To address that concern, VLS created a slightly more substantial mobile cart that looked more like a kiosk. VLS also experimented with parking the carts in front of a local minimarket chain.
Further iterations helped VLS gure out which services people were most interested in and what price they were willing to pay. They discovered that customers often wanted their clothes ironed and were willing to pay double the price to get their laundry back in four hours rather than twenty-four hours. The kiosk used Western detergents and was supplied daily with fresh clean water delivered by VLS.
Since then, the Village Laundry Service has grown substantially, with fourteen locations operational in Bangalore, Mysore, and Mumbai. And almost 60 percent of the business is coming from repeat customers. We have serviced more than 10, customers in the past year alone across all the outlets. This agency is tasked with protecting American citizens from predatory lending by nancial services companies such as credit card companies, student lenders, and payday loan o ces.
The plan calls for it to accomplish this by setting up a call center where trained case workers will eld calls directly from the public. Left to its own devices, a new government agency would probably hire a large sta with a large budget to develop a plan that is expensive and time-consuming.
However, the CFPB is considering doing things differently. President Obama tasked his chief technology o cer, Aneesh Chopra, with collecting ideas for how to set up the new startup agency, and that is how I came to be involved. My suggestion was drawn straight from the principles of this chapter: treat the CFPB as an experiment, identify the elements of the plan that are assumptions rather than facts, and gure out ways to test them.
Using these insights, we could build a minimum viable product and have the agency up and running—on a micro scale— long before the official plan was set in motion. The number one assumption underlying the current plan is that once Americans know they can call the CFPB for help with nancial fraud and abuse, there will be a signi cant volume of citizens who do that.
This sounds reasonable, as it is based on market research about the amount of fraud that a ects Americans each year. However, despite all that research, it is still an assumption. If the actual call volume di ers markedly from that in the plan, it will require signi cant revision.
What if they have very di erent notions of what problems are important? What if they call the agency seeking help for problems that are outside its purview? To start experimenting immediately, the agency could start with the creation of a simple hotline number, using one of the new breed of low-cost and fast setup platforms such as Twilio.
In the rst version, the prompts could be drawn straight from the existing research. Instead of a caseworker on the line, each prompt could o er the caller useful information about how to solve her or his problem.
Instead of marketing this hotline to the whole country, the agency could run the experiment in a much more limited way: start with a small geographic area, perhaps as small as a few city blocks, and instead of paying for expensive television or radio advertising to let people know about the service, use highly targeted advertising.
Flyers on billboards, newspaper advertisements to those blocks, or specially targeted online ads would be a good start. Since the target area is so small, they could a ord to pay a premium to create a high level of awareness in the target zone. The total cost would remain quite small. But it is also not very expensive. This product could be built in a matter of days or weeks, and the whole experiment probably would cost only a few thousand dollars.
What we would learn from this experiment would be invaluable. The agency could begin to test marketing messages: What motivates people to call? It could start to extrapolate real-world trends: What percentage of people in the target area actually call?
The extrapolation would not be perfect, but it would establish a baseline behavior that would be far more accurate than market research. Most important, this product would serve as a seed that could germinate into a much more elaborate service. With this beginning, the agency could engage in a continuous process of improvement, slowly but surely adding more and better solutions.
Eventually, it would sta the hotline with caseworkers, perhaps at rst addressing only one category of problems, to give the caseworkers the best chance of success. By the time the o cial plan was ready for implementation, this early service could serve as a real-world template. The CFPB is just getting started, but already they are showing signs of following an experimental approach. For example, instead of doing a geographically limited rollout, they are segmenting their rst products by use case.
They have established a preliminary order of nancial products to provide consumer services for, with credit cards coming rst. This data will in uence the depth, breadth, and sequence of future offerings.
We have an opportunity to closely monitor what the public is telling us and react to new information. Markets change all the time and our job is to change with them.
