Haas  Alum 2010 03 25
 

Haas Alum 2010 03 25

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Haas  Alum 2010 03 25 Haas Alum 2010 03 25 Presentation Transcript

  • Improving Your Entrepreneurial Odds: the Customer Development Process Steve Blank
  • Some Definitions
  • !"#$$%&'()*+((%!,#-,'.(% !"#$"%&' !"#$$%&'()*+((% - Business Model found - Profitable business -  Existing team < $10M in revenue •  5.7 million small businesses in the U.S. <500 employees •  They employ 99.5% of our workforce
  • !,#$#-$+%!,#-,'.% !(#)#*)+' /#-0+% !"#$"%&' 12".#*3% ,-.//012+#$' -  Total Available Market > $500m -  Company can grow to $100m/year -  Known business model -  Focused on execution and process •  In contrast a scalable startup is designed to grow big •  It typically needs risk capital •  These are what Silicon Valley means when they say “Startup”
  • !,#-,'.( % !"#$"%&' !"#$$%&'()*+((% - Business Model found - Profitable business -  Existing team < $10M !(#)#*)+' /#-0+% !"#$"%&' 12".#*3% ,-.//012+#$' -  Total Available Market > $500m -  Company can grow to $100m/year -  Known business model -  Focused on execution and process
  • !,#-,'.( % X X X !"#$"%&' !"#$$%&'()*+((% - Business Model found - Profitable business -  Existing team < $10M !(#)#*)+' /#-0+% !"#$"%&' 12".#*3% ,-.//012+#$' -  Total Available Market > $500m -  Company can grow to $100m/year -  Known business model -  Focused on execution and process
  • 46+%./#*()01*% !(#)#*)+' 3#$4+' 4-#*()52*% !"#$"%&' 567&#82' -  Founders depart -  Professional Mgmt -  Process -  Beginning of scale
  • 76#,8(%9%!,#-,'.:% !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82' -  Business Model found -  Product/Market fit - Repeatable sales model - Managers hired A Startup is the organization you use to search for your scalable business model
  • OUR COMPANY •  Device •  Software •  IP •  Services Product •  Networks -  Technolog y - Customer - Partner •  Data •  Employees Resources
  • OUR COMPANY •  EE •  System •  Mechanica l •  Device •  Software •  Industrial Design •  IP •  Services Product •  Standard •  Tooled •  Networks •  Critical -  Technolog Sales & y Components Distribution - Customer - Partner •  Data Users •  Employees •  Knowledge Manufacturing Resources
  • OUR COMPANY -' Sales & •  Device Distribution •  Software •  IP -' •  Services Users Product -' Design •  Networks -  Demand Technolog Creation y -' - Customer Components - Partner •  Data -' •  Employees Manufacturin Resources g -' Customers
  • !,#-,'.(%;2*8,%/#(,%<2-+=+-% !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82' -  Business Model found - Cash-flow breakeven -  Product/Market fit - Profitable - Repeatable sales model - Rapid scale - Managers hired - New Senior Mgmt ~ 150 people You fail if you remain a startup!
  • !,#-,'.(%!+#->6?%12".#*)+(%@A+>',+% The Search for the Business Model The Execution of the Business Model !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82' -  Business Model found - Cash-flow breakeven -  Product/Market fit - Profitable - Repeatable sales model - Rapid scale - Managers hired - New Senior Mgmt ~ 150 people
  • How Do Startups Search For A Business Model?
  • 1'(,2"+-%;+=+$2."+*, %
  • More startups Fail from a Lack of Customers than from a Failure of Product Development
  • It Started With a Question If Startups Fail from a Lack of customers not Product Development Failure Then why do we have: •  process to manage product development? •  no process to manage customer development?
  • All We Had Was 30 Years of This Concept/ Product Alpha/Beta Launch/ Seed Round Dev. Test 1st Ship Product Development Model
  • It Resulted in a Few Hypotheses •  Startups weren’t small versions of large companies •  They were about learning and discovery, not execution of a business model •  Entrepreneurs and their VC’s were executing on guesses •  But the facts were outside the building
