{"id":3169,"date":"2016-06-30T23:32:01","date_gmt":"2016-07-01T06:32:01","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=3169"},"modified":"2025-01-10T15:18:07","modified_gmt":"2025-01-10T15:18:07","slug":"los-diez-tipos-de-pivotes-de-modelo-de-negocios-en-lean-startup","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2016\/06\/30\/los-diez-tipos-de-pivotes-de-modelo-de-negocios-en-lean-startup\/","title":{"rendered":"Los diez tipos de pivotes de modelo de negocios en Lean Startup"},"content":{"rendered":"<p style=\"text-align: justify;\">Pivote es una de esas palabras que algunas personas del \u00e1mbito \u00e1gil les gusta lanzar a su alrededor para parecer &#8220;cool&#8221;, pero a menudo la utilizan incorrectamente. He escuhado muchas conversaciones donde se usa la palabra &#8220;pivote&#8221;, que tienden a significar cualquier tipo de correcci\u00f3n en el curso de la estrategia de un producto (y la verdad&#8230; he sido culpable de esto yo mismo). Mientras que esto tiene un poco de cierto, este uso descuidado de la palabra no hace un favor al robusto concepto de pivote definido por el <a href=\"http:\/\/theleanstartup.com\/principles\">Movimiento Lean Startup<\/a>. Asi que, \u00bfC\u00f3mo Eric Ries (<a href=\"https:\/\/twitter.com\/ericries\" target=\"_blank\" rel=\"noopener noreferrer\">@ericries<\/a>), el autor de The Lean Startup, define un pivote?<\/p>\n<blockquote><p>&#8230; una correcci\u00f3n de rumbo estructurada dise\u00f1ada para probar una nueva hip\u00f3tesis fundamental sobre el producto, la estrategia y el motor del crecimiento.<\/p><\/blockquote>\n<p style=\"text-align: justify;\">As\u00ed que un pivote no es un simple cambio basado en una corazonada, sino un experimento estructurado para probar una hip\u00f3tesis sobre el crecimiento futuro del negocio. Como resultado, Eric Ries ha definido diez tipos de pivotes.<\/p>\n<ol>\n<li style=\"text-align: justify;\"><strong>Zoom-In<\/strong>: En esta situaci\u00f3n, una sola aplicaci\u00f3n\u00a0se convierte en producto entero y todo lo dem\u00e1s en el producto se corta. Este pivote ayuda a las organizaciones a encontrar y retener el enfoque mediante la entrega del <a href=\"https:\/\/es.wikipedia.org\/wiki\/Producto_viable_m%C3%ADnimo\" target=\"_blank\" rel=\"noopener noreferrer\">producto m\u00ednimo viable<\/a> (MVP en ingl\u00e9s) lo m\u00e1s r\u00e1pido posible.<\/li>\n<li style=\"text-align: justify;\"><strong>Zoom-Out<\/strong>: Lo que se consideraba el producto entero ahora se convierte en una aplicaci\u00f3n\u00a0\u00fanica de un producto mucho m\u00e1s grande. Este es el reverso del pivote de zoom-in. Las compa\u00f1\u00edas utilizan este pivote cuando tienen datos que muestran que un solo conjunto de caracter\u00edsticas, es decir, un producto, es insuficiente para apoyar al cliente, usuarios o segmento de mercado y deciden hacer el producto m\u00e1s expansivo.<\/li>\n<li style=\"text-align: justify;\"><strong>Segmento de clientes<\/strong>: A veces despu\u00e9s de lanzar un producto, el mismo atrae a clientes reales, pero no a los clientes de la visi\u00f3n original del producto. Si bien es decepcionante, este pivote anima a los dise\u00f1adores de productos a reposicionar y optimizar la adopci\u00f3n de productos por un segmento de mercado m\u00e1s apreciativo.