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Prototyping digital business and services Workshop in Colombia !26th-27nd of March, 2014!
Magnus ChristenssonPartner, Socialsquare
!
magnus@socialsquare.dk
Twitter: @mchristensson
!Since 2005
pioneering blogs, wikis, visual sharing, social media, social intranets, social products and services, building communities etc.
Digital Strategy and Innovation Understand - Strategy - Action
Understand and prioritize !
!
Build-measure-learn Launch and repeat
Lean strategy
Business prototypes
Build & Launch
2013 - Long haul business innovation made by smart agile moves
!• Business model innovation process • Process and product owner for product dev
and marketing teams • MVP approach build and launched in 3
months • Customer development via social media • Campaign and launch support • Community building and management • 1000 new titles published first 6 months • 10000 monthly downloads of material first 6
months
2012 - Continuous product roadmap, user profiles and data strategy !
• Product audit • Competitor and challenger review • Technology and trend research • Prototype • Userprofiles • Concept development of app • Interviews and user research • Strategic process with all stakeholders in the
organization • Strategical advising the management • data strategy
11
Planlagt rejse
Ad-hoc rejse
Pendling
Finde tog/busWayfindingÆndringer pårejsen? Kom med alternativer
Planlægning og betalingPåmindelsePlads reserv.Billetter
Informere om skift Wayfinding
Ændringer pårejsen? Kom med alternativer
KvitteringFeedback
Lige før
Lige før
Skift
Lige efter
Skift
Før
Relevant i dagMulighedsrum
Lige efterAfgang
Ankomst
Rejsende har brug for at kunne søge,
planlægge og købe hele den samlede
rejse via Rejseplanen. Rejsende har brug for at blive notificeret omkring
rejsen inden den begynder.
Rejsende har brug for wayfinding til start destination og mellem skift på rejsen, samt notifikationer om eventuelle ændringer på rejsen.
Rejsende har brug for notifikationer på rejsen f.eks. om hvornår vedkommende skal af. Hvis der er ændringer på rejsen skal Rejseplanen tilpasse sig disse og komme med alternative forslag.
Den rejsende kan orientere sig og få notifikationer f.eks. i forhold til mulige eller planlagte returrejser.
Rejsende har typisk brug for at her-og-nu kunne finde en destination og
købe den samlede rejse dertil. Typisk
vil man søge og købe rejsen mobilt.
Ad-hoc rejsende har typisk brug for her-og-nu information omkring de
forskellige trin i rejsen, som man kommer frem.
Rejsende har brug for notifikationer på rejsen f.eks. om hvornår vedkommende skal af. Hvis der er ændringer på rejsen skal Rejseplanen tilpasse sig disse og komme med alternative forslag.
Den rejsende kan gemme destinationer, såfremt disse er af særlig relevans eller interesse.
Rejsende har typiske ikke brug for at
søge på Rejseplanen, men har et behov for at kunne trække information til sig baseret på tid og sted, at kunne se afvigelser fra køreplanen via mobil
Rejsende har typisk brug for informationer omkring ændring på rejsen. og overblik over alternativer.
Den rejsende skal have specifikke og personaliserede informationer f.eks. omkring forsinkelser eller ændring i planen. Ligesom pendlere eventuelt også selv kan indrapportere problemer til gavn for andre rejsende.
Den rejsende kan gemme ofte brugte destinationer og “følge” bestemte linjer, stationer og afgange i forhold til at personalisere Rejseplanen til
sine behov.
Forskellige behov identificerer Rejseplanens mulighedsrum
I dag er Rejseplanen kun relevant i forhold til planlægning og ved eventuelle skift på rejsen. De rejsende
som har forskellige rejsetyper har dog forskellige behov. Disse præsenteres yderligere i modellen neden.
Disse anskueliggører også det mulighedsrum Rejseplanen kan arbejde med hvis man ønsker at levere mere
relevant information i forbindelse med rejsen.
2014 - Global learning platform for the activist youth
!
!• User research • Concept and product development • agile sprint development with heavy end-user
involvement • Organization building in a global
organization • Community and social design • Content and launch support
2013 - Making social happen in DI. Building a digital organisation through experiments !
