
Platform pivot Platform pivot is a transition from application to platform, or vice versa. It happens that a startup that wanted to create a new platform starts by selling a single application, which
becomes a «killer» of the platform. But it also happens that it
turns out: instead of
One product needs a whole line of applications
and this leads to the fact that the product becomes
a platform.
[Think]
The Business Architecture Pivot This pivot
is reminiscent of Jeffrey Moore, who once observed that companies typically follow one of two basic business
architectures: high profit margins and low sales volumes [complex systems model] or low profit margins and high sales volumes [ transaction volume model] [14]. The first model usually involves sales of goods and services to businesses
[B2B] or the sales cycle of an enterprise, and the second model involves sales of consumer goods [although there are exceptions].
[Think]
Monetization Pivot There are many ways to
preserve the value a company creates. These methods are commonly referred to as monetization methods. But this is too narrow a term. The idea of monetization implies that one or another «option»
of the product can be added or removed at will. But in reality, value retention is an essential element of the product hypothesis. Often, changing the way a company retains value can have a major
impact on other aspects of the business, product, and marketing strategies.
[Think]
Growth Engine Pivot As we’ll see in Chapter 10, there are three main types of growth engine that drive a
startup: viral, sticky, and paid. In this type of pivot, the company changes its growth strategy in order to
develop or earn more profit. Often, but not always, this also changes the understanding of the value of the product, and then, accordingly, the way it is monetized changes.
[Think]
Channel Pivot In traditional sales terminology, the mechanism by which a company delivers its product
to customers is called a distribution channel, or distribution channel. Let’s say prepackaged foods are sold at a grocery store, cars at a car dealership, and enterprise software is offered [with
customization] by consulting companies.
[Think]
Pivot of technology Sometimes the same solution can be offered with completely different technologies. Technology pivots most often occur in stable companies. This pivot is sustaining innovation, incremental improvement designed to attract and retain the existing customer base.
[Think]
While startups often pivot and start following strategies borrowed from successful companies, don’t take
these analogies too seriously. It is very difficult to find out how much such an analogy is justified. Have
we copied the most important options or just the superficial ones? Will what worked in another industry work
in our industry? Will something that brought the desired result in the past be effective today?
[Think]
Turnaround is not just an opportunity to change. What are you
remember, this is a special kind of structured
change designed to test a new fundamental hypothesis about a product, business model, and engine of growth. This is the essence of the «economy start-up» system. Exactly this
helps Lean Startup companies survive in the face
of adversity: if we take a wrong turn, we have all the tools we need to figure it out and the strength to find another way. Part III Gaining speed How to start the mechanism
[Think]
In order for a startup to use the proposed methods,
they need to be adapted to a specific unique
situation. You will remember that in Chapter 3 we talked about how a startup’s job is not to make products and services, but to acquire the sound knowledge needed
to build a viable business. What products do
customers really need? How will the business
grow? Who is our target audience? Which customers should be listened to, and which ones can be
ignored? All these questions need to be answered
as quickly as possible. This will increase the startup’s chances of success. And this is what creates value for a startup.
[Note]
The main task of a startup
[Do]
Chapter 9, we will see how the Lean Startup system can use the paradoxical approach of small batches.
[Do]
Chapter 10, we will propose criteria that should
use a startup to understand the reasons for its growth when it has new customers and new markets. Viable growth is driven by one of three types of mechanisms: paid, viral, or sticky. If a startup determines which growth mechanism it uses, it can direct its energy in the right direction. Each mechanism requires attention to metrics to measure the success of new products and prioritize new experiments. If these metrics
are used in conjunction with the innovation accounting methods described in Part 2, it can help you notice that growth has started to slow down and consider whether it’s time to pivot.
[Do]
Chapter 11, we’ll talk about how to create an
adaptive organization and develop
appropriate processes that will allow the team to remain flexible. We will see how other lean tools,
such as the Five Whys, help a startup team grow while avoiding red tape and without compromising efficiency. We will also see how lean methods help a startup grow into a sustainable company.