In many cases, they are in the midst of building an organization in a way consistent with the best practices of current management thinking. They face the same challenges in both the public and private sectors, regardless of industry. Their challenge is to overcome the prevailing management thinking that puts its faith in well-researched plans. Remember, planning is a tool that only works in the presence of a long and stable operating history.
And yet, do any of us feel that the world around us is getting more and more stable every day? Changing such a mind-set is hard but critical to startup success. My hope is that this book will help managers and entrepreneurs make this change. As customers interact with those products, they generate feedback and data.
As we saw in Part One, the products a startup builds are really experiments; the learning about how to build a sustainable business is the outcome of those experiments. For startups, that information is much more important than dollars, awards, or mentions in the press, because it can influence and reshape the next set of ideas. In Part Two, we will examine it in great detail. Many people have professional training that emphasizes one element of this feedback loop.
Some managers are experts at strategizing and learning at the whiteboard. Plenty of entrepreneurs focus their energies on the individual nouns: having the best product idea or the best-designed initial product or obsessing over data and metrics. The truth is that none of these activities by itself is of paramount importance.
Instead, we need to focus our energies on minimizing the total time through this feedback loop. This is the essence of steering a startup and is the subject of Part Two. We will walk through a complete turn of the Build-Measure-Learn feedback loop, discussing each of the components in detail.
The purpose of Part One was to explore the importance of learning as the measure of progress for a startup. As I hope is evident by now, by focusing our energies on validated learning, we can avoid much of the waste that plagues startups today. As in lean manufacturing, learning where and when to invest energy results in saving time and money. To apply the scienti c method to a startup, we need to identify which hypotheses to test. The two most important assumptions are the value hypothesis and the growth hypothesis.
Each iteration of a startup is an attempt to rev this engine to see if it will turn. Once it is running, the process repeats, shifting into higher and higher gears. Once clear on these leap-of-faith assumptions, the rst step is to enter the Build phase as quickly as possible with a minimum viable product MVP. The MVP is that version of the product that enables a full turn of the Build-Measure-Learn loop with a minimum amount of e ort and the least amount of development time.
The minimum viable product lacks many features that may prove essential later on. However, in some ways, creating a MVP requires extra work: we must be able to measure its impact. For example, it is inadequate to build a prototype that is evaluated solely for internal quality by engineers and designers.
We also need to get it in front of potential customers to gauge their reactions. When we enter the Measure phase, the biggest challenge will be determining whether the product development e orts are leading to real progress.
The method I recommend is called innovation accounting, a quantitative approach that allows us to see whether our engine-tuning e orts are bearing fruit.
It also allows us to create learning milestones, which are an alternative to traditional business and product milestones. Upon completing the Build-Measure-Learn loop, we confront the most di cult question any entrepreneur faces: whether to pivot the original strategy or persevere. Although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we gure out what we need to learn, use innovation accounting to gure out what we need to measure to know if we are gaining validated learning, and then gure out what product we need to build to run that experiment and get that measurement.
All of the techniques in Part Two are designed to minimize the total time through the Build-Measure-Learn feedback loop. It was live on a handful of college campuses. It was not the market-leading social network or even the rst college social network; other companies had launched sooner and with more features.
Their story is now world famous. More than half of the users came back to the site every single day. In other words, Facebook also had validated its growth hypothesis. These two hypotheses represent two of the most important leap-of-faith questions any new startup faces.
Facebook was di erent, because it employed a di erent engine of growth. It paid nothing for customer acquisition, and its high engagement meant that it was accumulating massive amounts of customer attention every day. There was never any question that attention would be valuable to advertisers; the only question was how much they would pay. Many entrepreneurs are attempting to build the next Facebook, yet when they try to apply the lessons of Facebook and other famous startup success stories, they quickly get confused.
Is the lesson of Facebook that startups should not charge customers money in the early days? Or is it that startups should never spend money on marketing? These questions cannot be answered in the abstract; there are an almost infinite number of counterexamples for any technique. Instead, as we saw in Part One, startups need to conduct experiments that help determine what techniques will work in their unique circumstances.
