Puc class4 cust_dev

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  • Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
  • Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
  • Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
  • live-stream photos to an in-room projector or online to social>>  media sites such as Facebook
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • http://www.thestartuptoolkit.com/
  • Puc class4 cust_dev

    1. 1. Class 4ICS 2014How to Build a StartupHablemos con Clientes desde el Día 1Customer DevelopmentWith the Support of: www.realstarters.com 1
    2. 2. INDEXPARTE 1 PARTE 2• Dónde estamos? • Presentación #1-• Customer Development • Discovery Gonzalo Saieg • Validation • Ing. Civil Industrial, MSc • Cust. Creation • Emprendedor (2 años) • Company Creation • Tema: “ Oportunidades• Discovery para Emprendedores en • Entrevista del Problema el Diseño de Productos”• Status Grupos 2
    3. 3. 0_DÓNDE ESTAMOSQué hemos visto hasta ahora? 3
    4. 4. • Distintos caminos en la vida Clase 1- Qué es • Emprender el camino arriesgado Emprender • Por qué ahora? • Algunos Paradigmas (Dinero, Idea, etc) • Fallar en nuestra sociedad Clase 2- Miedo a • La importancia de fallar temprano y seguido Fallar • Que es un MVP • Qué es un PIVOT • Disruptive technologyClase 3- Generar y • Diferencia entre idea y oportunidad Compartir ideas • Cómo generar y filtrar ideas • Ejecución & Canvas • Framework de trabajo Clase 4- • Qué es y qué no es?Ejecución, CustDev • 4 pasos ; Discovery & Validation • Entrevistar a clientes
    5. 5. 1_CustDevOrigenQué NO es?Qué ES? 5
    6. 6. ENTENDIENDO LAMETODOLOGÍAAlgunos conceptos clave 6
    7. 7. #1 Origen Steve Blank’s experience: “distilled from things I got right, and things I screwed up,” as well as by his observations of the practices of successful companies. 7
    8. 8. #2 Early Adopter/Evangelista EL ABISMO!!!Source: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010 / Crossing the Chasm, Geoffrey A. Moore, 1991 8
    9. 9. Early Adopters 9
    10. 10. #3 Segmentación La práctica de dividir una porción grande del mercado en grupos identificables más pequeños, que se caracterizan por compartir necesidades especificas y se referencian entre ellosSource: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010 10
    11. 11. Segmentación• Moore’s Crossing the Chasm -> elegir un segmento y establecer el “punto de desembarque en la playa”• Incluso atacando múltiples segmentos al mismo tiempo es más barato hoy en día->• Apegarse a un segmento maximiza los beneficios de la segmentación 11
    12. 12. Case Source: www.jawbone.com 12
    13. 13. Dif. Tipos de Mercado MercadoMercado Existente Mercado Nuevo Resegmentado RÁPIDO NICHO/MKT > RIESGOSource: Steve Blank, www.steveblank.com
    14. 14. Dif. Tipos de MercadoSource: Steve Blank, www.steveblank.com
    15. 15. Dif. Tipos de MercadoSource: Steve Blank, www.steveblank.com
    16. 16. Product DevelopmentSource: Steve Blank, Four Steps to the Epiphany 16
    17. 17. AHORA SÍ, CustDev4 pasos, 2 que importanahora 17
    18. 18. • Un framework de 4 pasos que permite descubrir y validar que: - Hemos identificado un mercado para nuestro producto - Hemos construido un producto o servicio con características que atacan necesidades reales - Tenemos los métodos correctos para adquirir y convertir leads en ventas - Hemos desarrollado los recursos necesarios para escalar el negocio The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010 18
    19. 19. CustDevSource: Steve Blank, Four Steps to the Epiphany
    20. 20. CustDevDiscovery El producto resuelve un problema para un grupo identificado de usuariosValidation Podemos vender el producto a un mercado lo suficientemente atractivoCust. Creation El modelo es escalable a través de un plan de ventas y marketingCom. Creation Los departamentos y procesos operacionales son creados para escalar el negocio 20
    21. 21. CustDev (más aterrizado)• Customer Development es acerca de cuestionar las suposiciones del “core” de nuestro modelo de negocios• Cada bloque es una Hipótesis (método científico): – Observar y describir el fenómeno – Formular una hipótesis para explicar el fenómeno – Usar la hipótesis para predecir resultados de futuros eventos – Medir la predicción basada en tests experimentales 21
    22. 22. CustDevPIVOT
    23. 23. Discovery & Validation• Do you have a problem worth Solving? • Have you built something – Hypothesis statements • Business Model Canvas customers want? (input) – MVP Experimenting – Customer Interviews – Product/Market fit testing • Preparation • Problem Interview • Solution Interview
    24. 24. Customer DiscoveryProblem / Solution Fit
    25. 25. Discovery• Meta: Comprobar que el producto resuelve un problema para un grupo identificado de usuarios• Darnos cuenta si vale la pena solucionar este problema ($$) 25
    26. 26. Cust. Discovery tasksSource: Ash Maurya, Running Lean, 2010
    27. 27. Task#1 Discovery- Multiple Canvases (done)Objective: – Document what is in our mind (hypotheses) – Document customer`s feedback on the hypotheses we have (pivoting if necessary) – Common language
    28. 28. B.M. Canvas 28
    29. 29. Lean Canvas 29
    30. 30. Task#2 Discovery- Interviews PreparationObjective: – Get ready to start interviewing real customers – Select first potential customers (in the market segment you decided to attack) – First approaches to the customer channels – Decouple the problem from the solution and test the problem before binding yourself to a solution
    31. 31. Task#2 Discovery- Interviews Preparation• B2C: Find at least 10-15 prospects for a 2 weeks interview period (1 week)• B2B: Find between 5-10 prospects for a 2 weeks interview period (1 week)• These prospect customers will be used to test your business model canvas hypotheses• Prioritize where to start (which customer in my segment is more interesting?)
