THE LEAN STARTUP SUMMARY (BY ERIC RIES)
Summary
TLDRDieses Video skizziert die fünf Grundsätze des erfolgreichen Unternehmensgründungsprozesses aus 'The Lean Startup' von Eric Ries. Es hebt hervor, dass die Umsetzung, nicht die Idee, das entscheidende Element ist. Durch den 'build-measure-learn' Feedback-Schleifenprozess, Experimente und die Wahl eines Wachstumsmotors ('sticky', 'viral' oder 'paid') kann ein Startup schnell und flexibel wachsen. Zudem erklärt es, wann und wie man pivoten sollte, ohne dabei das Ziel zu verlieren.
Takeaways
- 🚀 **Ideen sind häufig weniger wertvoll als ihre Umsetzung**: Das Hauptproblem beim Aufbau eines erfolgreichen Unternehmens ist nicht die Idee, sondern die effektive Umsetzung.
- 🔄 **Der Build-Measure-Learn-Feedback-Schleife**: Startups sollten sich nicht zu sehr auf Planung verlassen, sondern schnell Zyklen durchlaufen, um das Richtige zu bauen, was Kunden wollen und bezahlen werden.
- 📊 **Formulieren von Hypothesen**: Bevor man ein Produkt baut, sollte man Hypothesen über die Kundenbedürfnisse und deren Bereitschaft zu zahlen formulieren und validieren.
- 🧪 **Alles ist ein großartiger Experiment**: Um Kundenbedürfnisse zu erforschen, sollten Experimente durchgeführt werden, um gelernt zu haben, was Kunden wollen.
- 🎥 **Verschiedene Arten von MVPs**: Es gibt verschiedene Arten von Minimal Viable Products (MVP), um zu lernen, welche Probleme Kunden lösen und was sie bereit sind zu bezahlen.
- 🌱 **Die drei Triebwerke des Wachstums**: Ein Unternehmen sollte sich auf eines der drei Wachstumsmotoren konzentrieren: das 'haftende', das 'virale' oder das 'bezahlte' Triebwerk.
- 🔄 **Kernwerte messen**: Um Wachstum zu erzielen, sollte ein Unternehmen die Metriken des ausgewählten Wachstumsmotors verbessern, indem es im Build-Measure-Learn-Feedback-Schleifen iteriert.
- 🛑 **Kehre oder beharrlich bleiben?**: Unternehmer müssen sowohl Ausdauer als auch Flexibilität aufweisen, um zu entscheiden, wann ein Kurswechsel (Pivot) erforderlich ist oder ob man weiterhin an der Idee festhalten sollte.
- 🔧 **Bestimmung des Pivot-Punktes**: Ein Pivot wird durch drei Schritte ermittelt: Festlegen einer Basislinie mit einem MVP, Versuche, das MVP durch Iterationen zu optimieren, und dann die Entscheidung zwischen Pivot oder Beharrlichkeit treffen.
- 🔄 **Verschiedene Arten von Pivots**: Es gibt verschiedene Arten von Pivots, wie z.B. die Kundensegment-Pivot, die Wert-Erfassungs-Pivot oder die Wachstumsmotor-Pivot, um die Strategie anzupassen.
- 🛑 **Ein Pivot ist kein Scheitern**: Das Feststellen, dass etwas nicht funktioniert, kann zwar nicht so nützlich sein wie das Entdecken, dass etwas funktioniert, aber es ist besser als sich in eine Falle zu begeben.
Q & A
Was ist der Kernmythos des Startup-Sektors, auf den sich das Skript konzentriert?
-Der Kernmythos, auf den sich das Skript konzentriert, ist die Vorstellung, dass mit Bestimmung, Genialität, guter Zeit und vor allem einem großartigen Produkt Fame und Reichtum erreicht werden können.
Welche Rolle spielen Ideen im Startup-Umfeld gemäß dem Skript?
-Laut dem Skript sind Ideen nicht so wertvoll, wie es viele glauben. Die meisten Menschen haben im Laufe ihres Lebens mindestens 20 großartige Ideen, die in erfolgreiche Startups umgesetzt werden könnten.
Was ist der Hauptfokus des Skripts, wenn es um die Schaffung eines erfolgreichen Unternehmens geht?
