{"id":3120,"date":"2016-05-11T06:29:27","date_gmt":"2016-05-11T13:29:27","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=3120"},"modified":"2024-06-18T11:11:25","modified_gmt":"2024-06-18T10:11:25","slug":"tres-formas-de-ver-si-su-producto-se-ajusta-mercado","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2016\/05\/11\/tres-formas-de-ver-si-su-producto-se-ajusta-mercado\/","title":{"rendered":"Tres formas de ver si su producto se ajusta al mercado"},"content":{"rendered":"

He estado leyendo (y aplicando) una gran cantidad de conceptos del libro, Value Proposition Design\u00a0de Alex Osterwalder<\/a> (@alexosterwalder<\/a>), ya que he estado desarrollando y lanzando el programa CSP Fast Pass. Uno de los conceptos m\u00e1s interesantes del libro es la idea sobre adecuaci\u00f3n del producto al mercado: \u00bfTenemos un producto o servicio que cumpla con las expectativas, perdidas y ganancias que a los clientes realmente les importa?.<\/p>\n

Por supuesto la adecuaci\u00f3n\u00a0del producto no se alcanza de la noche al d\u00eda, sino\u00a0en una serie de pasos. Alex Osterwalder identifica tres tipos de ajustes: en papel, en el mercado y en el banco.<\/p>\n

    \n
  1. Ajuste\u00a0Problema-Soluci\u00f3n:<\/strong> Este ajuste se produce cuando existe\u00a0evidencia de que los clientes se preocupan por determinadas expectativas, perdidas y\u00a0ganancias y que la propuesta de valor del producto se ocupa de las expectativa,\u00a0perdidas y ganancias esenciales. Decimos de este ajuste que es “sobre el papel” porque el producto s\u00f3lo existe en el papel (o como un prototipo muy rudimentario) y el mercado no ha validado la propuesta de valor con compras reales.<\/li>\n
  2. Ajuste Producto-Mercado:<\/strong> Este ajuste se produce cuando la gente empieza a comprar su producto y servicio y el producto comienza a ganar tracci\u00f3n en el mercado. En este tipo de ajuste del producto, el cliente normalmente recibe m\u00e1s valor del producto que\u00a0la gente que cre\u00f3 el producto. Este per\u00edodo incluye a menudo un per\u00edodo de experimentaci\u00f3n e interacci\u00f3n en torno a las suposiciones\u00a0acerca de los clientes, sus necesidades y c\u00f3mo el producto se ajusta a sus necesidades.<\/li>\n
  3. Ajuste modelo de negocio:<\/strong> Se materializa cuando se tiene evidencia de que su producto est\u00e1 incrustado en un modelo de negocio rentable y escalable, es decir, que genera\u00a0dinero real que se puede poner en el banco. Un negocio no tiene un ajuste de modelo de negocio hasta que se empiecen a generar m\u00e1s ingresos con el producto que\u00a0los gastos en los que se incurren para crear y entregar el producto a los clientes.<\/li>\n<\/ol>\n

    \"ProductFit\"<\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    He estado leyendo (y aplicando) una gran cantidad de conceptos del libro, Value Proposition Design\u00a0de Alex Osterwalder (@alexosterwalder), ya que he estado desarrollando y lanzando el programa CSP Fast Pass. 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