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Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned
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Lean Startup Customer Development Process, Evaluation Frameworks, and Lessons Learned

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Presentation to DC Lean Startup Circle on Customer Development: …

Presentation to DC Lean Startup Circle on Customer Development:
● Why Customer Development, specifically Customer Discovery, is important
● A repeatable process for conducting problem interviews
● Tips and tricks not found in The Four Steps to the Epiphany or Running Lean
● The best framework for evaluating results

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  • 1. DC LSC Customer Development Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !1
  • 2. DC LSC Acknowledgments Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !2
  • 3. DC LSC Customer Development “While each step has its own specific objectives, the process as a whole has one overarching goal: proving there is a profitable, scalable business for the company.” Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !3
  • 4. DC LSC Customer Development Goals Customer Discovery Test whether a company’s business model is correct Customer Validation Develop a sales model that can be replicated Customer Creation Create and drive end-user demand Company Building Build mission-oriented departments exploiting the company’s early market success. Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !4
  • 5. DC LSC Customer Development and the Technology Life Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !5
  • 6. DC LSC Customer Discovery in 19 easy steps Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !6
  • 7. DC LSC Running Lean Approach Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !7
  • 8. DC LSC Interview Process and Methods Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !8
  • 9. DC LSC “The formulation of the problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill.” –Albert Einstein Evolution of Physics Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !9
  • 10. DC LSC “A question well put is half answered; i.e. a difficulty clearly apprehended is likely to suggest its own solution, while a vague and miscellaneous perception of the problem leads to groping and fumbling” –John Dewey How We Think Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !10
  • 11. DC LSC Problem Interview Goals 1. Product risk: What are you solving? (Problem) How do customers rank the top three problems? 2. Market risk: Who is the competition? (Existing Alternatives) How do customers solve these problems today? 3. Customer risk: Who has the pain? (Customer Segments) Is this a viable customer segment? -Ash Maurya Running Lean Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !11
  • 12. Interview Structure Bryan Hackett - DC Lean Startup Circle - January 28, 2014 DC LSC !12
  • 13. DC LSC Data Collection Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !13
  • 14. DC LSC Evaluation Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !14
  • 15. DC LSC Problem Worth Solving? • Unworkable • Unavoidable • Urgent • Underserved Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !15
  • 16. DC LSC Qualify the Problem Blatant Latent Aspirational Bryan Hackett - DC Lean Startup Circle - January 28, 2014 Critical !16
  • 17. DC LSC BLAC & “white” Is it addressing “white space” in the market? • an open area of opportunity • which you can capture • and defend • uniquely Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !17
  • 18. DC LSC Quantify the Market Research and Calculate: Total Addressable Market (TAM) Served Available Market (SAM) Target Market -Steve Blank The Startup Owner’s Manual Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !18
  • 19. DC LSC Revisit your Plan A & Assumptions Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !19
  • 20. DC LSC Lessons Learned Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !20
  • 21. DC LSC 5 Lessons Learned 1. Recognize the importance of problem orientation 2. Don’t skip the Business Model Interviews 3. Document, Document, Document! 4. Formulate a Unique Value Proposition early 5. and the last… Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !21
  • 22. DC LSC Find an advisor “Difficult to see. Always in motion is the future..” “Named must your fear be before banish it you can.” “Always pass on what you have learned.” “Do or do not. There is no try.” Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !22
  • 23. DC LSC Questions & Answers bryan.hackett@parantap.com Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !23
  • 24. DC LSC Sources The Four Steps to the Epiphany- Steve Blank Running Lean- Ash Maurya Building a Compelling Value Proposition Michael J Skok (Harvard iLab) The Startup Owner’s Manual- Steve Blank I Am Talking Rubber Duck- Brad Feld Bryan Hackett - DC Lean Startup Circle - January 28, 2014 !24

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