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La photo de cet article représente une extrudeuse à flexibles vue dans une usine d’un pays émergent. Elle me semble illustrer parfaitement une approche qui convient bien à beaucoup d’entreprises : investir au plus simple, au moins coûteux et au plus efficient. 
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From
thetribe
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Product Market Fit - De la phrase de prototypage à la phase de croissance : 4 étapes pour imaginer et construire votre produit en minimisant les risques.
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I often get asked why I created a different adaptation from the original Business Model Canvas by Alex Osterwalder. Lately, this question has bubbled up in frequency which is why I decided to take…
Mickael Ruau's insight:
Which version should I use? Should I start with Lean Canvas and then shift to Business Model Canvas? Again, use what is most natural for you. The most important takeaway is that you document your key business model assumptions (and learning) in a portable format that you can share and discuss with people other than yourself. That said, I have used Lean Canvas successfully from ideation to Product/Market Fit (and beyond) with several startups now. The risks captured on Lean Canvas aren’t just early-stage risks but morph and evolve throughout the startup lifecycle.
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According to research conducted by CB Insights on 101 startup postmortems, the #1 reason new startups fail is because there is no market need for the product/ service on offer. This problem is so…
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The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything
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I gave this presentation about the Lean Analytics book at the Lean Startup Meetup in Karlsruhe. Follow my blog for updates: http://jan-koenig.com/blog/ Or Twit…
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“Quel est votre traction?” Une question presque inévitable dans l’écosystème startup. Pour y répondre honnêtement, et comme toujours en startup, le contexte de votre business vous aidera à définir la meilleure métrique qu’il faudra mettre en avant. Preuve tangible que votre startup prend son envol, la mesure de cette métrique et son amélioration seront la preuve tangible de votr
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This post describes a way of tracking growth experiments using Google Sheets.
Mickael Ruau's insight:
Growth is about process, not tactics
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La traction, comme très souvent dans les startups, n’échappe pas au principe du « fais-en beaucoup pour essayer de récolter un peu ». Je m’explique. Vous ne pouvez faire une landing page et attendre. De même, vous ne pouvez pas vous inscrire à un concours et attendre ou encore envoyer des communiqués de presse et attendre. L’ennemi de la traction c’est l’inaction.
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If you confuse Lean with Cheap when you do find a repeatable and scalable sales model, you will starve your company for resources needed to scale. Customer Development (and Lean) is about continuous customer contact/iteration to find the right time for execution.
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Creating impact is similar to creating customer value. The same general rules apply. But where customer value aims at the customer on an individual level, impact aims at a community or society in general. When we measure impact, we take into consideration all costs, not just the business costs, but also social, environmental and economic costs.
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Learn what it takes to build a successful startup using the Customer Development process, where entrepreneurs "get out of the building" to gather and iterate on feedback.
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Are a product launch and a go-to-market strategy the same thing? The answer to that question is a clear no. And we're going to share with you what the differences are.
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#Le Growth Sprint, késako ?
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Test Minimum Viable : partez de votre idée et décomposez-la en une brève hypothèse pour avoir un avant-goût de la façon dont le marché va réagir !
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3 startups share how they think about and execute customer research and the impact it's had on their business
Mickael Ruau's insight:
What does a customer interviewing process look like?At the bear minimum, your interviewing process should result in 3-5 customer conversations on a weekly basis. Here’s what that looks like on a daily basis:
Rinse and repeat this process on a weekly basis. Make sure you record every interview and have it automatically transcribed. You can then use AI tools to look for patterns in the transcriptions that you may have missed over dozens of conversations. Making the conversations valuableInterviewing customers isn’t hard but it does require practice. Think of it as a muscle. It already knows what to do but the more you go through the right motions, the stronger the muscle gets. Interviewing is no different. There are endless resources on how to run a great customer interview. The most important thing to get out of your customer interviews are stories. You want your participants to tell you how they go about the tasks that you’re trying to support and improve. You want to understand where their work is easy and where it’s hard. You want to get a better sense of what causes them pain in doing a good job and what they’re doing today to alleviate that pain. How well is the competition meeting their objectives? Where are they failing to do so? To support this type of insight there are (at least) two powerful questions you can ask in every customer interviews:
