Your SlideShare is downloading. ×
0
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Berkeley columbia alumni 092411
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Berkeley columbia alumni 092411

2,275

Published on

Published in: Education, Business, Technology
1 Comment
7 Likes
Statistics
Notes
No Downloads
Views
Total Views
2,275
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
92
Comments
1
Likes
7
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Customer Development Update<br />
  • 2. I Write a Blog <br />www.steveblank.com<br />
  • 3. This Talk is Based On<br />Business Model Generation<br />Four Steps to the Epiphany<br />The Lean Startup<br />
  • 4. This Talk<br />What’s a Startup?<br />Search versus Execution<br />Entrepreneurship As a Mgmt Science<br />B-Schools = Large company mgmt<br />Incubators = the transition<br />E-School = the conclusion<br />
  • 5. First -What’s A Startup?<br />Six Types of Startups<br />
  • 6. Startup<br />Lifestyle Startups Work to Live their Passion<br /><ul><li>Serve known customer with known product
  • 7. Pay for their passion</li></li></ul><li>Small Business<br />Startup<br />Small Business StartupsWork to Feed the Family<br /><ul><li>Serve known customer with known product
  • 8. Feed the family</li></li></ul><li>Small Business<br />Startup<br />Exit Criteria<br /><ul><li> Business Model found</li></ul>- Profitable business<br /><ul><li> Existing team</li></ul>&lt; €100K in revenue<br />Small Business StartupsWork to Feed the Family<br /><ul><li>known customer known product
  • 9. Feed the family</li></li></ul><li>Small Business<br />Startup<br />- Business Model found<br />- Profitable business<br /><ul><li> Existing team</li></ul>&lt; $10M in revenue<br />Small Business Startups<br /><ul><li>5.7 million small businesses in the U.S. &lt;500 employees
  • 10. 99.7% of all companies
  • 11. ~ 50% of total U.S. workers</li></ul>http://www.sba.gov/advo/stats/sbfaq.pdf<br />
  • 12. Scalable<br />Startup<br />Large Company<br />Scalable Startup<br />Search<br />Goal is to solve for:<br /> unknown customer and unknown features <br />
  • 13. Execute<br />Search<br />Scalable<br />Startup<br />Large Company<br />Exit Criteria<br /><ul><li> Business model found
  • 14. Total Available Market &gt; €300m
  • 15. Can grow to €50/year</li></ul>Scalable StartupBorn to Be Big<br />
  • 16. Scalable<br />Startup<br />Large Company<br /><ul><li> Total Available Market &gt; $500m
  • 17. Company can grow to $100m/year
  • 18. Business model found
  • 19. Focused on execution and process
  • 20. Typically requires “risk capital”</li></ul>Scalable Startup<br />Execute<br />Search<br /><ul><li> In contrast a scalable startup is designed to grow big
  • 21. Typically needs risk capital
  • 22. What Silicon Valley means when they say “Startup”</li></li></ul><li>The Transition – Founders Leave<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Build<br />Execute<br />Search<br />Founders depart<br /><ul><li> Operating executives
  • 23. Professional Mgmt
  • 24. Process
  • 25. Beginning of scale</li></li></ul><li>Buyable StartupBorn to Be Big<br />Search<br />Sell<br />Scalable<br />Startup<br />€3 to 30M Acquisition<br />Goal is to solve for:<br /> Internet, Mobile, Gaming Apps<br />
  • 26. Buyable Startup<br />Search<br />Sell<br />Scalable<br />Startup<br />€3 to e0M Acquisition<br />Goal is to solve for:<br /> Internet and Mobile Apps<br />Sell to larger company<br />
  • 27. Scalable<br />Startup<br />Large Company<br /><ul><li>Business Model found
  • 28. i.e. Product/Market fit</li></ul>- Repeatable sales model<br />- Managers hired<br />What’s A Startup?<br />Search <br />Execute<br />A Startup is a temporary organization used to search for a repeatable and scalable business model <br />
  • 29. Large Company Sustaining InnovationInnovate or Evaporate<br />Sustaining Innovation<br />Transition<br />Scalable<br />Startup<br />Large Company<br /><ul><li> Existing Market / Known customer
  • 30. Known product feature needs</li></li></ul><li>Large Company Disruptive Innovation<br />New Division<br />Transition<br />Large Company<br />Disruptive Innovation<br /><ul><li>New Market
  • 31. New tech, customers, channels</li></li></ul><li>Large Company Disruptive Innovation<br />New Division<br />Transition<br />Large Company<br />Disruptive Innovation<br /><ul><li>Build
  • 32. Acquire</li></ul> - IP- Talent<br /> - Product<br /> - Customers<br /> - Business<br />
  • 33. Large Non-Profit<br />Social Startup<br />Social Entrepreneurship Startups<br /><ul><li>Solve pressing social problems
  • 34. Social Enterprise: Profitable
