Lean Canvas: BISCOCHERÍA Y PASTELERÍA EL TREBOL
PROPUESTA DE SEGMENTO DE CLIENTES
PROBLEMA SOLUCION
.- Encontrar productos .- Producir y comercializar
alimenticios económicos productos de panificación,
- Encontrar variedad de estos panes, biscochos y pastelitos
dulces, para ser vendidos muy
productos cerca a los clientes, junto con
- Que sean frescos productos complementarios.
- Calidad de producto media,
ALERNATIVAS EXISTENTES para reducción de costos.
- Panaderías de barrio - Producción en grandes
cantidades para tener el
- Galletas de paquetes beneficio de economías de
- Pan de bolsa escala de reducción de costos.
METRICAS CLAVE
.- Número de clientes.
- Ventas diarias y
semanales
- Productos que mas rotan
- Margen de utilidad por
cada producto
- Utilidades mensuales
ESTRUCTURA DE COSTOS
Costos fijos: Personal Operativo y administrativo, arrendamiento.
Costos variables: Materias primas, gas
Inversiones: equipos especializados de panificación en altos volúmenes.
VALOR UNICA VENTAJA INJUSTA
Gran Variedad de .- Produccióny oferta de
productos de panificación,
amplia variedad de Amas de casa, interesadas
frescos y deliciosos, alproductos de panificación en dar comida a su familia,
sin gastar mucho dinero.
alcance de su bolsillo. .- Producción en altos
volúmenes para lograr
CONCEPTO DE ALTO NIVEL reducción de costos por ADOPTADORES
Panadería, Biscochos y economías de escala TEMPRANOS
Pastelitos, como Tú los Personas de bajos recursos
Personas que vivan cerca a
quieres !
tiendas de barrio, o
supermercados de barrio
CANALES
Tiendas de barrio
Supermercados de barrio
Cadenas de supermercados
pequeñas, orientadas a
estratos mediso bajos
Colegios
FLUJOS DE INGRESOS
Venta de los productos.
De contado, no dejar producto en consignación.
PROBLEMA
Haga un lista de los 3 principales problemas de sus clientes
Alternativas existentes: Haga una lista de como estos problemas están siendo solucionados ahora

Objective
Identify your customer's must-have problem(s) and how they address them today.
Details
Describe the top 1-3 problems the customer needs solved. Grok the problem from the customer’s point of view firs
"Customers care about their problems - not your solution."
-Dave McClure

Existing alternatives are how your customers address these problems today. Many times these existing alternatives
competitor.
"Your competition is not who you think but who your customers think they are."
-Ash Maurya

Step-by-Step Process
Based on your customer segment outline their top 1-3 problems

.- Encontrar productos alimenticios económicos

- Encontrar variedad de estos productos
- Que sean frescos

ALERNATIVAS EXISTENTES
- Panaderías de barrio
- Galletas de paquetes
- Pan de bolsa
mer’s point of view first independent of any solution ideas.

se existing alternatives may not be a readily obvious

SEGMENTO DE CLIENTES

Haga una lista de los Clientes Objetivo y de los Usuarios

Adoptadores tempranos: haga una lista de las características de su cliente ideal

Objective
Define an early adopter - not a mainstream customer.

Details
The elements of your business model can and will vary greatly by customer segment. It’s important to distinguish between cu
is a someone that pays for your product. User is someone that interacts with the product or service of the customer. Early Ado
have defined with specific attributes and will initially target.

Step-by-Step Process:
- Start by brainstorming the list of possible customers you envision using your product.
- Distinguish between customers and users.
- Split broad customer segments into smaller ones as you can’t effectively build, design, and position a product for everyone
to build a mainstream product, you need to start with a specific customer in mind. Even Facebook started with a specific user
This your early adopter.
- Sketch a Lean Canvas for each customer segment. I recommend starting with the top 2-3 customer segments you feel you
most promising.

Amas de casa, interesadas en dar comida a su familia, sin gastar mucho dinero.

ADOPTADORES TEMPRANOS
Personas de bajos recursos
Personas que vivan cerca a tiendas de barrio, o supermercados de barrio
o distinguish between customers and users. Customer
f the customer. Early Adopter is a customer that you

n a product for everyone. While you might be aiming

rted with a specific user in mind - college students.

r segments you feel you understand the best or find

PROPUESTA DE VALOR UNICA

Mensaje Simple, claro, persuasivo, conviencente que haga volver un visitante sin conocimiento en un prospecto interesado.
Concepto de Alto nivel: Haga lista de su X por Y (e.g. YouTube = Flickr for videos)

Objective
Craft a clear message that states your offer and why you are different.

Details
The goal of your Unique Value Proposition (UVP) is to turn an unaware visitor into a potential prospect. This is what you use a
good UVP gets inside the head of your customer and describes the value proposition from their world view.
The key to unlocking what’s different about your product is deriving your UVP directly from the #1 problem you are solving. A
"finished story benefits" customers derive after using your product.

Finally, craft a high-concept pitch to help spread your message.

Some examples: YouTube - Flickr for Video, Lean Canvas - Startup Blueprint.

Step-by-Step Process:
- Derive your UVP directly from the #1 problem you are solving
- Focus on the finished story benefit of the product instead of the features.
- Visit the landing pages of brands you admire and deconstruct how and why their UVP works.
- Create a high-concept pitch

Gran Variedad de productos de panificación, frescos y deliciosos, al alcance de su bolsillo.

