Lean LaunchPad
2013 April-June
Iain Verigin
1
Course Introduction
•
•
•
•

Objectives
Intro & Background
A Story -- “The Course in a Nutshell”
How the class works

2
Who Am I? (Iain)
• Teaching “Customer Development” since ’08
– 3 Lean LaunchPads e@UBC.

• 2 Startup Companies
– Home Run
...
Who Are You?
• Professors
• PhDs
• Alumni

4
“Themes”

5
Steve Blank’s “Customer
Development” 2006
• Problem:
Startups fail from lack of customers
– Not lack of product

• Solutio...
Customer Development is as
important as Product Development
Product Development
Concept/
Bus. Plan

Product
Dev.

Alpha/Be...
Lean Startup – Eric Ries
• What’s A Startup
– “A human institution designed to create a new
product or service under condi...
Steve Blank “2012”

“A Startup is a temporary
organization in search of
a scaleable, repeatable,
and profitable business
m...
Search vs. Execution

10
This Course is
All About
“The Search”
11
Objectives
• Learn how to organize & execute sales,
marketing, and business development
when bringing a new product to mar...
What are we really gonna do?
1. Learn some “search” process & theory

2. Experience it directly by
“Getting Out of The Bui...
:aside:

Why Customer Dev?
• It’s what I know.
– The “book/story “4 Steps to Epiphany” by
Steve Blank is one of the few th...
The Course in a Nutshell

You

Customers

Process

Scorecard

Purpose
Or … “You Are Here” 

16
Your Purpose

17
Aside

To Create a Customer
Drucker says …

“There is only one valid definition
of business purpose: …”
Page 20 “The Essen...
What is Marketing?
• Drucker says -• There will always, one can assume, be the
need for some selling. But the aim of
marke...
A Product That Sells Itself

20
The Scorecard

21
The Biz Plan
People
The Team
Capabilities
Attitude
Reputation

Deal
Reward, Risks
Incentives
Ownership
Harvest

The
Busine...
A Better Way to View It

23
The Business Model Canvas

24
:example:

Apple Canvas

25
Keep Track

Week n

Week 2
Week 1

26
:Score Card: ( Hypothesis Summary)

test
Guess

Guess

Guess

Guess

Guess

Guess
Guess

Guess

Guess
27
:More:

Biz Model Canvas Links
• http://www.businessmodelgeneration.com/
• http://www.alexosterwalder.com/
• http://www.bu...
Customers?

29
Technology Adoption Life Cycle
Main Street

Tornado

Early
Market
Chasm
Bowling Alley
Copyright © Geoffrey A. Moore, 2005,...
People

Underlying Drivers in Growth
Markets
“Technology Adoption Strategies”
Pragmatists:
Stick with the herd!
Visionarie...
New Market “Chasm”
Main Street

Tornado

Early
Market
Chasm
Bowling Alley
Copyright © Geoffrey A. Moore, 2005, from the bo...
? Instant
Success ?

In 4th year after launch.
( ie 6 years )
This is as fast as
it gets.

http://en.wikipedia.org/wiki/Fi...
The Process

34
Study/Plan and Act
• Market
Analysis

• Market
Pursuit
35
It’s The Scientific Process!
•
•
•
•

Hypothesis
Develop Test
Observe
Analyze Results

• Re-jig Hypothesis
• Do it again
(...
Six steps to Acting as an entrepreneur

Chapter 2: Figure 2.1

37
iPod Timeline

Cycling, Cycling, and more Cycling
38
More Process
• Customer Development
• www.steveblank.com

39
Search vs. Execution

40
Execution Like This

41

Bill Buxton, “Sketching User Experience”
Search Looks Like This

42

Bill Buxton, “Sketching User Experience”
7 Steps (minimum)

43
http://blog.startupcompass.co/what-the-fortune-1000-can-learn-from-the-star
You

44
Model –
Knowledge Funnel
“What Do You Know”

Vous
Etes
ici

Roger Martin’s Knowledge Funnel
 Mystery
 Heuristic
 Algori...
Summary

46
Mash Up

You

Customers

“Knowledge Funnel”

“Chasm Model”

Process

Scorecard

“Customer Development”

“Business Model Ca...
Mash Up
That’s The Story
• So ….
What Are We Gonna Do?