For startups, the role of strategy is to help figure out the right questions to ask. What traditional business strategy excels at is helping managers identify clearly what assumptions are being made in a particular business. The rst challenge for an entrepreneur is to build an organization that can test these assumptions systematically. Many assumptions in a typical business plan are unexceptional. These are well-established facts drawn from past industry experience or straightforward deductions.
Hidden among these mundane details are a handful of assumptions that require more courage to state—in the present tense—with a straight face: we assume that customers have a signi cant desire to use a product like ours, or we assume that supermarkets will carry our product. Acting as if these assumptions are true is a classic entrepreneur superpower. They are called leaps of faith precisely because the success of the entire venture rests on them.
If they are true, tremendous opportunity awaits. If they are false, the startup risks total failure. Most leaps of faith take the form of an argument by analogy. We have a new technology X2 that will enable us to win market Y2 because we too have attribute Z.
The problem with analogies like this is that they obscure the true leap of faith. That is their goal: to make the business seem less risky. They are used to persuade investors, employees, or partners to sign on. Most entrepreneurs would cringe to see their leap of faith written this way: Large numbers of people already wanted access to the World Wide Web.
They knew what it was, they could a ord it, but they could not get access to it because the time it took to load images was too long. When progressive image loading was introduced, it allowed people to get onto the World Wide Web and tell their friends about it.
Thus, company X won market Y. Similarly, there is already a large number of potential customers who want access to our product right now. They know they want it, they can a ord it, but they cannot access it because the rendering is too slow.
When we debut our product with progressive rendering technology, they will ock to our software and tell their friends, and we will win market Y2. There are several things to notice in this revised statement. Is it really true that progressive image loading caused the adoption of the World Wide Web, or was this just one factor among many?
More important, is it really true that there are large numbers of potential customers out there who want our solution right now? In fact, that approach can help you discover assumptions that are not really leaps of faith. He explains the analog-antilog concept by using the iPod as an example. We think of that as a nonsense question today, but it is fundamental. When Sony asked the question, they did not have the answer. Jobs then had to face the fact that although people were willing to download music, they were not willing to pay for it.
Those are leaps of faith that I, as an entrepreneur, am taking if I go through with this business venture. They are going to make or break my business. In the iPod business, one of those leaps of faith was that people would pay for music. However, for every successful entrepreneur who was in the right place in the right time, there are many more who were there, too, in that right place at the right time but still managed to fail. Henry Ford was joined by nearly ve hundred other entrepreneurs in the early twentieth century.
Yet the vast majority managed to make no money at all. What di erentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.
Value and Growth As we saw in the Facebook story, two leaps of faith stand above all others: the value creation hypothesis and the growth hypothesis. The rst step in understanding a new product or service is to gure out if it is fundamentally value-creating or value-destroying. I use the language of economics in referring to value rather than pro t, because entrepreneurs include people who start not-for-pro t social ventures, those in public sector startups, and internal change agents who do not judge their success by pro t alone.
Even more confusing, there are many organizations that are wildly profitable in the short term but ultimately value-destroying, such as the organizers of Ponzi schemes, and fraudulent or misguided companies e.
A similar thing is true for growth. There are many value-destroying kinds of growth that should be avoided. An example would be a business that grows through continuous fund-raising from investors and lots of paid advertising but does not develop a value-creating product. Such businesses are engaged in what I call success theater, using the appearance of growth to make it seem that they are successful.
One of the goals of innovation accounting, which is discussed in depth in Chapter 7, is to help di erentiate these false startups from true innovators. Consider companies such as Amazon. Like its traditional counterpart, innovation accounting requires that a startup have and maintain a quantitative nancial model that can be used to evaluate progress rigorously.
At Toyota, this goes by the Japanese term genchi gembutsu, which is one of the most important phrases in the lean manufacturing vocabulary. You cannot be sure you really understand any part of any business problem unless you go and see for yourself rsthand. It is unacceptable to take anything for granted or to rely on the reports of others.