-Der Hauptfokus liegt auf der Umsetzung, nicht auf Ideen, Bestimmung, Genialität oder guter Zeit. Das Skript betont die Wichtigkeit des build-measure-learn Feedback-Schleifenprozesses.
Was ist der Zweck des 'build-measure-learn' Feedback-Schleifenprozesses?
-Der Prozess soll Startups dabei helfen, so schnell wie möglich herauszufinden, was die Kunden wollen und bezahlen werden, indem sie schnelle Zyklen durchlaufen, um das Richtige zu bauen und das, was keinen Sinn ergibt, zu beenden.
Was sind die drei Haupttypen von MVPs, die Eric Ries im Skript erwähnt?
-Die drei Haupttypen von MVPs sind: die Video-MVP, die Concierge-MVP und die Wizard of Oz-MVP.
Wie wird in dem Skript das Konzept der 'Minimum Viable Product' (MVP) definiert?
-Im Skript wird MVP als ein Produkt definiert, das nur die entscheidenden Funktionen enthält und nicht mehr poliert ist, als nötig, um die Hypothesen zu bestätigen oder zu widerlegen.
Welche drei Wachstumsmotoren werden im Skript als entscheidend für ein Startup beschrieben?
-Die drei Wachstumsmotoren sind der 'sticky' Motor, der 'viral' Motor und der 'paid' Motor.
Was bedeutet das Pivot- oder Persevere-Dilemma, das im Skript diskutiert wird?
-Das Pivot- oder Persevere-Dilemma bezieht sich darauf, ob ein Unternehmer bei seinem ursprünglichen Konzept festhalten oder eine strategische Veränderung vornehmen sollte, um das Gesamtziel des Startups zu erreichen.
Welche drei Schritte sind notwendig, um zu entscheiden, ob man pivoten oder perseverieren sollte?
-Die drei Schritte sind: 1) einen Basisstatus der aktuellen Situation mit einem MVP festzulegen, 2) den MVP durch mehrere Iterationen im build-measure-learn Feedback-Schleifenprozess anpassen zu versuchen, 3) zu entscheiden, ob man pivoten oder perseverieren sollte.
Was unterscheidet die 'sticky' Engine des Wachstums von der 'viral' Engine?
-Die 'sticky' Engine konzentriert sich auf die Kundenbindung und den Neukundengewinn, während die 'viral' Engine darauf abzielt, durch Kundenempfehlungen zu wachsen, wobei der 'viral Koeffizient' entscheidend ist.
Was sind die beiden wichtigsten Metriken für ein Unternehmen, das den 'paid' Wachstumsmotor nutzt?
-Die zwei wichtigsten Metriken für ein Unternehmen mit dem 'paid' Wachstumsmotor sind CPA (Cost per Acquisition) und LTV (Lifetime Value).
Wie wird im Skript die Bedeutung des Pivots in Bezug auf das Erfolgskonzept eines Startups dargestellt?
-Im Skript wird ein Pivot als ein notwendiges Element des Lernprozesses dargestellt, das nicht als Misserfolg betrachtet werden sollte. Es ist ein Zeichen dafür, dass das Unternehmen flexibel ist und in der Lage, Veränderungen vorzunehmen, um erfolgreich zu sein.
Outlines
🚀 'Der Mythos des Start-up Erfolgs'
Dieser Absatz stellt den Start-up Mythos heraus, dass nur mit Bestimmtheit, Genialität, guter Zeit und vor allem einem großartigen Produkt Erfolg und Ruhm erreicht werden kann. Der Autor stellt die Missinterpretation heraus, dass Ideen wertvoll sind und dass sie vor Diebstahl geschützt werden sollten. Stattdessen betont er, dass die Ausführung das entscheidende Element ist. Es folgt eine Einführung in fünf Tipps aus 'The Lean Startup' von Eric Ries, einschließlich des Feedback-Zyklus 'bauen-mess-lernen', der die Bedeutung der Flexibilität und des kontinuierlichen Lernens für Start-ups hervorhebt.
🔬 'Experimente als Schlüssel zum Start-up Erfolg'
In diesem Absatz werden die Prinzipien des 'build-measure-learn' Feedback-Zyklus und die Bedeutung von Experimenten für Start-ups erläutert. Es wird betont, dass Kunden oft nicht wissen, was sie wollen, und dass es wichtig ist, durch Beobachtung statt durch direkte Fragen zu lernen. Der Absatz führt auch das Konzept des Minimum Viable Product (MVP) ein, das darauf abzielt, mit minimalen Funktionen schnell zu lernen, ob ein Produkt den Bedürfnissen der Kunden entspricht.
