Search

Human capital is one of the drivers of competitiveness; therefore, business education is a key factor on the path towards collective prosperity. The more qualified the country’s population, the more businesses can provide more timely and innovative answers to a demanding global market with a high degree of uncertainty. In this context, the authors aim to contribute to innovation through training tools for entrepreneurship. The authors’ concern arises from the characterization of entrepreneurs from the university community of the Central Zone Bogotá-Cundinamarca (ZCBC for its Spanish acronym) of UNAD (it is the Spanish acronym for Universidad Nacional Abierta y a Distancia). Therefore, they develop innovative pedagogical resources that coordinate theoretical references in entrepreneurship, such as the Entrepreneurship Pipeline implemented by the GEM (Global Entrepreneurship Monitor) and are also involved in the development of technological tools that enable the use of virtual education’s benefits. El capital humano es uno de los impulsores de la competitividad; en este sentido la educación empresarial es un factor clave en la ruta hacia la prosperidad colectiva. En la medida en que el país cuenta con una población más capacitada, las empresas pue-den dar respuestas más oportunas e innovadoras a un mercado global exigente y con un alto grado de incertidumbre. En este contexto, la pretensión de los autores es aportar a la innovación en herramientas de formación para el emprendimiento. La inquietud de los autores nace de la caracterización de los emprendedores de la comunidad universitaria de la Zona Centro Bogotá Cundinamarca de la UNAD, desarrollando recursos pedagógicos innovadores que articulen referentes teóricos en materia de emprendimiento, como es la Tubería Empresarial implementada por el GEM (Global Entrepreneurship Monitor); al desarrollo de herramientas tecnológicas que faciliten el aprovechamiento de las bondades de la educación virtual. O capital humano é um dos impulsionadores da competitividade; neste sentido, a educação empresarial é um fator chave no caminho para a prosperidade coletiva. Na medida em que o país tem uma população mais capacitada, as empresas podem fornecer respostas mais oportunas e inovadoras a um mercado global exigente, com um alto grau de incerteza. Neste contexto, o objetivo dos autores é contribuir para a inovação em ferramentas de treinamento para o empreendedorismo. A preocupação dos autores nasce da caracterização dos empresários da comunidade universitária da Zona Centro Bogotá Cundinamarca da UNAD, desenvolvendo recursos pedagógicos inovadores que articulem referentes teóricos em matéria de empreendedorismo, como é a Tubulação Empresarial implementada pelo GEM (Global Entrepreneurship Monitor); ao desenvolvimento de ferramentas tecnológicas que facilitem o aproveitamento das bondades da educação virtual.

Conversational agents are becoming an essential part of a growing number of personal and commercial encounters, bringing the issue of Conversational Marketing to a broader audience. A conversational agent is a developing technology that will be used in various fields throughout life, including e-commerce. The common characteristics of any conversational agent in whatever area are their capacity to engage in one-to-one personalised real-time dialogue with a human user and their availability 24 hours a day. Scale items for conversational agent phenomena have not been created scientifically or managerially in a business environment. The primary goal of this study was to develop and validate a new scale for conversational agents that could be used to quantify individual interactions in conversational marketing. As a result, the creation of a new scale for conversational agents with the objective of measuring individual customer interactions in conversational marketing was separated into two phases: Scale Development and Scale Validation. The Conversational Agent Usage Scale was developed and validated as a consequence of pilot studies. Additionally, this article discusses the practical consequences of conversational marketing, which can now be accomplished through the use of the Conversational Agent Usage Scale, which may be used by Customer Service & Support, Marketing, and Sales departments.

This account of practice focuses on an augmented Customer Development methodology which the author adopted for a module in a Master’s program in Entrepreneurship at a Swedish business school. The article details the techniques underlying this augmented methodology, and the journey toward its implementation. By conceptualizing “hypotheses” as testable statements linking together blocks of the Business Model Canvas, and “assumptions” as students’ assessments of the contents of each block at the outset of the process, the author provides a more pedagogical as well as a more scientifically and theoretically consistent model. Its effectiveness was assessed through discussing these changes with students who had recently taken the course prior to the author’s appointment as teacher. Adaptations such as this could provide an effective method for teachers who want to update an existing course, or who have recently been appointed to a new course focusing on practical aspects of entrepreneurship. Alternatively, it could help to inspire teachers who wish to augment course content to draw more on coherent theory building and good scientific practice, as are most often suited to Master’s level studies, but without radically altering the lesson plan, syllabus or reading material.