  • Which Turned Into A Model Product Development Concept/ Product Alpha/Beta Launch/1st Bus. Plan Dev. Test Ship + Customer Development Customer Customer Customer Company Discovery Validation Creation Building
  • Customer Development: Key Ideas •  Parallel process to Product Development •  Measurable Checkpoints •  Not tied to FCS, but to customer milestones •  Notion of Market Types to represent reality •  Emphasis is on learning & discovery before execution
  • Customer Discovery: Step 1 Customer Customer Customer Company Discovery Validation Creation Building •  Stop selling, start listening –  There are no facts inside your building, so get outside •  Test your hypotheses –  Two are fundamental: problem and product concept
  • Customer Discovery: Exit Criteria •  What are your customers top problems? –  How much will they pay to solve them •  Does your product concept solve them? –  Do customers agree? –  How much will they pay? •  Draw a day-in-the-life of a customer (archetypes) –  before & after your product •  Draw the org chart of users & buyers
  • Customer Validation: Step 2 Customer Customer Customer Company Discovery Validation Creation Building Pivot •  Develop a repeatable and scalable sales process •  Only earlyvangelists are crazy enough to buy •  Pivot back to Discovery if no customers
  • Customer Validation: Exit Criteria •  Can you draw your business model? –  Acquisition costs, path to profitability? •  Do you have a proven sales roadmap? –  Org chart? Influence map? •  Do you understand the sales cycle? –  ASP, LTV, ROI, etc. •  Do you have a set of orders ($’s) validating the roadmap?
  • Customer Creation: Step 3 Customer Customer Customer Company Discovery Validation Creation Building •  Creation comes after proof of sales •  Creation is where you “cross the chasm” •  It is a strategy not a tactic 3 2
  • Customer Creation Big Ideas !  Big Idea 1: Grow customers from few to many !  Big Idea 2: Four Customer Creation activities: "  Year One objectives "  Positioning "  Launch "  Demand creation !  Big Idea 3: Creation is different for each of the three types of startups 3 3
  • Company Building: Step 4 Customer Customer Customer Company Discovery Validation Creation Building •  (Re)build your company’s organization & management •  Re look at your mission 3 4
  • Company Building: Big Ideas !  Big Idea 1: Management needs to change as the company grows "  Founders are casualties "  Development centric ! "  Mission-centric ! "  Process-centric !  Big Idea 2: Sales Growth needs to match market type Customer Development in the High-Tech Enterprise October 2008 3 5
  • Iteration versus Execution Iteration Execution Customer Customer Customer Company Discovery Validation Creation Building The Search for a Business The Growth of a Business Product/Market Fit
  • What They Didn’t Teach You at Haas
  • 1'(,2"+-%;+=+$2."+*,%B+-('(% C-2D'>,%E#*#0+"+*,% The Search for the Business Model The Execution of the Business Model !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82' -  Delivers MRD’s -  Hypothesis Testing -  Feature Spec’s -  Minimum Feature Set -  Competitive Analysis -  Pivots Customer Development Product Management
  • E+,-)>(%B+-('(%9>>2'*5*0% The Search for the Business Model The Execution of the Business Model !(#)#*)+' 9$#8:;<68' 567&#82' !"#$"%&' Startup Metrics Traditional Accounting -  Customer Acquisition Cost -  Balance Sheet -  Viral coefficient -  Cash Flow Statement -  Customer Lifetime Value -  Income Statement -  Average Selling Price/Order Size -  Monthly burn rate -  etc.
  • /+#D+-(6).%B+-('(%E#*#0+"+*, % !(#)#*)+' 9$#8:;<68' 567&#82' !"#$"%&'
  • ;'-#*,%B+-('(%!$2#*% !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82'
  • &'()*+((%!>622$%B+-('(% @*,-+.-+*+'-(6).%!>622$ % Entrepreneurship School Business School !(#)#*)+' 3#$4+' 9$#8:;<68' !"#$"%&' 567&#82' -  Hypothesis testing -  Execution -  Experiential -  Accounting -  Hands-on -  Management -  Chaotic -  Leadership
  • Books Available on Amazon and Cafepress Four Steps to the Epiphany Not All Those Who Wander Are Lost Blog www.steveblank.com