49
How the
Class Works

What Are We Gonna Do?
• In Class
– 8 * “Iain” Presentations
• Process, Theory, Personal Skills

– 4 *...
Course Blog
• http://llpgenomics2014q1.wordpress.com/

51
Seth Godin

“Being a Novice Is
Way Overrated”

“Winners”
live here

http://sethgodin.typepad.com/seths_blog/2010/09/the-my...
END

53
How the
Class Works

Models / Frameworks
• Primary
– Customer Development Model – Steve Blank

• Supporting
–
–
–
–
–
–
–
...
Assumptions

✖

✔

• That most people have tons of
“Execution Experience”

and very little
“Search Experience”
55
Example

56
Break

57
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Part of 2013 Q2 Lean Launch Pad Presentations

0a-Introduction.2013.Q2.pptx
1a-Three_Types_Of_Startup.2013.Q2.pptx
1b-Customer Discovery (problem hypothesis).2013.Q2.pptx
2a-Customer Discovery ( canvas and story ).2013.Q2.pptx
2b-Value_Chain (team specific).2013.Q2.pptx
3a-Customer_Validation.2013.Q2.pptx
3b-GKG-CustomerRelationships.2013.Q2.pptx
4a-EndGame.2013.Q2.pptx

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  • Humour - Funny and Appropriate This is what Roger Martin’s “Mystery Zone” feels like-----Hugh’s NotesArmy Generals talk about ``The Fog of War’’. No matter how god your preparation is, it all means little once the actual fighting starts.\\A bit like being an entrepreneur, it sounds like.\\Being an entrepreneur is not chess. You don't have perfect information. In fact, you have very little information. Not to mention, very little time, and very little money.\\You get used to living in this fog. After a while you can't imagine living anywhere else.\\I designed this cartoon to go on people's walls, as a little reminder of the entrepreneurial fog that must envelop you, if you're ever going to do something interesting...\\\url{http://us1.campaign-archive.com/?u=028de8672d5f9a229f15e9edf&id=f95a7ce40f}
  • 0a introduction.2013.q2