Present challenges experienced by a globalized and changing world with new forms of doing business has forced entrepreneurs to change their approach to customers especially given the prior traditional marketing theory. Current markets have a customer base with increasing in demand for more marginal products or services. Henceforth, they have created individual preferences. The general objective of this study was to establish the effect of customer development strategies on performance of start-up carbon projects; a case of study of sustainable agriculture Tanzania (SAT) Specifically, aimed at examining the effect of business model on Performance of forest carbon projects, examine the effect of customer service systems on Performance of forest carbon projects, the effect of communication process on Performance of forest carbon projects, including effect of competitive pricing on Performance of forest carbon projects. It is anchored on theory of product market fit, start-up marketing pyramid and cue utilization theory. The study is further supported by the following models; business model canvas, value proposition canvas and customer development model. The study used a survey design. The survey collected data and information aimed at identifying customer development strategies for performance of carbon projects in the start-up carbon market. The selected population were customers of Sustainable Agriculture Tanzania. They consisted of companies, partners and individuals who were involved with the carbon offsetting project or potential clients. Ten companies and fifty individual customers were selected for the survey. Individual customers were drawn from the current connections developed by Sustainable Agriculture Tanzania. Primary and secondary data was utilized from various secondary sources linked to the topic of study and gathered facts and figures from the questionnaires. The questionnaire comprised of questions relating to the carbon markets for organizations in the start-up carbon projects. The quantitative data retrieved from the study was analysed by use of descriptive statistics that included variability, frequency and central tendency measures. These help provide information regarding the distribution. Measures of frequency distribution on the other hand document the frequency of scores or records. The Statistical Package for Social Sciences (SPSS) program was used to analyse the data and output presented in form of tables, pie charts and bar graphs. The study found out that customer development strategies in start-up forest carbon projects are central to performance of forest carbon projects. Playing a part to this performance are particularly the company’s prices, enhanced innovation and creativity, business management system, reduction of the time required for decision-making, and improved planning of activities. At the same time, use of IT data management systems has to a large extent made the decision-making process faster. These aspects generally lead to better management of budgets efficiency in service provision; consistent increase in revenue and number of customers has increased. Moreover, customer development strategies lead to customer satisfaction improvement. In conclusion to the presented findings, communication process and customer service systems have shown to influence the performance of forest carbon projects. Setting up a tailored business model that works well with the cost structure of the business and suits project goals has also been visibly altering the functioning of projects. The strategy implemented on pricing is also seen to promote customer growth. It is recommended that start-up projects develop relevant pricing strategies for their products; especially during their early stages of development in order to differentiate and grow a viable customer base. Managers should also encourage proper training and practices when it comes to inter-organizational communication and strategy implementation. This will ensure every employee works in cohesion towards achieving the projected goals thus improving performance.

Statistics on the dynamics of the book market and the digital publishing market in Russia are analyzed. The results of research on the state of the global market of comics and manga, the popularity and specifics of publishing manga in Russia, as well as the results of testing hypotheses within the methodology of Customer Development and Lean Startup with the use of indepth interviews are given. Based on the results, a marketing concept for a new digital product in the electronic publishing market is developed.

Gravel is an innovative solution for groups to plan their next trip in an effective, collaborative and time-efficient way. In this field lab, a decision concerning the preferred customer segment, namely Business-to-Consumer(B2C) versus Business-to-Business (B2B), will be derived from extensive customer exploration, discovery, and validation efforts for both potential customer segments. Following the principles of the Lean Start up and the Customer Development Process, this thesis depicts the entrepreneurial journey of two Nova SBE students who aim to redefine the way group trips are planned.

This work project covers the development of an opportunity to a potentially marketable product as part of the master's thesis at the Nova School of Business and Economics. It introduces a hybrid solution that facilitates how users can find a flat or tenant within their extended network. The work aims to investigate different user-profiles and their needs to achieve problem/solution fit as well as product/market fit. Within a comprehensive field research, the Lean Start up approach and the Customer Development Process framework were applied. Following these, this work shows how adjustments have been made to best respond to the gathered insights.