    32. 32. Task#2 Discovery- Interviews Preparation• How to find prospects? 1. 1 Degree contacts 2. Ask for Intros 3. Cold Calling, Emailing, LinkedIn 4. Move around the Industry (e.g. Events, trade shows, Meetups, etc)• Don’t be shy!
    33. 33. Intro email 33
    34. 34. Task#3 Discovery- Problem InterviewObjective: – Know which problem is worth solving for the customer (Talk to customers to understand their worldview before formulating a solution) – We want to answer: • Customer Segments: Who has the pain? (Early adopters) • Problem: What are you solving?
    35. 35. Task#3 Discovery- Problem InterviewWe will test top 3hypothesis on: – Problem – Customer Segments – Current problem solutions
    36. 36. Task#3 Discovery -Problem InterviewSource: Ash Maurya, Running Lean, 2010
    37. 37. Task#3 Discovery- Problem Interview• Ask sufficient time (20-30 mins)• Use neutral location / prefer face to face• Do not record the customer• Use a script (flexible)• Document immediately
    38. 38. RESUMIENDO 38
    39. 39. Resumiendo Framework, not a path for Key Concepts success (less risk) Ocupar CustDev en mi idea- DiscoveryPrepare your customer’s First step, validate the problem interviews 39
    40. 40. STATUS DEEQUIPOS 40
    41. 41. SPEEDATINGHow was last week? 41
    42. 42. PEDIDOS SEMANA PASADA1. Postear en el blog el proceso de creación del canvas y su resultado2. Crear la propuesta de valorMi producto X soluciona el problema Y para elcliente Z, haciendo W3. Cada proyecto debe tener un logo! 42
    43. 43. PEDIDOS SEMANA #51. Encontrar prospectos para las entrevistas2. Entrar al nuevo blog común3. Postear resultados de la búsqueda de prospectos en el blog4. Actualizar canvas (lean canvas) 43
    44. 44. 44
    45. 45. EXTRACANVAS STEPS ANDEXAMPLES 45
    46. 46. 1. Walk up2. Touch screen3. Takes four photos4. Prints photo strip5. Live streams the photos to an in- room projector and/or website
    47. 47. Key Key Value Costumer Costumer partners activities proposition relationships segments Live- Makes Stream events Social Media Events Sponsors for booth Photos more fun Electronics Print Branded Direct Photostrips Venues Memories Marketing on-site Manufacturers Follow Events Production Key resources Live Channels Companies & Ad agencies Printer Supply Booth Deep Companies Electronics Production Brand Wedding Simple Interaction Companies Sites Enclosure & Agencies Word of Transport by Custom Sales People SW Mouth Cost structure Revenue streams 10% to Fixed Printer execute the deal Rental Booth Sale Supply Cost 10% to close Up-Sell the dealwww.businessmodelgeneration.com
    48. 48. Key partners • Which partners and suppliers leverage your model? • Who do you need to rely on? Sponsorship for discount on electronics in exchange for "powered by ... " advertising. Relationships with Manufacturer for bulk orders Relationship with Printer supplier for repeat orderswww.businessmodelgeneration.com
    49. 49. Keyactivities What are the most important tasks your company performs to create value? The most important activity that we do is print the photostrips on site for free to the consumer and immediately upload them to a projector or website for live streaming / sharing of the event.