• Social media strategy • Consulting and driving 5 Social media
spearhead projects in different business units • Using LinkedIn as a strategic platform • Education in community management • Developing governance and guidelines
through learning from experiments
2013 - Understanding digital tourism from where the action is
• Working closely with Wonderful Copenhagen R&D and Marketing department
• Digital strategy for community building • Mapping the digital customer journey • +60 interviews with tourists • Providing deep quantitative and qualitative customer
understanding of the digital tourist • Enabling internal units to design, plan and execute
activities on digital platforms
How the internet and the digital domain is changing service-related business as we know it.
Digital Strategy and Innovation AgencyHelping The Challengers Disrupt
Filed for bankrupcy 2012
Iphone launched in 2007
Flickr launched in 2004
Instagram launched in 2010
1998 2000 2002 2004 2006 2008 2010 20120$
20$
40$
60$
Kodak share price
133 years old Invented the digital camera + 300.000 Facebook likes
2 years after launch used by every 4. th dane
7 months after launch in 400.000 Danish households
If we look at the education market…
You might say that this change have two angles…
A technology (or rather web) angle
The hotel industry made by web people
Culture support made by web people
Employment services made by web people
Banking made by web people
And a service angle (which often is pretty social or collaborative)
Peer-to-peer parking
Peer-to-peer lending services
Peer-to-peer car sharing service
Services
The service paradigm shift happen in the 80s
• Fewer tangible components • Difficult do judge quality before purchase • Simultaneous production and consumption • Time-dependent • No transfer of ownership
Customers pay for outcomes or solutions to their needs or challenges. !
This is increasingly through services, where technology and sociality adds new perspectives to the value services can provide or the economy of scale behind them.
“Software Is Eating The World” Marc Andreessen
If you look five years out, every industry is going to be rethought in a social way. You can remake whole industries. That’s the big thing.”
Mark Zuckerbergwww.ft.com/reports/connected-business-dec2010
What does this means for how we develop businesses?
There was not much literature on developing new businesses a few years back. !
Most academia focused on managing existing businesses. And the literature that was there did not take the digital disruption we see today in to account.
“An organization dedicated to creating something new under conditions of extreme uncertainty”
“A startup is not a smaller version of a large company” !
Ash Maurya Steve Blank Eric Ries Jason Fried David Heinemeier
We are inspired by…
and many more…
!
Meet the challengers !http://www.socialsquare.dk/
startup-research-project/
We* believe we can learn a lot from how a start-up is developing their business and services. !
*) so does General Electric, Toyota, UK Government Digital Services, Microsoft and many other incumbents and large organizations.
There are typically 2 types of start-ups
Tech-first (like Google) are those that need to be built to show they work
Service-first (like Airbnb or Facebook) are those that depend on a service or community
If you’re not a developer… fight the tech-first mentality with a service-first business approach
A startup have… !
• Limited ressources • A unknown product meeting an unknown need • A lifetime dependent of reaching its customers
Therefore a start-up works towards… !
• Finding a plan that works • Risk minimizing • Ressource optimizing • … through customer focus
• Minimize the time in each iteration.
• Iterate as many times as possible
A approach related to design thinking
!
• Knowledge generated through action • Knowledge building process + knowledge using process
• Focusing on what and how rather than why • Focusing on humans • Having a holistic, systemic and visual approach
CUSTOMER DISCOVERY Problem/Solution fit
3 stages
CUSTOMER VALIDATION Product/Market fit
CUSTOMER CREATION Scale
“Before investing months or years of effort towards building a product, the first step is determining if this product is something worth doing” Ash Maurya
PROBLEM/SOLUTION FIT High-touch, Market risk, Qualitiative
First: problem/solution fit
• No clear understanding of the problem • Mitigate the market risk • Goal: Find a problem worth solving and
discover customers • Through formulating a set of hypotheses… • …and then testing them hands-on through
customer interviews • Can take weeks or a couple months to
complete
From a lot of potential users come a few customers
100 users
10 customers
PRODUCT/MARKET FIT Self-serve, Tech risk, Quantitative
Then: product/market fit
• Go from hands-on and high-touch to automated service and high-tech
• Mitigate the tech risk • Goal: to build something people want and
validate your business model • Through iterations of your service (MVP) • …and increased customer acquisition • The riskiest part of the work which can take
months or years to navigate
Developing your service and business
PROBLEM/SOLUTION FIT
High-touch,
Market risk,
Qualitiative
100 users
10 customers
1000 users
100 customers
10.000 users
1000 customers
100.000 users
10.000 customers
PRODUCT/MARKET FIT
Self-serve,
Tech risk,
Quantitative
PHASE 1
PHASE 2
PHASE 3
PHASE 4
TIME
GROWTH
This model is inspired by and adapted from Ash Maurya’s 10x Product Launch Plan
FOCUS
You all have services and businesses you want to launch - or you want to help others develop their businesses
Lean canvas
Business model canvas
Lean canvas
Problem Solution
Key Metrics
Value Proposition
Unfair advantage
Channel
Customer segments
Cost structure Revenue streams
Existing alternatives Early adopters
Lean canvas
Problem Solution
Key Metrics
Value Proposition
Unfair advantage
Channel
Customer segments
Cost structure Revenue streams
Top 3 problems Top 3 features
Key activities you measure
Single, clear compelling message that states why you are different
Can’t be easily copied or bought
Path to customers
Target customers
Acquisition cost
Distribution cost
People, etc
Revenue model
Gross margin
Etc.