Цель диссертации – аналитически обеспечить разработку системы взаимопомощи и социализации для лиц с ограниченными возможностями здоровья на базе существующей версии локальной платежной системы. Актуальность обусловлена огромными масштабами сообщества инвалидов в России. Проблема инвалидности остается болезненной, как с точки зрения медицины, так и с социально-экономической стороны. В работе решаются задачи: анализ предметной области, изучение альтернативных расчетных средств, электронных платежных системы. Изучены результаты исследований прошлых лет, а также модели и методики разработки продукта. Проведена полная аналитика системы, посчитаны все затраты, подготовлен проект внедрения, а также создан прототип системы для проведения деловых игр. Объектом исследования являются методы и инструменты изучения рынка ИКТ и разработки инновационного продукта. Предмет – аналитическое обоснование вывода на рынок и разработки инновационного продукта для лиц с ОВЗ. Научная новизна заключается в том, что в работе с помощью современных моделей и методик обоснована необходимость создания системы взаимодействия инвалидов, которая объединяла бы в себе функции интернет-магазина и ведение балансов счетов участников. Система уникальна и не имеет конкурентов. Практическая значимость заключается в создании аналитической базы сообщества инвалидов России и подготовке материалов для введения ЛПС в жизнь сообществ. The purpose of the dissertation is to analytically ensure the development of a system of mutual assistance and socialization for people with disabilities based on the existing version of the local payment system. The relevance is due to the huge scale of the disabled community in Russia. The problem of disability remains painful, both from the point of view of medicine and from the socio-economic side. The paper solves the following tasks: analysis of the subject area, study of alternative means of payment, electronic payment systems. The results of previous years' research, as well as models and methods of product development are studied. A complete analysis of the system was carried out, all costs were calculated, an implementation project was prepared, and a prototype of the system for conducting business games was created. The object of the research is methods and tools for studying the ICT market and developing an innovative product. The subject is an analytical justification for launching and developing an innovative product for people with disabilities. The scientific novelty lies in the fact that the work with the help of modern models and techniques justifies the need to create a system of interaction of disabled people, which would combine the functions of an online store and maintaining the balance of accounts of participants. The system is unique and has no competitors. The practical significance lies in the creation of an analytical base of the Russian disabled community and the preparation of materials for the introduction of LPS into the life of communities.

The advances in technology have enabled people to develop services and products that can reach millions of people around the world. Facebook and Google are examples of successful startups. However, most startups fail in their first years of life. From an education standpoint, even though universities are adapting their curriculums in order to embrace startup education content, the challenge still remains: how can we provide real world experiences for students to build relevant startups? In order to fill this gap, this paper introduces the Challenge Based Startup Learning, a framework that combines the Challenge Based Learning methodology with Lean Startup and Customer Development concepts, supported by software development techniques. We have applied and evaluated the framework in an undergraduate digital entrepreneurship course. Our preliminary results indicate that students not only understood what it takes to run a real startup, but they also felt engaged and empowered by delivering a useful and meaningful software.

In the articles reasonable methodical recommendations are from the construction of трекш-карти on leaving of enterprise to the foreign markets. Due to offer recommendations, an enterprise can place priorities in the process of development of relationships with the segments of users, that influences on end-point. The generalized key going is near understanding of essence and methods of development of трекшн-карти. A Трекшн-карта in the general understanding represents business progress on his key indexes. The difference of construction of трекшн-карти from the ordinary financial analysis of economic performance indicators differs in that except measuring, methodology envisages a deep причинно-наслідковий analysis, development of evident materials that complement the analysis of coefficients. Methodical recommendations are worked out from the construction of трекшн-карти for enterprises that carry out ЗЕД. Distinguished basic stages and their essence is considered it is Well-proven that the construction of трекшн-карти answers the modern queries of market, necessary as for the inwardly brandname planning., В статьи обоснованные методические рекомендации из построения трекш-карты при выходе предприятия на внешние рынки. Благодаря предложенным рекомендациям, предприятие может расставить приоритеты в процессе развития отношений с сегментами пользователей, что влияет на конечный результат. Обобщенные ключевые подходы к пониманию сущности и способов разработки трекшн-карты. Трекшн-карта в общем понимании отображает прогресс бизнеса по его ключевым показателям. Отличие построения трекшн-карты от обычного финансового анализа показателей хозяйственной деятельности отличается тем, что кроме измерения, методика предусматривает глубокий причинно-следственный анализ, разработку наглядных материалов, которые дополняют анализ коэффициентов. Разработаны методические рекомендации из построения трекшн-карты для предприятий, которые осуществляют ЗЕД. Выделенные основные этапы и рассмотрена их сущность Доказано, что построение трекшн-карты отвечает современным запросам рынка, необходимая как для внутренне фирменного планирования., У статті обґрунтовані методичні рекомендації з побудови трекш-карти при виході підприємства на зовнішні ринки. Завдяки запропонованим рекомендаціям, підприємство може розставити пріоритети в процесі розвитку відносин з сегментами користувачів, що впливає на кінцевий результат. Узагальнені ключові підходи до розуміння сутності та способів розробки трекшн-карти. Трекшн-карта в загальному розумінні відображає прогрес бізнесу за його ключовими показниками. Відмінність побудови трекшн-карти від звичайного фінансового аналізу показників господарської діяльності відрізняється тим, що окрім вимірювання, методика передбачає глибокий причинно-наслідковий аналіз, розробку наочних матеріалів, що доповнюють аналіз коефіцієнтів. Розроблено методичні рекомендації з побудови трекшн-карти для підприємств, що здійснюють ЗЕД. Виділені основні етапи та розглянуто їх сутність Доведено, що побудова трекшн-карти відповідає сучасним запитам ринку, необхідна як для внутрішньо фірмового планування, так і для залучення коштів інвесторів.

