Este documento presenta una introducción a los conceptos fundamentales de emprendimiento tecnológico. Se discuten temas como la importancia de las comunidades de hackers, validar hipótesis con clientes potenciales, y crear un producto mínimo viable para probar rápidamente si existe un ajuste entre el producto y el mercado. El documento enfatiza que el fracaso de las startups se debe principalmente a no crear algo que los usuarios realmente quieran, y promueve métodos como entrevistar a clientes potenciales y lanzar versiones temp
76. emprender = resolver un problema
emprender = hacer algo que la gente quiere
emprender = crear algo que quieres que exista
emprender = trabajar intensamente
emprender = atacar una causa en la que crees
77. emprender = inspirar gente
emprender = negociar
emprender = vender / comunicar
emprender = trabajar en equipo
emprender = resolver problemas
85. “The demands of customer discovery [a new
startup] require people who are comfortable
with change, chaos, and learning from failure
and are at ease working in risky, unstable
situations without a roadmap. ” –Steve Blank
en The Startup Owner’s Manual
86. “That's what I'd advise college students to do,
rather than trying to learn about "entrepreneurship."
"Entrepreneurship" is something you learn best by
doing it.” –Paul Graham
96. “there's just one mistake that kills
startups: not making something
u s e r s w a n t . I f y o u m a k e
something users want, you'll
probably be fine, whatever else
you do or don't do. And if you
don't make something users
want, then you're dead, whatever
else you do or don't do.”
– P a u l G r a h a m , f o u n d e r
YCombinator
99. • falta de cooperación (cultura individualista)
• 1st world problems
• falta de apertura en cultura organizacional
• vicios arraigados de generaciones anteriores
• solucionismo
• resistencia al cambio
107. “A startup is NOT a small
version of a big company.”
–Steve Blank en The
Startup Owner’s Manual
108. Trabajo:
• 8 empresas de tecnología
• E.piphany – home run
• Rocket Science Games y Ardent – cráteres
• El resto “base hits”
• Consultoría con Pixar
• Ángel Inversionista
• Profesor: UC Berkeley, Stanford, Columbia, NYU y UCSF
• Libros: Four Steps to the Epiphany, The Startup Owner’s Manual
109. Get out of the
building!!!
TEST YOUR HYPOTHESES
[video]
110. “Startups are unpredictable. We will have failures and
we will screw it up several times before we get it right.”
–Steve Blank en The Startup Owner’s Manual
111. “In a startup, the founders define the product vision
and then use customer discovery [customer
development] to find customers and a market for that
vision” –Steve Blank en The Startup Owner’s Manual
113. “No business plan survives first contact with
customers.” –Steve Blank en The Startup
Owner’s Manual
“Failure is an integral part of the search for a
business model.” –Steve Blank en The
Startup Owner’s Manual
120. “The way to get startup ideas is not to
try to think of startup ideas. It's to look
for problems, preferably problems you
have yourself.” –Paul Graham
“The verb you want to be using with
respect to startup ideas is not "think
up" but “notice”.” –Paul Graham
121. “If you're looking for startup ideas you can
sacrifice some of the efficiency of taking
the status quo for granted and start to
question things.” –Paul Graham
122.
123.
124. ¿Quiénes son tus clientes?
HIPÓTESIS 2
¿por qué compran?
¿qué les interesa?
¿qué les preocupa?
¿qué es importante para ellos/ellas?
125. “Over 90% of startups fail because they didn’t find a
market and customers. Full stop.” –Steve Blank
[video]
“Relentless execution without knowing what to
execute is a crime.” –Steve Blank en The Startup
Owner’s Manual
129. “The founders of Homejoy started as cleaners
themselves. Yes, they cleaned houses. They realized
they were bad cleaners, so they started diving deep
into cleaning. They even bought books on cleaning.
Then they ended up getting a job at a big cleaning
company.”
LECCIONES DE HOMEJOY:
130. LECCIONES DE HOMEJOY:
“If your idea has a service element, go out and give
that service yourself. If your thing is related to
restaurants, become a waiter. If your thing is related to
painting, become a painter.” –Adora Cheung,
Homejoy CEO / Co-founder
131. LECCIONES DE HOMEJOY:
“Get in the shoes of your customers from all angles.”
–Adora Cheung, Homejoy CEO / Co-founder
135. TURN HYPOTHESES INTO FACTS
• ¿Entendemos el proceso de adquisición de usuarios y
de ventas?
• ¿Es repetible?
• ¿Podemos probar que es repetible?
• ¿Podemos lograr materializar estas órdenes/usuarios con el
producto actual?
• ¿Hemos probado los canales de ventas y distribución?
• ¿Podemos escalar órdenes/usuarios a un nivel de
empresa rentable?
• ¿Hemos posicionado correctamente el producto y la
empresa?
136.
137. “Startups don’t fail because their technology doesn’t
work. They fail because nobody wants what they’re
trying to build.” –Eric Ries, The Lean Startup
145. “In a great market -- a market with lots of real
potential customers -- the market pulls product
out of the startup.