CONCEPTO DE ALTO NIVEL

Panadería, Biscochos y Pastelitos, como Tú los quieres !
prospecto interesado.

t. This is what you use as the headline on your landing page. A

view.
oblem you are solving. Another technique is focusing on the
SOLUCION

Presente el bosquejo de una posible solución para cada problema

Objective
Define the minimum feature set needed to solve your top 1-3 problems.

Details
For each of the problems outlined earlier, sketch out the top features or capabilities that will address those problems. Don’t g
solution just yet. Simply outline a possible solution for each problem.
These features will form the basis for your Minimum Viable Product.
A Minimum Viable Product is the smallest feature set that lets you start learning about customers.
Don't confuse your MVP with a minimal product. Your MVP needs to address your top customer problems and deliver on your

Step-by-Step Process
- Outline a possible solution for each problem
- Don't spend too much time fleshing out your solution yet

.- Producir y comercializar productos de panificación, panes, biscochos y pastelitos dulces, para ser vendidos muy cerca a los c
complementarios.
- Calidad de producto media, para reducción de costos.
- Producción en grandes cantidades para tener el beneficio de economías de escala de reducción de costos.
those problems. Don’t get carried away with fully defining a

lems and deliver on your Unique Value Proposition.

ndidos muy cerca a los clientes, junto con productos

ostos.
CANALES

Haga un listado de sus canales o caminos a sus clientes

Objective
Start building a significant path to customers from day one.

Details
Channels are how you reach your customers. The more specific your early adopter definition, the easier it is to formulate spec
While there are a plethora of channel options available, some channels may be outright inapplicable to your startup, while oth
of your startup.
Generally speaking, start with outbound channels (such as using your 1-degree network for referrals) to find early customers,
channels as soon as possible so customers eventually find you.
Inbound channels use “pull messaging” to let customers find you organically while outbound channels rely on “push messag

Step-by-Step Process
- Identify how you will find your first 10 customers.
- What inbound channels can you start building today?

Tiendas de barrio
Supermercados de barrio
Cadenas de supermercados pequeñas, orientadas a estratos mediso bajos
Colegios
er it is to formulate specific channels for reaching them.
o your startup, while others may be more viable during later stages

to find early customers, but start building and testing inbound

els rely on “push messaging” for reaching customers.

FLUJOS DE INGRESOS

Haga un listado de las fuents de Ingresos

Objective
Identify how you will make money.

Details
A business model without revenue is not much of a business. Getting paid is one of riskier parts of your model and something
possible. Even if you choose to not charge your customers out of the gate, you should be able to articulate how you intend to
Picking a price is more art than science. Not only does your pricing model keep you in business, it also signals your branding an
customers. A good starting point is using your customer's existing alternatives as pricing anchors.

Step-by-Step Process
Brainstorm different revenue models.
Examine the pricing of existing alternatives.
Pick a starting price to test.

Venta de los productos.

De contado, no dejar producto en consignación.

Vents de productos a los que se está di

ur model and something that needs to be tackled as early as
ulate how you intend to build a business around your product.
signals your branding and positioning which determines your
ESTRUCTURA DE COSTOS

Haga un listado de los Costos Fijos y de los Costos Variables

Objective
List your fixed costs and variable costs.

Details
List the operational costs you will incur while taking your product to market. It’s hard to accurately calculate these too far
present. What will it cost you to interview 30-50 customers? What will it cost you to build and launch your MVP? What wi
Use your cost structure and revenue streams to calculate your break even point.

Step-by-Step Process
List your immediate fixed costs
List your immediate variable costs.
Calculate your break-even point

Costos fijos: Personal Operativo y administrativo, arrendamiento.

Costos variables: Materias primas, gas
Inversiones: equipos especializados de panificación en altos volúmenes.
o accurately calculate these too far into the future. So instead, focus on the
ild and launch your MVP? What will your ongoing burn-rate look like?
METRICAS CLAVE

Haga una lista de los números que le dirán como está funcionando su negocio

Objective
Identify the key numbers that tell you how your business is doing in real time.

Details
Key Metrics track what your customers do and are critical in prioritizing what actions you should focus on first.
Most businesses can be mapped using Dave McClure's AARRR pirate metrics conversion funnel. The key metrics you focus on
Before Product/Market Fit, focus on your value metrics - Activation, and Retention.
After Product/Market Fit, focus on your growth metrics - Acquisition, and Referral.

Step-by-Step Process
- Identify your top 3-5 key metrics based on the stage of your product
- Map specific user actions you will use to track these metrics

.- Número de clientes.
- Ventas diarias y semanales
- Productos que mas rotan
- Margen de utilidad por cada producto
- Utilidades mensuales

Hospedantes satisfechos.
s on first.
ey metrics you focus on vary by the stage of your startup.
VENTAJA INJUSTA

Algo que no puede ser fácilmente copiado o comprado

Objective
Identify your barrier to entry against competition

Details
This is usually the hardest section to fill which is why it's left for last. Most founders list things as competitive advantages t
features.
"A real unfair advantage is something that cannot be easily copied or bought." -Jason Cohen

You may initially have to leave this box blank but it’s here to prompt you to think about how you can make yourself differe
Step-by-Step Process
Do you have any existing advantages?
What are some advantages you could develop over time?

.- Produccióny oferta de amplia variedad de productos de panificación

.- Producción en altos volúmenes para lograr reducción de costos por economías de escala
 things as competitive advantages that really aren’t such as code, passion,

ught." -Jason Cohen

t how you can make yourself different and make your difference matter.

cala