[Do]
chapter 12 we will complete the circle. When
a startup develops into a stable company, it
faces the same challenges that drive other modern stable companies to create disruptive
innovations. The advantage of rapid growth for
a successful startup is that it can maintain its
«entrepreneurial
DNA», even growing up. Modern companies need to learn how to manage sustainable and disruptive innovations.
[Think]
Dad won, and not because he was an adult. The fact is that the “one envelope at a time” approach allows
you to complete the task faster, although, at first
glance, it looks inefficient. This is confirmed by a variety of studies, including the analysis of the video recording [15].
[Note]
Do One at a TimeLean Startup notes-2
[Think]
Customers will subscribe to a demo if they have enough information about the service. The key question here is whether customers will subscribe
to a demo if they are promised certain options [value hypothesis].
[Do]
in the business plan, you need to write in big red letters this: we ASSUME that 10% of users will subscribe to the test version.
[Think]
For example, how many features should be included in the first version of a product to attract early
adopters? Each additional option is
costs, and if you start delaying testing in order to have time to create all these options, this can lead to
huge losses, especially in terms of training and cycle duration.
[Do]
The point of MVP is that any effort that prevents us
from starting to learn is unnecessary, no matter how important it may seem.
[Think]
the user sees that the files Drew works with are
full of funny links and jokes that are popular in the
early adopter community. Drew says, “This presentation
brought hundreds of thousands of people to our site. The list of those who ordered the beta version almost instantly grew from 5,000 to 75,000 people.
[Think]
Before creating databases of thousands of grocery stores across the country, FotT started
serve one person. [Note]
And if you test it on GPT chat? And use his answers to improve the product?
[Think]
Every week they handed her a packet containing a list of
meals and related recipes, asked her what she
liked or didn't like, and made changes if necessary. And every week they received a $9.95 check from her.
[note]
MVP Single Client [Think]
The single-client MVP is designed so that one-
on-one service is required to train and test the "leaps
of faith" in the company's growth model. Quite often,
an MVP for one client indicates that a different
approach is needed. This can happen even if the
initial MVP is profitable for the company. And companies that don't have a growth model often fall into the trap of being satisfied with a small profitable business when they could do much better. The only way to understand whether such growth is possible is to systematically
test the growth model with feedback from real customers.
[Think]
When creating an MVP, you need to have the courage and not be afraid to test your assumptions. If customers respond as you expected, this can be considered confirmation that your assumptions
are correct. If you are releasing a not too high-quality product and customers on the market
[Even early adopters] don't understand how to use it, so you need to work a little more. But you should always
ask yourself: what if quality isn't as important to customers as it is to us?
[Do]
eliminate any options, processes, or tasks that won't
help you figure out what you want to figure out.
[Think]
The most common problems are: legal issues, fear of competition, risk aversion, and fear of undermining employee morale.
[Think]
A lot of people are afraid that contestants, especially
large corporations, will spoil the idea of a startup. But if only a good idea was so easy to die! After all, this is
one of the main problems of startups: it is almost impossible to ensure that your idea, company or product is noticed at least by something, and even more so by competitors.
[Think]
Building a team to implement a new idea is only necessary if you are confident that you can go through the create- assess-learn feedback loop faster than anyone else. If
it's a taÿ, it doesn't matter what the contributors know about your idea. And if not, then the startup has very serious problems, and secrecy will not solve them.
[Think]
Startup founders often want to create a well-
known brand, and they feel that an MVP can ruin its reputation from the very beginning. A
Entrepreneurs working in large organizations
are often afraid of hurting their company's brand. In both
cases, there is a simple solution: release the MVP under
a different brand familiar.
[Think]
be prepared for MVP to bring bad news. Unlike
traditional concept or prototype testing, MVP is
designed to test a whole range of issues, not just those related to design or technology. Of course, it is unpleasant to see that your ideas have not passed the test of the realities of life. But innovators are especially afraid that customers will reject an MVP, not because they
don't like the idea, but because it doesn't work well or lacks options. Because of these fears, companies often bring finished products to market without any prior testing.