  • 35. Social Innovation: New Strategies</li></li></ul><li>Each of these startups require different skills<br />They Can Not Be Taught the Same Way<br />
  • 36. Search Versus ExecutionWhy Accountants Don’t Run Startups<br />
  • 37. Startups Search and Pivot<br />The Search for the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /> Business Model found<br /><ul><li> customer needs/product features found</li></ul> i.e. Product/Market fit<br /><ul><li>Found by founders, not employees
  • 38. Repeatable sales model</li></ul>- Managers hired<br />
  • 39. Startups Search, Companies Execute<br />The Execution of the Business Model<br />The Search for the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />- Cash-flow breakeven<br />- Profitable<br />- Rapid scale<br />- New Senior Mgmt<br />~ 150 people<br /><ul><li>Business Model found
  • 40. Product/Market fit</li></ul>- Repeatable sales model<br />- Managers hired<br />
  • 41. Metrics Versus Accounting<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Traditional Accounting<br /><ul><li>Balance Sheet
  • 42. Cash Flow Statement
  • 43. Income Statement</li></li></ul><li>Metrics Versus Accounting<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Startup Metrics<br /><ul><li> Customer Acquisition Cost
  • 44. Viral coefficient
  • 45. Customer Lifetime Value
  • 46. Average Selling Price/Order Size
  • 47. Monthly burn rate
  • 48. etc. </li></ul> Traditional Accounting<br /><ul><li> Balance Sheet
  • 49. Cash Flow Statement
  • 50. Income Statement</li></li></ul><li>Customer Validation Versus Sales<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Sales<br /><ul><li>Sales Organization
  • 51. Scalable
  • 52. Price List/Data Sheets
  • 53. Revenue Plan</li></li></ul><li>Customer Validation Versus Sales<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Customer Validation<br /><ul><li> Early Adopters
  • 54. Pricing/Feature unstable
  • 55. Not yet repeatable
  • 56. “One-off’s”
  • 57. Done by founders</li></ul>Sales<br /><ul><li> Sales Organization
  • 58. Scalable
  • 59. Price List/Data Sheets
  • 60. Revenue Plan</li></li></ul><li>Customer Development VersusProduct Management<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /> Product Management<br /><ul><li> Delivers MRD’s
  • 61. Feature Spec’s
  • 62. Competitive Analysis
  • 63. Prod Mgmt driven</li></li></ul><li>Customer Development Versus Product Management<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /> Product Management<br /><ul><li> Delivers MRD’s
  • 64. Feature Spec’s
  • 65. Competitive Analysis</li></ul>Customer Development<br /><ul><li> Hypothesis Testing
  • 66. Minimum Feature Set
  • 67. Pivots
  • 68. Founder-driven</li></li></ul><li>Engineering Versus Agile Development<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Engineering<br /><ul><li> Requirements Docs.
  • 69. Waterfall Development
  • 70. QA
  • 71. Tech Pubs</li></li></ul><li>Engineering Versus Agile Development<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Engineering<br /><ul><li> Requirements Docs.
  • 72. Waterfall Development
  • 73. QA
  • 74. Tech Pubs</li></ul>Agile Development<br /><ul><li> Continuous Deployment
  • 75. Continuous Learning
  • 76. Self Organizing Teams
  • 77. Minimum Feature Set
  • 78. Pivots</li></li></ul><li>Startups Model, Companies Plan<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Business Plan<br /><ul><li>Plan describes “knowns”
  • 79. Known features for line extensions
  • 80. Known customers/markets
  • 81. Known business model</li></li></ul><li>Startups Model, Companies Plan<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Business Model<br /><ul><li> Unknown customer needs
  • 82. Unknown feature set
  • 83. Unknown business model
  • 84. Model found by iteration
  • 85. Plan describes “knowns”
  • 86. Known features for line extensions
  • 87. Known customers/markets
  • 88. Known business model</li></li></ul><li>Startups Are Not Small Versions of Large Companies<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Build<br />Execute<br />Search<br />Yet our curriculums assume they are – we teach that the knowledge is interchangeable<br />
  • 89. The Business Model:<br />Any company can be described in 9 building blocks<br />
  • 90. CUSTOMER SEGMENTS<br />which customers and users are you serving? <br />which jobs do they really want to get done?<br />
  • 91. VALUE PROPOSITIONS<br />what are you offering them? what is that <br />getting done for them? do they care?<br />
  • 92. CHANNELS<br />how does each customer segment want to be reached? through which interaction points?<br />