🌟 'Die verschiedenen Arten des Minimum Viable Products (MVP)'
Dieser Absatz beschreibt verschiedene Typen von MVPs, die Unternehmen nutzen können, um zu lernen, welche Probleme ihre Kunden haben und was sie bereit sind zu bezahlen. Es werden Beispiele wie die 'Video MVP', die 'Concierge MVP' und die 'Wizard of Oz MVP' gegeben, die jeweils unterschiedliche Ansätze zur Validierung von Geschäftsideen aufzeigen.
📈 'Die drei Triebwerke des Wachstums'
Der vierte Absatz konzentriert sich auf das Wachstum von Start-ups und stellt die drei Triebwerke des Wachstums vor: das 'sticky', das 'viral' und das 'paid' Triebwerk. Jede Art des Triebwerks hat ihre eigenen Metriken und Schwerpunkte, die für das Wachstum des Unternehmens entscheidend sind. Der Absatz erklärt, wie Start-ups durch die Auswahl des richtigen Triebwerks und der Verbesserung der zugehörigen Metriken wachsen können.
🔄 'Wann man Kurskorrekturen vornimmt oder durchhält'
Der letzte Absatz behandelt das Dilemma des Start-up Gründers zwischen Beharrlichkeit und Flexibilität. Es wird erklärt, wann ein Kurswechsel oder eine 'Pivot' notwendig ist und welche Schritte unternommen werden müssen, um diese Entscheidung zu treffen. Der Absatz betont, dass ein Pivot kein Scheitern ist, sondern ein wichtiger Schritt im Prozess des Lernens und Anpassens des Geschäftsmodells.
Mindmap
Keywords
💡Ideen
💡Umsetzung
💡Feedback-Schleife
💡Hypothesen
💡Experimente
💡Minimum Viable Product (MVP)
💡Wachstumsmotoren
💡Pivot
💡Zielgruppen-Pivot
💡Wert-Erfassungs-Pivot
💡Wachstums-Pivot
Highlights
Startup Myth Debunked: Determination, brilliance, and a great product alone do not guarantee success; execution is key.
Misconception about Idea Value: Ideas are not as precious as commonly believed; most people have numerous potentially successful ideas.
Against Over-Planning: Startups should avoid the high-stakes game of extensive planning and delayed product release.
Chaos vs. Planning: The 'just do it' approach is flawed; a balance is needed.
Build-Measure-Learn Feedback Loop: The recommended iterative process for startups to quickly find what customers want.
Hypothesis Formation: The starting point for planning, determining what to learn before building.
Experiments for Learning: Empirical validation of customer needs and willingness to pay through real-world testing.
Observe, Don't Ask: Relying on customer behavior rather than stated preferences for insights.
Minimum Viable Product (MVP): The concept of creating a basic version of the product to gather validated learning.
Types of MVPs: Exploring the video MVP, concierge MVP, and Wizard of Oz MVP as methods to test hypotheses.
Growth Engines: Identifying the 'sticky', 'viral', and 'paid' engines as the primary growth strategies for startups.
Growth Metrics: Understanding the importance of new customer acquisition rate and churn rate for the sticky engine.
Viral Coefficient: The key metric for businesses relying on the viral engine for growth.
Paid Engine Focus: The importance of CPA and LTV for startups using paid advertising for customer acquisition.
Pivot or Persevere: The strategic decision-making process for startups facing challenges.
Pivot Process: Establishing a baseline, iterating, and deciding whether to pivot or persevere.
Common Pivots: Examples of customer segment, value capture, and engine of growth pivots.
Pivot as a Positive: Recognizing that pivoting is not failure but a strategic adjustment for success.
Startup Success Formula: A combination of perseverance, flexibility, and validated learning through MVPs and growth engines.
Transcripts
Here's the great startup myth of our time:
"If you only have determination,
brilliance, great timing, and above all, a great product, you too can achieve fame and fortune.
A related misconception is that ideas are precious.
Generally, people hesitate to reveal their ideas in public - even among friends!
There's this nagging fear that someone can steal the idea from you. Please ...