They simply do not dare to test a more modest version, they want everything to be “in full openwork”.
[Do]
be prepared for endless trials. It is necessary to agree in advance that, no matter what results the MVP
testing brings, you will not abandon the project.
[Think]
Successful entrepreneurs don't give up at the first sign of trouble, but they don't persevere to the last, until their plane crashes into the ground. They have a
unique combination of perseverance and flexibility.
[Think]
The task of a startup is to track exactly where it is
is now, understand what it means, however unpleasant it may be, and develop experiments that will
allow you to find out how to bring the real indicators closer to the ideal reflected in the business plan.
[Think]
Startup founders and collaborators are optimists by nature. We want to believe in our ideas no matter what. That is why the myth about the benefits of
perseverance is so dangerous. We have all heard the epic stories of entrepreneurs who managed to win
even though the whole world was against them.
But unfortunately, nothing tells about the countless nameless heroes who persisted to the last and eventually let their companies go down the drain.
[Think]
During the meeting, I asked the team members the simple question I always ask startup founders:
“Is your product getting better?” They always answer yes. Then I ask: "How do you know about this"? And every time I get the same answer: “Well, we are in development and this month we introduced a lot of changes, [Note] Wrong approach [Think] Accounting for
innovation allows startup
founders to make sure that they really succeed in creating a working business. It starts by
turning the "leaps of faith" we talked about in Chapter 5 into a quantitative financial model.
[Think]
eBay is another growth model. Its success depends primarily on network effects that increase
its popularity among both buyers and sellers.
Sellers need a market that has the most potential customers. Buyers need a market where there is the highest competition among sellers and,
accordingly, the widest selection of goods and the lowest prices.
[note]
MediLand Market selling meditation? Do customers
make and sell them to each other?
[Do]
MVP will provide the first stage of training. It
will set realistic benchmarks for a startup's
growth model - customer acquisition and
registration rates, trial popularity, consumer lifecycle, and so on. the first tests will show not the best results.
[Note]
Step 1: Baselines [Do] Of
the
many initial assumptions outlined in the business plan, it makes sense to test the most risky ones first.
[Do]
Once the baselines are set, you can move on to the second stage of learning: setting up the growth mechanism. Every startup initiative in product
development, marketing, or anything else should focus on improving one of the drivers of the
growth model. For example, a company may spend time improving product design to make it easier for new customers to use. This
justified if the speed of attracting new customers is a
driver of growth, but so far it is lower than the company would like.
[Note]
Step 2. Set up the growth engine [Do]
The
first company set clear baselines, developed a plan to improve them, and conceived a series of experiments to test their assumptions.
[Note]
Continuation of step
2
[Do] sees that the numbers in her model are starting to
rise from the lowest baseline set by the MVP and approaching the ideal outlined in the business plan. If this does not happen, then the ideal will be more and more distant. And you can’t hide this
obvious fact from yourself, no matter how hard you
persist: if the drivers of our business model do not change, then we are not moving anywhere. This is a sure
sign that the time has come to pivot.
[Note]
Step three. Evaluation, choice: continue moving, or make a turn [Do] Every
day,
$ 5 brought us 100 liÿov. From a marketing point of view, it's not too much, but from a training point of view, it
was invaluable.
[Note]
Getting 100 liÿov [Do]
[Note]
Crow count example
[Do]
Cohort Analysis To understand this graph, you need to know what cohort analysis is. It is one of the most
important analysis tools for a startup. It may seem complicated, but it is based on one simple premise. Instead of estimating aggregate totals such as total revenue and total number of customers, we evaluate the metrics separately for each customer group that comes
into contact with the product independently of the other groups. Each such group is called a gorta.
[Note]
Evaluate the performance of each new group that comes with the start of each innovation. Or with the beginning of a new period, by which it is possible to cut off those innovations that have been introduced. Study more precisely, how this can be applied to me.