Information Technology (IT) role in business has been enabling faster analysis and more reliable decision making, and it has been the backbone for the industry’s competitive factor. However, full-scale Enterprise Resource Planning (ERP) software are still too costly for small and medium enterprises. Company X wanted to build the disruptive integrated Business Process Management software that could be accepted by wide range of business. Putting great efforts on product development before launching, the founders had not probed the problems from the customer’s point of view. This research approached the Company’s problem with customer learning and discovery from Customer Development Model. The approach includes testing the hypotheses of the customer – problem-solution fit, and product-market fit by interviewing several businesses, with the Javelin Validation Board (Lean Startup Machine) was used to help the iteration of validation process. The result of the hypotheses validation includes: narrowing customer target segment, splitting the features to several modules to be sold separately, and adding customer support team. Company X needs to narrow the customer target segment to be small and medium scale enterprises (SME) which had not settled with complex system and just about to gain more control over their operations. Keywords: Business model, customer development, customer-problem-solution, lean startup, product-market fit

This work project accompanies the creation of an early-stage start up with in the ecosystem of Nova SBE, introducing an app with a Tinder-like algorithm that allows consumers to match their perfect restaurant experience. The work project aims to validate both sides of the novel two-sided platform in the hospitality industry for achieving problem/solution fit. During extensive field research, the methodologies of the Customer Development process along with the Lean Start up method are applied. As the validation process was impacted by the COVID-19pandemic,this work project includes continuous adaptions to changing governmental regulations in combination with limited financial resources.

The lean startup framework is one of the most popular contributions in the practitioner-oriented entrepreneurship literature. This chapter builds on a recent paper (Shepherd & Gruber in Entrepreneurship Theory and Practice. 10.1177/1042258719899415, 2020) to highlight new insights into how new ventures are started based on the lean startup framework. Specifically, we describe the origin of the lean startup framework and its five main building blocks—(1) identifying and evaluating market opportunities in startups, (2) designing business models, (3) engaging in validated learning (including customer development), (4) building minimum viable products, and (5) learning whether to persevere with or pivot from the current course of action. We organize these building blocks into a framework suggesting how considering the contextual characteristics of and the interdependencies between the building blocks can enrich our understanding of using the lean startup framework to start a new venture.

It is widely accepted that somewhere in the region of 90–95% of startups fail. It is often suggested that the majority of unsuccessful startups either failed to identify a viable idea, or they failed to execute the idea effectively enough to get to market before running out of cash. Two approaches stand out as being particularly well-suited to addressing these problems: Design Thinking and Lean Startup, respectively. This paper presents the Concepturealize™ methodology that cross-applies Design Thinking and Lean Startup as a single iterative process and that enables the entrepreneur to generate real-needs-focussed, user-centred, lean business models. Existing literature reveals a need for further exploration of cross-application of Design Thinking and Lean Startup (and other related methodologies) in the areas of business model development and innovation. This work answers the research question by review of prior attempts to combine Design Thinking and Lean Startup and presenting the Concepturealize™ model that cross-applies Design Thinking and Lean Startup in a single iterative methodology and that enables the practitioner to generate real-needs-focussed, user-centred, lean business models. By following this new process model correctly, a practitioner will be guided to uncover a viable way to create value, develop a deep understanding of the value proposition, the target customers and how to reach and serve them, together with the expected revenue and costs, all needed to properly formulate the business model. Finally, the practitioner may use the Concepturealize™ model to retest the problem–solution fit and understand how the customers perception of value has altered, each time a new product or new features are launched, looking to continually add value at each cycle. Whilst prior research has explored how organisations may make use of both DT and LS, it has failed to demonstrate how they may be used in parallel, throughout the entire business model development process, instead it demonstrates examples of insight into where to transition from one model to the other. This work progresses the state of the art by following Design Science guidelines to present how the true, in-parallel, cross-application of DT and LS, in the context of business model development, is possible.

