Submitted by Gabriel Ribeiro (ribeirogabriel@gmail.com) on 2015-01-14T19:32:17Z No. of bitstreams: 1 Ribeiro-Lean-Startup-MPA-FGV-2014.pdf: 844785 bytes, checksum: b0b1c9209292a833e8683d31db2f58bd (MD5) / Approved for entry into archive by Ana Luiza Holme (ana.holme@fgv.br) on 2015-01-14T19:34:58Z (GMT) No. of bitstreams: 1 Ribeiro-Lean-Startup-MPA-FGV-2014.pdf: 844785 bytes, checksum: b0b1c9209292a833e8683d31db2f58bd (MD5) / Made available in DSpace on 2015-01-15T10:32:27Z (GMT). No. of bitstreams: 1 Ribeiro-Lean-Startup-MPA-FGV-2014.pdf: 844785 bytes, checksum: b0b1c9209292a833e8683d31db2f58bd (MD5) Previous issue date: 2014-12 / Recentemente diversos empreendedores passaram a empregar uma nova abordagem na criação de empresas, denominada 'Lean Startup' que, começou a ser difundida no Brasil em 2012 com o livro de Eric Ries. Seguindo a perspectiva do empreendedorismo como método, ela representa uma ruptura nos estudos de empreendedorismo, pois é diferente da abordagem preditiva utilizada até então em que elabora-se um plano de negócios e, somente depois da busca de investimentos, o produto é testado com clientes. Embora muito utilizada, existem poucos estudos acadêmicos sobre as práticas Lean aplicadas a Startups, daí a relevância do presente estudo. Com caráter exploratório, a pesquisa utiliza uma metodologia quantitativa e se vale de uma survey, respondida por 115 empreendedores, sócios de empresas de base tecnológica com até 42 meses de existência, com o objetivo de descobrir se eles conhecem a Lean Startup, o quanto suas ferramentas são adotadas e se elas trazem efeitos positivos. Como resultado, constatou-se que a Lean Startup é amplamente conhecida e utilizada, foram encontradas sinalizações de resultados positivos obtidos pelo uso de algumas de suas ferramentas - feedback acelerado, produto mínimo viável (PMV) e métricas da contabilidade para inovação, que medem o aprendizado no lugar de lucro. Dessa forma, a pesquisa contribui com o aumento do conhecimento sobre a Lean Startup, bem como por meio da formulação de perguntas para direcionar estudo futuros. / Since 2012, several entrepreneurs in Brazil have adopted an approach to business creation called 'Lean Startup', which began to be disseminated with the publication of the book The Lean Startup by Eric Ries. Following the perspective of entrepreneurship as a method, it represents a break in entrepreneurship studies because of its difference from the traditional predictive approach in which a business plan is developed. Only after the pursuit of investments is the product tested with customers. Although widening in use, there are few academic studies on lean startup practices, hence the relevance of this study. Using an exploratory character, this research uses a quantitative methodology and relies on a survey answered by 115 entrepreneurs from technology-based companies with up to 42 months of existence, in order to find out the extent of their knowledge of the lean startup method, how its tools were adopted and if they brought positive effects. As a result, it was discovered that the lean startup method is widely known and used. Evidence was found of positive experience from using some of the practices, such as fast feedback, minimum viable product (MVP) and in accounting for innovation - metrics that measure the entrepreneur’s learning instead of profit. Thus, the research contributes to the increase of knowledge about the Lean Startup, as well as through the formulation of questions to guide future study.