At Toyota, the manager responsible for the design and development of a new model is called the chief engineer, a cross-functional leader who oversees the entire process from concept to production. To gure out how to improve the minivan, he proposed an audacious entrepreneurial undertaking: a road trip spanning all fty U. In all, he logged more than 53, miles of driving.
In small towns and large cities, Yokoya would rent a current-model Sienna, driving it in addition to talking to and observing real customers. From those rsthand observations, Yokoya was able to start testing his critical assumptions about what North American consumers wanted in a minivan.
It is common to think of selling to consumers as easier than selling to enterprises, because customers lack the complexity of multiple departments and di erent people playing di erent roles in the purchasing process. If I learned anything in my travels, it was the new Sienna would need kid appeal. No matter how many intermediaries lie between a company and its customers, at the end of the day, customers are breathing, thinking, buying individuals.
Their behavior is measurable and changeable. Even when one is selling to large institutions, as in a business-to-business model, it helps to remember that those businesses are made up of individuals. All successful sales models depend on breaking down the monolithic view of organizations into the disparate people that make them up. The rst step in this process is to con rm that your leap-of-faith questions are based in reality, that the customer has a signi cant problem worth solving.
Instead, he picked up two phone books: one for Palo Alto, California, where he was living at the time, and the other for Winnetka, Illinois. Calling people at random, he inquired if he could ask them a few questions about the way they managed their nances. It turned out that they did, and this early validation gave Cook the con rmation he needed to get started on a solution. Those early conversations were with mainstream customers, not early adopters. Still, the conversations yielded a fundamental insight: if Intuit could nd a way to solve this problem, there could be a large mainstream audience on which it could build a significant business.
Design and the Customer Archetype The goal of such early contact with customers is not to gain definitive answers. Instead, it is to clarify at a basic, coarse level that we understand our potential customer and what problems they have. With that understanding, we can craft a customer archetype, a brief document that seeks to humanize the proposed target customer.
This archetype is an essential guide for product development and ensures that the daily prioritization decisions that every product team must make are aligned with the customer to whom the company aims to appeal. There are many techniques for building an accurate customer archetype that have been developed over long years of practice in the design community. Traditional approaches such as interaction design or design thinking are enormously helpful.
Yet because of the way design agencies traditionally have been compensated, all this work culminates in a monolithic deliverable to the client. For startups, this is an unworkable model. No amount of design can anticipate the many complexities of bringing a product to life in the real world. In fact, a new breed of designers is developing brand-new techniques under the banner of Lean User Experience Lean UX.
They recognize that the customer archetype is a hypothesis, not a fact. The customer pro le should be considered provisional until the strategy has shown via validated learning that we can serve this type of customer in a sustainable way. Other entrepreneurs can fall victim to analysis paralysis, endlessly re ning their plans. In this case, talking to customers, reading research reports, and whiteboard strategizing are all equally unhelpful.
Unfortunately, most of these errors cannot be detected at the whiteboard because they depend on the subtle interactions between products and customers. If too much analysis is dangerous but none can lead to failure, how do entrepreneurs know when to stop analyzing and start building?
The answer is a concept called the minimum viable product, the subject of Chapter 6. Although they still had grand ambitions, they were determined to keep the new product simple.
They built a minimum viable product. Does this sound like a billion-dollar company to you? Mason tells the story: 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. We would sell T-shirts on the rst version of Groupon.
If you want a different color or size, e-mail that to us. It was just so cobbled together. It was enough to prove the concept and show that it was something that people really liked. The actual coupon generation that we were doing was all FileMaker.
We would run a script that would e-mail the coupon PDF to people. Really until July of the rst year it was just a scrambling to grab the tiger by the tail. It was trying to catch up and reasonably piece together a product. It is revolutionizing the way local businesses nd new customers, o ering special deals to consumers in more than cities worldwide. Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it.
Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses. First of all, our product was still buggy and low- quality. The good news was that we were on a hockey-stick-shaped growth curve. Are those numbers in thousands?
