Originally developed in 2008 by Eric Ries with high-tech companies in mind, the Lean Startup philosophy has been expanded to apply to any individual, group, or business looking to bring new products or services to market.
The Lean Startup method was born from the new reality and the new needs of new companies in recent years. Today, the popularity of the lean Startup has grown outside of Silicon Valley (the place of its birth) and has expanded around the world, largely due to the success of Ries' bestselling book: The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses.
The Lean Startup philosophy is based on Lean Manufacturing, the lean production philosophy developed in the 80s by Japanese car manufacturers (Toyota). The lean production system considers waste all the expenditure of resources that is dedicated to an objective that is not the creation of value for the final consumer, and therefore an objective to be eliminated.
Lean thinking radically alters the way supply chains and production systems are organized. Among its principles are:
- Knowledge design Worker creativity Reduction of batch sizes Just-in-time production Inventory control Acceleration of cycle time
Lean Startup uses a different unit of progress, called validated knowledge. Using scientific knowledge as a criterion, the sources of waste that are plaguing entrepreneurial activity can be identified and eliminated.
DEFINITION
For its words in English Lean is translated as support and Startup as start-up. Thus, Lean Startup can be understood as a start-up support, in the words of Eric Ries, it is Lean because it is about building viable projects that try to make the most of each resource, generating the minimum waste of resources.
Lean Startup is a methodology for a different form of entrepreneurship that revolves around three techniques. Businesses and their creators can always be different, but the techniques are always the same:
According to Steve Blank, 3 Lean techniques are used:
- The design of Business Models (a tool that allows visualizing what is being built) Customer Development (a guide that allows knowing what steps to take to build a new business) Agile Development (a method that allows agility, using preferably free tools, produce software, physical products or services from an idea: The product launch date is the same day it is thought of).
MAIN OBJECTIVE
The basic premise of Eric Ries' Lean Startup is that a Startup is not a company but a temporary organization whose objective is to find a viable and scalable business model through a series of experiments that serve to learn, sell and grow, all this surrounded by great uncertainty.
Startups also have a goal, a destination in mind: to create a thriving business that changes the world. This goal is the vision of the Startup. For this, Startups employ a strategy, which includes a business model, a product map, a focus on partners and competitors, and ideas about who the consumers will be. The product is the end result of this strategy.
The Lean Startup method is a set of practices designed to help entrepreneurs increase the chances of creating a successful Startup. It is not a foolproof mathematical formula, but an innovative business philosophy that helps entrepreneurs escape the pitfalls of traditional business thinking.
WHY LEAN STARTUP?
Lean Startup minimizes the initial investment or because there is a roadmap that can guide you from inception to IPO. Lean Startup is better than the traditional because the traditional ensures with a probability of 90-something percent the failure of any business in less than 5 years. For its part, Lean Startup lowers that probability to less than 40 percent.
IN THE WORDS OF ERIC RIES
Eric Ries clarifies the mysteries of the entrepreneurial spirit and reveals that magic and genius are not the necessary ingredients for success.
The success of a company goes beyond perseverance and hard work, it consists of a process of continuous learning and teaching. It is about launching products at the time the idea arises even if they have not yet been perfected, which become in constant evolution and changes that allow improvement with respect to the first launch.
“Lean Manufacturing is a process originating in Japan that had worked in the Toyota production system, a totally new way of approaching the production of physical goods. I discovered that by applying the ideas of Lean Manufacturing to my own business decisions, with some adjustments and changes, I had the basis for a new theoretical framework that would allow me to analyze the problems. This line of thinking evolved into the Lean Startup method: the application of Lean thinking to the innovation process ”. (Ries, 2012)
LEAN STARTUP PRIORITIES
Lean Startup is based on an obsessive focus on the customer instead of the product, so that it seeks to learn from each iteration that the product generates in the consumer to test all kinds of hypotheses and thus achieve to know where to move forward.
In other words, this revolutionary methodology consists of daring to enter the market with products or services that have not yet passed the filters and approvals in traditional methodologies, having as its main intention to save time, evaluate the impact that is generated and from the experience to make the necessary improvements and transformations.
In order to validate the learning, it is essential to act quickly and not wait to have a perfectly finished product, as long as the hypotheses can be clarified and clarified with clients in a real way, time will be saved in knowing if it is being correct or should be rectified.
