Ie-Sec - Ls & CV - Session 5&6

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IE – SUMMER BOOSTER © Rafael Salazar Novo

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LEAN STARTUP &

CUSTOMER DEVELOPMENT
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AGENDA
ENTPREN. DESIGN LEAN CUSTOMER CUSTOMER

INTRO STORYTELLING
MINDSET THINKING STARTUP DEVELOPMENT EXPERIENCE
Session 1&2 Session 3&4 Session 5&6 Session 7
Week 1 Week 2 Week 3 Week 4

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AGENDA
ENTPREN. DESIGN LEAN CUSTOMER CUSTOMER

INTRO STORYTELLING
MINDSET THINKING STARTUP DEVELOPMENT EXPERIENCE
Session 1&2 Session 3&4 Session 5&6 Session 7
Week 1 Week 2 Week 3 Week 4

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RECAP

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Reflections
• Who is your early adopter?

• How would your MVP be?
• What’s your UVP, Unfair Advantage?
• What’s your most critical hypothesis?
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Reflections
• Did you validate any hypothesis?

• How do you plan to do the validations?
• What would your MVP look like?
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MVP
Minimum Viable Product

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METHODOLOGY
MVP: WHAT VS HOW
“An MVP is the version of a new product that

allows a team to collect the maximum quantity
of validated learnings and insights about clients
at lowest cost”
It’s the prototype containing the value

proposition for a specific problem.
Don’t be in a rush to get big.

Be in a rush to BE great
Eric Ries
Author of “The Lean Startup”
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MVP
KEYS
• Fast and agile development

• Test with the market (real customers)
• Learn from the feedback
• Make decisions based on collected date and keep
moving
• Don’t be afraid to fail, change, pivot or persevere
It’s not a finished product… it’s a

process
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MVP
“If you do not

feel ashamed for
the first version
of your product,
then you
launched it too
late”
Reid Hoffman
Linkedin
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FIRST
The purpose of any prototype is to bring an abstract idea

into a specific tangible visualization
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PROTOTYPES AND MVPs

According to its interface, there are 3 types of prototypes and MVPs:
Physical Digital Native
• Low fidelity • Interactive • Test real experience of

• Fast value proposition • Fidelity motion, animation and
• Cheap construction • Real models interaction moments
• First iteractions • Interactive experiences • Build a realistic version
• Start validating the design
• A real pitch version

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TYPE OF MVPs
PHYSICAL
DRAWING CANVAS MOCKUP CRAFTS

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DRAWINGS

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MOCKUP
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PROTOTYPES AND MVPs

DIGITAL
EXPLAINER VIDEOS FAKE IT TILL U MAKE IT LANDING PAGE WIZARD OF OZ
FRANKESTEIN ONLINE ADS BLOGS PRESENTATION DECKS

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EXPLAINER VIDEO
WHAT IS IT? TYPES OF EXPLAINER VIDEOS
An explainer video is a short-animated video commonly Live Action Explainer Videos: A non-animated promotional
used by businesses to quickly tell their stories, aspects of a video explaining your business’s product or service.
new product or service, or the whole step-by-step process
in a memorable way. Animated Explainer Videos: The most popular type of
explainer video, animation is often the preferred format for
Some example from memorable brands: explaining services or intangible tech products like
software.
Whiteboard Explainer Videos: A whiteboard video is an
explainer video in which animation is hand drawn and
erased on a whiteboard.
Steps:
• Step 1: Write the video script
• Step 2: Record the voiceovers
• Step 3: Produce the Explainer Video
• Step 4: Add music & sound effects
• Step 5: Measure the performance of your video
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Explainer Video : Paypal

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Explainer Video : Airbnb

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Explainer Video : PES

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LANDING PAGE
KEY ELEMENTS
• Attractive design
• Unique Value proposition,

in a clear way
• Description of the service
• Call to action

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LANDING PAGE
Buffer creó una página falsa para validar su propuesta de valor

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LANDING PAGE
Buffer creó una página falsa para validar su propuesta de valor

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WIZARD OF OZ

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ONLINE ADS
TESTING ONLINE
Running a campaign through ads

services gives you statistics like click-
through-rates and conversions.
The data can be valuable information in

determining what your product will be
and how it will run.
What’s the most suitable social

network of your target customers?

