INNOVATION IN BUSINESS ENTREPRENEURSHIP MANUAL

MANUAL INNOVACIÓN EN EL EMPRENDIMIENTO EMPRESARIAL

The Customer Development Cycle is a model that highlights the importance of the customer as the centre of the development of any product and service, where their opinion is what validates the success of the work done. In fact, it has to be linked to the agile development phase. It invites us to lose our fear and to validate "on the street" with the real customer what we do, experimenting with our hypotheses, with metrics that will vary according to the business and the company. The use of short cycles appears again, as well as managing an environment of uncertainty and some chaos. He also addresses the issue of cash (money), where he gives a conservative view while testing and inviting to spend when we already know what for and we are clear (and measured) where we are going and what results are expected.

The Lean Startup model consists of three phases: • Build • Measure • Learn

This is the guideline for the entire Lean Startup method. It involves short cycles (as in Agile development or customer development) in which a new version of a product or service is created, launched on the market (in a more or less limited test: focus group, betatesters...) and the results are measured. Based on these results, learning takes place and new decisions are taken, which may include continuing along this path, taking a step back and trying another alternative..... And they can affect the definition of specifications, product development, marketing, pricing, commercialisation... the process is the same regardless of the area in which we are working. Validated learning: everything that is done must have validated learning, that is, not as an excuse of "I have failed, but I have learned" but as something measurable in concrete parameters that allow the business to move forward. Every action we design must be accompanied by metrics that measure the success or otherwise of the action. These metrics will be those that really contribute to the business, project, company that we are developing, differentiating them from the "vanity metrics" that can talk about repercussion, popularity... but not about key business factors. These metrics have been prefixed and are completely aligned with the "ultimate goal" of the business, to avoid adjusting them "a posteriori" depending on the results.

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European Open Business School