Kawista is a fruit that belongs to oranges, it has round shape with thick and hard skin and special aroma. The purpose of this research is to identify customer needs for non-coffee beverage and produce The Blankon. The method used was customer development that is focused on customer discovery by using canvas model. The study conducted in coffee shops in Bogor City from February to March 2020. The results showed that The Blankon answered the customers’ wants. The sweet levels classified as adequate (not too sweet) and not leaving traces of sweetness in the mouth. The Blankon has distinctive aroma, and refreshing as drinks. Based on the result, about 92% of respondents were potential to choose The Blankon as their beverages. Keywords: build the product, business model canvas, customer discovery, kawista

Submitted by Adriana Alves Rodrigues (aalves@espm.br) on 2020-11-09T11:39:06Z No. of bitstreams: 1 Marcelo de Oliveira Carota.pdf: 2053366 bytes, checksum: 8edc8b5f772b1e3f4daf24bdb63d982f (MD5) Approved for entry into archive by Adriana Alves Rodrigues (aalves@espm.br) on 2020-11-09T11:40:35Z (GMT) No. of bitstreams: 1 Marcelo de Oliveira Carota.pdf: 2053366 bytes, checksum: 8edc8b5f772b1e3f4daf24bdb63d982f (MD5) Approved for entry into archive by Adriana Alves Rodrigues (aalves@espm.br) on 2020-11-09T11:40:48Z (GMT) No. of bitstreams: 1 Marcelo de Oliveira Carota.pdf: 2053366 bytes, checksum: 8edc8b5f772b1e3f4daf24bdb63d982f (MD5) Made available in DSpace on 2020-11-09T11:40:57Z (GMT). No. of bitstreams: 1 Marcelo de Oliveira Carota.pdf: 2053366 bytes, checksum: 8edc8b5f772b1e3f4daf24bdb63d982f (MD5) Previous issue date: 2020-03-03 It is estimated that about 40% of new products that involve some type of software construction fail to launch. In an effort to eliminate the waste often found in product development processes, the lean startup method offers companies a ways to reduce uncertainty and increase success rates in launching a product. In order to explore the perceived effectiveness in the performance of digital products as the use of the methodology, we conducted this research with 98 people in high management positions in companies, predominantly medium and large, and identified gaps in understanding and use of the lean startup. 69% of the sample invested in projects of up to R $ 1 million and, for 56% of the respondents, the development efforts were concentrated on the launch of new digital products for the company. Although most managers recognize that the lean startup influences product performance, the methodology is not fully applicable with only six of the eleven listed techniques used. Even so, the results obtained allowed to identify that the (partial) adoption of the methodology has effects on the product's performance. There was no evidence that the dominance in the company's management model for one of the dimensions of entrepreneurial orientation (OE) could be indicative of the empirical use of lean startup, however, it was possible to infer that three out of five dimensions, regardless of the methodology used, bring effects on product performance. Estima-se que cerca de 40% dos novos produtos que envolvam algum tipo de construção de software falhem no lançamento. Em um esforço para eliminar o desperdício frequentemente encontrado em processos de desenvolvimento de produtos, o método da startup enxuta oferece às empresas meios para reduzir incertezas e aumentar as taxas de sucesso no lançamento de um produto. Com o objetivo de explorar a eficácia percebida no desempenho de produtos digitais como o uso da metodologia, realizamos esta pesquisa com 98 pessoas em elevados cargos de gestão em empresas, predominantemente, de médio e grande porte e identificamos lacunas de compreensão e uso da startup enxuta. 69% da amostra investiram em projetos de até R$ 1 milhão e, para 56% dos respondentes, os esforços de desenvolvimento estiveram concentrados no lançamento de produtos digitais inéditos para a empresa. Embora a maioria dos gestores reconheçam que a startup enxuta influencia no desempenho do produto, a metodologia não tem aplicação plena com apenas seis das onze técnicas listadas utilizadas. Ainda assim, os resultados obtidos permitiram identificar que a adoção (parcial) da metodologia tem efeitos no desempenho do produto. Não foram encontradas evidências que a dominância no modelo de gestão da empresa para uma das dimensões da orientação empreendedora (OE) possa ser indicativa de uso empírico da startup enxuta, contudo, foi possível inferir que três das cinco dimensões, independente da metodologia utilizada, trouxeram efeitos à performance do produto.

