2. Entrepreneurship
...Entrepreneurs recognize they are going to have
to follow their own internal compass and embrace
the uncertainty as part of the journey.
- Steve Blank -
more on: http://steveblank.com/2009/06/29/agile-opportunism-entrepreneurial-dna/
3. Get out of the building (by Steve Blank)
Your business assumptions can be wrong
Go out and speak with your customers
7. Vanity Metrics - Google Analytics
...and this could become like a drug...killing you!
8. Vanity Metrics - TechCrunch & Co
āmDialog raises 5 Million
from Blackberry partnersā
āGroupMe is now sending
one Million texts every dayā
āGoogle Plus hits 10 Million
users in 2 weeksā
10. Whatās a startup?
A startup is ļ¬rst of all an experiment, it is a human
institution designed to deliver a new product or
service under conditions of extreme uncertainty
At its heart, a startup is a catalyst that transforms
ideas into product.
(From Lessons Learned blog By Eric Ries)
11. Whatās a Lean Startup?
Lean startup is a rigorous process
for iterating from Plan A
to a plan that works.
(by Ash Maurya)
12. What Metrics Matter?
Example: Facebook on early days
150k users, little revenue
Many superior competitors
What would indicate their future success?
13. What Metrics Matter?
Example: Facebook on early days
75% of users visit one or more times per day
Within one month of launching on a new
campus, can acquire 90% of the students
14. What Metrics Matter?
Good Metrics (Three Aās)
Are Actionable
Can be Audited
Are Accessible
15. Actionable Metric
An actionable metric is one that ties
speciļ¬c and repeatable actions
to observed results
(by Ash Maurya)
17. A/B Testing - New Blomming home
VS
Deļ¬ne your Goals
18. A/B Testing - Deļ¬ne your goals
A/B Testing Goals
One single important Goal:
% Users that sign-up for the service (as a seller)
Secondary Goal:
% Buyers that buy something
after landing on the homepage
20. Multivariate Testing at Google
āYes, itās true that a team at Google couldnāt
decide between two blues, so theyāre testing 41
shades between each blue to see whic one
performs better. I has a recent debate over wheter
a border should be 3, 4 or 5 pixels wide, and was
asked to prove my case.
I canāt operate in an environment like that.ā
(by Doug Bowman on Design at Google)
26. David Cancelās Funnel
The Problem:
98% of people who visit your site,
leave never to return
27. David Cancelās Funnel
2%
āThe average conversion rate in the United States of
America wheter youāre selling elephants or iPodsā
(by Avinash Kaushik - Analytics Evangelist, Google)
48. AARRR - Different orders (example)
1. Activation, Retention (happiness)
2. Revenue (sustainability)
3. Acquisition, Referral (virality)
(this is the Ash Maurya or 37signals order:
āCharge from day oneā)
50. Tracking Marketing Channels
Google Adwords
Banners
Social Media
Partnerships
PR
Blogging
...anything that links to your site!
51. Tracking Marketing Channels
Use unique urls (tracking parameters)
on every url you create/give-out/pay for
Use bit.ly
Use HTTP referrers to group PR
52. Measuring Cost of Visits
Cost per click (site visits)
Cost of campaign / Trafļ¬c generated
(Social media) Cost of effort / Trafļ¬c generated
53. Measuring Cost of Acquisition
Cost of one visit / conversion rate =
Cost of an Acquisition
Acquisition could be paid for acquisition
of free sign-up
...unfortunately is not so simple
54. Marketing Channels
Per channel track:
Scale
Cost
Conversion
Optimise and scale channels
with best Cost of Acquisition (CoA)
and potential to Scale
55. Acquisition
Cost of Acquisition < Customer Lifetime Proļ¬t
Then scale acquisition at a similar or lower rate
A/B test acquisition channels to optimise
56. Acquisition including Referral
If it costs ā¬3 to acquire a customer through advertising
But a customer brought
in 2 other customers through referral
The COA of that channel is ā¬1
59. Activation
Sure, they signed-up!!!
BUT did the like it???
60. Activation at Facebook
(i) which data points predict whether a user will stay?
(ii) if they stay, which data points predict how active theyāll
be after three months?
61. Activation at Facebook
(i) which data points predict whether a user will stay?
having more than one session as a new user
and entering basic proļ¬le information.
(ii) if they stay, which data points predict how active theyāll
be after three months?
how often a user was reached out by others, frequency of
third party application use, and how available a user was
on the site.
