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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.

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.

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.

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

A high percentage of failures of new products is considerably associated with management issues at the initial, with a large amount of uncertainty, stage of product development. Taking into account the fact that the characteristics and functionality of the future product are determined exactly at the initial stage, the management of the process here is of decisive importance. In the digital transformation process, companies rethink the product development management process and, correspondingly, the competence model of product managers. The purpose of the paper is to identify the key competencies (qualities, personal characteristics and abilities allowing to carry out professional activity key tasks) of the digital era product managers, as well as testing the design and project approaches in developing their competencies. Getting primary information about the main professional tasks was provided through in-depth interviews with successful product managers from the following industries: internet and telecommunications, software, pharma and finance. Two typical profiles/types of product managers were identified and called «technologically-oriented» and «business-oriented». As a result of the empirical research the key universal competencies of product managers to manage innovative products development effectively have been revealed. The partial overlap with the competences of innovation entrepreneurs, identified earlier, was discovered. for the development of key competencies, the innovation training program was developed and tested. The statistical analysis results showed that project based learning in combination with design thinking, Lean Startup & Customer Development, as well as modern digital rapid prototyping technique application, provide positive dynamics in the development of revealed key competencies for beginning product managers.

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.

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...

Sensor network systems using mobile phones with several physical sensors can collect big data related to human health. The addition of low-cost chemical sensors to the sensor system increases the scientific prescription based on contemporary medicine. The authors examine the commercialization of a system based on the concept of physiological balance sensing. Individuals and animals possess biological barrier systems against various stressors. This study offers a system that constantly monitors biological barrier functions on the epithelial layers by using an ion sensitive field-effect transistor (ISFET) sensor and feedback recommendations and precipitations through a smart phone [1]. The initial business trial of the ISFET sensor was developed jointly with Horiba, Ltd. to provide a micro-pH meter with no reference electrodes. The sensor chip consisted of two ISFETs, namely a chip that detected the hydrogen ion concentration [H3O+] and another chip that was unaffected by [H3O+]. The differential signal between both the chips is converted to a pH value without using a reference electrode [2]. This holds tremendous potential from a research viewpoint. However, the expected market size did not meet the expectations of a large company. The next business trial involved establishing two approaches to commercialization. The first approach involved a public finance start-up with an existing large company. This approach is usually effective when a technological breakthrough is required. Universities were expected to play a key role in organizing a joint venture by combining several existing enterprises, and thus this was included in the objectives of the Radical Innovation and Entrepreneurship Program (COI STREAM) of the Center of Innovation Science and Technology that was launched by the Japanese Ministry of Education, Culture, Sports, Science and Technology (MEXT). A wireless multi-target ISFET system that detected, analyzed, and provided feedback on physiological substances in biological barriers was developed. This program involved a collaboration between the Waseda University and two private enterprises (Riken Genesis Co., Ltd. and Toppan Printing Co. Ltd). Certain key molecules for monitoring the balance sensing such as cortisol do not possess electric polarization. Hence, the role of aptamers that deformed to change the charge distribution within a Debye length was investigated for the detection of these non-polarized molecules by ISFET. This entailed a collaboration with another government program (the Adaptible and Seamless Technology transfer Program through target driven R&D (A-STEP)) to develop artificial nucleotides with NEC Solution Innovators, Ltd. and to develop the aptamers with high sensitivity and high selectivity with Gunma University. Another approach included a small startup from Waseda University in the Enhancing Development of Global Entrepreneur (EDGE) program of MEXT. The first trial of the startups was a pet business, which served a skin monitoring system by using an ISFET sensor for pets. A wireless ISFET system was developed for animal skin care and it included a simple and quick skin pH measurement method applicable to both humans and dogs. As part of the first stage in customer discovery, students interviewed several dog-owners and their pets who participated in a dog run at a big park by showing a prototype as the minimum viable product (MVP) [3]. None of the dog-owners were interested in the MVP, as all the pets were young and healthy. Since there were no true customers, alternative areas were explored. The next target entailed animal hospitals with unhealthy dogs. However, veterinary doctors did not want to purchase the products as they believed in the accuracies of their diagnoses. The next area explored was dog-grooming services. In these services, there were constant complaints that customers did not accept their suggestions despite being informed about symptoms of a cutaneous disease. Hence, the dog-grooming services could be the early adapters of the first product. At this stage, it is difficult to determine the approach that leads to industrialization success. Hence, further explorations are required in order to “embrace the struggle” [4]. References: [1] K. Ohashi, S. Kuroiwa, S. Hideshima, T. Nakanishi, A. Matsuzaka, and T. Osaka, IEEE RFID-TA 2015, P2-8 (2015). [2] S. Kuroiwa, J. Wang, D. Satake, S. Nomura, and T. Osaka, J. Electrochem. Soc., 156 (4), J67¬J72 (2009). [3] Steve Blank and Bob Dorf, The Startup Owner’s Manual, K&S Ranch (2012). [4] Ben Horowitz, The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, Harper Business (2014).

