The product delivered is not sufficient quality to provide an accurate assessment of whether customers will use the product. Teams stress the minimum part of MVP to the exclusion of the viable part. There’s not too much harm in this unless the team becomes too focused on delivering something without considering whether it is the right something that satisfies customer’s needs. Teams may also confuse an MVP–which has a focus on learning–for a Minimum Marketable Feature (MMF) or Minimum Marketable Product (MMP)–which has a focus on earning. Often this lack of understanding manifests in believing that an MVP is the smallest amount of functionality they can deliver, without the additional criteria of being sufficient to learn about the business viability of the product. Teams use the term MVP, but don’t fully understand its intended use or meaning. The sooner you can find out whether your product will appeal to customers, the less effort and expense you spend on a product that will not succeed in the market. The primary benefit of an MVP is you can gain understanding about your customers’ interest in your product without fully developing the product. Seeing what people actually do with respect to a product is much more reliable than asking people what they would do. This validated learning comes in the form of whether your customers will actually purchase your product.Ī key premise behind the idea of MVP is that you produce an actual product (which may be no more than a landing page, or a service with an appearance of automation, but which is fully manual behind the scenes) that you can offer to customers and observe their actual behavior with the product or service. Eric Ries, defined an MVP as that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development.
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