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PRESENTATIONS - DECK
DECKS
The goal of a deck is to synthetize all

aspects of a startup in a visible way to
share with stakeholders:
• Identification of the problem
• Value proposition
• Business model
• Competitive Advantage
• Product description and main
functionalities
• Market analysis
• Roadmap
• Financial aspects
• The team
• Call to action

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PRESENTATIONS - DECK
ONEPAGER
The Onepager is a visual synthesis of the deck, and its

purpose is to visualize the main aspects of a startup in a
single page.
The design gains relevance as well as the simplification

of the information to be shared.

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FAIL FAST, FAIL CHEAP
Use your MVP to test your hypothesis
PIVOT, THE SOONER THE BETTER

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METHODOLOGY
THE 4 P’s
PERISH, PIVOT, PATCH or PERSEVERE (4P) PERISH
Vision
• Perish the vision. Radical change. Discard
• Pivot the strategy. Model change
• Patch (iterate) the product. Feature change
• Persevere. Validated insight Strategy PIVOT
The validation process

Product PATCH
HYPOTHESIS EXPERIMENTS METRICS RESULTS
& INSIGHTS
PATCH, Adaptability is one of the key

PIVOT or elements of the lean startup
PERISH
process
GET OUT OF THE BUILDING
GO TO THE FIELD! IE – SUMMER BOOSTER © Rafael Salazar Novo
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METHODOLOGY
Types of pivot
1 2 3 4
Customer need pivot: Customer segment Business architecture Zoom-in feature pivot:
pivot: pivot:
Same customer Remove features to
segment, different Same problem, different i.e. from enterprise focus on just one key
need/problem segment (B2B) to consumer feature
(B2C)

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METHODOLOGY
Types of pivot
5 6 7 8
Zoom-out feature Technology pivot: Channel pivot: Platform pivot:
pivot:
Solve same problem but Same problem, same i.e. Open up an
Add features to become with different solution, different path application to third-
more of a holistic technology stack to customers parties to become a
solution platform

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CONTEXT
WHERE DO WE USE THEM?
Projects with Traditional

high uncertainty entrepreneurship
• Early adopters • Proximity customers

• Disruptive models, • Classic business models
products, services • Proven market needs
• No proven market • Traditional products
• High risk of failure • But…. Differentiation is the
• Innovation in the DNA key

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KEYS OF THE LEAN STARTUP

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KEYS OF THE LEAN STARTUP
Using the Lean Startup approach, companies can create

? ELIMINATE UNCERTAINTY order not chaos by providing tools to test a vision
continuously.
By the time the product is ready to be marketed, it will

WORK SMARTER already have established customers, solving real
NOT HARDER problems and offering detailed specifications for what
needs to be built.
The first step is figuring out the problem that needs to be

DEVELOP AN MVP solved and then developing a minimum viable product to
begin the process of learning as quickly as possible.
The unit of progress for Lean Startups is validated

VALIDATE THE LEARNING learning-a rigorous method for demonstrating progress
when one is embedded in the soil of extreme uncertainty.

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LEAN STARTUP PRINCIPLES

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ENTREPRENEURS
1
ARE EVERYWHERE
INNOVATION
2 ACCOUNTING
ENTREPRENEURSHIP
3
IS MANAGEMENT
VALIDATED
4
LEARNING PRINCIPLES
BUILD
5 MEASURE
LEARN
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ENTREPRENEURS
1
ARE EVERYWHERE
INNOVATION
2 ACCOUNTING
ENTREPRENEURSHIP
3
IS MANAGEMENT You don't have to
4 VALIDATED work in a garage to
LEARNING
be in a startup
BUILD
5 MEASURE
LEARN
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Measure progress, setup
1
ENTREPRENEURS milestones, prioritize work.
ARE EVERYWHERE
INNOVATION This requires a new kind of

2 ACCOUNTING accounting, specific to startups
ENTREPRENEURSHIP
3
IS MANAGEMENT
VALIDATED
4
LEARNING
BUILD
5 MEASURE
LEARN
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ENTREPRENEURS
1
ARE EVERYWHERE
INNOVATION
2 ACCOUNTING
ENTREPRENEURSHIP
3
IS MANAGEMENT
A startup requires a new
VALIDATED
4 kind of management
LEARNING
BUILD
specifically geared to its
5 MEASURE context
LEARN
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ENTREPRENEURS
1
ARE EVERYWHERE
INNOVATION
2 ACCOUNTING
ENTREPRENEURSHIP
3
IS MANAGEMENT
Learn how to build a
VALIDATED
4 sustainable business. The
LEARNING
learning can be validated
BUILD
5 MEASURE
scientifically, by running
LEARN experiments
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ENTREPRENEURS
1
ARE EVERYWHERE
INNOVATION
2 ACCOUNTING
ENTREPRENEURSHIP
3
IS MANAGEMENT
All successful startup
VALIDATED
4 processes should be geared
LEARNING
to accelerate that feedback
BUILD
5 MEASURE
loop
LEARN
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INNOVATION ROADMAP
Storytelling
Customer Customer
Development Experience
Lean
Startup
Design
Thinking

