The document summarizes customer development tools and methods for startups. It discusses:
1) Three key customer development tools - agile development, the business model canvas, and customer development - which are used to search for a viable business model through customer feedback.
2) Customer development involves customer discovery, validation, and creation phases to iteratively test hypotheses and pivot the business model based on learning.
3) The minimum viable product and frequent iteration are important to get early customer feedback and learning in a timely manner.
The document summarizes the key concepts from the Lean LaunchPad course, including business models, customer development, and pivoting. It explains that a business model describes all parts of a company necessary to make money. It then discusses customer development as a process involving customer discovery, validation, and creation to iteratively build a business model through pivoting based on customer feedback. The goal is to identify a repeatable and scalable business model in the search for a startup idea.
The document summarizes Steve Blank's presentation on the startup path and customer development process. It provides an overview of Blank's background and books that influenced his work. It then outlines the four steps of the customer development process - customer discovery, validation, creation, and growth. The presentation concludes by discussing how Blank teaches entrepreneurs to test hypotheses about their business model in his Lean LaunchPad class over 8 weeks.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
The document contrasts the differences between startups and small businesses, and between the roles of founders and later-stage management. It discusses how startups focus on searching for a scalable business model through customer development and hypothesis testing, rather than on accounting or execution. As companies transition from startups to established businesses, founders typically leave to be replaced by professional managers, and the focus shifts from searching to executing the found business model.
The document summarizes the key concepts from the Lean LaunchPad course, including business models, customer development, and pivoting. It explains that a business model describes all parts of a company necessary to make money. It then discusses customer development as a process involving customer discovery, validation, and creation to iteratively build a business model through pivoting based on customer feedback. The goal is to identify a repeatable and scalable business model in the search for a startup idea.
The document summarizes Steve Blank's presentation on the startup path and customer development process. It provides an overview of Blank's background and books that influenced his work. It then outlines the four steps of the customer development process - customer discovery, validation, creation, and growth. The presentation concludes by discussing how Blank teaches entrepreneurs to test hypotheses about their business model in his Lean LaunchPad class over 8 weeks.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
The document contrasts the differences between startups and small businesses, and between the roles of founders and later-stage management. It discusses how startups focus on searching for a scalable business model through customer development and hypothesis testing, rather than on accounting or execution. As companies transition from startups to established businesses, founders typically leave to be replaced by professional managers, and the focus shifts from searching to executing the found business model.
This document discusses value propositions and market types for new products and services. It begins with an agenda for team presentations on value propositions, then defines what a value proposition is and common mistakes to avoid. It discusses discovering and specifying the value proposition, including defining the problem and solution. It covers developing minimum viable products for physical and web/mobile products, and testing MVPs. Examples of pivoting a value proposition based on customer feedback are provided. Finally, it discusses defining the market type - existing market, resegmented market, or new market - which determines customer adoption rates, sales and marketing strategies, and cash requirements.
The lecture discusses the importance of key partners for startups and the different types of partnerships, including those for physical and virtual channels, strategic alliances, joint business development, and coopetition between competitors. It cautions startups to be selective about partners and to understand the motivations and potential risks of partnering with larger companies. Startups should identify the partners needed to test their hypotheses and gain an unfair advantage rather than confuse partners for different stages of business development.
The document discusses different types of businesses - small businesses, scalable startups, and large companies - and how they differ. It notes that small businesses serve known customers with known products, while scalable startups aim to solve unknown customer needs and unknown product features through iteration. Startups search for a business model through customer development and pivoting, while companies focus on executing a known business model through metrics, sales, product management, and planning. The document advocates for searching for a business model using customer development rather than relying on traditional business plans.
An investor focussed deck that covers:
- What is a Lean Startup?
- The key behaviors of being lean
- Using lean to define and measure progress in a startup
The Lean LaunchPad class has three main goals:
1. Help student startups fail less by validating their business model hypotheses through customer development and iterating based on feedback, rather than wasting time and money pursuing invalidated ideas.
2. Use an experiential learning pedagogy focused on applying customer development and business model design tools in real startup projects, rather than relying on traditional case studies.
3. Structure the class around the business model canvas and customer development framework to provide a systematic process for searching for a repeatable business model.
This document discusses distribution channels. It addresses two critical channel questions: how companies want to sell their products and how customers want to buy them. Various channel types are covered, including direct, indirect, licensing, web channels, and physical channels. The document also discusses how channels are compensated and motivated, channel economics, and how the nature of a product impacts suitable channels depending on if it is physical or virtual.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document discusses customer development and company building. It covers moving from early adopters to mainstream customers by managing sales growth based on market type. It also discusses crossing the chasm between early adopters and mainstream pragmatists. Strategies for crossing the chasm include creating a "whole product", focusing on one or two market segments, and becoming a market leader in a niche. The document also discusses evolving management and developing a mission-centric culture as a company grows.