This work project accompanies the creationof an early-stage startup withinthe ecosystemof NovaSBE,introducingan app with aTinder-likealgorithm that allows consumers to matchtheir perfect restaurant experience. The work project aims to validate both sides of the novel two-sided platform in the hospitality industry for achieving problem/solution fit. During extensive field research, the methodologies of the Customer Development process along with the Lean Start up method are applied. As the validation process was impacted by the COVID-19pandemic,this work project includes continuous adaptions to changing governmental regulationsin combination withlimitedfinancialresources.

Este documento se enfoca en desarrollar un modelo de negocio para la gestión documental en seguridad y salud en el trabajo de las empresas pyme específicamente sector servicios hoteleros de Bucaramanga, por medio de la aplicación de la metodología Lean Startup y de las herramientas SCRUM, Customer Development y Busines Model Canvas, para finalmente determinar un modelo de negocio con un producto basado en el uso de las tecnologías de la información, el cual permita a las organizaciones catalogadas como pequeñas y medianas empresas del sector servicios hoteleros de Bucaramanga, desarrollar su proceso de gestión documental, qué asegure el cumplimiento de los requisitos legales en materia de seguridad y salud en el trabajo y a su vez que sea una solución tecnológica de fácil manejo, eficiente y económica. El proyecto se desarrolló en tres (3) fases así: 1) determinación de la hipótesis, donde se utilizó como instrumento de recolección una matriz basada en el Customer Development, 2) Análisis de la información apoyados en SCRUM; con el cual se determinó el contenido y desarrollo la plataforma del software de gestión documental en seguridad y salud en el trabajo para las empresas pyme del sector servicios hoteleros de Bucaramanga, y 3) Presentación del modelo de negocios Busines Model Canvas y del software, a las empresas del sector hotelero participantes en el proceso, con el fin de conocer su intención en contar con este tipo de solución, cuánto estarían dispuestos a pagar y si consideran que debe crearse el producto en atención a que el aplicativo les da solución a sus problemáticas y satisface las necesidades relacionadas con la gestión documental en seguridad y salud en el trabajo. Al desarrollar la metodología planteada se logró contar con un producto mínimo viable que permite identificar una solución óptima a las necesidades de las empresas del sector hotelero, la cual da cumplimiento a los requisitos establecidos en la normatividad colombiana en seguridad y salud en el trabajo, los clientes que participaron en este proyecto manifestaron su interés en contar con una solución de este tipo, evidenciando que la idea de negocio es viable. Esta participación permite evidenciar el poco conocimiento que tienen los empresarios respecto a las necesidades y obligaciones de contar con una gestión documental para el Sistema de Gestión de Seguridad y Salud en el Trabajo, lo cual hace que las empresas Pymes no tengan como prioridad empresarial estos aspectos, llevándolos a omitir su inclusión en la planeación estratégica y por ende en el presupuesto organizacional, de otra parte se concluyó que es funcional y de gran importancia implementar nuevas herramientas para la optimización de los recursos, y la identificación de oportunidades de mejora continua que contribuyen al incremento de la productividad y competitividad empresarial. CORE School of Management Introducción ............................................................................................................................16 1 CAPÍTULO I: PROBLEMA U OPORTUNIDAD ............................................................ 19 1.1. Problema u oportunidad para el desarrollo del proyecto: .............................................. 19 1.2. Pregunta orientadora ....................................................................................................... 22 1.3. Caracterización del usuario impactado ........................................................................... 23 1.4. Objetivo General y Específicos ...................................................................................... 24 2 CAPÍTULO II: MARCO TEÓRICO Y ESTADO DEL ARTE ........................................ 25 2.1. Marcos de referencia (teórico, conceptual, legal, ambiental, entre otros): ....................... 25 2.2. Estado del arte ........................................................................................................ 29 3 CAPÍTULO III: ASPECTOS METODOLÓGICOS ......................................................... 42 3.1. Método de Investigación................................................................................................. 42 3.2. Técnicas de Recolección de Información ....................................................................... 46 4. CAPÍTULO IV: RESULTADOS ................................................................................... 48 4.1. Descubrimiento de Clientes ............................................................................................ 48 4.2. Metodología SCRUM ..................................................................................................... 65 4.3. Business Model Canvas .................................................................................................. 81 4.4. Viabilidad Financiera...................................................................................................... 85 5. CAPÍTULO V: CONCLUSIONES .............................................................................. 105 6. CAPÍTULO VI: RECOMENDACIONES ................................................................... 107 Maestría This document focuses on developing a business model for document management in occupational health and safety of SME companies, specifically in the hotel services sector of Bucaramanga, through the application of the Lean Startup methodology and the SCRUM, Customer Development tools. and Business Model Canvas, to finally determine a business model with a product based on the use of information technologies, which allows organizations classified as small and medium- sized companies in the hotel services sector in Bucaramanga, to develop their management process. documentary, which ensures compliance with legal requirements regarding occupational health and safety and at the same time is a technological solution that is easy to use, efficient and economical. The project was developed in three (3) phases as follows: 1) determination of the hypothesis, where a matrix based on Customer Development was used as a collection instrument, 2) Analysis of the information supported by SCRUM; With which the content and development of the document management software platform in occupational health and safety for SME companies in the hotel services sector of Bucaramanga was determined, and 3) Presentation of the Business Model Canvas business model and software, to the companies of the hotel sector participating in the process, in order to know their intention to have this type of solution, how much they would be willing to pay and whether they consider that the product should be created in attention to the fact that the application provides a solution to their problems and satisfies the needs related to document management in occupational safety and health. When developing the proposed methodology, it was possible to have a minimum viable product that allows us to identify an optimal solution to the needs of companies in the hotel sector, which complies with the requirements established in Colombian regulations on safety and health at work, the Clients who participated in this project expressed their interest in having a solution of this type, showing that the business idea is viable. This participation revealed, the little knowledge that employers have regarding the needs and obligations of having a documentary management for the Occupational Health and Safety Management System, which means that SME companies do not have as a business priority these aspects, leading them to omit their inclusion in strategic planning and therefore in the organizational budget, on the other hand it was concluded that it is functional and of great importance to implement new tools for the optimization of resources, and the identification of opportunities for continuous improvement that they contribute to increased productivity and business competitiveness.