[Reference]
The percentage of new customers who used
the product at least five times increased from less than 5% to almost 20%. However, despite this quadruple increase, the percentage of new users who paid us money stuck around 1% and didn't budge.
[Do]
decided to try the last resort: chat with users. Exhausted by my failed attempts to set up the
growth mechanism, I began to ask the right questions.
[Think]
we just ignored the negative feedback. If this person does not want to use
product, I thought, it means that it is not included in our target audience. "Take him away"
[Do]
questions that needed to be answered urgently: Why aren't customers responding to
product "improvements"? Why do all our efforts come to
nothing?
[Think]
Ultimately, this led to the most important turn: from
an addition to IM networks that can be used with close friends, to a separate network that helps you find
new friends.
[Do]
stop worrying about productivity.
[Think]
As soon as we started doing what customers really
wanted, our experiments began to change their behavior for the better much more often.
[Do]
Every time we go through this circle: we set the baseline, set up the mechanism and try to
understand whether it is worth making a sharp turn or
it is better to continue moving along the chosen course.
[Do]
A startup needs to evaluate its progress against a high target: it needs to prove that a working business can be created based on this product or service. This can only be found out if the founders of a startup can make clear, well-founded forward forecasts. Without such forecasts, product and strategy decisions are much more difficult and time-consuming to make.
[Note]
It is necessary to create a clear preliminary
a forecast to make decisions based on it AND a strategy, [Do] does the
company have a working mechanism for growth? Are
its early successes related to what the product development team does?
[Do] [Note]
There are no fees here, it's a measure of vanity [Think]
“If you are preparing for the SAT test or learning
algebra, then you have three options for studying. You can work with a teacher, study on your own, and interact with other students.
Grockit offers all three of these formats. We use technology and algorithms to optimize these forms of learning.”
[Note]
Student-to-student learning [Do]
Instead of developing specifications for a new option
in technical terms, Farb described it from the customer's point of view. This helped developers to look at their work from the point of view of the future user.
[Do]
"How do you know you're making the right
decisions in terms of prioritization?"
[Do]
When we introduced option X, did it affect consumer behavior? But this would require a huge investment of time and effort. When exactly was option X introduced? Which clients were offered it? Did we change
anything else at the same time? Could some seasonal
factors?
[Note]
Questions about innovations [Do]
Grockit has changed the criteria for evaluating success. Instead of general indicators, she began to use indicators based on ohort analysis, and instead of looking for causal relationships in hindsight, she began to run a split-testing experiment with each new option.
[Do]
Grockit tested an intensive self-study module that featured quests and different levels, like a computer game, and where students could choose to study on their own or with others. Like in Farb's class, it turned out to be extremely effective. Without rigorous split testing, the company might not understand this. Over time, after dozens of tests, it became clear that students were most attracted to the combination of options for self-study
and study in a group. It turned out that students want to choose the method of teaching themselves.
[Note]
Test this hypothesis on my startups - study on your own,
or study in a group. Or study with a teacher.
[Do]
user stories were not considered complete
until they were allowed to receive confirmation by
facts. All of these stories could be attributed to one of four phases of development: initial data, creation, final
stage [option completed from a technical
point of view] or “process
check." The stories that passed the test received the status “we know this story is a good idea and should be done first.” This testing usually took the form of
split testing showing changes in consumer
behavior, but sometimes included user interviews or surveys.
[Note]
Implement 4 stages of ganban. What is
a user story? Apparently, this is an idea, an option, or some kind of innovation. Under it, a hypothesis
is immediately developed, how it will be tested.
This is the first stage - history. The second stage is creation based on history. The third stage is the completion of work on all technical issues. The fourth stage is the verification process. Split test, or interview, or survey.
[Do]
The chanban rule states that there can only be a certain number of stories in each of the four phases.