This document provides an introduction to an advanced entrepreneurship course on customer development and the lean startup methodology. It outlines the course objectives, prerequisites, structure, and key concepts that will be covered, including reducing product/market risk, customer development process of discovery, validation, and creation, and building companies with low costs by designing for learning rather than traditional product development processes. The instructors are introduced as Steve Blank and Eric Ries, pioneers of the lean startup approach.
The document discusses customer relationships for a new product. It covers getting customers through demand creation strategies like SEO, social media, and paid acquisition. It then discusses keeping customers through loyalty programs, product updates, and customer check-ins. Finally it discusses growing customers through referrals, contests, and loyalty programs. The document emphasizes that customer relationships strategies depend on the market type - whether existing, resegmented, or new - and gives examples for each.
You will be graded as a team
- No free riders
- Communicate outside of class
- Support each other
- Fail fast and learn quick
The goal is to learn, not get an “A”
We want you to succeed more than you want to pass the class
We are here to help, challenge and support you
This class simulates a startup - it will be hard but also very rewarding
Now go out and start learning!
The goal is to give entrepreneurs hands-on experience with customer discovery techniques like generating hypotheses about customer needs, designing experiments to test hypotheses, and analyzing customer insights.
Running a Value Proposition Design Workshop as Part of Product DiscoveryPhilipp Engel
Philipp Engel presented on using value proposition design workshops to help accelerate product discovery. The workshops help cross-functional teams understand customer needs and define value propositions. Engel discussed running a workshop for Elsevier to align on value delivery across integrated products. He outlined tips for effective workshops, including using trigger questions and consistent color coding. Finally, Engel explained how value proposition design fits into the broader product design process, noting it is best used early on to stimulate thinking and define experiments to test assumptions.
This document summarizes Steve Blank's presentation on "The Startup Owners Manual". It discusses the concepts of customer development, business models, and turning hypotheses into facts through testing ideas with customers. The presentation is based on several of Steve Blank's books and promotes getting outside the building to test problems and solutions with real customers. It also highlights that the manual provides examples and guidance for startups on topics like customer relationships, key resources, revenue streams, and other business model components.
Introduction to Customer Development at the Lean Startup Intensive at Web 2.0...Eric Ries
The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.
The document discusses business models and introduces the Business Model Canvas. It explains that the Business Model Canvas is a tool used to systematically describe, challenge, design, and invent business models using nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples of each building block and illustrates how the Business Model Canvas can be used to visualize all aspects of a business model.
- Product managers at startups need to wear sneakers because they must actively search for customers outside the building, unlike at large companies where customers are known.
- Startups go through phases of customer discovery, validation, and creation where hypotheses about customers and products are tested iteratively through contact with potential users.
- There are three types of markets that determine how startups should approach sales, marketing, and business development - existing, resegmented, and new markets.
- Engineering approaches also differ between startups searching for problems/solutions and large companies executing known requirements. Founders must lead the search while product management can help or hinder it.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
The document provides an overview of the Lean LaunchPad class, which teaches an evidence-based approach to entrepreneurship. Some key points:
1) The class focuses on helping student teams search for a repeatable and scalable business model through customer development and agile development, rather than writing static business plans.
2) Students summarize their business model hypotheses using the Business Model Canvas framework and then test those hypotheses by getting customer feedback on minimum viable products.
3) The class emphasizes an iterative process of testing assumptions, getting customer input, and making adjustments to ideas that aren't working - rather than the conventional approach of developing a full product before customer testing.
The document provides an overview of an evaluation of Finland's national innovation system conducted by an international panel of experts. The panel was commissioned by the Finnish Ministry of Education and Ministry of Employment and Economy to evaluate the system, identify challenges, and provide recommendations.
The evaluation focused on six main points of view: broad-based innovation policy, demand-driven innovation, globalization of business activities, entrepreneurship and finance, geography of innovative activity, and education, research and the economy. Sub-panels led by international experts examined each area.
The preface notes the evaluation faced challenges due to ongoing reforms in Finland's innovation system. However, the panel was able to draw overall conclusions to help guide further improvements and reforms.
This document discusses value propositions and market types for new products and services. It begins with an agenda for team presentations on value propositions, then defines what a value proposition is and common mistakes to avoid. It discusses discovering and specifying the value proposition, including defining the problem and solution. It covers developing minimum viable products for physical and web/mobile products, and testing MVPs. Examples of pivoting a value proposition based on customer feedback are provided. Finally, it discusses defining the market type - existing market, resegmented market, or new market - which determines customer adoption rates, sales and marketing strategies, and cash requirements.
The lecture discusses the importance of key partners for startups and the different types of partnerships, including those for physical and virtual channels, strategic alliances, joint business development, and coopetition between competitors. It cautions startups to be selective about partners and to understand the motivations and potential risks of partnering with larger companies. Startups should identify the partners needed to test their hypotheses and gain an unfair advantage rather than confuse partners for different stages of business development.