    1. 1. Lean LaunchPad 2013 April-June Iain Verigin 1
    2. 2. Course Introduction • • • • Objectives Intro & Background A Story -- “The Course in a Nutshell” How the class works 2
    3. 3. Who Am I? (Iain) • Teaching “Customer Development” since ’08 – 3 Lean LaunchPads e@UBC. • 2 Startup Companies – Home Run – Double PMC-Sierra Packet Engines • Many “Start-up” Products/Lines – Lotsa hits and many more misses. • Experience: Product Strategy, Business Development, Product Marketing, Engineering, “Health Issues” 3
    4. 4. Who Are You? • Professors • PhDs • Alumni 4
    5. 5. “Themes” 5
    6. 6. Steve Blank’s “Customer Development” 2006 • Problem: Startups fail from lack of customers – Not lack of product • Solution: Develop Customers and Products together 6
    7. 7. Customer Development is as important as Product Development Product Development Concept/ Bus. Plan Product Dev. Alpha/Beta Test Launch/ 1st Ship Customer Development Customer Discovery Customer Validation Customer Creation Company Building 7
    8. 8. Lean Startup – Eric Ries • What’s A Startup – “A human institution designed to create a new product or service under conditions of extreme uncertainty” pg 27 • Quality – “If we do not know who the customer is, we do not know what quality is.” pg 107 8
    9. 9. Steve Blank “2012” “A Startup is a temporary organization in search of a scaleable, repeatable, and profitable business model” Page xvii, Startup Owners Manual 9
    10. 10. Search vs. Execution 10
    11. 11. This Course is All About “The Search” 11
    12. 12. Objectives • Learn how to organize & execute sales, marketing, and business development when bringing a new product to market (while searching) • Learn relevant “People Skills” – Listening, Presenting, Mindset and Burnout – Entrepreneurship is all about people • & have fun on the way 12
    13. 13. What are we really gonna do? 1. Learn some “search” process & theory 2. Experience it directly by “Getting Out of The Building” 13
    14. 14. :aside: Why Customer Dev? • It’s what I know. – The “book/story “4 Steps to Epiphany” by Steve Blank is one of the few that is very close to my personal experience. 14
    15. 15. The Course in a Nutshell You Customers Process Scorecard Purpose
    16. 16. Or … “You Are Here”  16
    17. 17. Your Purpose 17
    18. 18. Aside To Create a Customer Drucker says … “There is only one valid definition of business purpose: …” Page 20 “The Essential Drucker” 18
    19. 19. What is Marketing? • Drucker says -• There will always, one can assume, be the need for some selling. But the aim of marketing is to make selling superflous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. • Reference: pages 20 & 21 in “Essential Drucker”. 19
    20. 20. A Product That Sells Itself 20
    21. 21. The Scorecard 21
    22. 22. The Biz Plan People The Team Capabilities Attitude Reputation Deal Reward, Risks Incentives Ownership Harvest The Business Resources Financial Physical Intellectual Plan Opportunity Customers Strategy Business Model 22 Chapter 7: Figure 7.3 Technology Ventures: From Idea to Opportunity
    23. 23. A Better Way to View It 23
    24. 24. The Business Model Canvas 24
    25. 25. :example: Apple Canvas 25
    26. 26. Keep Track Week n Week 2 Week 1 26
    27. 27. :Score Card: ( Hypothesis Summary) test Guess Guess Guess Guess Guess Guess Guess Guess Guess 27
    28. 28. :More: Biz Model Canvas Links • http://www.businessmodelgeneration.com/ • http://www.alexosterwalder.com/ • http://www.businessmodelalchemist.com/tools • Customer Development & Biz Model Canvas Combined • http://steveblank.com/2010/10/25/entrepreneurship-as-ascience-–-the-business-modelcustomer-development-stack/ • http://www.businessmodelalchemist.com/2010/08/combiningbusiness-model-prototyping-customer-development-and-socialentrepreneurship.html 28
    29. 29. Customers? 29
    30. 30. Technology Adoption Life Cycle Main Street Tornado Early Market Chasm Bowling Alley Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 30
    31. 31. People Underlying Drivers in Growth Markets “Technology Adoption Strategies” Pragmatists: Stick with the herd! Visionaries: Get ahead of the herd! Conservatives: Stick with what’s proven! Skeptics: Just say No! Techies: Just try it! 31 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
    32. 32. New Market “Chasm” Main Street Tornado Early Market Chasm Bowling Alley Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 32
    33. 33. ? Instant Success ? In 4th year after launch. ( ie 6 years ) This is as fast as it gets. http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg NB. Apple's fiscal year ends in September. This means that Q1 includes the holiday season, which accounts for jumps in the data. Fiscal Q1 is Oct - Dec of previous year. So Q1 of 2008 is Oct - Dec of 2007, Q2 of 2008 is Jan - Mar of 2008 and so on. 33
    34. 34. The Process 34
    35. 35. Study/Plan and Act • Market Analysis • Market Pursuit 35
    36. 36. It’s The Scientific Process! • • • • Hypothesis Develop Test Observe Analyze Results • Re-jig Hypothesis • Do it again ( many times … Quickly ) • Apply to Customers • • Product / Market Fit is what you are looking for. Is not obvious 36
    37. 37. Six steps to Acting as an entrepreneur Chapter 2: Figure 2.1 37
    38. 38. iPod Timeline Cycling, Cycling, and more Cycling 38
    39. 39. More Process • Customer Development • www.steveblank.com 39
    40. 40. Search vs. Execution 40
    41. 41. Execution Like This 41 Bill Buxton, “Sketching User Experience”
    42. 42. Search Looks Like This 42 Bill Buxton, “Sketching User Experience”
    43. 43. 7 Steps (minimum) 43 http://blog.startupcompass.co/what-the-fortune-1000-can-learn-from-the-star
    44. 44. You 44
    45. 45. Model – Knowledge Funnel “What Do You Know” Vous Etes ici Roger Martin’s Knowledge Funnel  Mystery  Heuristic  Algorithm ! Very Useful for our class ! You start in the Mystery Zone ( the guesses ) Success is getting it to “Heuristic zone” (what are the “rules-of-thumb” Grand Slam is getting it to the “Algorithm” zone Source: Design of Business, Roger Martin 45
    46. 46. Summary 46
    47. 47. Mash Up You Customers “Knowledge Funnel” “Chasm Model” Process Scorecard “Customer Development” “Business Model Canvas”
    48. 48. Mash Up
    49. 49. That’s The Story • So …. What Are We Gonna Do? 49
    50. 50. How the Class Works What Are We Gonna Do? • In Class – 8 * “Iain” Presentations • Process, Theory, Personal Skills – 4 * “You” Project Update Presentations • TAM/SAM, Canvas, Experiments, #Calls • In Between Classes – “You” Get Out of the Building – “You” Blog Your Progress – “Us” monitor & comment on blogs 50
    51. 51. Course Blog • http://llpgenomics2014q1.wordpress.com/ 51
    52. 52. Seth Godin “Being a Novice Is Way Overrated” “Winners” live here http://sethgodin.typepad.com/seths_blog/2010/09/the-myth-of-preparation.html 52
    53. 53. END 53
    54. 54. How the Class Works Models / Frameworks • Primary – Customer Development Model – Steve Blank • Supporting – – – – – – – – – – – – Crossing the Chasm – Geoffrey Moore Knowledge Funnel & Reliability Bias – Roger L. Martin Innovators Dilemma/Solution – Clayton Christensen Lean Startup – Eric Ries Design Driven Innovation – Roberto Verganti Positioning – Ries & Trout Solution Selling, CustomerCentric Selling – Bosworth ProActive Selling, William “Skip” Miller Strategic Selling – Miller Heiman Mindset – Carol Dweck Made 2 Stick - MarComm - Chip & Dan Heath Personal Behaviour – Marshall Goldsmith 54
    55. 55. Assumptions ✖ ✔ • That most people have tons of “Execution Experience” and very little “Search Experience” 55
    56. 56. Example 56
    57. 57. Break 57

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