by Chris Lukassen - The Agile Chef - http://theagilechef.com

1. AGILE CHEF
THE
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20 APRIL 2016
AGILE CHEF
THE
FROM FAST FOOD TO FRENCHCUISINE
Creating the right products
Chris Lukassen

2. AGILE CHEF
THE
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Job
Clients
Contact
Chris Lukassen
Product Samurai
Thales, Saab,TomTom, Service2Media,
various startups
clukassen@xebia.com
+31 6 12332230
chrislukassen
@MacLuky

3. AGILE CHEF
THE
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The essence of business
Why we do what we do

4. AGILE CHEF
THE
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What is your business?

5. AGILE CHEF
THE
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Business is:
NOT a product, system or a service
It’s solving a market problem!

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Topics
• What should we build?
• For whom should we build it?
• How do we discover this?
• Focusing on the right things

7. AGILE CHEF
THE
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Market Needs
Don’t sell bikini’s on the North Pole

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THE
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Internet Refrigerator TV

9. AGILE CHEF
THE
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Sources for innovation
• Sales
• Customer support
• Account management
• R&D
• Executive members
• Analysts

10. AGILE CHEF
THE
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Inside-out is bad?
• Represents the
“noisy 20%”
• Generally leads to
sustaining innovation
• Requires acid testing!
But how to discover market
needs?

11. AGILE CHEF
THE
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Definition: Market Segment
“a group of people or companies
that share a common need”

12. AGILE CHEF
THE
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Needs are not requirements
There is an problem in the
industry today: that is
<persona> cannot achieve
<goal/benefit> and as a
result (s)he suffers
<consequence>

13. AGILE CHEF
THE
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Diving in Market Segments
Finding the quiet 80%

14. AGILE CHEF
THE
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Three ways to research needs
• People that have bought
a solution to this need
- Customers
- Competitor customers
• People who are looking
for a solution
- Evaluators
• People who are not
looking for a solution
Customers Competitor
Evaluators Potentials

15. AGILE CHEF
THE
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Customers
• Channels
- Win/Loss analysis
- Customer interview
- Support desk
- Account management
- Sales
- User groups
• Easy access
- Part of the loud 20%

16. AGILE CHEF
THE
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Competitor customers
• Channels
- Win/Loss analysis
- Internet
- Conferences
- Tradeshows
• Difficult access
- Part of the loud 20%
- Cares about switching cost

17. AGILE CHEF
THE
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Evaluators
• Channels
- Sales
- Lead gen funnel
- Conferences
• Difficult access
- Part of the silent 80%
- Conflicts with sales interest
- What do they care about?

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THE
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Need Discovery
Unearth the silent 80%

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THE
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Why are they not looking?
• Don’t know they have a
problem
• Have a slightly different
problem
• Have a very different
problem
• Have a pre-requisite
problem

20. AGILE CHEF
THE
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Observe in natural habitat
• Insight is seldom found
behind a desk
• Find (relevant) persona’s
- Training
- Conferences
- Events / Social Media
- Guerilla practices
• Capture contact details
- Remember name cards
- Business cards
- LinkedIn
- Google

21. AGILE CHEF
THE
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Invite yourself
• You are not sales
• You seek problems
• You value their time
• You see them as experts
• Puppy ploy

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THE
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What to do (and what not to do)
• Home base
- Don’t sell
- Don’t explain
• Observe
- That’s interesting
- How do you do that?
- Can you show me that?
- Put them at ease
• Share and verify
- I noticed that..

23. AGILE CHEF
THE
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Focus
We are not defined by what we do, but by what we not do

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It’s simple, just say:
NO!

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What is your idea kill rate?

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Okay, but when to say
may be?

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THE
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Look for patterns
• Use market evidence
- Needs Safari
- Customer interviews
- Win / loss analysis
• Recurring problems
- Probability to detect
- Affinity Mapping

28. AGILE CHEF
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Criteria

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What should drive your prioritization
• Urgent
• Pervasive
• Willing to pay
But how can you tell?