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OTHER REFERENCES
STEVE BLANK
2005

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METHODOLOGY
1. Methodology for building startups and new

corporate ventures
2. A key element of the Lean Startup Model:
Business Model Design, Customer Development,
Agile Engineering
Scientific method (HET)

• Early ventures have untested hypotheses
about their business model
• Designing the right experiments will allow you
to test your assumptions
• There are no facts inside your building so get
outside to test them
Don’t spend time designing the best product: go out GO TO THE FIELD
and identify potential consumers and learn how to
better meet their needs
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METHODOLOGY
Customer Customer Customer Company

Discovery Validation Creation Building
1 2 3 4

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METHODOLOGY

1 2 3 4
• Discover the client
• Discover the problem
• Discover the value
proposition

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METHODOLOGY
Customer Solution Customer Customer Company

Discovery MVP Validation Creation Building
1 2 3 4
• Discover the client • Validate the solutions
• Discover the problem and the value
• Discover the value proposition
proposition • Sell to Early Adopters

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METHODOLOGY
Customer Solution Customer BM Customer Company

Discovery MVP Validation Growth H Creation Building
1 2 3 4
• Discover the client • Validate the solutions • Scale up the execution
• Discover the problem and the value to sell to the Mass
• Discover the value proposition Market

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METHODOLOGY
Customer Solution Customer BM Customer Company

Discovery MVP Validation Growth H Creation Building
1 2 3 4
• Discover the client • Validate the solutions • Scale up the execution • Scale up the company
• Discover the problem and the value to sell to the Mass
• Discover the value proposition Market

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LEAN STARTUP CUSTOMER DEVELOPMENT
• HOW to build it • WHAT to build

• Very hypothesis-driven • Very customer driven.
• Focussed on experimentation to • Focused on learning rapidly
help search for a business model about customers and their needs

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INTEGRATION
1 2 3 4


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HOW WILL WE DO IT?

A Step by Step Roadmap: From the prototype to the product
POC Prototype Customer MVP : Complexity Product:

Mockup Soft Launch Validation Comparison Engine Outsourcing services Digital Money Transfer
Agility
Cost: $ $$ $$$ $$$$
geltgiro.com
ology
label
ting
ics
Logist
Marke
Techn
White
POC: Screen design Prototype: Landing Page Customer validation MVP: Comparison Engine Product: E2E Money Transfer
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WHO ARE WE DESIGNING FOR? Spain
WHO ARE MY EARLY ADOPTERS?
Uunderstand who they are!
General Behaviors
• What do the do?
• What do they like?
• Where do they eat?
• What social networks do they use?
• What are their preferred brands?
Finance related
• How do they make money?
• Where do they work?
• How do they send money abroad?
• How much? How often? When?
? IE – SUMMER BOOSTER © Rafael Salazar Novo

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THE CUSTOMER VALIDATION Spain
INSIGHTS AND FINDINGS OUR UNIQUE VALUE PROPOSITION
By designing with our customers, we identified the most

valued attributes for them:
• Price: they always prefer the cheapest option, no matter
the brand
• Time: the sooner the better
• Trust: the top of mind is a key component in the perception
of brand loyalty
• Convenience: the closest and most convenient
Some examples of white labels are:

We designed with our customers a customized Virtual Money
Transfers (VMT) for the main corridors with LatAm, as a
competitive advantage to capture price-sensitive profiles who
VMT Mexico VMT Colombia
look for simplicity and transparency.
White label money transfers will leverage the unbundling of
incumbent infrastructure, while giving traditional money
transfers a digital-only brand to reach underserved niche
VMT Brazil VMT Argentina
markets.
* Brand
IE – SUMMER BOOSTER examples
© Rafael Salazar Novo
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HOW DOES IT WORK?