Steve Blank is the founder of what has become the Lean Startup movement. In this interview, he discusses Lean Startup’s roots in customer development, its integration of Agile software practices, a...

Business incubation is one of entrepreneurship development methods believed to have advantages compared with other SME development patterns. The model used in managing the business incubators is influenced by the business focus of the participants/tenants. In managing the ICT business incubators, there are some key factors slightly different from the management of others. However, the legal rules and standards for organizing various types of incubators are still equated. It is concerned that there will be some misunderstandings/misleading from the administrators or managers in providing their services, so that the process fails to reach its main objectives. This study has surveyed some managers of ICT incubators to get their perspectives about the dominant aspects among 8-S mandatory services by using Analytical Hierarchy Process, and also some tenants about their satisfaction to incubators services. The result is then reviewed based on ICT product and business characteristics. Keywords: ICT Business Incubators, Management, Analytical Hierarchy Process, Customer Development Model.

Context:Development of software-intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers must continuously find out what customers want by direct customer feedback and usage behaviour observation. Objective: This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the RIGHT Model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing), illustrating the building blocks required for such a system. Method: An initial model for continuous experimentation is analytically derived from prior work. The model is matched against empirical case study findings from two startup companies and further developed. Results: Building blocks for a continuous experimentation system and infrastructure are presented. Conclusions: A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable instrumentation, design and manage experiment plans, link experiment results with a product roadmap, and manage a flexible business strategy. The main challenges are proper, rapid design of experiments, advanced instrumentation of software to collect, analyse, and store relevant data, and the integration of experiment results in both the product development cycle and the software development process.

Submitted by Isabel Gomes (itg@lisboa.ucp.pt) on 2020-01-06T15:12:17Z No. of bitstreams: 1 152117254_Fabian Rabe_DPDFA.pdf: 2826729 bytes, checksum: c9802c08c60b6c89a9c7b241d879c1c0 (MD5) Approved for entry into archive by Isabel Gomes (itg@lisboa.ucp.pt) on 2020-01-06T15:12:29Z (GMT) No. of bitstreams: 1 152117254_Fabian Rabe_DPDFA.pdf: 2826729 bytes, checksum: c9802c08c60b6c89a9c7b241d879c1c0 (MD5) Made available in DSpace on 2020-01-06T15:12:29Z (GMT). No. of bitstreams: 1 152117254_Fabian Rabe_DPDFA.pdf: 2826729 bytes, checksum: c9802c08c60b6c89a9c7b241d879c1c0 (MD5) Previous issue date: 2019-10-08

