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Designing Your
Experiments
How to Find Customers
First, consider how you identified the perceived problem:
- Where were you (an event, store, office,...
How to Gain Customer Insight
Spend time preparing before speaking with anyone - people value their time, so don’t waste it...
Understanding the “Why”

http://www.ted.com/talks/simon_sinek_how_great

4
12 Tips for Early Customer
Development Interviews
http://giffconstable.com/2012/12/12-tips-for-early-customer-development-...
Developing Your Approach
PRACTICE, PRACTICE, PRACTICE! Begin by practicing your opening approach with other
teammates and ...
Conducting a Customer Discovery
Interviews

http://startupweekend.wistia.com/medias/tao3s

7
Letting the Customer Interview
Flow

http://startupweekend.wistia.com/medias/py

8
Sample Interview Questions
Create a customer case study
Create a customer case study

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“Can you tell...
Gain Empathy
●

Listen - You are not selling, rather learning from what people have to say. So, whether you
agree or not d...
Your Business Model Canvas
Your Business Model Canvas
Your Business Model Canvas
Your Business Model Canvas
Be Aggressive in
Customer Interviews!

http://startupweekend.wistia.com/medias/xxj6xin5f
Run Your Experiments
GETTING OUTSIDE THE BUILDING
Day 1
Conclusion
Conclusion
Conclusion
DAY 2
Analyze, Modify
Analyze, Modify
Analyze, Modify
Communicating Your Discoveries

http://startupweekend.wistia.com/medias/3p

16
How to Analyze Feedback
Mapping a ‘Day in the Life’ of a Customer.
Being able to map the day of a customer is really power...
Interview for Empathy
dschool.Stanford.edu

18
Empathy Map

19
Finding Patterns

http://startupweekend.wistia.com/medias/tg

20
Pattern Recognition
Determining the problem types can be difficult, and you might be tempted to overstate a problem to val...
Connecting Anecdotal Evidence
Scientists observe data, notice patterns, develop hypotheses, and then test those hypotheses...
Customer Types
Customer analysis starts with understanding what types of customer to approach. Chances are
that several pe...
Problem Type
Customers care about their problem NOT your solution!
Latent - they have a problem but don’t recognize it (MA...
Sample Problem Recognition Matrix

Customer Name:

John Doe

Customer Type:

Economic Buyer

Type of Problem/Need
Latent P...
“Weekly” Customer Discovery
Scorecard
An aggregate of all customer interviews conducted on a weekly basis. Provides a sens...
Customer Insights

http://startupweekend.wistia.com/medias/p
ygn8b90g8

27
Pivots and Iterations

(require constant customer engagement)
(require constant customer engagement)