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THE
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Acid Test
• Interviews
• Landing pages
• A/B Testing
• Ad campaign
• Fundraising
• Explainer videos
• Piecemeal MVP
• Blogs
• Wizard of Oz
• Concierge MVP
• Digital prototype
• Paper prototype
• Single feature MVP
• Pre-order page

31. AGILE CHEF
THE
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Summary
Customers
Competitor
Evaluators
Potentials

32. AGILE CHEF
THE
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20 APRIL 2016
AGILE CHEF
THE
FROM FAST FOOD TO FRENCHCUISINE
Creating the right products
Chris Lukassen

33. AGILE CHEF
THE
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Jobs to be done
33

34. AGILE CHEF
THE
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The milkshake dilemma
34

35. AGILE CHEF
THE
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The key question are:
• Who is the customer?
• What problem are they trying to solve?
• What customer segment makes the most attractive target?
• What unmet customer needs should we address?
• Will customers pay more for a better solution?
35

36. AGILE CHEF
THE
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Three dominant roles
36
User Buyer Eco System

37. AGILE CHEF
THE
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Think in needs
• Split the needs in 3 roles
- Research each role
• Map features
- On importance to role
- On satisfaction per role
• Create a 2 by 2 job map
- Look for over served needs
- Look for under served needs
37
Satisfaction
Importance

38. AGILE CHEF
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Under served or over served needs
38

39. AGILE CHEF
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Look for balance
• Slightly under served
needs Add features to the
existing product, do the the
job better
• Highly underserved
needs Introduce a new
product that does a
significantly better job
• Mainly over served
needs Create a new low-cost
product
• Well served needs Add jobs,
do more with the same
product 39

40. AGILE CHEF
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There are needs and needs
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41. AGILE CHEF
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Okay, may be but…
should we?
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42. AGILE CHEF
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There is more than one
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43. AGILE CHEF
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Evaluator
• Segmentation
• DNA match
• Competitor landscape
• Strategic fit
• Product Impact
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44. AGILE CHEF
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Definition: Market Segment
“a group of people or companies
that share a common need”
44
0,5 min

45. AGILE CHEF
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Definition: Market
“a group of people or companies
that share a common characteristic”
45

46. AGILE CHEF
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Expand market based on need
46

47. AGILE CHEF
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Segment to Market Expansion
• What needs does your
product solve?
• What is your market
segment?
• What market segments
would have similar
needs?
• How would you define the
market?
47
5 min

48. AGILE CHEF
THE
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DNA Match
• What are our distinctive
competences?
• What are our capabilities
to deliver value?
• How can we disrupt the
balance of the
competition?
• Are there barriers to
entry?
48

49. AGILE CHEF
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Competitor Landscape
49

50. AGILE CHEF
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Criteria
• Maturity of market
• Number of existing
competitors
• Distribution of market
share
• New entrant likelihood
• Ability to dominate
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51. AGILE CHEF
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Strategic fit
• Sales channels
• Development teams
• Marketing knowledge
• Technology
• Light up the target
51

52. AGILE CHEF
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Strategic Fit
• Optimize for profit, reduce
scope, maintain well.
Farmers not hunters
• Focus market and sales
effort. Hunters not
farmers.
• Optimize for learning,
experiment
52
5 min

53. AGILE CHEF
THE
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Product Impact
53
No brainer
Commodities
Strategic
Vision
Why?
high
low
low high
Customer
Impact
Investment
cost

54. AGILE CHEF
THE
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Product Impact
54
No brainer
Commodities
Strategic
Vision
Why?
high
low
low high
Customer
Impact
Investment
cost

55. AGILE CHEF
THE
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Product Impact
55
No brainer
Commodities
Strategic
Vision
Why?
high
low
low high
Customer
Impact
Investment
cost

56. AGILE CHEF
THE
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Product Impact
56
No brainer
Commodities
Strategic
Vision
Why?
high
low
low high
Customer
Impact
Investment
cost

57. AGILE CHEF
THE
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Product Impact
57
No brainer
Commodities
Strategic
Vision
Why?
high
low
low high
Customer
Impact
Investment
cost