THE LEAN STARTUP METHOD
The five principles of the Lean Startup method proposed by Eric Ries consist of:
- Entrepreneurs are everywhere. The concept of entrepreneurship includes anyone who works within the definition of Startup: a human institution designed to create new products and services in conditions of extreme uncertainty. Entrepreneurship is management. A Startup is an institution, not just a product and requires a new type of management oriented to the context of extreme uncertainty. Validated learning. Startups do not only exist to produce things, make money or serve consumers. They exist to “learn” how to create sustainable businesses. Create-Measure-Learn. Its core business is turning ideas into products, measuring how consumers respond, and learning when to pivot or persevere.The processes of creating successful startups should be aimed at accelerating this Feedback circuit. Accounting for innovation. Progress should be measured, milestones (benchmarks) set, tasks prioritized, etc.
The Lean Startup method asks people to start measuring their productivity in another way. The goal of a startup is to find out what needs to be produced, what consumers want and what they will pay for, as quickly as possible. A new way of looking at innovative product development that emphasizes rapid iteration and consumer understanding, huge vision, and high ambition all at the same time.
The Lean Startup method is designed to teach a Startup how to drive. Instead of making complex plans based on many assumptions, constant adjustments can be made in a so-called Create-Measure-Learn feedback loop.
Source: Ries, E. (2012). The Lean Startup. Barcelona, Spain: Grupo Planeta. Page 54.
Products are constantly changing through the optimization process (engine spin). Every now and then the strategy must change (pivot). However, the overview does not usually change.
SET THE DEPARTURE POINT
A Startup can create a complete prototype of its product and offer it for sale to real customers through its main distribution channel. This single PMV (Minimum Viable Product) would test most of the Startup's assumptions and set the indicators at the exit point for each assumption simultaneously.
START THE ENGINE
When the exit point has been established, the Startup can work towards reaching the second learning milestone: getting the engine ready. Each initiative of product development, marketing or any other activity carried out by a Startup should have the objective of improving one of the key factors of the growth model.
MINIMUM VIABLE PRODUCT
This is how the concept of Minimum Viable Product (PMV) was born, which is nothing more than working with a version of it with the fundamental characteristics and that works properly, with the aim of maximizing learning about the business, the product and the market.
This approach clashes head-on with the classic operation of the traditional product development cycle, in which the correct order went through all the phases of product creation until development was completed to finally launch the product and hope that the approaches had been successful.
FEEDBACK CIRCLE
The information feedback circle create-mediate-learn in the Lean Startup, changes the classic development cycle for the new learning cycle, which is based on 3 phases:
- Build: develop the PMV focused on the hypotheses to be tested. Measure: we establish a series of metrics with which it is feasible to assess the experiment. Learn: thanks to the metrics you can obtain information with which you learn new details of the business to continue improving.
This cycle is iterative, that is, for each hypothesis that you want to check, you must create a new PMV, or a modification, and launch it to continue learning. It is a philosophy based on experimentation with very short development cycles.
TO LEARN
Learning is the oldest excuse for failure to perform. It's what managers turn to when they fail to achieve the results they promised.
For its part, validated learning. It is a rigorous method of showing where to go, it is the process of empirically demonstrating that a team has discovered valuable information about the present and future possibilities of the business.
WHERE IS THE VALIDATION FOUND?
Anyone who fails with a startup can claim that he or she has learned a lot from experience. They can tell a compelling story. The irony is that it is often easier to raise money or acquire resources when you have zero profits, zero customers, and zero consolidations in the market than when you have small numbers. Zero invites imagination, but small numbers invite questions about whether the big numbers will ever materialize.
One of the most important lessons of the scientific method is: if you cannot fail, you cannot learn.
Source: Ries, E. (2012). The Lean Startup. Barcelona, Spain: Grupo Planeta. Page 172.
AS AN EXAMPLE
A business can spend time improving the design of its product to make it easier for consumers to use. This assumes that the activation rate of new consumers is a key factor in growth and that their starting point is lower than the company would like. To demonstrate validated learning, design changes should improve the activation rate for new customers. If it doesn't, the new design should be judged a failure. This is an important rule: good design is what changes consumer behavior for the better.
PERSEVERE OR PIVOT THE BUSINESS MODEL
Following the Eric Ries methodology, another objective of conducting the experiments is to know when to persevere in the line that is being carried out or when to pivot the business model by changing any of its basic premises. This information is obtained with the learning that results from the MVPs (Minimum Viable Product) but the final decision always depends on the person in charge.
With a degree of uncertainty as great as in which any Startup operates, it is essential to be very flexible to know how to adapt the business to the realities of the market, it is useless to persevere with a magnificent business idea if you are not able to find clients they are willing to pay.