The gross numbers were small because we were selling the product to visionary early customers called early adopters. Before new products can be sold successfully to the mass market, they have to be sold to early adopters. These people are a special breed of customer. Early adopters use their imagination to ll in what a product is missing. They prefer that state of a airs, because what they care about above all is being the rst to use or adopt a new product or technology.
As a result, additional features or polish beyond what early adopters demand is a form of wasted resources and time.
This is a hard truth for many entrepreneurs to accept. That world-changing product is polished, slick, and ready for prime time. It wins awards at trade shows and, most of all, is something you can proudly show Mom and Dad.
An early, buggy, incomplete product feels like an unacceptable compromise. How many of us were raised with the expectation that we would put our best work forward? Deciding exactly how complex an MVP needs to be cannot be done formulaically. It requires judgment. Luckily, this judgment is not di cult to develop: most entrepreneurs and product development people dramatically overestimate how many features are needed in an MVP. When in doubt, simplify. For example, consider a service sold with a one-month free trial.
Before a customer can use the service, he or she has to sign up for the trial. One obvious assumption, then, of the business model is that customers will sign up for a free trial once they have a certain amount of information about the service. A critical question to consider is whether customers will in fact sign up for the free trial given a certain number of promised features the value hypothesis. If you think about it, this is a leap-of-faith question.
Most entrepreneurs approach a question like this by building the product and then checking to see how customers react to it. I consider this to be exactly backward because it can lead to a lot of waste. Even if they do sign up, there are many other opportunities for waste.
For example, how many features do we really need to include to appeal to early adopters? Every extra feature is a form of waste, and if we delay the test for these extra features, it comes with a tremendous potential cost in terms of learning and cycle time.
The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time. Install its application, and a Dropbox folder appears on your computer desktop. Anything you drag into that folder is uploaded automatically to the Dropbox service and then instantly replicated across all your computers and devices.
The founding team was made up of engineers, as the product demanded signi cant technical expertise to build. It required, for example, integration with a variety of computer platforms and operating systems: Windows, Macintosh, iPhone, Android, and so on. Each of these implementations happens at a deep level of the system and requires specialized know-how to make the user experience exceptional. These are not the kind of people one would think of as marketing geniuses.
In fact, none of them had ever worked in a marketing job. They had prominent venture capital backers and could have been expected to apply the standard engineering thinking to building the business: build it and they will come. But Dropbox did something different. In parallel with their product development e orts, the founders wanted feedback from customers about what really mattered to them. In particular, Dropbox needed to test its leap-of-faith question: if we can provide a superior customer experience, will people give our product a try?
This is not the kind of entrepreneurial question you can ask or expect an answer to in a focus group. It replaces elaborate business plans with a single page business model. Business plans take too long to write, are seldom updated, and almost never read by others.
Documenting your plan is key, and the Lean Canvas replaces long and boring business plans with a 1-page business model that takes 20 minutes to create and gets read. Create your first Lean Canvas online and get access to how-to videos, team collaboration, and auto-versioning features. Open menu. Manifestos Continuous Innovation The way we build products has fundamentally changed.
The Customer Factory Make happy customers. Entrepreneur Academy Get the right tools, education, and coaching to validate and grow your idea.
Accelerator Platform Create more successful startups. Canva is a robust design tool, which is available for different versions of Windows. We created a Minimum Viable Community template, choosing the most crucial 9 questions to start with. Canva home.
Canvas is a modern educational platform that supports a deep focus on teaching and learning. Enjoy designing with Canva Chrome app. Canvas is a learning management system that the college utilizes to provide students with online instruction. It helps create amazing course content with a rich content editor, speed up grading, track learning outcomes, and can send notifications via email, facebook and text notifications.
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Instant Downloads. Here's how:Canvas Yale Help Site. New Document. Please select from the following options to login to your course. Download Canvas app for Android. Canvas is the main online learning system for Colorado State University students, faculty and staff. Add scene pages, pictures, texts and other elements to prepare in advance what you want to present in your video presentation. This is a free app with convenient templates. Canvas is Rice's Learning Management System for all course-related curriculum needs.