[Note]
Implement a Kanban story checker board [Do] a
framework for a healthy culture where ideas are judged on their qualities,
[Do]
begin to evaluate their performance against evidence- based knowledge criteria, [Do] three
classes of users: unregistered guests, registered guests and customers who paid for the premium version of the product.
[Do]
one user group that was required to register immediately,
but
users could only get acquainted with
advertising materials. Oddly enough, the behavior
of this group was exactly the same as the behavior of the one that was offered “lazy registration”: [Do] to
effectively attract
users, you need to deal first of all not with new options, but with positioning and marketing.
[Do]
three important aspects of innovation accounting: actionable metrics, ease of presentation, and data verifiability.
[Do]
A report reflects actionable indicators if it clearly demonstrates cause and effect relationships. If it is not, then it is based on "vanity measures". The
reports that the Grockit team began to use to assess learning milestones were very clear on what needed to be done to get the required results.
[Do]
reports should be as simple and clear as possible, understandable to all.
[Think]
Reports based on hohort analysis are effective for organizational learning—they turn complex actions
into simple examples that describe people's behavior. Each time, hort analysis shows that among those who
used our product during this period, so many people demonstrated that type of
behavior that is important to us. In the example with
IMVU we saw four types of behavior: downloading a
product, logging into a product's website from
a personal computer, chatting with other customers,
and purchasing a paid version of a product. In other
words, the report is related to people and their
actions, which is much more useful than abstract data arrays. [Think]
The accessibility rule also applies to access to reports. Grockit has done very well in this regard.
Each day, a document was automatically
generated containing the latest data for each of the split testing experiments and other "leaps of faith" related metrics. This document was sent by e-mail to all employees of the company: everyone always had the latest copy. The reports were easy to read,
each experiment and its results were described in simple language.
[Think]
We didn't push analytics or data into a separate
system. The report data and its infrastructure
were considered part of the product itself and were the responsibility of the development team. The reports
were posted on our website and were available to
anyone with an employee account. Any employee at
any time could log into the system, select current or
past experiments from the list, and read a one-
page report on its results. Over time, these one-page reports have become a means of settling product disputes throughout the organization. When people needed evidence in favor of some hypothesis, they took printouts of such
report and were sure that everyone else would understand them.
[Think]
First of all, don't forget that there are people
behind any metrics. We must be able to check the data "manually", in the chaos of the real world, communicating with customers. This is the only way to find out if the facts given in
report.Lean Startup notes-1
[Do]
The “create – evaluate – learn” cycle.
Part I Vision
[Think]
The goal of a startup is to figure out what the market
needs, what customers want, what they're willing to pay for—and you can build it faster.
[Think]
A startup is an organization that seeks to develop
new products and services under conditions of extreme uncertainty.
[Think]
They're interested in two metrics: the number of customers using products that didn't exist three years ago, and the percentage of revenue generated by products
that didn't exist three years ago.
[Think]
We need to find out what customers really want, and not to believe their words and not to argue about what they should want in our opinion. You need to understand whether the chosen path will lead to a growing, viable business.
[Think]
releasing a bad product is not the worst. The worst
thing is to create a product that
no one needs.
[Think]
Do some of our actions create value, and do some of our actions result in waste?
[Think]
Am I limited to a few networks? Three? One? Our product was not liked by the clients of all IM networks,
so the level of training would have been the same, but we would have made much less effort.
[Think]
we need to align our vision with what customers want, rather than being guided by what they say about
their desires and not telling them
what they should want.
[Think]
what matters is not how much we work, but how much knowledge based on facts our actions bring [5].
[Do]
Should this product be created? Can we build a viable business around this set of products and services? To answer these questions, you need a method that allows you to systematically break down
a business plan into its component parts and
test each of these parts empirically.
[Think]
In the Lean Startup system, every product, every option, every marketing campaign is considered to be a knowledge-based experiment.
[Think]
the first thing he did was walk around the local shoe stores and ask permission to take pictures of them
range. In exchange for permission to take pictures, he posted them on his website, and then, if the client placed an order there, he bought shoes at regular prices in these stores.