OUR FOCUS OUR MVP
Money transfers:
Gelt Giro will be connected to the main money transfer operators
through its cutting-edge backend and technology services such
as KYC, AML and POS.
Furthermore, the app will be an enhanced marketing channel for
niche markets, and specially conceived to target pricing
promotions and virtual brands.
l og y
el
ting
ics
lab
Logist
o
Marke
Techn
White
End users:
Gelt Giro’s mobile app will offer digital customers an aggregated
solution for money transfers, enhancing the experience through
a simple and intuitive real-time platform and a loyalty program
based on cashback incentives.
The first comparison

engine for remittances
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CONCLUSIONS
LEARNINGS FROM THE METHODOLOGIES
Identify a problem Write out your key Think about an MVP Use actionable Stay lean, embrace
and a customer assumptions and validation tests metrics for testing failure, learn to pivot
Don’t create anything There’s a very good An MVP is the smallest A lot of metrics are Be open to change,
that a customer is not chance your possible product you useless for a startup. adapt and shift
willing to pay for, or for assumptions will be can launch that people They aren’t actionable, direction grounded in
which there is not a wrong, but if you don’t will pay for. you can’t do anything learning and data
compelling demand. write them down with Don’t build a robust, with them. analysis.
The most common detail, you won’t be full-scale application, Useful metrics guide Rely on data, trust your
failure is market- able to test against instead get down to the your growth and can smart intuition, be a
product fit. them properly. real critical adjust your scientific manager
functionalities. assumptions.
What’s the ”pain”? What are my customer’s What’s the smallest How do I know If my hypothesis is
Who is experiencing the behaviors? thing people will buy? I’m doing well? proven wrong, how can I
pain? Will they pay for a Am I reaching my goals? adapt my solution?
solution?

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THE JOURNEY IS ABOUT TO BEGIN
• Where do you want to go in this

journey?
• Who do you want to be with in

this trip

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Skate to where the money will be

Clayton Christ
Many companies discover that

once they get to the place to
where the money is, there is little
of it left to go around

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As long as the markets are not

ready for unbundled services, the
incumbent will be the king.
The Disruptive Technology Model
So… how do you know where the

disruption is going to happen?
Look where businesses can be
unbundled.

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THE DOUGHNUT ANALOGY

Unbundled Highly Bundled
Simplest Basic Sophisticated

functional version Product product
• Pay extra for toppings

• Only one size
• 2 flavors
• Limited quantity

63
When technological progress

overshoots what mainstream
customers can make use of, there is
an opportunity for new entrants

64
WHO DO YOU WANT TO BE WITH?

Article:
Assembling the startup team

65
ASSEMBLING A STARTUP
THE 3 Rs
Relationships Relationships:
Friends
Strangers
Co-workers
Family
Roles
? Division of labor, positions, skills
Decision making
Rewards
Rewards Roles Splitting the pie
Compensation

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Weight in equity
Members
Category Weight Total value A Weigh A B Weigh B C Weigh C D Weigh D
Founder 40% 2 1 0,20 1 0,20 0 0,00 0 0,00
Investment 25% 20.000 € 5.000 € 0,06 5.000 € 0,06 5.000 € 0,06 5.000 € 0,06
Dedication 35% 350% 100% 0,10 100% 0,10 50% 0,05 100% 0,10
SUGGESTED EQUITY 36% 36% 11% 16%

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THE FOUNDER’S DILEMMAS THE TRADE-OFF
Founders choices are straightforward.

Do you want to be rich or king?
+
KING EXCEPTION
Control
FAILURE RICH
- $ Financial gains $$$

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200 successful startups surveyed
3 years 1 year X year
50% 40% 25%

were no longer the CEO were around Led the exit

70
• The entrepreneur is usually not

the best CEO
• The passion is not the expansion
• Culture is not necessarily
management
• Creativity is not compatible with
processes and operations
• Success vs control

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NEED COFFEE?
15 min

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Before start building solutions…
Let’s TALK about the

experience of your
potential customers

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INNOVATION ROADMAP
Storytelling
Customer Customer
Development Experience
Lean
Startup
Design
Thinking

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CUSTOMER EXPERIENCE

Customer Experience is about 75
feelings, emotions, expectations and

reality when our customers interact
with the product or service.
It starts even before they have the
first purchase.
We should go from providing a
product or service to creating a
memorable experience.
CUSTOMER EXPERIENCE

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CUSTOMER CENTRICITY
THE JUNCTION OF THE CUSTOMER BENEFITS
• Increase sales
• Produce recurrence
• Reduce churn
• Raise satisfaction levels
• Foster referrals
• Encourage brand loyalty
“Customer-centric companies were 60% more profitable

compared to companies that were not focused on the
customer”.
Research by Deloitte and Touche

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CUSTOMER EXPERIENCE
Creating memorable experiences for the customers is a key element in the value
proposition
70’s – 80’s 90’s – 2010’s NOW TOMORROW

Prpposition
Functionality and Time, flexibility, Innovation and

Value
Quality
cost service experiences
Differen
ciation
Time, flexibility, Innovation and

?
Data Science
Quality AI - Cust. Know
service experiences Customization

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Cafeteria

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MATCH At home AT THE STADIUM
HOW MUCH WOULD YOU PAY? AND HERE?