Sorry, but an idea is never that great. I would bet my right arm that during a lifetime,
the average person has at least 20 awesome ideas that could be turned into commercialized and successful startups.
And that's even when removing Elon Musk from the sample, which otherwise would have skewed the average upward by a disproportionate amount.
The issue is not ideas, determination, brilliance or great timing even - its execution.
We will now look at 5 advice regarding the creation of a successful business
from "The Lean Startup", that the multi successful entrepreneur Eric Ries has written.
Takeaway number 1: The build-measure-learn feedback loop
Planning and forecasting are only useful when your operations of business have been rather stable and where the environment is static.
Startups have neither of these.
Planning for several months and releasing a product only after many thousands of hours of perfecting it, is a game of very high stakes.
What if you build something that nobody wants anyways?
Many entrepreneurs have realized this, and as a consequence,
they take the approach of the opposite side of the spectrum:
If you can't plan, then they think that you can only operate in chaos.
So they adopt the "just do it" strategy instead.
Nike might be correct when they tell you to put on your running shoes and "just do it!",
but in building a successful startup, this plan is usually flawed.
So what can we do instead?
The solution is the build-measure-learn feedback loop.
Too much planning makes the process rigid and very risky.
"Just doing it" tends to turn everything into chaos.
Quickly going through cycles in the build-measure-learn feedback loop is the solution.
The goal of a startup is to figure out the right thing to build - that customers want and will pay for - as quickly as possible.
We must be able to quickly kill off that which doesn't make sense, and double down on that which does.
Although the order of the actions in the build-measure-learn framework is, well ... build, measure, learn, the planning happens backwards.
We must first figure out what we want to learn.
We can do this by forming hypotheses. Here are a few examples:
"Commuters want to be able to order food from their cars"
"People are willing to assemble their own furniture at home"
"People are willing to pay monthly for being able to stream unlimited music online"
In hindsight, these hypotheses seem trivial, but before these companies proved them right - they you weren't.
After formulating these hypotheses that your startup revolves around, it's time to validate or reject them, which is our next takeaway.
Takeaway number 2: Everything is a grand experiment
Okay, okay. So learning as quickly as possible about your customers needs and willingness to pay for your product is important,
but how can you do this empirically?
The answer is experiments.
Experiments are run together with real or potential clients.
The common denominator among the successful ways of experimenting is this:
Observe, don't ask.
Customers usually don't even know what they want! But if you show them a product and they are interested, well done!
Then you just gained some validated learning.
First we should always ask ourselves: Do we even have to build anything at all?
An experiment can be as simple as setting up a landing page, stating that you have a product that can do something - say -
improving your chances of getting a match on Tinder by 500%,
driving some traffic to the site through Google Adwords, and then seeing how many people that would sign up for it.
At other times we must be more rigorous, and develop a so-called MVP, which is short for "Minimum Viable Product".
In Lean Production, a concept that originally stems from Japanese car manufacturers,
waste is defined as something that doesn't create value for the customers of the company.
In Lean Startup, waste is defined in another way:
Everything that doesn't lead to validated learning is waste.
This is the reason why it's called a "Minimum Viable Product".
It should only contain the features of utter importance, and it shouldn't be polished any more than what's absolutely
necessary for us to prove or reject our hypothesis.
If you are embarrassed releasing the product to your potential customers, you are on the right track.
Takeaway number 3: Different types of MVPs
There are many different types of MVPs that can be constructed in order to learn what solves the problems of customers, and
what they're also willing to pay for.
Eric Ries gives three different examples:
The video MVP
A famous example here is Dropbox.
Drew Houston, the CEO of the company,
produced a video showing an extremely easy to use file sharing tool, and published it online in communities with tech savvy members.
The sign up list for the product went from 5,000 to
75,000, overnight! The best thing about this story is that the video was fake. It didn't even exist such a product yet!
The concierge MVP
Another way of testing your initial hypothesis empirically to gain validated learning about customers is to give them the concierge treatment.
This means focusing on a single or only a few customers, and develop the product according to their preferences.
Slowly - but surely - after being certain that you solve the problem of a single early adopter
(often manually) you can expand to more customers and automate more and more of the process.
The Wizard of Oz MVP
Aardvark, a search engine for subjective inquiries, such as: "Which YouTube channel is best - PewDiePie or T-Series?",
famously use this approach with great success.