It is in this way and through various experiments that other customer segments, other utilities for the product, other opportunities, etc. can be found, which can guide and lead to success.
It is essential to incorporate the Lean Startup method in the way and in the idea of the business, in order to maximize the options for success and minimize the waste of resources incurred each time a product is launched with traditional methods.
LEAN STARTUP ON-LINE COURSE
With the intention of expanding and enriching the knowledge on the subject, it was decided to enter an online course regarding Lean Startup. Unfortunately, and like several courses on contemporary topics, its subscription implies an economic outlay that, although it is worth the cost, many times the resources available are not enough.
Fortunately, the main topics included in the Lean Startup methodology could be found, with which the vast information involved in starting a Startup can be identified and contextualized in a broader way, with the knowledge and help of Steve Blank:
As can be seen, all these aspects have already been mentioned and will be specified in detail, mainly in the topic "Applicable Models" of this article. All of them are of utmost importance for the ideal establishment of a Startup. It only remains to know how they are approached through the interaction that can be established with qualified personnel.
ENTREPRENEURSHIP AND INNOVATION
Startups use many kinds of innovations: new scientific discoveries, repurposing existing technology for new uses, coming up with a new business model that unlocks hidden value, or simply taking a new product or service to a new site or location. previously neglected consumer group. In all these cases, innovation is at the heart of the company's success.
Lean teaches the world the difference between activities that create value and waste, and shows how to incorporate quality into products. The Lean Startup method adapts these ideas to the context of entrepreneurship, proposing that entrepreneurs judge their progress in a different way than other types of companies do. Progress in the industrial sector is measured through the production of high-quality physical goods.
THE GLOBAL THEORY OF THE ENTREPRENEURIAL SPIRIT
It should address all functions of an early stage company: vision and concept, product development, marketing and sales, expansion, alliances, distribution and structure, and organization design. It should provide a method for measuring progress in a context of extreme uncertainty.
It must offer entrepreneurs clear guidance on how to decide among the many trade-offs they face: if and when to invest in processes; formulation, planning and creation of infrastructures; when to go alone and when to seek alliances; when to respond to criticism and when to follow the vision to the letter; and how and when to invest in expanding the business.
WHY DO STARTUPS FAIL?
Among the many reasons that cause a failure in a Startup, two fundamental situations to be considered can be precisely mentioned, on the one hand, it is due:
- To the application of the strategies of consolidated companies Adoption of attractive plans Use of solid strategy Extreme market research
On the other hand, with the previous points and when the previous traditional plan is failed, a position of simply "do it" is adopted, leaving everything to improvisation and going downhill towards failure. It can be seen that all these conflicts are due to the fact that, unlike large companies already consolidated, Startups still do not have information on their consumers and products, therefore the importance of launching products and services to the market for their real evaluation.
APPLICABLE MODELS
The Lean Startup method is compatible with both the Lean Canvas and the Business Model Canvas, two great tools for designing business models.
LEAN CANVAS
To work with Lean Canvas, it must be taken into account that it is a flexible tool and there should not be an obsession to make a perfect model. It is essential to work iteratively by completing and adjusting each block as the hypotheses are tested. Its 9 blocks are:
- Unique value proposition: that is offered to customers, always focused on a benefit and instead of functionality. Customer segments: who is it targeting Cost structure: what should be spent to develop and deliver the established value proposition Sources of income: how the project is going to be monetized and with the cost structure the profitability of the business model Problem: what problem has been detected that is sufficient which is painful for a good number of people. The 3 most important subproblems that have been detected on a specific problem can be listed. Solution: what solution is proposed to face the problem. The 3 main characteristics of the solution can be listed: Metrics: what numbers to look at to know the status of the business Competitive advantage:what actually differentiates the organization from the competition in a way that is not easy to imitate. Channels: through what means is the value proposition provided to the client portfolio.
In the Lean Canvas, the problem and solution blocks represent a reformulation of the business idea, in such a way that it is forced to reflect on potential clients. The competitive advantage block may be the most difficult to define, as finding a difference that is difficult to copy is really complex. The most important thing is to find the key that differentiates it from the rest of the market proposals.
Metrics are a novelty when it comes to business models. Identifying the numbers to pay attention to is very important to maximize your chances of success. The company should not be seduced by vain metrics such as the number of visits, but rather work with other fundamental ones such as the conversion funnel.