Nascent entrepreneurs are frequently advised to “get out of the building” and consult with customers before any serious efforts to develop new products or services are undertaken so they can understand what their potential customers really want/need. Despite the intuitive nature of this advice, it lacks theoretical and empirical bases. As such, the worldwide popularity of the movements this approach has spawned, such as Customer Development and Lean Startup, seems to rest on the unfounded assumption that the benefits of involving customers outweighs any costs. Thus, we theorize about the pros and cons of involving customers early on in the startup process and empirically test our model using data from the PSED II. Our findings suggest that while involving customers early will help entrepreneurs create offerings customers are willing to pay for, it also results in potentially costly delays in the launch of those offerings. We also find that these benefits and costs are magnified when innovativeness is high.

This paper presents a Chinese topic crawler focused on customer development, in order to meet the needs of users for more accurate and particular Internet information. The concept of meta-search engine is introduced, and the keywords are expanded by the ontology of HowNet. Through the web crawler, preprocessing and classification, the information on customer relations can be divided into three categories: company, platform and meaningless. Numerical experiments show that satisfactory results can be obtained in some particular information-seeking areas. The average accuracy for classification is more than 80%, which can meet customer needs in most cases.

This research aims to create a hierarchical framework for the development of a platform business model based on big data. However, this hierarchical framework must consider unnecessary attributes and the interrelationships between the aspects and the criteria. Hence, fuzzy set theory is used for screening out the unnecessary attributes, a decision-making and trial evaluation laboratory (DEMATEL) is proposed to manage the complex interrelationships among the aspects and attributes, and interpretive structural modeling (ISM) is used to divide the hierarchy and finally construct a hierarchical framework. The results reveal that (1) value proposition and community building in value production are fundamental links; (2) information technology and information management in value production are technical supports; (3) customer development in value marketing is the power source; and (4) value acquisition is the last link, which is established on the basis of and influenced by value marketing and value network. This hierarchical framework aims to guide the platform toward the application of big data. This study also proposes engagement of stakeholders for promoting value creation and establishing a sound business model from multiple levels and links.

Software companies need capabilities to evaluate the user value and the success of their products. This is especially crucial for highly competitive markets, such as the mobile game industry, where thousands of new games are introduced every month. Game companies often run continuous experiments as an integrated part of the overall development process. This paper presents a game company’s journey on experimentation, and describes how the experiments are used at different stages of the development cycle to produce reliable, meaningful data for developers as well as how to balance between different data collection methods. Our study indicates that experiments are important in all stages of the development in different forms. Early stages in the development experiments can be run with proxy users due to lack of real users, whereas later in the development Key Performance Indicator (KPI) metrics play the most important role in experiments. Establishing concrete goals for the experiments, balancing between qualitative and quantitative data collection, experimentation throughout the development process with the guidance of an efficient leadership appears to be the key to success. Software companies need capabilities to evaluate the user value and the success of their products. This is especially crucial for highly competitive markets, such as the mobile game industry, where thousands of new games are introduced every month. Game companies often run continuous experiments as an integrated part of the overall development process. This paper presents a game company’s journey on experimentation, and describes how the experiments are used at different stages of the development cycle to produce reliable, meaningful data for developers as well as how to balance between different data collection methods. Our study indicates that experiments are important in all stages of the development in different forms. Early stages in the development experiments can be run with proxy users due to lack of real users, whereas later in the development Key Performance Indicator (KPI) metrics play the most important role in experiments. Establishing concrete goals for the experiments, balancing between qualitative and quantitative data collection, experimentation throughout the development process with the guidance of an efficient leadership appears to be the key to success. Software companies need capabilities to evaluate the user value and the success of their products. This is especially crucial for highly competitive markets, such as the mobile game industry, where thousands of new games are introduced every month. Game companies often run continuous experiments as an integrated part of the overall development process. This paper presents a game company’s journey on experimentation, and describes how the experiments are used at different stages of the development cycle to produce reliable, meaningful data for developers as well as how to balance between different data collection methods. Our study indicates that experiments are important in all stages of the development in different forms. Early stages in the development experiments can be run with proxy users due to lack of real users, whereas later in the development Key Performance Indicator (KPI) metrics play the most important role in experiments. Establishing concrete goals for the experiments, balancing between qualitative and quantitative data collection, experimentation throughout the development process with the guidance of an efficient leadership appears to be the key to success.