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Playing to build great projects from unknown needs. Jorge Zavala Chief Disruptive Officer Kinnevo San Jose, CA Jorge.zavala@kinnevo.com. Had you ever think about. How do you find the unmeet needs from your unknown customers?. Seeking for problems and pains .

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playing to build great projects from unknown needs

Playing to build great projects from unknown needs

Jorge Zavala

Chief Disruptive Officer

Kinnevo

San Jose, CA

Jorge.zavala@kinnevo.com

had you ever think about
Had you ever think about

How do you find the unmeet needs from your unknown customers?

seeking for problems and pains
Seeking for problems and pains
  • One approach to explore where are hidden opportunities is to start finding problems in the environment
  • Finding a great unsolved problem is a matter of scanning our usual place where we work, plan and spent time.
  • Not all problems are feasible or worthwhile to solve.
would you like to
Would you like to:
  • Focus on finding new business opportunities
  • Looking for high content of innovation
  • Low level of investment
  • Market validation
  • Strategy to find products with a long life
  • Fast prototype and development time
two approaches to validate
Two approaches to validate

Interactive based on Innovation Games

Product

Box

Prune

The Three

Buy a Feature

Remember

the

Future

Customer Acquisition

Roadmap

Value

Proposition

MVP

Customer

Development

Business

Model

Lean Startup based new product evaluation

tools to convert

Tools to convert

http://innovationgames.com/

there are problems around us
There are problems around us?

Find as many problems that you can identify in your environment in areas that you would like to work using brainwriting

how our problems are interrelated
How our problems are interrelated?

Each problem has an environment that we should fit in it.

How much is feasible that our expertise and knowledge fit in it?

how our customer see the field
How our customer see the field?

http://www.businessdesigntools.com/2011/12/empathy-mapping/

Finding how potential customers see the problems we like to fix help us to find the level of importance and feasibility of finding a good opportunity

value proposition
Value Proposition
  • From the first discovery stage, create a value proposition to customer that will be used to validate hypothesis
  • There is not need to have a great amount of data at this time
  • The value proposition can iterate several times till traction is found
decisions on the horizon
Decisions on the horizon
  • Finding an good problem to solve is a great step forward.
  • What is the real pain of the people? Each one see it in a lot of different ways.
  • The common elements of a general solution is a pain to find.
  • How do we find the right combination to build a good product or service?
prune the product tree
Prune the Product Tree
  • Draw a graphic image of a tree to represent growth of the product/service.
  • Add your current project portfolio / product roadmap as leaves and apples.
  • 5 to 8 invited stakeholders are asked to shape the “growth” of your offering.
  • Captures very rich information about perceptions of the future, timing of new concepts, and balance among delivered offerings
  • In-person
  • Provides rich opportunity for “new” ideas
  • Online
  • Captures data for sophisticated analysis of preferences

Goal:Develop ideas for new products and services.

buy a feature
A list of 12-20 items (features or projects) are described in terms of benefits and cost

5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy”

Captures very rich information about customer motivations, trade-offs, objections, actual collective needs

In-person

Provides rich opportunity for “new” ideas

Online

Captures data for sophisticated analysis of preferences

Preliminary trials indicate faster/more accurate results than traditional tools

Buy a Feature

Goal:Prioritize

Product Backlogs / Project Portfolios

vision 20 20
Vision 20/20
  • When you’re getting fitted for glasses, your optometrist will often ask you to compare between to potential lenses by alternately showing each of them (“which of these lens is better… number 1 or number 2?”).
  • Start by writing one feature. Shuffle the pile. Take the first one and put it on the wall. Take the next one and ask your customers if it is more or less important than the one on the wall. If it is more important, place it higher. If it is less important, put it lower. Repeat this process with all of your feature cards and you’ll develop 20/20 vision on what your market really wants!

Goal: Understand Customer Priorities

minimum viable product
Minimum Viable Product
  • Build a prototype of your value proposition with the minimum amount of features to test how the user react to the proposal.
  • Identify the core elements of your product
  • You may have multiple pitches and approaches to present the product to customers
build the product box
Build the Product Box
  • Ask your customers to imagine that they’re selling your product at a tradeshow, retail outlet, or public market.
  • Give them a few cardboard boxes and ask them to literally design a product box that they would buy.
  • The box should have the key marketing slogans that they find interesting.
  • When finished, pretend that you’re a skeptical prospect and ask your customer to use their box to sell your product back to you
remember the future
Remember the Future
  • Ask them to imagine that it’s some time in the future and that they’ve been using your product.
  • Ask your customer to write down, in as much detail as possible, exactly what your product will have done to make them happy
how can you use it in the real life
How can you use it in the real life?

You as an entrepreneur or manager needs to explore different alternatives to create new products or find new opportunities.

Dare to explore the world inviting your customers and suppliers under your guidance and mentoring to discover new business opportunities.

how do you make your own project
How do you make your own project?
  • Invite customers and suppliers to hold a two day retreatment to play new ideas in a seclude place
  • Share your findings and explore new ways to solve the problems that are floating around you. If the problem is good, you need to work on it to provide a solution and build new businesses.
two approaches to validate1
Two approaches to validate

Interactive based on Innovation Games

Product

Box

Prune

The Three

Buy a Feature

Remember

the

Future

Customer Acquisition

Roadmap

Value

Proposition

MVP

Customer

Development

Business

Model

Lean Startup based new product evaluation

success reward to
Success Reward.to

http://jobs.rewards.to/

success case buildbinder
Success Case: BuildBinder

http://web.buildbinder.com/

success case yaxi
Success Case: Yaxi

http://yaxi.mx/

business model generation
Business ModelGeneration

http://www.alexosterwalder.com/

playing to build great projects from unknown needs1

Playing to build great projects from unknown needs

Jorge Zavala

Chief Disruptive Officer

Kinnevo

San Jose, CA

Jorge.zavala@kinnevo.com