Quelles sont les meilleures façons de s’assurer que votre MVP répond aux besoins des clients ?

Definitivamente, lo más importante es definir claramente la necesidad o problema que hemos identificado en el cliente. Una vez validemos que esta necesidad existe con un prototipo básico, por ejemplo el elaborado por dropbox en sus inicios; se puede comenzar a plantear una solución. La solución, al igual que el problema, deben ser validados de forma rápida y barata para poder ir estableciendo el camino correcto de la solución que se quiere desarrollar. Tal como menciona el artículo, usar el Value-Proposition Canvas es una buena herramienta para identificar y colocar los primeros elementos del proceso. Al mismo tiempo, debemos recordar que todo lo que se va generando en el desarrollo de producto siempre esta vivo.

Most importantly identify the problem you want to solve: Begin by clearly defining the problem you aim to solve and understanding your target users' pain points. Collect qualitative and quantitative data, such as customer interviews, surveys, and usage analytics, to validate that the identified problem resonates with the users and is a significant pain point.

Use a model to help you ask the right questions to define the problem and solution. "Jobs to be done", is a great approach to start with and for models. the book, Value Proposition Design by Strategyzer can help.

Defining the problem-solution fit is a crucial initial step. It's about pinpointing the specific pain points faced by your target audience and crafting a solution that effectively addresses those issues. Utilizing tools like the lean canvas or the value proposition canvas can streamline the process, aligning your product vision closely with the identified customer needs and offering a unique value proposition. This clarity helps pave the way for a well-structured MVP.

Es gibt unzählige Möglichkeiten, ein MVP zu validieren und das zu tun ist extrem wichtig. Man sollte aber nicht nur das Minimum Viable Product validieren, sondern in allen Phasen des Produkts und der Produktentwicklung Feedback einholen und hierfür auch stets Annahmen definieren, um zu schauen, ob man auf dem richtigen Weg ist. Ganz zu Beginn sollte die bloß Idee mit potenziellen Nutzern vielschichtig diskutiert werden. Qualitatives Feedback steht zu Beginn im Vordergrund. Später können Klicks auf einer ersten Landingpage gemessen werden - so fragte Dropbox z.B. ihre Idee von online-Datenspeicher über eine Landingpage ab, bevor die Idee umgesetzt wurde. Wieder später können Nutzerflows in einem digitalen Produkt getrackt werden.

Validating assumptions is crucial for MVP development. Use customer interviews, surveys, and prototypes to gather real data and feedback. This helps in understanding what resonates with your audience, allowing you to iterate effectively and invest wisely.

I’ve found that gathering a small group of potential users in the problem/solution space into a beta/test group will speed up the feedback loop. Shorten the feedback loop as much as possible. I’ve seen this turn a low confidence MVP into a strong healthy MVP knowing that it will have product market fit upon delivery.

You must apply Empathy to validate your assumptions for solving the problem. you must put yourself in your customer's shoes.. Start by clearly defining your assumptions about your target users, their problems, and the value your solution provides. Conduct interviews, surveys, and observational research to immerse yourself in the users' context and gain a deep understanding of their behaviours, preferences, and pain points. Actively listen to their experiences and challenges, and ask open-ended questions to uncover insights that might challenge or refine your initial assumptions. Use empathy maps and user personas to visualize and share the gained insights within your development team.

Validating assumptions is crucial to ensure your MVP is on the right track. Testing these assumptions with real data and feedback through methods like customer interviews, surveys, landing pages, or prototypes before diving deep into development helps verify the viability of your ideas. This iterative process allows you to learn from the results and refine your product accordingly, enhancing its chances of success.

Be biased towards speed. Delete what you don't need. The two keys to ensuring you're on the right path are right in the name: Minimum and Viable. MINIMUM means getting the product out the door as quickly as possible, in front of real customers to solicit their feedback. Actively work to delete unnecessary features on a daily basis. What constitutes unnecessary? That brings us to... VIABLE means your product has just enough features to target a very specific segment of your audience. This is not your final product. This is how you get to your final product. If you're product can be used by anyone, then it has too many features. If you're wondering to build feature A or feature B, you have too many features. Delete, delete, delete.

MVP is not only the minimum features but the best features that do the marketing for your product. You can not spend too much for marketing for promoting MVP.

Con cada iteración, con cada feedback que podamos obtener tanto de los clientes como de las áreas involucradas en el desarrollo, es importante crear una base de conocimiento que permita mantener el producto en el ciclo continuo de crecimiento y mejora.

The build-measure-learn cycle in the lean startup methodology emphasizes creating an MVP with essential features, measuring user interactions, and gathering data to learn and iterate. By tracking key metrics like customer satisfaction, retention, and engagement, and collecting qualitative feedback such as reviews and comments, you continuously refine your product based on real user insights, ensuring it aligns with customer needs and preferences.

For those who do not know what is MoSCoW or Kano model.. The MoSCoW method is a prioritization technique used to categorize project requirements into four priority levels: Must-haves, Should-haves, Could-haves, and Won't-haves. Kano model is used for prioritizing features or attributes based on customer satisfaction. It classifies features into five categories: Basic Needs, Performance Needs, Excitement Needs, Indifferent Needs, and Reverse Needs.

A nivel de features del producto estas dos técnicas de priorización me parecen adecuadas. Y añadiría una de mis favoritas llamada ICE Score que engloba de manera más amplia el estudio de las iniciativas/características de un producto. La conozco gracias a Itamar Gillad y me parece que es un enfoque simple y que al mismo tiempo te da oportunidad para incluir indicadores propios y acordes a la industria y el producto.

Employing methods like the MoSCoW technique or the Kano model helps in ranking features by importance and desirability, considering their impact on addressing customer needs and technical feasibility. Similarly, when collecting and processing feedback, it's vital to discern its relevance and credibility. Listening to customers is essential, but it's also important to filter feedback based on its source, frequency, and consistency to make informed decisions for product iteration.

You must always be super quick to fix the bugs or pivot your MVP if you are not getting the ideal response from your users or customers

teration and pivoting are key for MVP success. Make small, data-driven improvements and, if necessary, fundamental changes based on customer feedback and metrics. Always communicate these changes transparently to customers and stakeholders to maintain engagement.

Iterating and pivoting are crucial steps in the MVP development process. Iteration involves making incremental adjustments to enhance the product's performance and alignment with customer needs. Conversely, pivoting signifies more significant alterations to the product or business model aimed at achieving a better fit with the problem-solution approach. It's important to base these decisions on data-driven insights derived from key metrics and customer feedback, rather than personal preferences. Effective communication about these changes with customers and stakeholders is also essential for keeping them engaged and informed throughout the process.

To ensure your MVP meets customer needs, focus on thorough market research, incorporate early customer feedback, and prioritize features that directly address key customer pain points. Additionally, keep track of key performance indicators to measure and align with customer expectations.

SPEED is the number one thing to launch an MVP. Of course, before launching that ugly half-functional thing, you have to be 100% sure about the problem you're solving and how you'll measure success (or failure).

Make sure when you’re presenting your MVP, explain WHY the project was created and what problems it solves BEFORE jumping into discussion of its features and details. Sell the emotions in the first place.

Embrace failure as part of the process: In the journey of creating an MVP and aligning it with customer needs, failure can be an invaluable teacher. Each setback or unsuccessful iteration provides an opportunity to gain critical insights, refine strategies, and redirect efforts. Embracing failure as a learning experience can pave the way for more informed decisions, ultimately contributing to the development of a more refined and customer-centric MVP.