[Think]
It also allowed the company to observe the behavior of customers and partners, interact with them and learn from them. Such qualitative learning is a necessary complement to quantitative
testing.
[Do]
plan their actions, seek support from different departments,
different leaders, and develop a road map for the project for the first year and a half. She is accountable for her actions, and she has criteria for the success of the project for the company over the next four years.
[Do]
The first step is to break down the overall vision into its component parts. The two most important assumptions
for any entrepreneur are the value hypothesis and the growth hypothesis.
[Think]
The value hypothesis is about whether customers will see value in a product or service when they start
enjoy.
[Think]
You can do the same analysis of the growth hypothesis and find out how new customers learn about a product or service. When a new project is created and launched, will information about it be distributed within the company? Most likely, it will be a "viral"
spread. If so, then the most important thing to evaluate behavior is whether early adopters will actively
talk about the project.
others
[Do]
In this case, a simple experiment could be set
up: invite a few—perhaps ten—employees who have been with the company for a long time and give
them the opportunity to participate in volunteer projects.
[Think]
The challenge is not to find the “average
customer”, but to attract early adopters, those who feel the need for the product most acutely. Such "clients" are inclined to forgive mistakes that are inevitable
at the beginning of the journey, and are ready for active feedback.
[Do]
can provide early adopters of volunteer
projects with the opportunity to have a more positive experience, in line with her vision. This
approach is fundamentally different from
collecting information through focus groups,
because it allows you to evaluate not what people say, but what they do. For example, how many of the
first volunteers will see their projects through to completion? How many would like to take part in such projects again? How many of them will be ready
to invite a colleague to the next volunteer project?
[Think]
clarify the first data obtained through feedback. For example, if a growth model requires a certain percentage of project participants to share their experiences with colleagues and encourage them to volunteer, even a very small sample is
sufficient to estimate how often this will be
take place. If 10 people participated in the first experiment, how many of them, according to our
assumption, will take part in volunteer
projects again? If they are asked to invite a colleague, how many of them will do it, according to our expectations? And remember, these are the early adopters who will benefit the most from volunteer projects. In other words, what if all 10 early adopters refuse to participate in volunteer projects again?
That would be a very important—and very disappointing—outcome. If the numbers obtained from the experiments are not too optimistic, obviously Caroline will have to change her strategy.
[Think]
it will be necessary to receive qualitative feedback in order to understand how to improve the project. In this situation, experiments have an advantage over traditional market research because they
do not require surveys or interviews with new
people. There are already those with whom you can talk - participants in the initial experiment, as well as information about their real behavior.
[Note]
Create a place where people can share their impressions and wishes [Think] An experiment
is not
just a theoretical study, it is also the first
product of a startup. If this or that experiment turns out to be successful, this will allow the manager to start a campaign in support of a new project: attract
early adopters, invite new employees to
Each next experiment - and eventually start product development.
[Think]
The first hypothesis underlying the agency's current plan is that when Americans become aware of the possibility of applying to the Bureau, faced with financial company scams and machinations,
they will actively do so.
[Note]
When Americans find out about the possibility
of psychotherapy sessions with GPT chat, they will actively use my channel
[Think]
To start experimenting right away, an agency could start by setting up a simple phone hotline using some new, low-cost, efficient platform like Twilio. Just a few hours after the start of
work, you can add simple voice prompts that offer subscribers a menu that lists the financial problems they are facing. In the first version, the items in this menu can be based directly on the results of the experiment.
[Note]
The listed problems that people address to a
psychologist [Think] At the
same
time, he will provide invaluable information. If
it is possible to analyze what problems the first subscribers deal with, it will be possible to immediately start collecting information about what
problems Americans most often face, and get
her from the "first mouth" - and not to guess
what problems they "should" face. The agency can start testing its marketing messages: which ones get
people to call? It will be possible to find out the real trends: what percentage of the inhabitants of the target region
call the agency?
