“The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.”
Eric Ries

it is necessary to define the key features and nice to have functionalities

customers are a tech-savvy and educated audience so MVP needs to be Fast-Good-Cheap , this is a difficult balance to find

The aim is to building-> measuring-> learning

Your product should be viable and its main purpose should be to test your idea and get “validated learning” it should be launched in the shortest time to test the assumptions. Create a solid tracking plan for your MVPs. Your MVP should give you direct, actionable insights about your Customer Problem & Business Goals

Be careful of biases when building MVPs. Don’t create something to prove your idea. Create tests to disprove it.

Focus on reducing “time to knowledge”. The faster you learn, the better you compete in the market.

MVP development strategy – think small, and at the same time have a greater vision

any minimum viable product example is not about a product itself, but rather the process of asking two questions each time:

  • What is the riskiest assumption?
  • What is the smallest experiment required to test it?


  1. Sketches
  2. Wireframes
  3. Mockups
  4. Landing pages
  5. Manual-first MVPs
  6. Demos
  7. Business/Marketing

as for example Email intros

main information

Use Cases


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Landing Pages

  • Zappos
  • Yahoo!
  • Buffer

Nick Swinmurn, Zappos founder, needed to check whether people would buy shoes without trying them on. He took a photo at a store and posted it on the Internet – and people did actually make purchases.


Yahoo! was represented as an MVP website, a single-page website that contained a list of links to other sites.


Joel Gascoigne, Buffer founder, created a landing page that presented different pricing and features. If someone was convinced enough to proceed with purchasing the product and picked one of the available plans – they’d get a screen informing them that Buffer was not fully ready yet, but they could subscribe to the waiting list. (all thing to be changed

Later, Buffer used emails they received to talk to those people and ask them about their expectations etc. This approach helped them to build a product the market actually wanted. (all thing to be changed)


  • Dropbox

Arash Ferdowsi and Drew Houston, Dropbox founders,  pretended they had the product ready by creating an explainer video. They wanted to check if their file-syncing idea is anywhere close to being interesting to people.

Overnight they attracted over 70k of people who left their emails and wanted to get the products as soon as possible.


  • Uber
  • AngelList

Uber’s MVP did one simple thing: connected drivers with iPhone owners in San Francisco who weren’t scared to have credit card payments enabled in an unknown app.


When Babak Nivi and Naval Ravikant founded AngelList in January 2010, they tested their service idea by doing simple email intros to investors using their broad network of contacts


To test his idea, he decided to start with an MVP. Ryan used a tool called Linkydink – it allowed creating a group for link sharing among its members. he then proceded and added his startup friends and used a bit of PR and social media to promote his idea.


Being live on Facebook made all the difference and helped to raise venture capital for the team to fund titles such as Farmville, which would propel it to huge success. This is proof that your MVP is not about the product at points in time, but also about the platform on which it ends up.

Written by

Gianna Rechichi
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Minimum Viable Product (MVP)


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