BUSINESS MODEL CANVAS
There are many ways to create a business model, all of which must answer common questions such as what is done, how it is done and who is directed or focused on. But the way of working these issues is different in each case. The Business Model Canvas is an essential tool for creating business models, describing different aspects of the business idea necessary for the proper functioning of the project.
The tool is nothing more than a canvas with different interrelated sections that cover all the basic aspects of a business: customer segments, value proposition, channels, relationship with customers, sources of income, key resources, key activities, partners key and cost structure.
- Customer Segments. They represent the well-known market segmentation, that is, to which groups of people you want to offer the service or product developed. Value Proposal. Describes the set of features and benefits that create value for a specific segment. Explain the service or product that is offered to customers. It is one of the keys to the Business Model Canvas that is not taken into account in business plans. The characteristics of the value proposition can be based on a series of criteria:
- New: a need or problem is covered for which a specific product or service did not yet exist. Performance: performance improvement over current offering: higher quality, more speed. Personalization: products or services are offered individually adapted or even co-created by the same user. Design: offer a more careful or innovative design with respect to the existing offer. A typical case would be Apple. Price: low cost solutions can be offered.
- Notoriety: how to get people to know the company. Evaluation: how to help clients evaluate the established value proposition. Purchase: how to allow customers to buy the services or products that are available. Delivery: how to deliver the value proposition to customers. After- sales: how to provide after-sales services to customers.
- Personal Assistance: obviously based on interaction between people, the client with a representative of the company. Self-Service: there is no direct relationship with the client, but they offer all the necessary means so that the client can solve the problems themselves. Automated Services: it is a mix between self-service relationship with automated processes.
- Sale: it is the most typical of the sources of income. The company sells a product to a customer for which it will receive a single payment. Pay Per Use: you pay for the use of the service, the higher the use, the higher the payment. Subscription: recurring payment for using a service.
- Physical: machinery, vehicles, buildings. Intellectuals: trademarks, patents, copyrights. Human: depending on the business model, key human resources may be required in a given area. Financial: cash, lines of credit, stock options.
- Production: design, development or delivery of a product for example. Problem solving: for companies that require solutions to individual customer problems. Platform: if the model has a platform as a key resource, it will need a series of key activities for its development or management.
- Optimization and Economies of Scale: companies cannot provide everything internally, so it is necessary to have suppliers to reduce costs. Risk Reduction: strategic alliances may be necessary to reduce uncertainty. Acquisition of Resources or Activities: companies usually do not have all the necessary resources nor can they develop all activities internally.
- Cost: minimization of costs where possible. Value: premium value propositions that focus on generating the maximum possible value for the customer. Fixed costs: costs independent of business volume. Variable costs: costs proportional to the volume of business. Economies of scale: exponential growth in revenue reducing the cost per product to higher volumes.
ACCOUNTING IN STARTUPS
Startups need a new type of accounting specifically geared towards disruptive innovation. It is the accounting of innovation.
The growth rate depends fundamentally on three aspects:
- The profitability obtained per customer The cost of acquiring new customers The repeat purchase rate by existing customers.
The higher the profitability per customer and the repetition rate and the lower the cost of acquiring customers, the faster the business will grow and the more profitable it will be. These are the engines of the company's growth.
HOW DOES INNOVATION ACCOUNTING WORK?
Growth accounting works in three stages:
- Use a minimum viable product to collect real data on where the company is at the current moment. Without a clear picture of the current situation, no matter how far you are from the goal, you cannot begin to assess progress towards the goal. Startups should try to fine-tune the engine to go from the starting point to the ideal. This can take many tries. When the startup has made all the small changes and optimizations of the product to move from the starting point to the ideal, the company reaches a decision point: pivot or persevere. If the company is making good progress towards the ideal, it means that it is learning appropriately and using that learning, in which case it makes sense to continue. If not,the management team must conclude that their product strategy is flawed and needs a major change. When a company pivots, it starts the whole process over again, reestablishing a new starting point and preparing the engine from there. The sign of a good pivot is that your engine tune-up activities are more productive after the pivot than before.
FACEBOOK EXAMPLE OF STARTUP
By all sources, what impressed investors the most were two of the facts of Facebook's initial growth. The first was the amount of time active Facebook users spent on the web. More than half of the users consulted the page every day. This is an example of how a company can validate its hypothesis that consumers find the product valuable.
The other impressive aspect of Facebook's early years is the rate at which they had managed to get established on their first college campuses. The growth rate was staggering: Facebook was launched on February 4, 2004, and by the end of the month nearly three-quarters of Harvard students were using it, without spending a dollar on marketing or advertising. In other words, Facebook had validated its growth hypothesis.