[Note]
Ask people to describe the problems they face most often,
right in the comments, and in the description
of the video. What do they want to see more? You can
directly ask about it in the video. What do they lack? What problems and issues do they want to solve.
[Do]
create a continuous improvement process, slowly but surely adding new, more thoughtful solutions. Ultimately, it will be able to hire enough consultants, who may at first begin to advise subscribers on only one category of problems - and then their work will be more effective.
[Think]
it was decided to divide the first products by use
case. The agency has developed a preliminary list of financial services that will be consulted, and in the
first place were the problems associated with credit cards. During the first experiment, the agency will carefully monitor the reaction of subscribers in order to receive feedback. These data will help develop the following assumptions.
[Do]
“Our goal is to provide Americans with
citizens the opportunity to tell us about the
problems they face in the financial services market. We
will be able to carefully monitor what people tell
us and respond to new information. Markets
change all the time, and our task is to change along
with them."
[Note]
Write down such a goal. 80% of it matches mine. Part II Getting behind the wheel From vision to practice [Think]
As the product interacts with customers, the
company receives feedback and information. Feedback can be qualitative [eg what people like and don't
like] or quantitative [say how many customers use the product and find it valuable].
[Do]
The Build-Measure-Learn feedback loop is at the heart of the Lean Startup system.
[Do]
To use the scientific method in developing a startup, you need to determine which initial assumptions you want
to test. First of all, these should be the most risky components of the startup plan, the one on which everything else depends. The two most important components are
the value hypothesis and the growth hypothesis.
They allow you to find out which variables control
the startup's growth mechanism. Each trial is
an attempt to start the growth mechanism.
[Do]
the first step: ÿÿÿ you can start quickly ÿ
creating a minimum work product [MVP].
MVP is a version of the product that allows you to start the cycle "create-evaluate-learn" with
minimal effort, spending as little time as possible
on development. The minimum working product
does not have many of the options that may later
turn out to be important. However, the MVP needs to be designed in such a way that its success can be measured.
[Do]
The primary goal of the first phase of the “evaluate” cycle is to determine whether the product
development efforts are producing the desired results. Remember: if we create something that no one wants, it does not matter at all whether the deadlines and budget are met.
[Do]
most importantly, you need to evaluate whether you need to make a turn. By completing the create- evaluate-learn cycle, we will have the answer to the most difficult question any entrepreneur
faces: should we turn around and change the
original strategy, or is it better to continue with it? If one
of our assumptions turns out to be wrong, we will have to radically change direction and find a new strategic hypothesis.
[Do]
I called this cycle "create-evaluate-learn" because the actions are performed in this order. But the planning process works in reverse: we figure out what needs to be learned, use innovation accounting to determine what needs to be measured and see if
we are getting fact-based knowledge, and then
we decide which product needs to be created in
order to conduct this or that experiment and obtain this
or that data.
[Think]
project of a new social network for students. At that
time, the new network covered only a few
campuses. It was not a market leader and was not the first social network for college students: [Note] Solving the
problem of a narrow circle of users. How to play Gwent
[Think]
How much time active users spent on the site. More than half of them visited him every day.
[Note]
How many people visit my channel every day?
[Think]
Facebook was taking over student campuses at a rapid pace. The growth rate has been incredible: [Note]
The
number of subscribers is growing at a rapid pace and clients
[Think]
Many dot-com era startups thought they would start making money later, when advertisers would pay them due to high traffic. In reality, these losers
were just middlemen, they paid to attract customers, and then planned to resell their attention to other
companies.
Facebook acted differently because it used a different growth engine. She did not pay anything for attracting users,
[Note]
It is a mistake to assume that money can be earned by selling attention to others - through
advertising. The real goal is to make them get books and courses. And also sell advertising space to final advertisers. Both in the video and in the books. Moreover, you can search for such companies yourself in order to offer them to place an advertisement. For example, about some gatherings, or something else.