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THE VALUE OF THE PHYSICAL INTERACTION

THE SPECTRUM
Migration Convenience
Physical Digital
Interaction
Value
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CONNECTING THROUGH EMOTIONS

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BEHAVIOURAL ECONOMICS
THE EMOTIONS WHAT BRANDS SELL US
• Emotions play a crucial role in consumer Luxury goods Self-worth, acceptance, and
decision status
• Emotionally ”engaged” customers generate Electronic devices Connectivity to friends, family,

more profits and a broader network of people
• Once a plausible conception becomes Athletic brands Adventure and glory through
established in the mind of a person, it’s very the act of competition, healthy
difficult to dislodge habits
• After all, what is a successful brand but a Perfume Love, relationships, belongings
special relationship
• Marketing is about seduction in the brand- Cars Power, independence, luxury
comfort
customer relationship
Business Schools Status, success, exclusivity
Studies completed by neuroscientists have found that
people whose brains are damaged in the area that
generates emotions are incapable of making decisions Food and beverage Joy, health, friendship
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90% of customers’ decisions

are based on emotions *
*Ispo.com
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84
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HOW DO YOU CREATE
EMOTIONS TO YOUR
CUSTOMERS?
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CUSTOMER JOURNEY
MAPPING THE CUSTOMER INTERACTIONS
We will focus on the immigrant population in Spain with Our main interactions will be focused on digital advertising,
recurring remittances. mobile app, social networks, ethnic local stores, marketing
Our comprehensive marketing strategy will cover major campaigns and the cashback program.
touchpoints of our target customer segment in both digital
and offline environments.
Mobile App
Cashback program
SEM Referral
Social In-app support
programs
Networks Chatbot
Digital Touchpoints
SEO Offers and
Web Social Networks promotions
Online Landing
ads Page Forums Surveys
Awareness Consideration Purchase Retention / Service Advocacy
Word of Ethnic
mouth stores Call Center Mailing
PR Free local
Offline Touchpoints
newspapers
- Interactions
- Size shows IE
relevance
– SUMMER BOOSTER © Rafael Salazar Novo
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It’s about business results

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THE EXPERIENCE VALUE CHAIN – BUSINESS SIDE

The experience value chain starts with an excellent leadership with the objective of
generating satisfied customers
Excellent Commited Satisfied Business

Leadership employees Customers Results
• Vision • Recruiting • Service standards • Continuous

• Engagement • Training • Common objectives improvements
• Culture • Communication • Differentiation Customer loyalty
• Structure • Motivation • Memorable • Recommendation
• Commitment experience and prescription
• Repurchase

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THE EXPERIENCE VALUE CHAIN – BUSINESS SIDE

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EXAMPLES OF CUSTOMER EXPERIENCES

91

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THE EXPERIENCE VALUE CHAIN – PRODUCT SIDE

In order to be a market leader you need a 360 degrees vision of your customer
Operational
Lean Product Customer loyalty Market leadership
efficiency
• Optimization of • Human centered • Increase in loyalty • Diferentiation with

internat processes design because of competitors
• Decrease in claims • Greater UX and simpleness and • 360 experience
and re-contacts Service Design satisfaction • Brand positioning
• Decrease in barriers • Time spent during • Behavior change
for purchase decision interactions toward repurchase
• Recommendation

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The King of Customer Experience

94

95

96

97

98

99

100

101
DESIGN IS THE KING IN CX
6.2% increase in sales

102
Measuring the
Customer Experience

103
NET PROMOTER SCORE

104
NET PROMOTER SCORE

CALCULATION
How likely is that you would recommend the service to a family or a friend?