Existing alternatives Early adopters
Lean canvas
Problem Solution
Key Metrics
Value Proposition
Unfair advantage
Channel
Customer segments
Cost structure Revenue streams
Top 3 problems Top 3 features
Key activities you measure
Single, clear compelling message that states why you are different
Can’t be easily copied or bought
Path to customers
Target customers
Acquisition cost
Distribution cost
People, etc
Revenue model
Gross margin
Etc.
Existing alternatives Early adopters
Lean canvas
Problem Solution
Key Metrics
Value Proposition
Top 3 problems Top 3 features
Key activities you measure
Single, clear compelling message that states why you are different
Customer segments
Target customers
Existing alternatives Early adopters
Excercise
Develop the problem area of your lean canvas
Problem
Problem
Top 3 problems
Existing alternatives
Are we working on a problem worth solving? What do we think is the problem we are trying to solve?
!
!
!
!
What existing alternatives is there today?
Excercise
Develop the solution area of your lean canvas
Solution
What do we think is the right solution? What 3 features does it have? How does it work? How does it look?
Solution
Top 3 features
“A Minimum Viable Product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort”
Eric Ries
How Vayable was developed…
1. Finding the guides Jamie Wong (the founder) started locally in San Francisco and her first step was finding tour guides. She talked to friends, friends of friends, and travel bloggers to be guides in SF. She even hosted meet-ups to find interesting people. !
2. Finding the tourists With some tour guides on hand, she set out to find tourists. Her initial batch of tourists came from a genius move: she hosted Airbnb guests, figured out what they wanted to see, and set up tours for them. !
3. Set-up and deliver tours She was able to find these things out and get people to pay her real money with no tech. Just a blog with a bit of info, a couple pictures of the guides, a few video testimonials, and a whole lot of hustling.
MVP
• Explore only ideas that require no more tech than maybe a wordpress blog or simple website.
• Think about how to make a service or community work in a tiny way.
• Provide your service 100% manually until you just can’t do it without more people or tech.
How can we make a MVP for a service?
Service blueprints
Its a way to specify and detail each individual aspect of a service. This involves creating a visual schematic with both user and service provider perspectives.
Service phase 1 Service phase 2 Service phase 3 Service phase 4 Service phase 5
Service Blueprint
Group:
Date:
Version:
Cus
tom
er
activ
ityTo
uch-
poin
tSe
rvic
e
Developing touch-points
DEVELOP SKETCHES DESIGN WIREFRAMES DESIGN PROTOTYPES
Author Consultant Blogger Business owner
Scientist Cultural institution
Professional Speaker
yes!
no!
?!no!
no!
yes!
yes!yes!?!
Company
Excercise
Identify your customers
Customers
Who is having the problem? !
!
!
!
!
Who really want your service now?
Customer segments
Target customers
Early adopters
From a lot of potential users come a few customers
10 users
1 customer
Excercise
What is your value proposition?
Unique value proposition
What do we offer? !
The UVP is a marketing promise. You develop it from your hypothesis about the Problem and the Solution.
Value Proposition
Single, clear compelling message that states why you are different
Value propositionTemplate “We help X do Y by doing Z” !
Example We help manufacturers develop great products quickly by giving them access to 3D printers as a per hourly service fee
How do you test your MVP?
Why are we doing interviews
!
