B2B Case Study - Planning

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This is an excerpt from www.alexandercowan.com/speaking . For tutorials and templates on how to do all this, you can try www.alexandercowan.com/resources.

The rest of this case study is here: www.alexandercowan.com/speaking.

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B2B Case Study - Planning

  1. 1. Copyright 2012 Cowan Publishing B2B Case Study - Leonid Systems Planning and The Lean Startup ALEX COWAN AlexanderCowan.com @cowanSF
  2. 2. Copyright 2012 Cowan Publishing PLANNING Theses Growth? Retention? Supportability? Ongoing investment? Competition? Hypotheses Does anyone want this? Are we the people to do it? Pivot or persevere? ALEX COWAN AlexanderCowan.com @cowanSF
  3. 3. Copyright 2012 Cowan Publishing PLANNING PRIORITY KEY ASSUMPTIONS NEEDS PROVING ? EXPERIMENTATION 1 End users at large want a visual tool to manage their phones No - Already proven by prototypes from partner 1 Giving the capability to end user admin’s will do more good than harm Yes - Beta testing with customers 1 The design and architecture are supportable in current customer environments Yes - Lab testing with customers...but really... - Field testing at scale 1 The target price point is bearable by the market Yes - Initial sales negotiations - Mainline (post beta) sales 2 The capability makes sense with end users (vs. admin’s) Yes - Some proxy data on overall activity by user type - Customer interviews - Beta testing 2 (Various makes and models of phones are worth investing in) Yes - Advanced orders
  4. 4. Copyright 2012 Cowan Publishing PLANNING Visual device management emerged from general industry activity and follow-on research at Leonid or persevere?’ Leonid can create a compelling, useful, supportable visual device management solution. Lab work followed by limited commercial release. Did we validate the ‘existential’ propositions? Was it useful? Supportable? Bankable? Was it true or untrue? ‘Pivot ALEX COWAN AlexanderCowan.com @cowanSF
  5. 5. Copyright 2012 Cowan Publishing PLANNING Good ≠ Viral ALEX COWAN AlexanderCowan.com @cowanSF
  6. 6. Copyright 2012 Cowan Publishing PLANNING businessmodelgeneration.com What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. > Large/Incumbent > Medium/Competitive > Small/Niche > Reduced time and risk to market > Reduced cost > Implement known best practices > BroadSoft > SIPhon Networks > Direct >Dedicated personal assistance > Licensing > Maintenance & Support > Consulting > Actionable insight on what’s working in the space > LAMP Dev. Team > Best practice recipes on operations > Comm’s product development > Process-driven IT systems design > Dev. & operations > BroadSoft > Other Resellers > Integrators (2) > Other Subsystem Vendors > Fixed cost product development, G&A > Consultants, field teams, support
  7. 7. Copyright 2012 Cowan Publishing PLANNING > see alexandercowan.com/finplan operations begin 2007 2008 2009 2010 2011 2012 Revenue (consulting) (+some software) (50% software) (scaling software) Expenses (small/me+) (variable) (++fixed costs) Financing (n/a) (small debt offer- family) (n/a) (bank-based financing) Earnings (profitable) Visibility (moderate) (low/ moderate) (low/ moderate) (high) (high) (current products: high new products: moderate)
  8. 8. Copyright 2012 Cowan Publishing BUY THE BOOK A practical primer for anyone wanting to actually implement today’s best practices in product development (available online or at any major retailer) VISIT THE SITE Free talks, tutorials, and resources for product development and new ventures. MORE? ALEX COWAN AlexanderCowan.com @cowanSF
  9. 9. Copyright 2012 Cowan Publishing www.alexandercowan.com/speaking(THE REST?) @cowanSF alexandercowan.com/blog acowan@alexandercowan.com alexandercowan.com/speaking

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