Marc Andreesen
The market needs to be fulfilled and the market
will be fulfilled, by the first viable product that
comes along. (MVP)
The product doesn't need to be great; it just
has to basically work. And, the market doesn't
care how good the team is, as long as the
team can produce that viable product.” (MVP)
146. Marc Andreesen
“Conversely, in a terrible market, you can have
the best product in the world and an absolutely
killer team, and it doesn't matter -- you're going
to fail.
You'll break your pick for years trying to find
customers who don't exist for your marvelous
product, and your wonderful team will
eventually get demoralized and quit, and your
startup will die.
T h e # 1 c o m p a n y - k i l l e r i s l a c k o f
market.” (Make something people want.)
147. Marc Andreesen
“And neither a stellar team nor a fantastic
product will redeem a bad market.
Hopefully a great team also gets you a great
market -- but I can also name you lots of
examples of great teams that executed
brilliantly against terrible markets and failed.
Markets that don't exist don't care how smart
you are.”
148. Marc Andreesen
“The only thing that matters is getting to
product/market fit. Product/market fit means
being in a good market with a product that can
satisfy that market.
You can always feel when product/market fit isn't
happening. The customers aren't quite getting value out of
the product, word of mouth isn't spreading, usage isn't
growing that fast, press reviews are kind of "blah", the
sales cycle takes too long, and lots of deals never close.
And you can always feel product/market fit when it's
happening. The customers are buying the product just as
fast as you can make it -- or usage is growing just as fast
as you can add more servers.”
150. EJERCICIO 1
¿CUÁL ES EL PROBLEMA?
(hipótesis 1)
¿qué tan doloroso es este problema?
¿cómo se resuelve actualmente?
¿cuál es el alcance real del problema?
¿es un problema enfocado?
Preguntas principales:
152. ¿quién tiene este problema?
¿cuál es el tamaño de este grupo de personas?
¿cómo resuelven el problema actualmente?
¿dónde se puede encontrar a estas personas?
¿cómo se puede contactar a estas personas?
Preguntas principales:
EJERCICIO 2
¿QUIÉNES SON TUS CLIENTES?
(hipótesis 2)
[video]
155. Usa las primeras dos hipótesis (más importantes):
• #1: ¿Realmente estás resolviendo un problema?
¿Cuál es ese problema?
• #2: ¿Quiénes son tus clientes?
• Teniendo esas dos, ya puedes continuar al #3, #4,
#5, … etc.
156. EJERCICIO 4
ENCUENTRA EARLY ADOPTERS
Pistas principales:
Personas que ya están intentando resolver el problema
Personas que creen en la visión total de tu producto
Encuéntralos/as
Contacta a esas personas
Aprende de ellos/ellas
[video]
157. Your first users:
• You
• Your Mom
• Co-workers
• Online communities (HN, Reddit)
• Local communities (mailing lists)
• Niche influencers (mommy bloggers)
• Cold calls + emails
• Press
158. CONTEXTO
“Go talk to a customer” was about as
useful as “Build something people want”.
My big question was: “What do I say to
them?”.
Before you can pitch the “right” solution,
you have to understand the “right”
customer problem.
159. EJERCICIO 5CREAR UN SCRIPT DE ENTREVISTAS A
POTENCIALES CLIENTES
[video]
Consideraciones:
Enfoque en aprender sobre el problema
Enfoque en escuchar / aprender y no es hacer pitch
Enfoque en no sesgar la entrevista
Identificar / buscar patrones consistentes
160.
161. The problem interview script is the very first interview I run
with a customer when vetting a new product idea. There are 3
primary things I want to learn/test in this interview:
1. Who is the prototypical early adopter? (Customer Segment)
2. How badly do they want this problem solved? (Problem)
3. How do they solve it today? (Existing Alternatives)
172. “Learning in a startup can be validated scientifically
by running frequent experiments that allow
entrepreneurs to test each element of their vision.”
–Eric Ries en The Lean Startup
“Startups should turn ideas into products [MVP],
measure how customers respond, and then learn
whether to pivot or persevere.” –Eric Ries en The
Lean Startup
173. Value Hypothesis – ¿las personas realmente
usan / pagan / encuentran valor en tu
producto o servicio?
Growth Hypothesis – ¿nuevas personas
pueden descubrir y adquirir tu producto
fácilmente?
DOS HIPÓTESIS IMPORTANTES
174. “We must learn what customers really want, not what
they say they want or what we think they want.”
–Eric Ries en The Lean Startup
177. “We took a WordPress Blog and
we skinned it to say Groupon
and then every day we would do
a new post. It was totally ghetto.”
–Andrew Mason, co-founder de
Groupon
179. MVP Tips (Adora Cheung – HomeJoy)
1. Build fast, but optimize for now (for your 10 users,
not for 1,000,000, but yes for 10-100 users)
2. Manual before automation (Wizard of Oz).
Manually do things yourself at first to understand
the process.
3. Perfection is irrelevant at this stage (move fast and
break things) – don’t worry too much about edge
cases (temporary brokenness).
4. Beware of Frankenstein – go to the bottom of why
your customers are asking for new features
instead of just going and building them.
180. “In a great market -- a market with lots of real
potential customers -- the market pulls product
out of the startup.