Canva for Mac. Using Fabric. Stand out with eye-catching Insta stories, cards, flyers, photo collage — even if you're new to design. Go mobile with the app. The compatibility is given by the CANvas download name as explained below. Browse other questions tagged javascript canvas download or ask your own question. Faculty can deliver dynamic, engaging learning experiences. There are many templates and elements here! Download Canva.
Fully customizable — easily edit the fonts, colors, graphics, layouts and more. Canvas uses computer vision and AI to create accurate 3D digital twins. Canva for Android. Canvas Envision is the visual communication and collaboration solution that empowers everyone to use 3D CAD models to share and understand essential product information with speed, ease, and precision.
This is upsetting. For more convenience, you can even download the app version for iOS and Android. Follow niklasvh. MelanieCanvaExplore more than 6, Canva templates for use in branding, e-commerce, and entrepreneurship projects of all kinds. Step 3: Once done, tap the purple "Download" button and wait for the process to be Canva Android latest 2.
Select a version of CANvas which is compatible with the firmware version running on the logger. Scan rooms in seconds and entire homes in minutes. Canvas X has had 2 updates within the past 6 months. Canvas is a Learning Management System that allows faculty to deliver course material electronically.
Student success is at the heart of Canvas. Ideas move from left to right on the board. Enjoy playing on big screen. Best Value. The Overflow Blog Podcast Passwords are dead! Long live the new authentication flows. You can build any type of website with this template such as corporate, business, gym, music, portfolio, blog, magazine, real estate, store, shop, courses, restaurant, spa Canvas is a Learning Management System that allows faculty to deliver course material electronically.
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These free images are pixel perfect to fit your design and available in both PNG and vector. Network Canvas was previously available to the public during a beta period for testing and feedback beginning in With Canvas, university community members will enjoy an LMS that is mobile-first, reliable, accessible, and can deliver highly customizable and experiential teaching and learning. Finally, one last tool to consider is LeadCanvas. This is another free tool that will let you fill out a lean canvas online quickly.
It has the nice benefit of not requiring you to sign up for an account so you can get started right away. The Lean Canvas is a useful tool for entrepreneurs who want to get their thoughts together.
Lean Canvas makes sure that you get to the essential points that will help you identify the most important risks you could face while starting a new business. The Technology Product Canvas was created to solve the problem of product and technology alignment once and for all. It acts as a quick and easy way to facilitate team discussions and get everyone on the team on the same page. Or on the same sticky note! One of the benefits of using this canvas is that by going through the process, you will start managing that alignment between two different but overlapping teams.
The Technology Product Canvas forces your teams to write down and visualize the product roadmap goals, technology roadmap goals, and discuss each product-technology stage of the roadmap.
Knowing what needs to be done on the tech side in order to reach goals on the product side is incredibly important. This exercise ensures the teams are in-sync so that the processes can go over as smoothly as possible. Essentially, the Technology Product Canvas aims to manage that sweet spot between business goals and technology capabilities. Both canvases have diverse but equally important uses in different stages of the product development process so for example you can think about the Lean Canvas as a macro view of your business, mapping out key points and numbers that will help you turn your idea into a viable product or service.
Now the Technology Product Canvas gets more specific, helping out exclusively in the product development phase so that product teams and technology teams are in sync and running things smoothly.
In the end, the Technology Product Canvas helps your teams achieve the goals and key aspects set in the Lean Canvas. At Smek Digital Consulting, website and marketing projects may include a discovery phase that incorporates the creation of lean canvases for your business.
Contact us to learn more. Tagged with: business consulting Business Model Canvas lean canvas. Category s : Business and Personal Development Consulting. What Is Lean Canvas? Problem Understanding the key problems of your customers is essential. Customer Segments Understanding who your customers are is a vital step. Channels What channels are you going to use to reach your customers? Revenue Streams Where is your money going to come from?
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