105
NET PROMOTER SCORE

EXAMPLES

106
NET PROMOTER SCORE

107
Designing the best

Customer Experience

108
CUSTOMER EXPERIENCE
Customer Journey Map:
A graphic tool to map the experience of our customer and
better understand the interactions, expectations and
opportunities of improvements.
BEFORE DURING AFTER
Key moments in the Pains and problems that

Touch points of the
decision process in the the customer experiences
customer
the customer journey in the touch points
TOUCH POINTS MOMENTS OF TRUTH PAINS

109
CUSTOMER EXPERIENCE
Some Examples

110

111
LET’S WORK

112
OBJECTIVES AND DELIVERABLES

OBJECTIVES DELIVERABLES AND EVALUATION
• Understand the enterprising mentality and how

best to align it with personal goals and motivations
• Learn how to recognize and explore problems and
1 2
needs as sources of entrepreneurial opportunities, LEAN CANVAS ECOSYSTEM MAP
from the perspective of the client and the
entrepreneur.
• Recognize the challenges that entrepreneurial
teams face when selecting and pursuing their 3 4
objectives, as well as acquiring skills to solve CUSTOMER JOURNEY MVPs
problems. MAP (Landing page + Expl. Video)
5 6
INTERVIEW SCRIPT PITCH & RESULTS

113
WORKSHOPS
OBJECTIVES OF EACH TOOL
• Raise your hypothesis and • Understand your customer
business model • Validate your value
1 LEAN CANVAS • Identify your potential
customer and value
5 INTERVIEW SCRIPT proposition
• Get insights
proposition • Pivot your solution
• Expand your network • Validate your hypothesis

• Identify stakeholders • Strengthen your value
VALIDATION
2 ECOSYSTEM MAP • Enrich your business model 6 BOARD
proposition
and value proposition • Define your metrics for
success
• Narrow down your value • Identify the key moments of

proposition your customer
LANDING CUSTOMER
3 PAGE
• Test your hypothesis 7 JOURNEY MAP
• Identify the pains and
• Call to action insights
• Create opportunities
• Outline your solution • Show your value proposition

• Design the future customer • Validate your hypothesis
EXPLAINER VIDEO
4 STORYBOARD experience
• Connect with the customer
8 •
•
Mockup your solution
Raise awareness and virality
• Validate your hypothesis
114
THE PROCESS
5
1
Lean Canvas Conduct the
Ecosystem Map interview
8
Explainer
4 Video
Interview
Script LS LS
PROTOT. PROTOT.
Landing
Page
2
Validation Customer
Storyboard Board Journey Map
3 7 6
Customer Discovery Customer Validation

• Discover the client • Validate the solutions and
• Discover the problem the value proposition
• Discover the value proposition • Sell to Early Adopters
115
LANDING PAGE

116
WORKSHOP
LANDING PAGE
Create a landing page with the available free sites:

• Launchrock
• Wix.com
• Mailchimp
• Themeforest
• Unbounce
Requirements
• Attractive design
• Unique Value proposition, in a clear way
• Description of the service
• Call to action

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EXPLAINER VIDEO

118
WORKSHOP
VIDEO STORYBOARD
EXPLAINER VIDEO - Storyboard Name of startup
• Choose the version of the

storyboard with the main
situations and the moments of
truth
1 2 3
• Create your Explainer Video based
on the stortyboard. It should last
less than 3 minutes.
• Use free tools to create your

Explainer Video:
o PowToon
o Animaker
o Wideo 4 5 6
o Mysimpleshow
o Biteable
119
WORKSHOP
EXPLAINER VIDEO - Storyboard

120
WORKSHOP
EXPLAINER VIDEO - Storyboard

121
INTERVIEW SCRIPT

1 2 3 4
122
PREPARE AN INTERVIEW STARTUP NAME :

DESCRIPTION :
MEMBERS :
STEPS
INTERVIEW SCRIPT
CUSTOMER INFO
1. Create an interview script to: CUSTOMER BEHAVIORS & PREFERENCES SCENARIO
• Know your customer.

o Who is he/she?
o What does he/she do?. QUESTIONS
o Identify behaviors and preferences.
• Understand the problem

o What do they think about the
problem you identified?
o Why does he/she consider it’s a
problem?
• Validate your initial ideas/solutions
o What does the user think?
o Why would they not use it?
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PREPARE AN INTERVIEW STARTUP NAME :

DESCRIPTION :
MEMBERS :
STEPS
INTERVIEW SCRIPT
CUSTOMER INFO
2. Write down a set of questions that CUSTOMER BEHAVIORS & PREFERENCES SCENARIO
• Lead you to know the problem in depth:

o When does this happen?
o How would you manage it? QUESTIONS
• Infer the emotions behind the initial

responses:
o How did it make you feel?
o Why is it important to solve it?
• Understand if your proposed solution

fits their needs
o What do they like about it?
o What would they change?