Marc Andreesen
The market needs to be fulfilled and the market
will be fulfilled, by the first viable product that
comes along. (MVP)
The product doesn't need to be great; it just
has to basically work. And, the market doesn't
care how good the team is, as long as the
team can produce that viable product.” (MVP)
181. Tu MVP va en función de tus Hipótesis clave
¿cuáles funcionalidades mínimas resuelven el problema?
¿cuál es el núcleo del problema?
¿cuál es el dolor más grande del problema?
182.
183. “When in doubt, simplify.”
Closing note: “MPV takes you only so far.
Eventually, you want to move from early adopters to
mainstream customers.”
197. “Which of our efforts are value-creating and which
are wasteful?” –Eric Ries en The Lean Startup
“Validated learning is backed up by empirical data
collected from real customers.” –Eric Ries en The
Lean Startup
“This is true startup productivity: systematically
figuring out the right things to build.” –Eric Ries en
The Lean Startup
199. EJEMPLO ZAPPOS
“His [Tony Hsieh] hypothesis was that customers
were ready and willing to buy shoes online. To test it,
he began by asking local shoe stores if he could
take pictures of their inventory. In exchange for
permission to take the pictures, he would post the
pictures online and come back to buy the shoes at
full price if a customer bought them online.” –Eric
Ries en The Lean Startup
203. MÉTRICAS DE
VANIDAD
• Total de visitas al sitio
• Tweets / Likes
• Descargas
• Usuarios registrados
• Menciones en prensa
• Premios de competencias de
startups
• Número de alianzas
• Etc.
“Good for feeling awesome, bad
for action.”
204. MÉTRICAS
ACCIONABLES
“Mide lo que realmente importa.”
• Número de clientes que pagan
• Usuarios activos diarios/
mensuales
• Bounce rate / churn rate
• Tasas de conversión de visitas
• Tasa de retención de usuarios
• Cohort analysis / A/B Testing
• Etc.
205. Rate of Growth:
• Profitability of each customer (margen)
• Cost of acquiring new customers
• Repeat purchase rate of existing customers
Users:
• Retention rate of new users / bounce rate
• Conversion rate (¿qué % se traduce a una venta?)
• Sign up and trial rates
• Customer life-time value
MÉTRICASQUE SÍ IMPORTAN
206. “Measure your productivity according to
validated learning, not in terms of the
production of new features.” –Eric Ries en
The Lean Startup
Work smart. :)
210. “Turn complex actions into people-based
reports. People and their actions are far more
useful than piles of data points.” –Eric Ries
en The Lean Startup
Psst. Cohort analysis…
212. “A pivot is NOT a failure.” –Steve Blank
en The Startup Owner’s Manual
213. PIVOT: “A structured course correction
designed to test a new fundamental hypothesis
about the product, strategy, and engine of
growth.” –The Lean Startup
INPUT: Datos de usuarios / mercado.
214.
215. Diferentes tipos de Pivots – Ejemplos:
• Customer segment pivot
• Zoom-in pivot
• Zoom-out pivot
• Customer need pivot
• Technology pivot
• Pivot de funcionalidad
• Pivot de canal de distribución
• Platform pivot
• Muchos otros…
216. Puntos importantes:
• Llegar a pivot or persevere lo antes posible
• Tener hipótesis claras
• Observar y obtener datos siempre de usuarios
• Mantener la cabeza fría
• Enfocarse en qué genera valor para usuario
• Escuchar feedback, buscar patrones
• Humildad
• “Mainstream customers are less forgiving.”
• “Even when a company achieves initial success, it
must continue to pivot.” (ref. Clayton Christensen)
236. Tu MVP va en función de tus Hipótesis clave
¿cuáles funcionalidades mínimas resuelven el problema?
¿cuál es el núcleo del problema?
¿cuál es el dolor más grande del problema?
Value Hypothesis – ¿las personas realmente usan
/ pagan / encuentran valor en tu producto o
servicio?
Growth Hypothesis – ¿nuevas personas pueden
descubrir y adquirir tu producto fácilmente?
240. Preguntas de Guía (de acuerdo a lo aprendido)
• ¿Cómo utiliza la gente tu solución?
• ¿Qué problema resuelven?
• ¿Patrones en casos de uso típicos?
• Atributos demográficos (edad, nombre, etc.)
• Historias de cómo se utiliza tu producto.
• Diseñar nuevos casos de uso.
• Comprobar esos casos de uso (con más experimentos)
241. Storyboard / User stories
• Narrativa completa de una “historia” de un
usuario utilizando tu solución de principio a fin
para resolver su problema.
245. CHECKLIST
• Problema principal
• Potenciales clientes / usuarios identificad@s
• Funcionalidades principales
• Métricas principales (¿qué es importante medir?)
• Herramientas disponibles / relevantes
• Plan de acción (Experimento)
249. #ProTip: Usa humanos para replicar tu back end.
(Wizard of Oz testing)
Preguntas de Guía:
¿Cuáles hipótesis debes validar?
¿Cuáles son tus objetivos de aprendizaje?
¿Qué variables debes medir / controlar?
UTILIZA TU MVP (SI APLICA)