<\/li>\n<li style=\"text-align: justify;\"><strong>Necesidad del cliente<\/strong>: En algunas situaciones, una temprana retroalimentaci\u00f3n de los clientes indica que el problema que est\u00e1 solucionando el producto no es muy importante. Otras veces, el cliente hace por encontrar\u00a0dinero para comprar el producto. Este pivote requiere que el equipo del producto encuentre un problema real del cliente digno de la soluci\u00f3n y por el que merezca la\u00a0pena pagar.<\/li>\n<li style=\"text-align: justify;\"><strong>Plataforma<\/strong>: Este pivote se refiere a un cambio de una aplicaci\u00f3n a una plataforma o viceversa. Muchos dise\u00f1adores de productos imaginan su soluci\u00f3n como una plataforma para futuros productos. La mayor\u00eda de los clientes compran soluciones, no plataformas.<\/li>\n<li style=\"text-align: justify;\"><strong>Arquitectura de negocios<\/strong>: Geoffrey Moore, autor del famoso libro Crossing the Chasm, observ\u00f3 hace muchos a\u00f1os que hay dos grandes arquitecturas de negocio: Margen alto, volumen bajo (modelo de sistemas complejos) o margen bajo, volumen alto (modelo de operaciones de volumen). Este pivote reconoce que una empresa no puede hacer ambas al mismo tiempo.<\/li>\n<li style=\"text-align: justify;\"><strong>Valor de captura<\/strong>: este pivote hace referencia al modelo de ingresos o ingresos del producto. Al utilizar este pivote, los l\u00edderes cambian la forma en que la empresa captura el valor. Muchos productos de software ofrecen versiones gratuitas con funcionalidad m\u00ednimamente suficiente. M\u00e1s tarde, piden a los usuarios que paguen para desbloquear una mayor potencia. Desafortunadamente, el modelo libre no captura mucho valor para el negocio.<\/li>\n<li style=\"text-align: justify;\"><strong>Motor de Crecimiento<\/strong>: Hay <a href=\"http:\/\/larslofgren.com\/marketingbasics\/the-three-engines-of-growth-with-eric-ries\" target=\"_blank\" rel=\"noopener noreferrer\">tres motores de crecimiento primarios<\/a> para nuevas organizaciones: Viral (usuarios que promueven el producto), adherente (retenci\u00f3n de clientes) y modelos de crecimiento pagado (publicidad). Elegir el modelo adecuado puede afectar dram\u00e1ticamente la velocidad de crecimiento y la rentabilidad. Este pivote busca cambiar el motor de crecimiento.<\/li>\n<li style=\"text-align: justify;\"><strong>Canal<\/strong>: Hay muchas maneras diferentes, o canales, de entregar un producto a los clientes. Este pivote pide a la empresa que seleccione un canal de entrega de producto diferente con mayor efectividad. Un pivote de canal generalmente requiere de ajustes exclusivos de precio, aplicaci\u00f3n\u00a0y\/o posicionamiento competitivo.<\/li>\n<li style=\"text-align: justify;\"><strong>Tecnolog\u00eda<\/strong>: A veces una nueva organizaci\u00f3n descubre una manera de entregar la misma soluci\u00f3n al cliente mediante el uso de una tecnolog\u00eda completamente diferente. Las compa\u00f1\u00edas utilizan este pivote cuando la nueva tecnolog\u00eda puede proporcionar un precio y\/o rendimiento mejor para mejorar la posici\u00f3n competitiva.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"<p>Pivote es una de esas palabras que algunas personas del \u00e1mbito \u00e1gil les gusta lanzar a su alrededor para parecer &#8220;cool&#8221;, pero a menudo la utilizan incorrectamente. He escuhado muchas  [&#8230;]<\/p>\n","protected":false},"author":1,"featured_media":7298,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[5],"tags":[158,157],"class_list":["post-3169","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-scrum-methodology","tag-lean-start-up","tag-pivote-de-negocio"],"yoast_head":"<!-- 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