[Think]
among these simple assumptions, there are several assumptions that require a certain amount of courage and even impudence: we assume that people will want
to use our product or that supermarkets will gladly
agree to sell it. The ability to act as if these assumptions are true is one of the greatest strengths of entrepreneurs. Such fundamental assumptions are called "leaps of faith" [7], and this is a very accurate name, because they are built only on your
assumptions, and yet the success of the entire enterprise depends on them. If they are true, great opportunities
will open before us. If not, the startup will face a
crushing failure.
[Think]
What separates success stories from failure stories? That successful entrepreneurs have the talent and ability to foresee and have the tools to figure out which aspects of their plan are working brilliantly and which are leading nowhere. As a result, these entrepreneurs are changing their strategy accordingly.
[Think]
As we have seen in the history of Facebook, there are two most important "leaps of faith": the Value Hypothesis and the Growth Hypothesis. The first step in developing a new product or service is to find out if it creates value or destroys it.
[Think]
The same goes for growth. As with value, it is essential that an entrepreneur understands how their startup grows. There are growth strategies that destroy value and should be avoided. For example, if the business is growing, constantly attracting investors and
investing a lot of money in advertising, but it
cannot offer a value-creating product.
[Do]
It is very important that strategic decisions are based on customer knowledge. This is one of the basic
principles behind the Toyota Production
System. Toyota calls this principle "genchi genbutsu". This is one of the most important concepts in the concept of lean manufacturing. It is usually translated in
the imperative mood: "go and see for yourself." The meaning of this principle is that decisions should be based on firsthand knowledge.
[Note]
Know Your Consumer [Think]
To find
out what consumers want, he made a bold entrepreneurial decision: he traveled to all 50 US states, all 13 Canadian provinces and territories, and all parts of Mexico. In general, he drove more than 85,000 km. In small towns and big cities, Yohoya rented the Sienna last
models.
[Think]
The results met expectations. The Sienna's market share
has risen sharply. In 2004 sales were 60% higher than in 2003.
[Think]
he took the telephone directories of the California city of
Palo Alto, where he then lived, and the village of
Winnetha, located in Illinois. Kuÿ randomly called people
and asked if they could answer a few questions about
how they manage their finances. These first interviews
were meant to test his fundamental assumption,
the "jump of faith": Do people get annoyed
at having to process invoices manually? Turned out to
be really annoying. Having found this out, Kuÿ started looking for a solution. His first conversations with potential
clients were not about the characteristics of a possible service—that would have been pointless.
[Do]
They are intended to clarify, at the most elementary level, whether we understand our potential customers and
their problems. If we can understand them, we can create a "customer archetype" - a small document that "humanizes" the intended target customer. The
customer archetype is the most important guide to product development. It ensures that the day-to-day priority decisions that any development team has to make will meet the needs of the people the company
seeks to attract.
[note]
The first contacts with people are needed to create
the archetype of the consumer. You might as well try to chat with viewers on popular YouTube channels – to
ask them questions about what they liked best that they would like to improve. From under different accounts,
so as not to be banned. You can also search
forums, and all kinds of telegram chat, or WhatsApp chat [Think] “We started a
blog
on the WordPress site, removed everything
unnecessary, came up with the name Groupon
and began to write a new post every day. Everything was very simple. In the first version of Groupon, we sold footballs. In the blog, we wrote: “This football
is red, large. If you need a different color or size, please
email us.” We didn't even have a form where the client could enter this data. Everything was done in a
hurry. This turned out to be enough to test the concept and prove that people will support our idea.
[Think]
before a new product can be successfully sold in the mass market, it must be sold to those early adopters. These people are clients of a special breed. They make—and in fact even prefer—decisions that are 80% ready, and it doesn't take perfection to
arouse their interest.
[Do]
decide in advance which exactly your MVP should be is impossible. Here you need to ÿÿÿ to think. But there is one hint: almost always, entrepreneurs and developers overestimate the number of options that are enough for
creating an MVP. So if in doubt, simplify.