These two hypotheses represent the two most important leap of faith issues facing any new startup.
CONCLUSION
Two situations of personal experiences come to mind that are very similar to each other, perhaps because I originate and fantasize so that they are, or probably because everything in life has a certain similarity, entrepreneurship and learning to a greater or lesser extent.. A third is added to both situations, the Lean Startup methodology, this being the central subject of study and which is implicitly contained in the following story.
Identifying the situation
For some months now, I have been tracking them, I know it is only a matter of time to take action on the matter, but because of all kinds of objections and impediments, the implementation is postponed time and time again. In addition to all kinds of signs that guide me before starting anything, some say that those signs do not exist and that one is the one who should originate them, but I say that these signs come from God and that like him, the The fact that we cannot see them does not mean that they are not present.
The scale and her
To be more exact, everything started six months ago, the business required a weighing scale in the collection area, -consequence of new strategies- fortunately for us, one has stored in the warehouse that at first glance seems to work well, but at the same time test it we realize that when pressing the key of the number "zero", it is not responding.
At the same time, on one of those days that seem common and special at the same time, those days when you go out without knowing what you are going to find, I am about to enter a clothing store on the arm of the being who gave me life - my beautiful mother-, suddenly, while I wait for you to decide on a blouse to your liking, without looking for it or thinking about it, you enter the same store, as if it were the same sun as above in the morning, the image of a woman without the same, perhaps unconsciously from her, but we narrowed glances on more than one occasion.
I cannot clarify, who has stolen my attention more, if she or she scales it, although it is possibly easy to deduce, the fact is that both situations are worthy of contrast.
Leaving everything in the hands of fate
As with the scale, I decided not to alter the rhythm and course of life, so I left the store with a simple goodbye glance without knowing more about it. While the scale was used in its current conditions, without looking for a solution, so we omitted the "zero" when weighing, rounding the quantities to the nearest value, that is, if a price was $ 20.00, $ 19.99 was pressed. Seeming to be in both cases - the scale and hers - the best way to deal with the situation.
A sixth sense
For a few months everything went perfectly. It was assumed that both solutions had been adequate, but a sixth sense, which does not take long to approve science, began to generate a state of introspection and retrospection because although the solutions were working, they were not working. yielded optimal results. That "zero" with the scale and that "would" with it seemed to agree to haunt me at night.
A pants for the exhibition
The memories were nurtured every time that by coincidence I had to go through the store where she works, but time passed and exactly twelve days ago, I was presented with the need to buy pants to be able to dress according to a school exhibition. Without knowing if she will be present, I go to this store with a high degree of uncertainty, fear, but above all eager to see her again. In each step with which I approached, my request was the same again and again: God, if it is for my good and hers, allow us to get to know each other, but if not, let each one follow their path, your will be done. and not mine.
A step away from arriving, my legs were shaking and more than once I thought about running back, but having the joy of finding her, being able to change a few words and hearing the tone of her voice kept me on my feet. Fortunately, not only was she there, but I was personally cared for by her. Everything seemed to be on my side that day, there was no other client, the eyes that I had dreamed of so many nights were staring at me, what more could I ask for? I don't know what impression she took from me that day, but after shaking our hands when we said goodbye, -even without her name and without her phone number- I knew I had to see her again.
In those days, I decided to repair the scale, I do not know exactly what it has, or an exact place to take it, or how much it will cost, however, that sixth sense tells me that I should do it. They tell me that I should leave it to review it in detail and that they will contact me by phone when it is ready, so I agree.
Exposing on Resilience
The day of the exhibition I am doing better than expected and at the end, just at 9:00 a.m., all I think is that everything is due to some magic power in my pants, I practically run straight to it, I go back to the store She is in the background, I go to meet her and I thank her for having helped me in the choice of said outfit at the same time that I give her a present, which despite being unoriginal she happily accepts. This time, I couldn't leave without at least having her phone, hesitantly, I ask her and she even writes down the name with which she responds all her beauty. That day was the best of many, I felt totally blessed and grateful.
With regard to the scale, he stayed in the best hands and if he continued like this, very soon it would work perfectly, but…
The call
Unexpectedly, my phone receives a call from a number that I do not know and the first name I can imagine is hers - despite not having given my number - but a sharp voice denies me:
–Good morning, I am talking about the replacement of scales and checking your equipment I could realize that the problem is not only with the “zero” key, but with all the numbers, so I will have to change the entire membrane.