Pivots are LARGE cha...
EXERCISE

TEAMS PRESENT THEIR EXPERIMENTS

29
Run Your Experiments
GETTING OUTSIDE THE BUILDING
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CDM Deck

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CDM Deck

  1. 1. Designing Your Experiments
  2. 2. How to Find Customers First, consider how you identified the perceived problem: - Where were you (an event, store, office, etc)? - Who else was there (frustration, complaints, etc)? - What was your experience or what did you observe? Next, go back to those places and see if the problem still exisits? - Begin interviewing people. - Idenitfy other similar locations. ● ● ● ● ● ● Google Alerts Topsy -- it can provide insight into a world of conversations. ‘Social listening’ tactics allow you to see who is talking about a topic or problem. Industry related blogs to see who is commenting on a particular subject and join in on the conversation. See who engages with you, they will probably be willing to speak with you. Linkedin to target individuals who work in the industry of your concept and message them. Blogging allows you to share what you’ve learned, your opinions, or are currently doing, and is a great way to build an audience -- and subsequently, potential customers. Utilize video content marketing as a means to attract people to you. Specifically, a Wistia video embedded in a Launchrock page can be a powerful way to get a people excited enough to share their email address with you and be willing to speak about their experiences in more 2 depth.
  3. 3. How to Gain Customer Insight Spend time preparing before speaking with anyone - people value their time, so don’t waste it. Spend time preparing before speaking with anyone - people value their time, so don’t waste it. • Know your elevator pitch or at least be able to explain what you are trying to learn and why; • Write out your interview and remember, You are not selling! – #1 Explain the hypothesized problem (what you’ve observed) – #2 What hypotheses are you testing? Write them down so you don’t forget or fall of script! – #3 Determine pain level - if you could solve this pain what would that mean for them? Would they pay for it? – #4 What do you hope to accomplish (interview goals)? [Teams: 10 minutes] 3
  4. 4. Understanding the “Why” http://www.ted.com/talks/simon_sinek_how_great 4
  5. 5. 12 Tips for Early Customer Development Interviews http://giffconstable.com/2012/12/12-tips-for-early-customer-development-interviews-revision-3/ http://giffconstable.com/2012/12/12-tips-for-early-customer-development-interviews-revision-3/ 1. One person at a time 2. Know your goals and questions ahead of time 3. Separate behavior and feedback in discussion (testing the problem or functionality) 4. Get psyched to hear things you don’t want to hear 5. Disarm “politeness” training - Be Socratic 6. Ask open ended questions 7. Focus on actual behavior, not speculative or abstract feelings 8. Listen, don’t talk 9. Follow your nose and drill down (pull out interesting threads) 10. Parrot back or misrepresent to confirm 11. Ask for introductions 12. Write your notes as quickly as possible AFTERWARDS: Look for patterns and apply judgement 5
  6. 6. Developing Your Approach PRACTICE, PRACTICE, PRACTICE! Begin by practicing your opening approach with other teammates and overtime you will become more comfortable. Be humble in your interviews... - You are a startup; - You don’t know everything - so don’t pretend to; - Be socratic but don’t be insulting - remember, you asked for their time! - Learn as much as possible (80/20 rule); - Come prepared; 6
  7. 7. Conducting a Customer Discovery Interviews http://startupweekend.wistia.com/medias/tao3s 7
  8. 8. Letting the Customer Interview Flow http://startupweekend.wistia.com/medias/py 8
  9. 9. Sample Interview Questions Create a customer case study Create a customer case study ● ● ● ● ● ● ● ● ● ● ● “Can you tell me the story about that?” “And then what happened?” “Why [or how] did you do that?” “What did you love [or hate] about that?” “Who made those decisions?” “How long did it take to implement that system?” “If you could wave a magic wand, what would it be like?” Tell me about an experience when ... What are the best/worst parts about ... Can you help me understand more about ... Would you mind making an introduction to [person] to learn 9
  10. 10. Gain Empathy ● Listen - You are not selling, rather learning from what people have to say. So, whether you agree or not don’t interupt or ignore what you don’t want to hear. ● Create a Story - The best way to understand a customers “pain” or “need” is to get them to tell a story (see next point)... ● Ask “Why” AND “How” - Always dig deep into a story and ask WHY. You may have heard of the ”5 Why’s” technique which is ultimately if someone expresses something asking why 5 times will usually get them to express a deeper need which they may not have understood initially. ● Immersion - If you have only observed the problem try to experience it - shaddow your customer to gain a better understanding of their day-to-day life. ● Observation - One straightforward observation technique is to actually ask the customer to physically demonstrate to you how they are currently solving a particular problem. Additionally, you can have them draw the process flow of how they are currently conducting a specific job. 10