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.

It is analyzed the Lean startup methodology and its application in launching new competitive, innovative products or business models. The particular attention is paid to methods for identifying the target audience and methods for confirming the hypotheses of the business model's effectiveness. The possibility of integration of Lean Startup methods is described, the essence of which is to maximize risk prevention and adaptation of marketing strategy, flexible methodology of Agile, breakdown of laborious tasks into simpler subtasks and Customer Development model, as well as testing a business model.

A digitalização e a evolução tecnológica experimentadas em anos recentes têm promovido mudanças na forma como as organizações se estabelecem e desenvolvem seus modelos de negócios. São exigidos intervalos de respostas cada vez mais curtos, bem como flexibilidade e dinamismo. Algumas práticas têm emergido para auxiliar empreendedores atuantes neste novo cenário, em especial aos líderes de startups e projetos de base inovadora. O presente trabalho apresenta resultados de uma pesquisa que teve como objetivo de investigar de que forma o lean startup pode auxiliar novos empreendimentos baseados em inovação a validar seus modelos de negócio, quais os fatores críticos de sucesso para a sua implementação e qual o grau de adoção de suas práticas por startups tecnológicas na região metropolitana de Porto Alegre (RS). Para isto, o estudo foi dividido em três principais etapas. A primeira etapa consistiu em uma revisão sistemática da literatura a respeito da temática, com a identificação de estudos acerca do lean startup, customer development e gestão ágil. Foram identificados principais efeitos da implementação sobre as organizações e fatores críticos de sucesso para a execução A segunda e terceira etapas compreenderam estudos de caso múltiplos, com a identificação de práticas utilizadas por startups tecnológicas para a validação de elementos de modelos de negócio, e a coleta de percepções de líderes de startups de engenharia quanto ao lean startup e os principais obstáculos e facilitadores para a sua implementação. Entre os principais resultados, destacam-se os benefícios das práticas ágeis sobre a flexibilidade das organizações, bem como a redução de custos, se comparados à gestão baseada em planos de negócios. Deve-se ressaltar que os estudos de caso possuem limitações quanto à generalização, visto que podem não representar outras realidade. De toda a forma, o presente trabalho contribui para o preenchimento de parte de uma lacuna existente na literatura quanto à temática. Digitization and technological evolution experienced in recent years has led to changes in the way organizations establish and develop their business models. Market demands quick responses as well as flexibility and dynamism. Some practices have emerged to assist entrepreneurs in this new scenario, especially leaders behind startups and innovation-based projects. This work presents results of a research that aimed at investigating how lean startup can support the validation of business models in innovation-based ventures, what are the critical success factors for its implementation, and whether the startups in the metropolitan region of Porto Alegre (RS) are actually adopting the methodology. To achieve this objective, the study was divided into three main stages. The first stage consisted of a systematic literature review on the subject, with the identification of studies about lean startup, customer development and agile management. As main findings, we identified lean startup effects on organizations and critical success factors for its implementation. The second and third steps included multiple case studies, identifying the practices used by technological startups to validate business models elements, and the perceptions of leaders behind engineering startups regarding to lean startup, as well as main obstacles and facilitators for its implementation. Some results regard the benefits of agile practices on the flexibility of organizations, as well as the reduction of costs, when compared to plan-based management approaches. Case studies have limitations on generalization, since they may not represent other realities. In any case, the present work contributes to fill part of a literature gap on the subject.

Knowledge transference and its business potential are very much related to founders’ skills, and especially to the development of their transversal skills. Unfortunately, the time needid to achieve these skills spontaneously penalizes their possibilities. The implementation of pilot experiences in application of agile innovation methodologies such as "Lean Startup" and "Scrum" to real business projects during their incubation and acceleration process at the University of Seville has thrown interesting data about the best work dynamics during the process, with measurements of productivity, the "momentum" of the project, its "focus abilities" or qualitative assessments of those involved in the study. The results reveal a series of advantages and disadvantages derived from the application of these methodologies, which exert influence both on the individual performance and on the group of founders, that in general have turned out to be positive, since they allow to accelerate the maturation process to achieve the skills needed to increase survival ratios, or to conclude that it is not a viable project by making use of significantly less time and resources. La transferencia del conocimiento y su potencial empresarial están muy relacionadas con la capacidad del equipo promotor, y especialmente con el desarrollo de habilidades transversales. Por desgracia, el tiempo necesario para lograr estas habilidades de forma espontánea penaliza sus posibilidades. La puesta en marcha de experiencias piloto de aplicación de metodologías ágiles de innovación como “Lean Startup” y “Scrum” a proyectos empresariales reales durante su proceso de incubación y aceleración en la Universidad de Sevilla ha permitido obtener datos interesantes acerca de la dinámica de trabajo individual y grupal registrada durante el proceso, con mediciones de la productividad, el “nivel de inercia” del proyecto, su “capacidad de foco” o valoraciones cualitativas de los implicados en el estudio. Los resultados descubren una serie de ventajas e inconvenientes derivados de la aplicación de estas metodologías, que ejercen influencia tanto en el desempeño individual como del conjunto de fundadores del proyecto, y en líneas generales han resultado ser positivos, ya que permiten acelerar el proceso de maduración personal hacia la consecución de las habilidades necesarias para incrementar la supervivencia del proyecto, o bien para concluir que no es viable haciendo uso de una cantidad significativamente inferior de tiempo y recursos.

