Customer Development - What Strategic Planning can learn from Startups

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This is an interactive presentation that Stefan Erschwendner, Managing Director of LHBS gave for the Account Planning Group Germany at the Google Office in Berlin on the 29th of February 2013. Certain …

This is an interactive presentation that Stefan Erschwendner, Managing Director of LHBS gave for the Account Planning Group Germany at the Google Office in Berlin on the 29th of February 2013. Certain parts of the presentation are blank since they got build up during the presentation.

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  • 1. Customer Development-What Strategic Planningcan learn from StartupsAPGDBerlin, 29th of February 2013
  • 2. Hello!
  • 3. Education
  • 4. Professional Y&R Zurich Experience Strategic Planning
  • 5. DDB /Tribal DDBProfessional Budapest Experience Strategic Planning
  • 6. LHBS LightHouseProfessional Business Sociology Experience Knowledge & Ideation
  • 7. 2 Main drivers that influence our work and business today
  • 8. 1. Complexity People, Business and Brands behave different in a connected worldhttp://www.wired.com/wiredscience/2008/04/the-complexity/
  • 9. 2. Acceleration Increasing speed of life and business demands a new way of workinghttp://doktorsblog.de/2010/01/24/innovation-timeline-1900-2050/
  • 10. Management decision cycles are sometimes longer than technology cycles. This creates even more pressure for agencies.
  • 11. Disciplines and tasks mergeBranding Research Sales Strategy Development ... Innovation
  • 12. Uncertainty is the biggest business barrier at the moment. Sir Martin Sorrellhttp://img.new.livestream.com/events/00000000001b52f4/fdedfe80-ff9c-4149-979a-0be78a42e6f2_5307.jpg
  • 13. Agencies & Strategic Planning The way we work needs to adapt to the outside world.
  • 14. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwinhttp://www.glsc.org/darwin/images/8_Darwin.jpg
  • 15. Adaptation Context Company
  • 16. In a complex and speed driven world there is a strong need for strategy. But the way strategy is done needs to change.
  • 17. Strategy When crafting a strategy, all companies need to make bets about what customers will want in the future, what competitors will do in the future, what the company itself is capable of accomplishing in the future, what will happen in the economy generally. None of these bets can be guaranteed. Strategy means making the best possible choices you can make today and then being responsive when the bets do or do not come in as hoped. Roger Martinhttp://blogs.hbr.org/cs/2013/01/placing_strategic_bets_in_the.html?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
  • 18. Strategy So rather than seeing strategy as a way to get rid of uncertainty, think about strategy as a way of dealing productively with lifes inevitableuncertainty, by continuously making and updating your bets about the future.
  • 19. Who knows about continuously making and updating bets about the future?
  • 20. Selecting a Business Model usually requires making a number of assumptions. In many cases, it is impossible to verify these assumptions before implementing the Steve Blank Business Model in real time or at least in a pilot study. You should test a Business Model whenever possible, and must always be prepared to revise it or explore alternatives.http://www.newmedianow.co.uk/wp-content/uploads/2012/05/steve_blank.jpg
  • 21. The differencesCompanies StartupsExecuting SearchingKnown environment environment of uncertaintyWaterfall development agile developmentAction based on plan Action based on behaviorBusiness plan Business modelOperational excellence Creativity and insightDefined knowledge Hypothesis
  • 22. Traditional way of working
  • 23. The definition of insanity is doing the same thing over and over and expecting different results.http://3.bp.blogspot.com/-IYq1IOKlQ2U/UNGpkdc3N8I/AAAAAAAAIW4/BnqwT1lJaDE/s1600/grayscale-albert-einstein-monochrome-scientists-black-background-portraits-HD-Wallpapers.jpg
  • 24. Start up way of working Data, Feedback, InsightsHypotheses, Experiments
  • 25. Search Execute Customer Customer Customer Customer Business Discovery Validation Creation BuildingDevelopment Pivot
  • 26. Customer Development Manifesto1. There are no facts inside your building, so get outside.2. Pair Customer Development with Agile Development3. Failure is an integral part of the search4. Make continuos iterations and pivots5. No business plan survives first contact with customers, so use a business model canvas6. Design experiments and test to validate your hypotheses7. Agree on market type, it changes everything8. Startup metrics differ from those in existing companies9. Fast Decision-Making, Cycle time, speed and tempo10. Communicate and share learnings
  • 27. There are no facts inside your building, so get the heck outside.
  • 28. HypothesisInsight Insight Design Experiment Cycle Test
  • 29. Drives value Subconscious Conscious What Not desired but drives Desired and drives value valueconsumers Not drive value want Invisible Not desired and does not drive value Deception Desired and does not drive value Not desired Desired
  • 30. The way Context Consumer Consumer LHBS Research Observation Interviews works Pivot Pivot
  • 31. Understand the consumer environment: Social / Cultural TechnologicalContext Economical PoliticalResearch Legal
  • 32. Understand the consumer in it s micro usage situation and context: Consumer Observations of consumers in their natural environment:Observation where and how they search, buy and consume the product or service.
  • 33. Understand the motivations, pains and gains behind their behavior.Consumer Test Hypothesis based on previous learningsInterviews and fine tune the results.
  • 34. Contact: Stefan ErschwendnerManaging Partner / LHBS Consulting GmbH 0049 176 8455 2756 se@lhbs.com www.lhbs.com @eranium