  11. 11. Your Business Model Canvas Your Business Model Canvas Your Business Model Canvas Your Business Model Canvas
  12. 12. Be Aggressive in Customer Interviews! http://startupweekend.wistia.com/medias/xxj6xin5f
  13. 13. Run Your Experiments GETTING OUTSIDE THE BUILDING
  14. 14. Day 1 Conclusion Conclusion Conclusion
  15. 15. DAY 2 Analyze, Modify Analyze, Modify Analyze, Modify
  16. 16. Communicating Your Discoveries http://startupweekend.wistia.com/medias/3p 16
  17. 17. How to Analyze Feedback Mapping a ‘Day in the Life’ of a Customer. Being able to map the day of a customer is really powerful and can provide some great insight. - Can you pinpoint the exact spot of the pain or need? - Is their significant behavioral patterns that need to change? - Who really is effected by the pain? Your customer’s customers? The bottom line of the business? Pick out threads: ● Quotes/Defining Words ● Thoughts & Beliefs ● Actions & Behaviors ● Feelings & Emotion 17
  18. 18. Interview for Empathy dschool.Stanford.edu 18
  19. 19. Empathy Map 19
  20. 20. Finding Patterns http://startupweekend.wistia.com/medias/tg 20
  21. 21. Pattern Recognition Determining the problem types can be difficult, and you might be tempted to overstate a problem to validate your own desired solution. Ask yourself the following questions to determine which problem type the customer actually experiences: 1. Pattern Recognition ● What was the most memorable and interesting story? ● What did the person care about the most? What motivates him or her? ● What were they frustrated by the most? 2. Developing a Pattern Recognition Matrix ● ● ● ● ● ● ● Problems -- what problems did you hear or observe? Emotions -- what were the reactions to some of your questions (pupels dialate?) Processes -- buying? decision making? testing? Roles -- are you talking to the right person? Who is the buyer? influencer? saboteur? Tools -- what are they using today? Contexts -- Are your assumptions in the ball park? Needs/Motivations -- The “Why” is what your looking for not the “how” or “what” 21
  22. 22. Connecting Anecdotal Evidence Scientists observe data, notice patterns, develop hypotheses, and then test those hypotheses. Pattern recognition is only a step along the way to developing hypotheses about the underlying cause. -- Chris Dixon 22
  23. 23. Customer Types Customer analysis starts with understanding what types of customer to approach. Chances are that several people in a number of categories have problems that your product can solve. - End Users - Influencers - Recommenders - Economic Buyers - Decision Makers - Saboteurs B2B and B2C may differ significantly. Often in a B2B you be required to identify all of these players versus B2C where your customer often makes the decision by his or herself. 23
  24. 24. Problem Type Customers care about their problem NOT your solution! Latent - they have a problem but don’t recognize it (MASS MARKET) ● Passive - they know the problem exists but aren’t motivated or aware of the opportunity to change (MASS MARKET) ● Active/Urgent - they recognize a problem or passion and are searching for a solution but haven’t done any serious work to solve the problem (EARLY ADOPTER/INNOVATOR) ● Vision of a Solution - they have an idea for solving and even have cobbled together a homegrown solution, but are prepared to pay for a better one (EARLY ADOPTER) ● 24
  25. 25. Sample Problem Recognition Matrix Customer Name: John Doe Customer Type: Economic Buyer Type of Problem/Need Latent Problem/Need Passive Problem/Need Active/Urgent Problem/Need Vision of a Solution Must-Have Nice-to-Have X
  26. 26. “Weekly” Customer Discovery Scorecard An aggregate of all customer interviews conducted on a weekly basis. Provides a sense of whether there’s enough customer excitement to warrant further motion. Additionally, it can help you spot trends and recognize patterns. The analysis should help gauge whether the right people were contacted and whether enough earlyvangelists candidates were identified. ● ● ● ● ● ● ● ● ● Excited and Urgent Need? Problem clearly identified? Business-Impact? Is there a work-around? How is the current solution bought today (Channel)? “Get” pattern? “Keep” strategy? Key Decision Maker? Buying process? Market size? 26
  27. 27. Customer Insights http://startupweekend.wistia.com/medias/p ygn8b90g8 27
  28. 28. Pivots and Iterations (require constant customer engagement) (require constant customer engagement) Pivots are LARGE changes to your business model - often strategy (boys - women) Modify are smaller modifications to your business model - often tactics ($99 - $79) 28
  29. 29. EXERCISE TEAMS PRESENT THEIR EXPERIMENTS 29
  30. 30. Run Your Experiments GETTING OUTSIDE THE BUILDING

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