  • 93. CUSTOMER RELATIONSHIPS<br />what relationships are you establishing with each segment? personal? automated? acquisitive? retentive?<br />
  • 94. REVENUE STREAMS<br />what are customers really willing to pay for? how? <br />are you generating transactional or recurring revenues?<br />
  • 95. KEY RESOURCES<br />which resources underpin your business model? which assets are essential?<br />
  • 96. KEY ACTIVITIES<br />which activities do you need to perform well in your business model? what is crucial?<br />43<br />
  • 97. KEY PARTNERS<br />which partners and suppliers leverage your model? <br />who do you need to rely on?<br />
  • 98. COST STRUCTURE<br />what is the resulting cost structure? <br />which key elements drive your costs?<br />
  • 99. value proposition<br />customer relationships<br />key activities<br />customer segments<br />key partners<br />cost structure<br />revenue streams<br />key <br />resources<br />channels<br />46<br />images by JAM<br />
  • 100. sketch out your business model<br />
  • 101. sketch out your business models<br />
  • 102. But,Realize They’re Hypotheses<br />
  • 103. 9 Guesses<br />Guess<br />Guess<br />Guess<br />Guess<br />Guess<br />Guess<br />Guess<br />Guess<br />Guess<br />
  • 104. Customer Development<br />The founders<br />^<br />Get Out of the Building and Search for the Business Model<br />
  • 105. The Customer Development Process<br />Customer Discovery<br />Customer Validation<br />Customer Creation<br />Company Building<br />Pivot<br />
  • 106. The Customer Development ProcessCustomer Discovery<br />Customer Discovery<br />Customer Validation<br />Customer Creation<br />Company Building<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br />
  • 107. Customer Discovery: Physical/Web<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br />
  • 108. Customer Discovery<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br />
  • 109. Customer Discovery - Physical<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li> TAM/SAM
  • 110. Product MVP
  • 111. Customers
  • 112. Channel
  • 113. Market Type
  • 114. Customer Relationships: Get/Keep/Grow
  • 115. Key Resources
  • 116. Partners
  • 117. Pricing</li></li></ul><li>Customer Discovery - Web<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li> TAM/SAM
  • 118. Low Fidelity MVP
  • 119. Customers/Source
  • 120. Channel
  • 121. Market Type
  • 122. Customer Relationships: Acquire/Activate
  • 123. Traffic Partners
  • 124. Pricing</li></li></ul><li>Customer Discovery - Physical<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li>TAM/SAM
  • 125. Low Fidelity MVP
  • 126. Customers
  • 127. Channel
  • 128. Market Type
  • 129. Cust Relationships
  • 130. Traffic Partners
  • 131. Pricing
  • 132. Customer Contacts
  • 133. Problem Understanding
  • 134. Customer Understanding
  • 135. Market Knowledge</li></li></ul><li>Customer Discovery - Web<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li>TAM/SAM
  • 136. Low Fidelity MVP
  • 137. Customers
  • 138. Channel
  • 139. Market Type
  • 140. Cust Relationships
  • 141. Traffic Partners
  • 142. Pricing
  • 143. Customer Engagement
  • 144. Test Low Fidelity MVP
  • 145. Customer Understanding
  • 146. Traffic &amp; Competitive Analysis</li></li></ul><li>Customer Discovery - Physical<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li> TAM/SAM
  • 147. Low Fidelity MVP
  • 148. Customers
  • 149. Channel
  • 150. Market Type
  • 151. Cust Relationships
  • 152. Traffic Partners
  • 153. Pricing
  • 154. Update Bus Model
  • 155. Create Prototype/Prod Presentation
  • 156. Test Solution with Customer
  • 157. Update Business Model
  • 158. 1st Advisory Board Members</li></li></ul><li>Customer Discovery - Web<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /><ul><li> TAM/SAM
  • 159. Low Fidelity MVP
  • 160. Customers
  • 161. Channel
  • 162. Market Type
  • 163. Cust Relationships
  • 164. Traffic Partners
  • 165. Pricing
  • 166. Customer Engagement
  • 167. Test Low Fidelity MVP
  • 168. Customer Understanding
  • 169. Traffic &amp; Competitive Analysis
  • 170. Update Bus Model
  • 171. Test High Fidelity MVP
  • 172. Measure Customer Behavior
  • 173. Update Business Model
  • 174. 1st Advisory Board Members</li></li></ul><li>Customer Discovery – Web/Physical<br />Bus Model Canvas<br />Extract Hypotheses<br />Test Problem<br />Test Solution<br />Pivot or Proceed<br /> Verify the:<br /><ul><li>Value Prop
  • 175. Cust Segment
  • 176. Cust Relationships
  • 177. Channel
  • 178. Revenue Model
  • 179. Pivot or Proceed
  • 180. TAM/SAM
  • 181. Low Fidelity MVP