Cohn, founder of Winware, adds that he likes to make an explicit request to sign the customer up as a beta user at the end of each interview. This and requesting an introduction to others who may be interested in the product are like a “real word NPS survey,” Cohn added. Make learning the path of least resistanceAs a founder you play a pivotal role in creating the culture for your company. If having a deep understanding of the customer is part of the culture you want to create you have to make customer conversations, and learning, the path of least resistance. Build in incentives for your team to conduct customer interviews. Enable them to take time away from their other tasks to do so, as Cohn did at Winware. When new ideas come up for consideration and discussion, ask what customer problem these ideas solve. Mandate that new ideas need validation prior to implementation. Most importantly, provide your team with unlimited budget and support for talking to customers. Whatever they need, the answer should always be yes. This is, after all, a very low-cost activity. The last thing that should stop you from getting to know your customers is budget. In our second book, Sense & Respond, there is a case study about a German streaming media company called Maxdome. CEO Marvin Lange knew he was up against several 800-lb gorillas in the streaming media space as well as a cultural sensitivity to subscription services. To figure out how to overcome these enormous challenges he provided his teams with unlimited research budgets. Anytime they wanted to meet with customers the answer was yes. In addition, Lange mandated that his executive team would work the local christmas markets in Germany, trying to sell the service face to face to people on the street. Each of these interactions is an opportunity to listen and learn why people do and do not buy. Make this type of curiosity a part of your culture from the beginning. In addition, when your team sees you and the executive team doing it as well, they’ll understand how important it is. Celebrate course correctionAll of this new insight will conflict with the plans you already have in place. As mentioned above, you will inevitably be wrong about the decisions you’ve already made. This is cause for celebration rather than an error to be avoided. Every time you and the team learn something new from talking to your customers, share it broadly with the rest of the company. Be clear about the original plan, what you learned along the way and how you will be changing course. Publicly celebrate de-prioritization of ideas that don’t meet customer needs or conflict with the insight gained through customer conversation. When your teams see that it’s ok to change course based on evidence, they’ll be more likely to do it. This will save significant resources chasing ideas that aren’t going to work just because someone decided to do it without any customer validation. Continuous improvement requires continuous learning. The agility of your organization depends on your teams feeling comfortable implementing the insights they’re learning from talking to their users. Democratize the learning processThe final piece of this puzzle is to ensure everyone on your team, regardless of role or title, understands that talking to customers is part of their job. It is their responsibility to understand what customers want and what’s getting in their way. The examples used in this article are all about founders doing the legwork. That’s a great start because it shows how important it is to the core team. As the team grows everyone else must build this into their weekly practice. This isn’t work for just researchers or designers or product managers and it certainly should not be outsourced to an external agency. This is key, foundational insight into whether or not you’re solving a real problem for real customers in a meaningful way. Everyone must care about it and participate in the validation process. Not just the right problem, the right usersWith Adobe’s acquisition of Figma, Penpot, the first Open Source design and prototyping platform for product teams, saw a spike in sign-ups. Co-founder, Pablo Ruiz-Múzquíz was cautiously optimistic. While acquisition numbers were going up, it was crucial to understand whether these were the users Penpot was actually seeking for its product. Like the other leaders in this article, Muzquiz began speaking to these new folks. Initially, that conversation was filtered through a series of short surveys. As new customers were validated they were put into a beta program which provided access to the tool in exchange for feedback. Often, that feedback was delivered in interview form. As the Penpot team ramped up its product development efforts to meet this new demand they maintained a regular cadence of 30 customer interviews a week. They had to ensure that they were meeting the needs of these new users, focusing directly on their core target audience while not straying away from their core vision and mission. Every new feature Penpot puts in their roadmap comes with validated customer insight to back it up. As these new ideas come to life they’re put back in front of those same customers to see if they’ve met the need. As Ruiz-Múzquíz puts it, “An interview gives you the chance to pitch your vision more informally and get an unfiltered reaction to it. Sometimes that reaction is quite bland [or]… you get a sequence of “wow!”’s and “aha!”’s”. To be clear, the team at Penpot isn’t asking customers “what they want” from the product. Instead, they are listening for unmet needs and then pitching solutions their customers may have never imagined. It’s a mix of vision and customer-driven insight.
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If you are trying to start a new venture, especially in an area that is new to you, talking to customers and people associated in that ecosystem is actually a must. Also known as customer discovery…
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The Start-up Owners Manual
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La traction commerciale représente un élément déclencheur de la levée de fonds. Pour réussir votre pitch deck, voici tout ce qu'il faut savoir sur le sujet
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The creators of blue ocean use value innovation to make competition irrelevant by creating a leap in value for buyers and their company which opens up new and uncontested market space.
Blue Ocean Website: http://www.blueoceanstrategy.com/ Blue Ocean Tools: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/#tools
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Mickael Ruau's insight:
References1. Do Things That Don’t Scale by Paul Graham ↩
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Abstract
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Quand le produit est lancé en commercialisation, Anaïs en voit déjà les limites et commence à penser à une V2 et une ouverture de capital. Elle prend quelques contacts dans les fonds d’investissement mais n’arrive pas à trouver leur adhésion : à cette époque les données du marché sont plutôt pessimistes malgré son début de traction (une vingtaine de clients dans le 1er mois).
Mickael Ruau's insight:
1 exemple de pivot de business model : produit vers agence.
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