En este trabajo se presenta el modelo de negocios para la creación de una línea de productos de cuidado del cabello. Se presenta la metodología utilizada para la creación del modelo, un análisis de la industria de la belleza, la definición del público meta y un plan de acción estratégico.

The bachelor thesis contains a set of lean approaches and their detailed description including benefits and disadvantages. On the one hand, thesis can be a useful source of information for those who want to deepen their theoretical knowledge of how start- ups actually work or on the other hand serve as a tool for all those entrepreneurs who wish to establish a successful and profitable company. The theoretical part will mainly focus on Customer Development, Agile Development and Business Mocel Canvas. In the practical part, I am going to examine a Czech startup called Vehiklo by conducting qualitative case study which has been chosen as a research instrument.

El proyecto surgió a partir de la aplicación de una técnica llamada ideación1, en la cual se realizó como primera actividad una lluvia de ideas para identificar los problemas o necesidades que tiene el común de la gente y que, desde nuestro punto de vista, valía la pena explorar. Una vez identificados estos problemas se realizó un proceso de votación para identificar aquellos que tuviesen una mayor relevancia. Identificados los dos problemas de mayor impacto se optó por elegir uno de ellos para adoptarlo, validarlo y diseñar una propuesta de solución innovadora planteándola como un modelo de negocio base con el que dicha solución pudiera operar en el mercado. Este proceso nos dio aprendizaje y conocimiento de las metodologías Lean startup y Customer development2, que nos permiten evaluar un problema en campo, utilizando como principal herramienta la entrevista y la observación, con la finalidad de poder validar si el problema planteado se percibe como una oportunidad de negocio y si puede ser atractiva, al grado de trabajar en ella para atacarla frontalmente y así ofrecer una solución factible que permita solventar esta necesidad para luego validarla buscando identificar el valor percibido del cliente ante la solución planteada, con la intención final de saber si el cliente tendría la intención de usarla y si estaría dispuesto a pagar por ella. C. Palabras clave Ideación, El proyecto surgió a partir de la aplicación de una técnica llamada ideación1 , en la cual se realizó como primera actividad una lluvia de ideas para identificar los problemas o necesidades que tiene el común de la gente y que, desde nuestro punto de vista, valía la pena explorar. Una vez identificados estos problemas se realizó un proceso de votación para identificar aquellos que tuviesen una mayor relevancia. Identificados los dos problemas de mayor impacto se optó por elegir uno de ellos para adoptarlo, validarlo y diseñar una propuesta de solución innovadora planteándola como un modelo de negocio base con el que dicha solución pudiera operar en el mercado. Este proceso nos dio aprendizaje y conocimiento de las metodologías Lean startup y Customer development2 , que nos permiten evaluar un problema en campo, utilizando como principal herramienta la entrevista y la observación, con la finalidad de poder validar si el problema planteado se percibe como una oportunidad de negocio y si puede ser atractiva, al grado de trabajar en ella para atacarla frontalmente y así ofrecer una solución factible que permita solventar esta necesidad para luego validarla buscando identificar el valor percibido del cliente ante la solución planteada, con la intención final de saber si el posible cliente de esta solución tendría la intención de usarla y si estaría dispuesto a pagar por ella. ITESO, A.C.

[EN] A business model will be designed applying lean methods as Customer Development, Lean Startup and tools as the Model Business Canvas. To do so, products and services necessary to define a profitable, repeatable and scalable business will be defined and developed. Applying the lean startup method, we will set the needed hypotheses, the right metrics and the minimum viable products to contrast them and manage the customer discovery and customer validation phases of the Customer Development method., [ES] A partir del empleo de métodos y técnicas para el desarrollo ágil de modelos de negocio y emprendimiento, se diseñarán los productos y servicios necesarios para conseguir un modelo de negocio rentable, repetible y escalable. Aplicando el lean startup se definirán las hipótesis, se definirán métricas para contrastarlas y se diseñarán los mínimos productos viables que permitan abordar las fases de descubrimeinto y validación de clientes.

Thesis deals with startup companies and their development methodology. The main aim is to present a model of startup company development. Within the theoretical part successful and unsuccessful businesses are analyzed and selected approaches to the development of startup companies are explained. In practical part, based on the findings a model for startup company development is proposed.