-I understand, it seems good to me, make all the necessary adjustments so that it works correctly… without paying much attention to all the dialogue, I realize that the situation is not as simple as I would have imagined. A first message
That same day and after questioning me on more than one occasion, to know if it is the right time to send him a first message, at 5:12 pm I dare to send it to him, the hours pass and just before going to sleep I go back to give a look at the cell phone, but the answer is still null. The next day I hope that at some point the phone will ring accompanied by her beautiful name, -which by the way, has the same number of letters as mine- but when I don't see any response I surprise her with another message, followed by two calls and even a friend invitation on Facebook. To my surprise, she still does not respond, she seems not to be on the other side. So among my many guesses I decide to give the situation time and focus on repairing the scale.
Connecting the dots
The day comes when the equipment must be repaired, it is pleasant news to see that it is finally in perfect condition, it is soon incorporated into work and when everything seems to have turned out wonderfully, it turns out that one of the four pieces is missing bases for its stability. I feel very annoyed with myself, I don't know when I could lose it, maybe from the beginning it stayed in the auto parts store or maybe I lost it on the way. The immediate solution could be to buy a new base, however, the sixth sense does its thing again and I suspect that I must find out what really happened.
If you are not really interested in me as a friend and you do not want to give yourself the opportunity to meet me, I will understand, it is your right. The answer that I hope is not for me or against me, I just need to hear it from her. My learning of these events cannot be accompanied by pride, cowardice, fear or shame. I need to know what I did well and how I can improve so that the same situation does not happen to me again in the future.
Perhaps I should make sure before accepting a situation that all expectations are really met, that something is not really missing. Perhaps there are no perfect situations and success is not based on succeeding the first time, but failing over and over again, but each time doing things better to be closer to that subjective term we call success. Consciousness: the sixth sense
Consciousness is proportional to the way each person views and faces life. Consciousness goes beyond winning or losing, it is synthesized in learning and its objective is to minimize the margin of errors as much as possible. It is not about the habit of making mistakes over and over again, but about learning from mistakes in order to grow.
To learn and improve there must be freedom and trust, as well as flexibility and openness to claim when one considers it necessary, it is about giving yourself the opportunity and this does not imply that there can be no going back. It is not based on making mistakes, but precisely when you are about to make a stop and go backwards.
Currently many decisions are not entirely mine, since they have to do with someone else, however, I am sure, that regardless of the outcome in each of them, they will be guided and blessed by God and what corresponds to me is to abide by knowing that things were done the best they could. Without a doubt, the particular execution of the Lean Startup method is directly related to the way people are, their behaviors, attitudes, ideals and ways of seeing and experiencing life.
BIBLIOGRAPHY
- Hernández, RA (sf). Lean Startup application for small and medium businesses. Retrieved on February 26, 2017, from ptolomeo.unam.mx: http://www.ptolomeo.unam.mx:8080/jspui/bitstream/132.248.52.100/6458/1/Tesi s% 20Rafael% 20Alejadro% 20Ramirez. pdfObando, SE (sf). Applying the Agile Lean Start-up Methodology. Retrieved on February 26, 2017, from repository.eafit.edu.co:https://repository.eafit.edu.co/xmlui/bitstream/handle/10784/5084/SergioEduardo Velandia_2014.pdf? Sequence = 2 & isAllowed = yPereto, A. (December 1, 2014). UniMOOC. Retrieved on February 24, 2017, from What is Lean Startup ?: https://unimooc.com/que-es-lean-startup/Ries, E. (2012). The lean startup. Barcelona, Spain: Grupo Planeta Sanchez, X. (nd). Emprenderalia magazine. Retrieved on February 24, 2017, from https: //www.emprenderalia.com / learn-to-create-your-company-with-lean-startup /
GRATITUDE
Sincere gratitude to the Technological Institute of Orizaba, for becoming and continuing to reign as the parent home of our professional training. To the Division of Graduate Studies and Research (DEPI), for encouraging us to search for a better future. To the National Council of Science and Technology (Conacyt) for the support and backing it gives us. Finally and in a special way, to Dr. Fernando Aguirre y Hernández, a pioneer in the construction of a different vision and results.
THESIS PROPOSAL
Application of the Lean Startup model in MSMEs dedicated to the commercialization of groceries and retail food in the central region of the state of Veracruz.
Objective:
Determine the main elements, exclusive and inclusive, that the implementation of the Lean Startup model must contain. Thus ensuring greater competitiveness in small and medium-sized companies in the region
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