Basically, it's all about pretending that you have developed a fancy technical solution, while, behind the curtains,
it's operated by humans. In the case of Aardvark,
they had employees who were coming up with the answers to
inquiries from customers in the beginning, before they knew that the product was something that people actually wanted.
Takeaway number 4: The three engines of growth
Now, once we have confirmed that the product creates value for someone, it's time to shift focus to growth.
Eric Ries argues that there are three different types of engines of growth that a company should concentrate on. It should pick only one
primarily, and try to improve the metrics associated with that engine through iterations in the build-measure-learn feedback loop.
The "sticky" engine
These types of businesses are designed to attract customers for the long term and never let go.
A company of this type should focus on two variables primarily - the new customer acquisition rate, and
the so called churn rate, which is the fraction of customers that failed to stay engaged with the company's product.
The sticky engine of growth is used by, for instance, repeat purchase companies like Gillette, and
also by pretty much all online gaming companies.
The viral engine
These are businesses that focus on spreading like epidemics.
For every new customer joining, the idea is that that person should invite one or more friends as well.
Success in growing a company of this sort depends on something called the "viral coefficient".
This is calculated as the number of customers
recruited on average by every recruited customer.
If every customer on average, say, attracts half a new customer,
it's not an efficient engine. On the other hand,
If every customer can attract, on average, 1.1 new customers - the product will spread like a virus.
The viral engine of growth is used by all social networks and by multi-level marketing businesses, among others.
The paid engine
A company using the paid engine of growth realizes that primarily, it will have to focus on advertising in some form to reach customers.
The two most useful metrics to a company of this kind are CPA (short for cost per acquisition), and
LTV (short for lifetime value).
It's simply the difference between how profitable a customer is over
its entire lifetime, minus the cost of acquiring a customer, that will determine the growth rate of such a company.
An example is e-commerce businesses.
Eric Ries mentor used to tell him the following:
"Startups don't starve - they drown"
He's referring to that there's so much that a start-up CAN do, but it's much more difficult to determine what a start-up SHOULD do.
The three engines of growth are a way to focus the energy of the startup in the right place.
Takeaway number 5: Pivot or persevere?
Successful entrepreneur does not give up after facing a little bit of headwind,
but at the same time, he doesn't stubbornly hold on to his idea until he crashes either.
You must possess both perseverance and flexibility.
Sometimes a pivot is necessary, or in other words, a
change in this strategy on how to achieve the overall vision that you have for the startup.
But how do we know when to pivot? It's a three-step process.
1. Establish a baseline of the current situation using an MVP.
2. Attempt to tune the MVP towards the ideal, through multiple iterations in the build-measure-learn feedback loop.
3. Pivot or persevere?
The issue is that there will always be a gray zone.
If our attempts to tune the MVP into something that is improving our engine of growth is not helping,
it's a sure sign that we need to pivot.
But is a 10% improvement per year enough?
Unfortunately, there's no clear-cut threshold here, intuition is needed, and that we can only gain from experience.
Here are some of the most common pivots to make:
Customer segment pivot
The initial group of customers that you intended to focus on,
might not be as interested as you thought. But maybe another group showed a lot of enthusiasm?
Let's focus on those people instead.
Value capture pivot
Deciding to give away the product for free, and then charge through advertising instead,
is a typical pivot that many companies using the viral engine of growth tends to do.
Engine of growth pivot
Perhaps your hypothesis that the product would spread virally like an epidemic was rejected,
but in the meantime, you discovered that the lifetime value of every customer is much higher than the cost of acquiring a customer.
Then you may pivot from the viral engine of growth, to the paid engine of growth instead.
One thing that is important to notice here is that a pivot is not a failure.
Discovering that something doesn't work,
might not be as useful as discovering that something does, but it's way better than trying to dig yourself out of a hole.
Time to wrap it up!
The goal of a startup is to figure out the right thing to build, that customers want and will pay for, as quickly as possible.
To confirm or reject your hypothesis, experiments must be run to gain validated learning about potential customers.
An MVP usually forms the basis of such experiments.
Three popular types of MVPs are: video, [bloopers], and The Wizard of Oz.
Every startup should focus on an engine of growth, either the sticky, the viral or the paid one.
Successful entrepreneurship is about perseverance and flexibility at the same time,
pivoting an idea does not equal failure.
In fact, almost every successful startup has done a major change to its strategy at some point
Have a good one!
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