打造一個好的產品是所有早期新創公司的核心，然而如何將產品從構想到販售並取顧客喜愛，則是一個需要理論與實務結合、不斷實驗的過程。在本論文中，作者將過去三年實際帶領產品-Voltset從出生到成長的經驗紀錄下來並與理論相呼應，探討一個新產品如何透過不斷循環的迭代過程 (iteration process)增加其新產品完整度 (product readiness) 。這三年當中，作者歸納了 Voltset從初期抽象構想的形成，獲得第一位付費的客戶，到後期在全球最大的群眾募資平台上進行全球市場驗證的過程。本論文主要會針對兩大部分做深度討論: 第一部分著重於探討如何在各種實際市場驗證測試中增加產品就緒度，並點出在目前現有理論框架，如: 精實創業 (the Lean startup) 下可能與實際執行面不同之處。根據本產品的經驗，新產品第一次的迭代過程循環應該經由以下幾個步驟：產品目標市場願景、產品本身定義、最小可行性產品構築、意見領袖背書、市場驗證、市場測試與學習。第二部分則是討論當在定義一個新產品的功能與特徵時，如何正確地選擇性聽取以及以什麼方式來聽取目標客戶的需求。根據打造 Voltset產品的經驗，作者發現當潛在客戶聲音太廣泛時，應只聽取”已付費”客戶的意見，因為該族群的產生是藉由深入了解產品價值，並經歷認同與付費過程而形成，因此會在產品的功能與特徵上的需求較聚焦。 本論文藉由親身實務經驗與理論的對話提供深度的產品迭代過程探討，作者期許這樣的研究能對於縮小理論與實務的鴻溝做出貢獻。 / Product building is a core activity for any early-stage startup. However, there are still many gaps between literature to real world practice for successfully developing a product that is accepted by the market. In this thesis, the building experience of Voltset -- a one of the kind hardware and software integrated multimeter, is studied for its journey of product iteration process to increase product readiness. The cofounder of the startup as well as the author of this thesis, has reflected his firsthand experience with literature such as the Commercializing New Technologies and the Lean Startup to seek steps necessary to move the project from shaping an abstract concept, acquiring the first paying customer, and then campaigning a successful crowd funding project. The thesis focuses on answering two questions: First, what are the steps required to enhance product readiness through validation testing from the first business idea to receiving its first group of paying customers. Based on the experience of Voltset and the Lean startup framework, it suggests the first product iteration process should loop through the following stages: Product market vision, product definition, minimum viable product building, key opinion leader endorsement, validation sell, measure, and learn. Second, when a product specification needs to be pinpointed, who and how to listen to the voice of targeted customers (VOC) is the state-of-art question for early-stage startups. Within the scope of this experience, it indicates to focus only on paying customers since they understand the potential value of the new product and have similar needs compare to the wide range of feature request from the rest of potential buyers. This thesis provides the insights of product iteration from first-hand experience, enriching the knowledge gap between real product building and theoretic framework point of view.

本研究依循Web 2.0內容平台的研究成果，探討在科技快速變遷之下，網路新創事業如何尋找創意靈感的源頭活水？如何以精實創業模式，節省時間與資源的浪費，透過社群經營找到商業模式創新的可能性，在競爭激烈的網路產業紅海中，快速搶占市場先機脫穎而出？ 首先，本研究針對過去許多學者在網路企業、虛擬社群、商業模式及精實創業等各理論的發展進行探討說明，接著以Eric Ries（2011）的精實創業理論與Steve Blank（2013）的精實創業三原則為研究主軸，融合Wheelwright and Clark（1994）的Design-build-test Cycle之Design Phase、Hagel Ш and Arthur G. Armstrong（1997）建立臨界數量會員的三大挑戰、Gary Hamel（2000）的事業經營模式，成為本研究分析架構的基礎。本研究採取探索性個案研究法，選取iCook愛料理及iPeen愛評網兩個企業個案，進行半結構式訪談，深入了解網路新創事業的起源、理念、發展與作法。 透過分析比較企業個案與文獻理論探討，本研究之發現如下： 一、新創事業的創意靈感來源，來自於對使用者的深入觀察及國外成功案例的啟發。創新商業模式的作法須以「企業價值主張」及「目標客群鎖定」為中心，透過「減法」方式建構最小可行方案，並融合國外創新成功因子及台灣在地文化，提升創新事業的新穎性及適地性。 二、建構虛擬社群的方式，須回歸於「產品功能介面」與「顧客使用經驗」的不斷優化，輔以知名品牌或關鍵人物的口碑宣傳，加速擴散行銷，並善用內容資產及消費者心理分析，加強產品的功能服務及客製化使用程度，以提升顧客對企業品牌的忠誠度。 三、以敏捷開發法創新商業模式，須由草根模式發展核心策略，適時參考顧客的回饋意見，不斷輸入外部知識以避免團隊核心僵化，進而加速產品開發週期循環，並藉由價值網絡的策略聯盟，累積企業的知名度與顧客流量，最後能以自身品牌資產主動創造合作網絡的價值。 最後依據結論提出網路新創事業在經營管理方面的建議，如下所述： 一、深度經營垂直性社群，輔以口碑行銷擴散社群廣度。 二、跨領域整合硬體、軟體、內容、服務各方優勢，創新商業模式的應用。 三、精實創業的過程，講求階段性開發的速度而非精準度，因此團隊成員的專業核心能力為成功的關鍵要素所在，配合顧客回饋意見及創新審核法的檢視，以薄創新的開發方式搶占市場先機。 / Based on the study results of Web2.0, this research attempted to explore how internet new businesses seek for inspiration in the era of rapid advancement of technologies? How can they discover the possibilities of inventing a new business model by taking community as the business center and seize the market in such a competitive network industries by employing the lean startup model to make good use of time and avoid wasting resources? First of all, this research aims at discussing the development of theories of internet enterprises, virtual communities, business models and the lean startup models put forward by scholars. Next, the basic structure of this research is formed by centering on The Lean Startup Model Theory (Eric Ries, 2011) and Three Principles of The Learn Startup Model (Steve Blank, 2013), and further integrates Design-build-test Cycle(Wheelwright and Clark, 1994), Three Challenges of Developing Critical Mass(Hagel Ш and Arthur G. Armstrong, 199) and Business Model Theory(Gary Hamel, 2000). This research adopted an exploratory case study method, where data was collected through semi-structured interviews with two enterprises—iCook and iPeen, to analyze and understand the origin, concepts, development and measures of innovative business network. After this study compared the analysis of the case study of the enterprises and reviewed literatures, the findings of this research are as follows. First, the inspiration of innovative businesses stem from closely studying targeted users and successful cases from overseas. Innovative business models should be “value-proposition-oriented” and “targeting-customer-oriented”, employ “subtraction” to develop a feasible plan and fuse successful elements of abroad cases and Taiwan culture into innovative business models to enhance the novelty and localization of innovative businesses. Second, the methods of establishing virtual communities should put emphasis on ceaselessly optimizing “product function interface” and “customer’s using experience”, cooperate with well-known brands or key men to promote products and marketing, make good use of content assets and customer psychology analyses, and intensify product function services and customization utilities to increase customer loyalty in business brands. Third, agile-development-based innovation business models should center A Grass Roots Model of Strategy Formation to develop core strategies, take customers’ feedback into consideration, and constantly instill external knowledge to avoid core rigidities to further accelerate product development cycle; through value network of strategic alliance, the enterprises accumulate corporate recognition and customer flow. Eventually ebterprises can establish their own brands to actively create the value of cooperative network. Finally, based on the conclusions, this research proposed three suggestions of management for the internet new business as below. First, deeply engage with vertical community and cooperate with word of mouth marketing to extent the span of community. Second, to integrate hardware, software, content and service interdisciplinarily in order to innovate the application of business model. Third, the process of The Lean Startup emphasized on the speed of phased development rather than accuracy. Therefore, the key success element is the professional skills of the entrepreneurial team members, with customer’s feedback and innovation accounting method of viewing the business in order to accelerate the development of innovation to seize market opportunities.

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