Customer development : Bob Dorf's slides for his conference in Paris. October 2013.
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Customer development : Bob Dorf's slides for his conference in Paris. October 2013.

on

  • 2,603 views

Why customer development is the first thing to do when you want to build a great company.

Why customer development is the first thing to do when you want to build a great company.

Statistics

Views

Total Views
2,603
Views on SlideShare
1,358
Embed Views
1,245

Actions

Likes
4
Downloads
26
Comments
0

19 Embeds 1,245

http://startupownersmanual.fr 1045
http://steveblank-bobdorf.diateino.com 151
https://twitter.com 15
http://alsagora.blogspot.fr 6
http://www.blogger.com 5
http://pigeindexeroff2 3
http://alsagora.blogspot.com 3
https://www.rebelmouse.com 3
http://www.feedspot.com 3
http://www.paperblog.fr 2
http://feeds.feedburner.com 1
https://www.facebook.com 1
https://m.facebook.com&_=1383312940346 HTTP 1
https://m.facebook.com&_=1383312935379 HTTP 1
https://m.facebook.com&_=1383312881027 HTTP 1
https://m.facebook.com&_=1383311274464 HTTP 1
http://cloud.feedly.com 1
http://alsagora.blogspot.no 1
http://www.google.fr 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Customer development : Bob Dorf's slides for his conference in Paris. October 2013. Presentation Transcript

  • 1. Sortez de votre bureau ! www.diateino.com BOB DORF allegedly retired serial entrepreneur Twitter: @bobdorf www.bobdorf.co www.steveblank.com Many slides © Steve Blank
  • 2. 7=2+2-3
  • 3. 27=7-6
  • 4. why math matters:
  • 5. 650,000!
  • 6. 12? (or 2%?)
  • 7. make your startup MATTER
  • 8. The New Way, 2003: Steve Blank Launches CUSTOMER DEVELOPMENT
  • 9. In Ten fast years: Stanford, Berkeley Columbia U, Skolkovo,100+ more Tech de Monterrey US National Science Foundation THOUSANDS of Startups APPS.CO/Colombian Government Incubators, Accelerators …more than we can count!
  • 10. More startups fail from a lack of customers than from a failure to build product
  • 11. Why Most Startups Fail Assume Customer Problem: Concept/ Seed Round Product Dev. known Alpha/Beta Test Assume Product Features: Launch/ 1st Ship known
  • 12. We used to think:
  • 13. All You Need to Do: Execute the Plan
  • 14. No Business Plan survives first contact with customers! …ask Webvan! …or RIM …or Zynga …or many more
  • 15. Don’t Spend 2 Months writing Fairy Tales… Spend that time SEARCHING for a Repeatable, Scalable, Profitable BUSINESS MODEL
  • 16. FULL STOP! HAVE YOU PROVEN PRODUCT/MARKET FIT
  • 17. The most important slide Steve Blank ever drew, circa 2003:
  • 18. Customer Discovery Step 1: “Get Out of the Building!” 1. Does anybody care? 2. Do they grab it from you? 3. Become your own Customer! Key Warnings: DON’T talk to friends or family! FOUNDERS must do this themselves DO NOT SELL!!!
  • 19. Customer Discovery Tool #1: Your Minimum Viable Product • • • • Google without ads Zappos without any shoes Diapers.com without diapers Non-Working Websites or Apps! …Fewest possible features to show what it does! …Something a customer can touch, feel, try …Delivers far more, richer customer feedback
  • 20. Tool #2: The Pivot Search Customer Discovery Customer Validation Pivot • The heart of Customer Development • Iteration without crisis • Fast, agile and opportunistic
  • 21. Just a few(of many) Historic Pivots • • • • • • Groupon: the $12billion pivot Steve Blank: “Page 6” Perimeter: “there are 9000 of us” Ning Zynga …and thousands more!
  • 22. Pivot Cycle Time Matters Search Customer Discovery Customer Validation Execution Customer Creation Company Building Pivot • MVP speeds up cycle time •Speed of cycle minimizes cash needs • Customer feedback drives the product!
  • 23. How do you know when Discovery is “done?” Key Partners Key Activities Value Proposition Customer Relationships Customer Segments Complete regional overview  Populate life cycle data for performance guarantees  key distinctive product features & benefits for the target customer segment  total cost of ownership for segment versus alternatives  why will segment buy Durathon versus alternatives (i.e. value proposition)  minimum feature set (i.e. our launch configuration) and ultimate feature set  opportunities to claim IP or trademark / is there freedom to practice  what regulatory/ certification/ transportation/ customs requirements should be met or could be differentiator  product positioning/elevator pitch for each segment  Prospect roadmap: how to get faceto-face with right person at prospects in each segment  key competitors in each segment and their market share  key competitors' characteristics & dynamics  What outbound marketing/ advertising/ promotion activities are needed  support tools required by segment (white papers, TCO calc., tradeshow)  pipeline of leads  identify key market segments (geography/application) and customer segments (e.g. operator versus owner)  how many customers in each segment and estimated potential volume for each customer  how do customers make money … key customer pain/gain points in each segment  how are buying decisions made in each segment - id process, hurdles, decision makers  what does an Earlyvangelist look like in each segment  who influences purchases in each segment (trade groups, key resellers, trend watchers) Who are our key partners/ suppliers Which key activities does the biz model require What value do we deliver to the customer  Educate market on metric: $/kWhday delivered over life of asset  Establish strong partnerships with channel partners 0 Key Resources Which key resources does the biz model require  Integrated power system engineering – compatibility for retrofit and optimized system solutions  Financing options for Power services operators What type of relationship does each segment require of us 25 Channels Through which channel does each segment want to be reached  which segments can only or best be reached through a channel partner  which channel partners are important to optimize sales in each segment  what are channel partners' requirements and cost to become a proactive sales channel  initial channel partner response to value proposition & customer segments 12 25 Cost Structure For whom are we creating value 4 50 Revenue Streams What are our cost drivers How much is each segment willing to pay and how would they like to pay us this amount  Launch reliability     What are price /performance characteristics of competing technology What is the 2013 price target for 1 MM cells What is the 2015 price target for 10 MM cells what is optimum sales method for each segment (asset sale, lease, pay for performance, etc.) 3 X = number of in depth customer data points / data sources used to validate hypothesis x x x red = low hypothesis confidence yellow = medium hypothesis confidence green = high hypothesis confidence 30 10/26/2013
  • 24. Customer Validation Search Customer Discovery Customer Validation Pivot Customer Creation Company Building Execution • Repeatable, scalable profitable? • Passionate first paying customers? • Pivot back to Discovery if not!
  • 25. When It Doesn’t Work (most of the time…)
  • 26. Merci ! www.diateino.com BOB DORF allegedly retired serial entrepreneur Twitter: @bobdorf www.bobdorf.co www.steveblank.com