Taller 2 Lean Startup con NÃ©stor Guerra [Cuarta sesiÃ³n de Lazarus 4]

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Review Lean Startup 2 con NÃ©stor Guerra
[Cuarta sesiÃ³n de Lazarus 4]

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NÃ©stor abre con una primera recomendaciÃ³n de un libro, «Gratis, el futuro de un precio radical».

Review del Taller 2 Lean Startup con NÃ©stor Guerra [Cuarta sesiÃ³n de Lazarus 4]

Pasamos de forma rÃ¡pida a repasar los distintos tipos o una de las clasificaciones que se pueden dar de modelos de negocio. Tenemos modelos de negocio cabo / anzuelo, que se usan en el sector de automociÃ³n, modelos long tale, como Amazon, modelos multisite o multiplataforma como pueda ser Facebook. Nos habla de los modelos de negocio abiertos, que aplican innovaciÃ³n abierta. TambiÃ©n nos habla de los modelos de negocio desagregados, son modelos de negocio que se pueden dividir y funcionar de forma independiente, como Optimus, la red de Ericson. Existen modelos de negocio circulares, en los que tu cliente se convierte en tu proveedor.

Nueva recomendaciÃ³n, en esta caso de una web, Business Model Gallerie. Y dos recomendaciÃ³n mÃ¡s en forma de libro, «Running Lean» y «Sprint, el mÃ©todo para resolver problemas y testar nuevas ideas en 5 dÃas«. Â¡Gracias NÃ©stor!

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Pasamos a tratar el Mapa de EpatÃa, para ello debemos seguir el siguiente proceso:

Segmento de Clientes
Armar una historia
Realizar el mapa de empatÃa
Validar

Si tenemos varios segmentos de clientes debemos tener varios canvas de propuesta de valor y varios mapas de empatÃa.

Para realizar un buen mapa de empatÃa debemos analizar al cliente antes de aportarle nuestra soluciÃ³n. Debemos saber que Ganancias, dolores y trabajos tiene el cliente.

El 40 % de las Startups fracasan porque el problema que resuelven no es importante para el cliente.

Fuente: GEM

Posteriormente pasamos a la parte de la derecha de la siguiente grÃ¡fica para construir nuestra soluciÃ³n de modo que podemos realizar un encaje problema/soluciÃ³n. Debemos conocer que generador de ganancias realizar para el cliente, que aliviador de dolores serÃ¡ el mejor y cÃ³mo serÃ¡n nuestros productos y servicios para generar valor de verdad a nuestros clientes. SerÃ¡n la Ãºnica forma de no fracasar. CuÃ¡nto antes descubramos que necesitan, antes conseguiremos traccionar con ellos.

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Seguimos con distribuciones de probabilidad, grÃ¡fica de ventas / tiempo dibujada en el rotador de folios, para encajar y ver los tiempos de maduraciÃ³n de una startup y su relaciÃ³n con los clientes en el modelo de Customer Development. Un proceso que nos ayudarÃ¡ a reducir la incertidumbre a la hora de emprender.

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Manifiesto de Desarrollo de Clientes

Customer Development Manifestor. Las 14 leyes

Salir fuera. No hay hechos en la oficina.
Desarrollo de Clientes y Desarrollo Ã¡gil funcionan a la par.
Fallar es parte del proceso de bÃºsqueda del Modelo de Negocio, y la base para el aprendizaje validado con el cliente.
Hay que realizar continuas iteraciones y pivotajes en el modelo de negocio.
NingÃºn Modelo de Negocio resiste al primer cliente.
Hacer continuos experimentos para validar hipÃ³tesis. Devemos conocer opiniones para validad hechos y conocer comportamientos de nuestros clientes.
identifica y acuerda tu tipo de mercado. El tipo de mercado lo cambia todo. Puede ser un mercado existente, resegmentado, nuevo o clon.
Las mÃ©tricas de las Startups son distintas a las de una compaÃ±Ãa.
Toma de decisiones rÃ¡pida en tiempo y ritmo. Se trata de realizar el nÃºmero de experimentos que validen nuestras hipÃ³tesis principales de modo que la incertidumbre se reduzca y estÃ© lo mÃ¡s prÃ³xima al umbral de incertidumbre. Es importante la cantidad y la calidad de los experimentos. Un buen nÃºmero nÃºmero de muestras puede ser 30.
Todo es cuestiÃ³n de pasiÃ³n. Emprender es una filosofÃa de vida mÃ¡s que algo circunstancial en tu vida.
No hay tÃtulos en una Startup. todos tenemos que saber de todo.
Gasta poco en la bÃºsqueda, pero cuando des con el encaje problema soluciÃ³n y tengas definido tu modelo de negocio, quÃ©malo todo.
Comunica y comparte todo el comportamiento validado
El Ã©xito del proceso de Customer Development, comienza cuando aceptamos aplicar todos estos puntos.

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Dentro del proceso de Customer Discovery, aprenderemos a fomular las hipÃ³tesis de problema y de soluciÃ³n. Realizaremos validaciones de problema y de soluciÃ³n para, en funciÃ³n de los resultados, pivotar o seguir.

Si construimos una hipÃ³tesis de mierda, tendremos mÃ©tricas de mierda.

Nos ponemos a realizar hipÃ³tesis en grupos, porque la Ãºnica forma de aprender a hacer hipÃ³tesis, es haciendo hipÃ³tesis.

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Â¿Y a tÃ? Si has tenido la suerte de estar dentro de Lazarus 4 Â¿QuÃ© te pareciÃ³ el cuarto dÃa?

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Valora esta entrada, te lo agradezco de antemano! Sobre todo hazlo por las personas que busquen contenidos similares a lo que has buscado tu, tendrÃ¡n tu referencia y seguro que les es Ãºtil. [kkratings]
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Ãngel GarcÃa Infantes
Vocational Change Maker

#TransformacionDigitalÂ #LeanStartupÂ #IntraemprendimientoÂ #SGÂ #eoi
TransparenciaÂ #OpenGovernmentÂ #BigdataÂ @unbuenplanÂ @GAyuntamiento

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Comenta, siÃ©ntete libre
Me interesa tu opiniÃ³n

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PodrÃ¡s aumentar tus ventas de forma rÃ¡pidaÂ aplicando fÃ¡cilmente el contenido de la guÃa aÂ tu plan de marketingÂ si ya lo tienes. TambiÃ©n podrÃ¡s diseÃ±ar tu plan de marketing de manera eficaz graciasÂ la guÃa «Lean Marketing Vitaminado».

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Taller 2 Lean Startup con NÃ©stor Guerra #Lazarus4

Review del Taller 2 Lean Startup con NÃ©stor Guerra [Cuarta sesiÃ³n de Lazarus 4]

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Ãngel GarcÃa Infantes
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Review del Taller 2 Lean Startup con NÃ©stor Guerra [Cuarta sesiÃ³n de Lazarus 4]

Manifiesto de Desarrollo de Clientes

Ãngel GarcÃ­a Infantes Vocational Change Maker

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© Ángel García Infantes

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Ãngel GarcÃa Infantes
Vocational Change Maker

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Me interesa tu opiniÃ³n