124
REMEMBER
WHAT?
TO IDENTIFY INSIGHTS WHY OR WHY NOT?

125
CAPTURE THE INSIGHTS
• What is the real “need” that

you are solving?
• What is your potential

customer trying to achieve?
•
• What’s something you see
that the person is not seeing?
• Why you?
Do at least 20 interviews
126
ASK…
If you could design an ideal

solution…
How would it look like?

127
CUSTOMER JOURNEY MAP

128
WORKSHOP
CUSTOMER JOURNEY MAP
SCENARIO GOALS AND EXPECTATIONS

1. Draw your “persona”
2. Define the scenario where the
customer interacts and their goals MOMENTS MOMENTS MOMENTS MOMENTS
and expectations
3. Establish the moments
4. Describe the touchpoints of the
journey
5. Take note of comments or
suggestions from the interviews
6. Note the feeling of the interviewee
( + o -) PAINS PAINS PAINS PAINS
7. Determine the ”pains”

8. Describe the opportunities OPPORT/ SOLUT OPPORT/ SOLUT OPPORT/ SOLUT OPPORT/ SOLUT

129
WORKSHOP CUSTOMER JOURNEY MAP
CUSTOMER JOURNEY MAP CUSTOMER SCENARIO EXPECTATIONS
MOMENTS
TOUCH-
POINTS
FEELINGS
+
EXPERIENCE
PAINS
OPPORTUNITIES / SOLUTIONS

130
VALIDATION BOARD
VALIDATION

1 2 3 4
131
WORKSHOP
Validation Board
Validation Board
Also known as “Innovation Accounting” Track Pivots Start 1st Pivot 2nd Pivot 3rd Pivot 4th Pivot
Tip: For two-sided markets,

Customer always validate the riskier side first
Hypothesis
• Design experiments to test your hypothesis Problem

Remember:
Limit one sticky-note per box
Write in ALL CAPS
Hypothesis Do not write more than 5 words on any sticky-note
• Do not build your solution until you have Solution Tip: Do NOT define a solution
validated the hypothesis

until you’ve validated the problem
Hypothesis
Design Experiment
Track Pivots Riskiest Results Invalidated If Invalidated, pivot at least
one Core Hypothesis Validated If Validated, brainstorm and
test the next Riskiet Assumption
Assumption
• If a hypothesis is validated with the wrong
Tip: Clear all post-its from this area after each experiment is completed
1 2 1 2
Core Assumptions
segment, it is not a validation
Only put the Riskiest
Assumption from an
GET
Any assumption that, if invalidated,
will break the business experiment in these boxes
Which Core Assumption has the Record data &
OUT
highest level of uncertainty? learnings separately
Method 3 4 3 4
Core Assumptions
Any assumption that, if invalidated, will break the business OF THE
• If you validate the riskiest assumption, take the Riskiest
Assumption
How will it be tested? MinimumWhat is Success
Criterion
the lowest cost way to
test the Riskiest Assumption?
Choose: Exploration,
BLDG
next riskiest and start the process again
Pitch, or Concierge
Minimum 5 6 5 6
Success
Criterion
Which Core Assumption has the
highest level of uncertainty? Interviews, metrics, What is the What
weakest outcome
is the weakestwe will
outcome
• Get out of the building, it’s literal!!

will break the business accept as validation
we will accept as validation?
www.ValidationBoard.com

Validation Board
Project Name: Team Leader Name:
Solas Bar
132
232 E. 9th Street
Track Pivots Start 1st Pivot 2nd Pivot 3rd Pivot 4th Pivot
Customer
Hypothesis
1
Tip: For two-sided markets,
always validate the riskier side first
8
Problem
Hypothesis
2 Remember:
Limit one sticky-note per box
Write in ALL CAPS
Do not write more than 5 words on any sticky-note
Solution
Hypothesis 8
Tip: Do NOT define a solution
until you’ve validated the problem
Design Experiment
Track Pivots Riskiest Results Invalidated If Invalidated, pivot at least
one Core Hypothesis Validated If Validated, brainstorm and
test the next Riskiet Assumption
Tip: Clear all post-its from this area after each experiment is completed Assumption
1 2 1 2
Core Assumptions 3 Only put the Riskiest
Assumption from an
7a 7b
GET
Any assumption that, if invalidated,
will break the business experiment in these boxes
Which Core Assumption has the Record data &
OUT
highest level of uncertainty? learnings separately
Method 3 4 3 4
Core Assumptions
Any assumption that, if invalidated, will break the business OF THE
Riskiest
Assumption
How will it be tested? MinimumWhat is Success
Criterion
the lowest cost way to
test the Riskiest Assumption?
Choose: Exploration,
BLDG
Pitch, or Concierge
4 5 6
Minimum
Success
5 6 5 6
Criterion
Which Core Assumption has the
highest level of uncertainty? Interviews, metrics, What is the What
weakest outcome
is the weakestwe will
outcome
will break the business accept as validation
we will accept as validation?
www.ValidationBoard.com © 2012 Lean Startup Machine. You are free to use it and earn money with it as an entrepreneur, consultant, or executive, as long as you are not a software company (the latter need to license it from us).
133
WORKSHOP
STEPS
1. Define the customer hypothesis that