  • 182. Customers
  • 183. Channel
  • 184. Market Type
  • 185. Cust Relationships
  • 186. Traffic Partners
  • 187. Pricing
  • 188. Customer Engagement
  • 189. Test Low Fidelity MVP
  • 190. Customer Understanding
  • 191. Traffic &amp; Competitive Analysis</li></li></ul><li>The Customer Development ProcessCustomer Validation<br />Customer Discovery<br />Customer Validation<br />Customer Creation<br />Company Building<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br />
  • 192. Customer Validation - Web<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br />Pivot<br />
  • 193. Customer Validation - Physical<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li>Craft Positioning
  • 194. Develop Sales Materials
  • 195. Hire “Sales Closer”
  • 196. Sales Channel Action Plan
  • 197. Refine the Sales Roadmap
  • 198. Formalize advisory board</li></li></ul><li>Customer Validation - Web<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li>Craft Positioning
  • 199. Acquire/Activate Plans and Tools
  • 200. Build High Fidelity MVP
  • 201. Build Metrics Toolset
  • 202. Hire data analytics chief
  • 203. Formalize advisory board</li></li></ul><li>Customer Validation - Physical<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li>Craft Positioning
  • 204. Acquire/Activate Plans
  • 205. Build High Fidelity MVP
  • 206. Build Metrics Toolset
  • 207. Hire data analytics chief
  • 208. Formalize advisory board
  • 209. Find Earlyvangelists
  • 210. Test Sell – Out of the Building
  • 211. Refine Sales Roadmap
  • 212. Test Sell Channel Partners</li></li></ul><li>Customer Validation - Web<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li>Craft Positioning
  • 213. Acquire/Activate Plans
  • 214. Build High Fidelity MVP
  • 215. Build Metrics Toolset
  • 216. Hire data analytics chief
  • 217. Formalize advisory board
  • 218. Prepare Optimization Plans &amp; Tools
  • 219. Out of the building Activation Test
  • 220. Measure and Optimize Results
  • 221. Test Sell Traffic Partners</li></li></ul><li>Customer Validation - Physical/Web<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li>Craft Positioning
  • 222. Acquire/Activate Plans
  • 223. Build High Fidelity MVP
  • 224. Build Metrics Toolset
  • 225. Hire data analytics chief
  • 226. Formalize advisory board
  • 227. Company Positioning
  • 228. Product Positioning
  • 229. Validate Positioning
  • 230. Prepare Optimization Plans
  • 231. Out of the building Activation Test
  • 232. Measure and Optimize Results
  • 233. Test Sell Traffic Partners</li></li></ul><li>Customer Validation - Physical/Web<br />Get Ready to Sell<br />Sell, Sell, Sell<br />Positioning<br />Pivot or Proceed<br /><ul><li> Assemble Data
  • 234. Validate Business Model
  • 235. Validate Financial Model
  • 236. Pivot or Proceed
  • 237. Craft Positioning
  • 238. Acquire/Activate Plans
  • 239. Build High Fidelity MVP
  • 240. Build Metrics Toolset
  • 241. Hire data analytics chief
  • 242. Formalize advisory board
  • 243. Prepare Optimization Plans
  • 244. Out of the building Activation Test
  • 245. Measure and Optimize Results
  • 246. Test Sell Traffic Partners</li></li></ul><li>The Minimum Viable Product (MVP)<br /><ul><li> Smallest feature set that gets you the most …</li></ul> - orders, learning, feedback, failure…<br />
  • 247. The Pivot<br /><ul><li>The heart of Customer Development
  • 248. Iteration without crisis
  • 249. Fast, agile and opportunistic</li></li></ul><li>Pivot Cycle Time Matters<br /><ul><li>Speed of cycle minimizes cash needs
  • 250. Minimum feature set speeds up cycle time
  • 251. Near instantaneous customer feedback drives feature set</li></li></ul><li>The Pivot<br />A Pivot is the change of one or more Business Model Canvas Components <br />
  • 252. The Pivot<br />Strong clinical data<br />Training<br />Maintenance<br />Conferences<br />CME courses<br />Product Development<br />IP<br />Clinical trials<br />FDA<br />Publishing<br />Doctors:<br />Earlier detection<br />Price<br />Accuracy<br />Patients:<br />Radiation Free<br />Non-Invasive<br />A Pivot is the change of one or more Business Model Canvas Components <br />Leading doctors<br />Key Opinion Leaders<br />3rd party manufacturers<br />Distributors<br />Breast Cancer Foundations<br />ACOGACS<br />OB/GYNs<br />PCPs<br />Direct Sales to hospitals<br />Distributor<br />IP <br />Leading doctors<br />Technical Expertise<br />Product Development<br />Clinical trials<br />Operating Costs<br />Marketing Costs<br />Capital Equipment Sales and disposable item<br />Per use fees<br />
  • 253. Thanks<br />www.steveblank.com<br />

×