    50. 50. Key resources • Which resources underpin your business model? • Which assets are essential? • Booth Enclosure - Simple design that can be replicated and transported • Booth Electronics - Camera, Flash, Touchscreen, computer, printer, printer supplies • Custom Softwarewww.businessmodelgeneration.com
    51. 51. Value proposition What Benefits do you provide? Your value proposition should speak in terms of the customers emotions rather than your features. It will be at the heart of both your elevator pitch and your sales material The benefit is realized by two segments: 1. Owners & Event producers: Their events are more fun for their guests. 2. Brands: Branded memories on the photostrips, live streaming of photos to social media sites. The depth of brand interaction becomes evident as people make the photos their profile pictures and/or tag themselves.www.businessmodelgeneration.com
    52. 52. Value proposition Analogs What other companies and products do we want to borrow ideas and behaviours from? How are they related? We want to borrow from digital billboards. The banner ad and the space on the screen that is visible during print times are media buying platforms. The latest trend in digital billboards is to use computer vision to identify characteristics of the person passing by and then to create a targeted advertisement to that person.www.businessmodelgeneration.com
    53. 53. Value proposition Antilogs Which companies are we actively doing the opposite of? Old school photobooths. We dont charge our guests. Its free for them, we charge the brand and the owners.www.businessmodelgeneration.com
    54. 54. Costumer relationships • What are you offering them? • What is it that is getting done for them? • Do they care? • We offer an experience to the user and great depth of interaction to the club / event owner (partners) and the brands (customers) • Brands are reaching their targets, Event owners are producing a fun exp for their guests • They care, because the users care, and the users care because it’s their photowww.businessmodelgeneration.com
    55. 55. Channels How do customers find & buy our product? How will you reach customers and harvest demand? Direct sales, TV ads, blog & social media PR, SEO, retail presence? Weddings: Through wedding sites (e.g., novio mingos), wedding production companies, social media, and word of mouth. Events: Through event production companies, direct sales marketing to club owners. Brand: Media buying agencies (e.g., OMD, Omnicon) or Ad agencies (Lowe Porta, Chiat Day)www.businessmodelgeneration.com
    56. 56. Channels Sales or acquisition funnel Describe your customer acquisition funnel. What are the stages of intent a new customer goes through and how do you move them from curiosity to purchase decision? 1. We want them to use the booth 2. We rely heavily on the booth experience. 3. We also use the website. We have photos from past events and a video of the booth in action.www.businessmodelgeneration.com
    57. 57. Channels Who are our distribution and sales partners? Who will we need to partner with to deliver our product through these channels? We function as a hub. Parts come to us from the suppliers and we distribute them to the clients. The booths are directly transported by the sales people.www.businessmodelgeneration.com
    58. 58. Costumer segments Who are we selling to? Your customer segments (you might have several!) are the groups of customers who share similar behaviors and buying habits. The more specific you are, the easier tough product choices will be, since youll know exactly who youre trying to help. 1. Events: Weddings, birthday parties, dances, etc. 2. Venues: With this model we sell the booth directly. 3. Production Companies (product is paid for by the brands as sponsors)www.businessmodelgeneration.com
    59. 59. Costumer segments Earlyvangelists Where within that segment will you find your very first customers, who will pay for a buggy product and still sing its praises to their friends & colleagues? Weddings & Clubs. Because we are first and are new. They will pay for the product because no one else can provide this service.www.businessmodelgeneration.com
    60. 60. Costumer segments Purchase decision Who is involved in making a purchase decision? Identify each person as a user, influencer, recommender, economic buyer, or decision maker. Budget How are funds allocated for this type of purchase? Current workflow Describe the customers daily life and work- flow without your product. What do they spend their time doing? Which tools do they use?www.businessmodelgeneration.com
    61. 61. Costumer segments Future workflow Describe the customers new work-flow once theyve purchased and started using your product. How important is it to their daily routine? Other Problems Ignoring what you are planning to build for a moment, what other problems does the customer have? What are the biggest pains in their job, where does their company or family lose the most money or time?www.businessmodelgeneration.com
    62. 62. Cost structure What is the resulting cost structure? Which key elements drive your costs?www.businessmodelgeneration.com
    63. 63. Revenue streams How do we make money? Subscriptions, service, add- ons, advertising? We start as a service company and the money we generate comes from event rentals The future goal is to sell the booths to venues with an additional markup.www.businessmodelgeneration.com
    64. 64. Revenue streams Specific pricing plans What are the particular numbers behind your revenue model? Simple Rental: 450.000 CLP / booth Full Activation: 1.700.000 CLP/boothwww.businessmodelgeneration.com
    65. 65. Revenue streams How much is one customer worth? What is the lifetime value per customer? For example, if you sell a watch for $500 and the average customer spends $50 a year for 5 years on tune-ups, your LTV is $500+$50*5=$750 Since the product is currently being rented the value of each customer can be seen at the cost of each rental. Although, since we are a first mover there is implicit value in referrals. What we have seen thus far is: Wedding customer is worth 900.000 (assume 1 referral / wedding) Event customer (e.g. Lolla) is worth 1.800.000 CLP (assume 3 referrals)www.businessmodelgeneration.com
    66. 66. Revenue streams Total cost of ownership How much does your customer need to budget to buy, own, and use your product? For example, you might sell a car for $10,000, but your customer also needs to consider insurance, parking, gas, and so on. Everything is included in the cost of the rental…www.businessmodelgeneration.com
    67. 67. Revenue streams Return on investment justification How much money/time/etc does will your product save a customer? Ideally, the return a customer gets will be greater than their total cost of ownership. We provide a platform from which venues can make a return on their investment through selling the advertising space on the photostrips. The value of this ad space is very high as brands are reaching a specific demographic at the event and through social media as the photos are uploaded to facebook and are exposed to the social circles of those guests.www.businessmodelgeneration.com

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