• To make sure you have a problem worth solving and what that problem is
• To identify those who have the problem - but especially those who are willing to pay for it now (the early adopters)
• To understand what a solution to the problem might be and to validate your solution (MVP)
• To test pricing (later on)
Interviews
• What questions should you ask? Well, what do you want to know? (it’s a good idea to look at the hypothesis you identified yesterday)
• Talk to the right people (the list of customers from yesterday should be able to answer your questions)
• Write an interview guide (Cover all your areas of interest and make it comparable across interviews)
• Get feedback on your prototype (Show/tell them how the service works, use your blueprint or mock-ups of touch-points)
• Listen, don’t pitch your idea (don’t sell, don’t use leading questions, but open-ended questions. Be curious.)
• Summarize what you learn (create overview, identify patterns, conclude and update your documents)
Testing prototypes
Interview guide PrototypeInterview summarizes
Interview patterns
Excercise
Establish an interview guide
Interview guide
• What do we want to know? (it’s a good idea to look at the different hypothesis you developed yesterday)
• How can you test your hypothesis related to the problem you are trying to solve? • How can you test your hypothesis regarding the solution? • Does our value proposition resonate with them? • What are your early adopters attitude and expectations towards the service? • What do they use today that is similar to what you offer? And why, do they use it? • What barriers hinders your early adopters from using your service?
Documenting and taking the consequences of what you’ve learned.
Updating your documents is important…
!
• To document the learning you have made • To have a systematic way of developing your business
idea and service • To update your interview guide and your focus of
learning
How does the input we received effect our…
!
• View on the problem? • Ideas about the solution? • The design of our service blueprint or touch-points? • Knowledge on our early adopters? • Hypothesis on what they find valuable? • Value proposition?
!
• What new questions do you have to ask?
Excercise
Fill out the metric area of your lean canvas
Metrics
What are you measuring?
Key Metrics
Key activities you measure
Dave McClure, pirate metrics
Aqcusition !
Activation !
Retention !
Referral !
Revenue
How do users find you? !
Is their first experience with you great? !
Do they come back? !
Do they tell their friends and colleagues about you? !
How do you make money?
Focus on value before growth
Value metrics
Aqcusition !
Activation !
Retention !
Referral !
Revenue
How do users find you? !
Is their first experience with you great? !
Do they come back? !
Do they tell their friends and colleagues about you? !
How do you make money?
Excercise
Please, have an increased focus on the solution and these metrics in future interviews !
• How do we deliver a great experience for the customer?
• How do we make sure they want to come back?
• How much do they want to pay?
Towards product/market fit and thoughts about scaling
From service need to scalable business
PROBLEM/SOLUTION FIT
High-touch,
Market risk,
Qualitiative
100 users
10 customers
1000 users
100 customers
10.000 users
1000 customers
100.000 users
10.000 customers
PRODUCT/MARKET FIT
Self-serve,
Tech risk,
Quantitative
PHASE 1
PHASE 2
PHASE 3
PHASE 4
TIME
GROWTH
This model is inspired by and adapted from Ash Maurya’s 10x Product Launch Plan
FOCUS
Scaling• Launch a “teaser” site with sign-up and start building e-mail list
early • Use your 10 early adopters to help find the next batch of
customers • Supplement the rest by setting up more interviews using your
email list • Collect customer testimonials / case-studies • Start building a marketing website • Test early channels for user acquisition
1000 users
100 customers
DESIGN OF WIREFRAMESDEFINE MINIMAL VIABLE PRODUCTDESIGN OF PROTOTYPES TEST OG VALIDATION
OF HYPOTHESES
ANALYSIS AND ADAPTION
Scaling
10.000 users
1000 customers
• Use your marketing website to sign-up users • Use your learning to define multiple pricing plans • Manage the full user lifecycle from visitor to sign-up to paid • Move towards a more automated self-service model
DEVELOP BETA & COMMERCIAL RAMP-UP VERSION
DESIGN OF SOCIALITY
EVOLVE MINIMAL VIABLE PRODUCT
DEFINE CORE-LEVERAGE AND BUSINESS CASE
DEFINE LAUNCH CRITERIA & PARTICIPATION ACTIVITIES
Scaling
100.000 users
10.000 customers
• Start tackling scaling risks • Start testing other customer acquisition channels • Optimize cost structure • Product/Market Fit means a shift from finding a plan that works
to accelerating that plan and focus on growth (e.g. new metrics)
LAUNCH EVENTS PR
ESTABLISHING PARTNERSHIPS
SCALE THE TEAM
What did you learn?
!
Thanks and goodbye !
!
!Magnus ChristenssonPartner, Socialsquare
!
magnus@socialsquare.dk
Twitter: @mchristensson
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