62. Activation at Facebook
āAt the time, I heard many people criticize
Facebookās early investors, claiming that Facebook had
āno business modelā and only modest revenues
relative to the valuation offered by its investors...ā
ā...Facebook was different, because it employed a different
Engine of Growth. It paid nothing for customer
acquisition, and its high engagement meant that
it was accumulating massive amount of customer
attention every day.ā
(Eric Ries - The Lean Startup)
63. Activation Metrics
Activation metrics often drive other metrics
in Referral, Retention, Revenue
65. Returning Users
Tracking unregistered users
that return often (useful for content sites with advertising)
Tracking registered users
that return and take some sort of action.
70. Referral Mechanism
Social Media Sharing
Invite a friend type mechanism
App Reviews
Word of Mouth
71. Viral Coefļ¬cient
The average number of customers
that each customer refers
72. Viral Coefļ¬cient - Example
Each company customer
invites 5 other customers via email
20% click on that email link
50% of those users convert into customers
73. Viral Coefļ¬cient - Example
Viral Coefļ¬cient = Referrals x click through x conversion
5 x 0.2 x 0.5 = 0.5
74. Viral Coefļ¬cient
A viral co-efļ¬cient greater than 1
means that every customer
gets more than one other customer on average
75. Viral Coefļ¬cient
A viral co-efļ¬cient greater than 1
means that every customer
gets more than one other customer on average
Therefore your product will grow virally
76. Viral Coefļ¬cient
Measure automatically for all
your built in referral mechanism
Give customers unique invite URLs
and track conversions
77. Viral Cycle Time
Viral Cycle Time = the average time taken for
a referral to turn into a customer
With the viral coefļ¬cient
and viral cycle time
you can determine your viral growth
78. Net Promoter Score
Net Promoter Score: Number of people who would
recommend your product to a friend
A single question survey
79. Net Promoter Score
āHow likely is it you would recommend my product to a
friend or colleague?ā
0 1 2 3 4 5 6 7 8 9 10
NPS = % Promoters - % Detractors
80. Net Promoter Score
Survey a small percentage
of your customers by email weekly
Record who you sent to so
you donāt repeat the same people
every week
81. Net Promoter Score
NPS is not a direct measurement
that translates to key metrics
Can act as a leading indicator of other metrics
83. Making Money
Key for any business is to ļ¬nd out how much proļ¬t
they make for every customer
and scaling the number of customers
84. Lifetime Customer Value
How much money you make
for every customer you acquire
For some this a single transaction
For subscription businesses it depends on retention
85. Cancellation Rate
Cancellation rate = is the percentage number of
customers who cancel in any given month compared to
total (paying) customers
[Cancellation rate] =
[product utility] + [service quality]Ā + [acceptable price]
86. Lifetime Customer Value (LTV)
LTV = monthly revenue x nĀ° months in lifetime
NĀ° months = 1 / cancellation rate
LTV = monthly revenue / cancellation rate
87. Lifetime Customer Value (LTV)
For example:
If ā¬20 a month and cancellation rate is 10% a month
LTV = ā¬200
88. Lifetime Customer Value (LTV)
Often not that simple.
Short term cancellation rates are
much higher than long term
Use Cohort Analysis to determine
89. Lifetime Customer Value (LTV)
r = short-term cancellation rate (e.g. 0,15)
p = long-term cancellation rate (e.g. 0.03)
s = number of months in the āshort-termā age group
(e.g. 3)
(1-r)^s x (s + 1/p) = expected months
99. Innovation Accounting
āTo improve entrepreneurial outcomes, and to
hold entrepreneurs accountable, we need to focus
on the boring stuff: how to measure progress,
how to setup milestones, how to prioritize
work. This requires a new kind of accounting,
speciļ¬c to startupsā
(Eric Ries - The Lean Startup)
100. Innovation Accounting
Concentrate on macro metrics
Everything you do should attempt to change a metric
Try to use as few tools as possible
106. Kanban Board
I know: this isnāt an example of an exciting and well done Sprint :)
107. (Lean) Product Management
Well, trying to connect the dots:
what we learnt so far is how the Product Owner
can deļ¬ne and prioritize stories at every Sprint
in a Startup that wants to be called, you know, Lean! :)
108. Learning Boards - Lean Stack
We will talk about the Lean Stack of Ash Maurya
or other possible ālean mappingā frameworks
in a future presentation
110. Credits
Stuart Eccles - Lean Startup Metrics
Joshua Porter - Metrics-Driven Design
David Cancel - Data-Driven Marketing
Lean Startup Machine -
How to measure the metrics that determine real progress
(and the others speciļ¬ed directly in the slides when picking
some parts of books or blogs)