support your model 6. Go out to the field and test your
experiments with potential customers
2. Define the problem hypothesis for your defined in your segments
identified customer 7. Measure this interactions with the
customers and learn from their insights
3. Define your core assumptions for that (both quantitative and qualitative)
customer segment and problem identified 8. Learn from the results and determine
whether the MVP must be patched,
4. Choose the riskiest assumption pivoted, perished or validated (persevere)
5. Design the experiments to test your

hypothesis and assumptions. Each
GO OUT!!!
experiment is an MVP
6. Define the metrics for the tests

134

135
NEXT STEPS
TASKS
1. Update the Lean Canvas with new insights

2. Finish
• The Interview Script
• The Landing Page
• Video Storyboard
3. Create your Explainer Video from the Video
Storyboard.
4. Conduct at least 20 interviews, using your
script and your MVPs as support.
5. Draw the Customer Journey Map from the
interactions with the potential customers
6. Gather date from your customers and
register it in the Validation Board

136
LEARNING BOARD
136
137
THE BEST TO PREDICT THE FUTURE

IS CREATING IT
THANK YOU

Ie-Sec - Ls & CV - Session 5&6

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IE – SUMMER BOOSTER © Rafael Salazar Novo

LEAN STARTUP &

ENTPREN. DESIGN LEAN CUSTOMER CUSTOMER

Session 1&2 Session 3&4 Session 5&6 Session 7

Week 1 Week 2 Week 3 Week 4

IE – SUMMER BOOSTER © Rafael Salazar Novo

ENTPREN. DESIGN LEAN CUSTOMER CUSTOMER

Session 1&2 Session 3&4 Session 5&6 Session 7

Week 1 Week 2 Week 3 Week 4

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

• Who is your early adopter?

• Did you validate any hypothesis?

IE – SUMMER BOOSTER © Rafael Salazar Novo

“An MVP is the version of a new product that

It’s the prototype containing the value

Don’t be in a rush to get big.

• Fast and agile development

It’s not a finished product… it’s a

“If you do not

The purpose of any prototype is to bring an abstract idea

PROTOTYPES AND MVPs

Physical Digital Native

• Low fidelity • Interactive • Test real experience of

IE – SUMMER BOOSTER © Rafael Salazar Novo

DRAWING CANVAS MOCKUP CRAFTS

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

PROTOTYPES AND MVPs

EXPLAINER VIDEOS FAKE IT TILL U MAKE IT LANDING PAGE WIZARD OF OZ

FRANKESTEIN ONLINE ADS BLOGS PRESENTATION DECKS

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

• Unique Value proposition,

• Description of the service

IE – SUMMER BOOSTER © Rafael Salazar Novo

Buffer creó una página falsa para validar su propuesta de valor

Buffer creó una página falsa para validar su propuesta de valor

IE – SUMMER BOOSTER © Rafael Salazar Novo

Running a campaign through ads

The data can be valuable information in

What’s the most suitable social

IE – SUMMER BOOSTER © Rafael Salazar Novo

The goal of a deck is to synthetize all

IE – SUMMER BOOSTER © Rafael Salazar Novo

The Onepager is a visual synthesis of the deck, and its

The design gains relevance as well as the simplification

IE – SUMMER BOOSTER © Rafael Salazar Novo

FAIL FAST, FAIL CHEAP

Use your MVP to test your hypothesis

PIVOT, THE SOONER THE BETTER

The validation process

PATCH, Adaptability is one of the key

IE – SUMMER BOOSTER © Rafael Salazar Novo

IE – SUMMER BOOSTER © Rafael Salazar Novo

Projects with Traditional

• Early adopters • Proximity customers

IE – SUMMER BOOSTER © Rafael Salazar Novo

KEYS OF THE LEAN STARTUP

IE – SUMMER BOOSTER © Rafael Salazar Novo