The document discusses different types of businesses - small businesses, scalable startups, and large companies - and how they differ. It notes that small businesses serve known customers with known products, while scalable startups aim to solve unknown customer needs and unknown product features through iteration. Startups search for a business model through customer development and pivoting, while companies focus on executing a known business model through metrics, sales, product management, and planning. The document advocates for searching for a business model using customer development rather than relying on traditional business plans.
An investor focussed deck that covers:
- What is a Lean Startup?
- The key behaviors of being lean
- Using lean to define and measure progress in a startup
The Lean LaunchPad class has three main goals:
1. Help student startups fail less by validating their business model hypotheses through customer development and iterating based on feedback, rather than wasting time and money pursuing invalidated ideas.
2. Use an experiential learning pedagogy focused on applying customer development and business model design tools in real startup projects, rather than relying on traditional case studies.
3. Structure the class around the business model canvas and customer development framework to provide a systematic process for searching for a repeatable business model.
This document discusses distribution channels. It addresses two critical channel questions: how companies want to sell their products and how customers want to buy them. Various channel types are covered, including direct, indirect, licensing, web channels, and physical channels. The document also discusses how channels are compensated and motivated, channel economics, and how the nature of a product impacts suitable channels depending on if it is physical or virtual.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
This document discusses customer development and company building. It covers moving from early adopters to mainstream customers by managing sales growth based on market type. It also discusses crossing the chasm between early adopters and mainstream pragmatists. Strategies for crossing the chasm include creating a "whole product", focusing on one or two market segments, and becoming a market leader in a niche. The document also discusses evolving management and developing a mission-centric culture as a company grows.
This document provides an introduction to an advanced entrepreneurship course on customer development and the lean startup methodology. It outlines the course objectives, prerequisites, structure, and key concepts that will be covered, including reducing product/market risk, customer development process of discovery, validation, and creation, and building companies with low costs by designing for learning rather than traditional product development processes. The instructors are introduced as Steve Blank and Eric Ries, pioneers of the lean startup approach.
The document discusses customer relationships for a new product. It covers getting customers through demand creation strategies like SEO, social media, and paid acquisition. It then discusses keeping customers through loyalty programs, product updates, and customer check-ins. Finally it discusses growing customers through referrals, contests, and loyalty programs. The document emphasizes that customer relationships strategies depend on the market type - whether existing, resegmented, or new - and gives examples for each.
You will be graded as a team
- No free riders
- Communicate outside of class
- Support each other
- Fail fast and learn quick
The goal is to learn, not get an “A”
We want you to succeed more than you want to pass the class
We are here to help, challenge and support you
This class simulates a startup - it will be hard but also very rewarding
Now go out and start learning!
The goal is to give entrepreneurs hands-on experience with customer discovery techniques like generating hypotheses about customer needs, designing experiments to test hypotheses, and analyzing customer insights.
Running a Value Proposition Design Workshop as Part of Product DiscoveryPhilipp Engel
Philipp Engel presented on using value proposition design workshops to help accelerate product discovery. The workshops help cross-functional teams understand customer needs and define value propositions. Engel discussed running a workshop for Elsevier to align on value delivery across integrated products. He outlined tips for effective workshops, including using trigger questions and consistent color coding. Finally, Engel explained how value proposition design fits into the broader product design process, noting it is best used early on to stimulate thinking and define experiments to test assumptions.
This document summarizes Steve Blank's presentation on "The Startup Owners Manual". It discusses the concepts of customer development, business models, and turning hypotheses into facts through testing ideas with customers. The presentation is based on several of Steve Blank's books and promotes getting outside the building to test problems and solutions with real customers. It also highlights that the manual provides examples and guidance for startups on topics like customer relationships, key resources, revenue streams, and other business model components.
Introduction to Customer Development at the Lean Startup Intensive at Web 2.0...Eric Ries
The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.
The document discusses business models and introduces the Business Model Canvas. It explains that the Business Model Canvas is a tool used to systematically describe, challenge, design, and invent business models using nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples of each building block and illustrates how the Business Model Canvas can be used to visualize all aspects of a business model.
- Product managers at startups need to wear sneakers because they must actively search for customers outside the building, unlike at large companies where customers are known.
- Startups go through phases of customer discovery, validation, and creation where hypotheses about customers and products are tested iteratively through contact with potential users.
- There are three types of markets that determine how startups should approach sales, marketing, and business development - existing, resegmented, and new markets.
- Engineering approaches also differ between startups searching for problems/solutions and large companies executing known requirements. Founders must lead the search while product management can help or hinder it.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
The document provides an overview of the Lean LaunchPad class, which teaches an evidence-based approach to entrepreneurship. Some key points:
1) The class focuses on helping student teams search for a repeatable and scalable business model through customer development and agile development, rather than writing static business plans.
2) Students summarize their business model hypotheses using the Business Model Canvas framework and then test those hypotheses by getting customer feedback on minimum viable products.
3) The class emphasizes an iterative process of testing assumptions, getting customer input, and making adjustments to ideas that aren't working - rather than the conventional approach of developing a full product before customer testing.
The document provides an overview of an evaluation of Finland's national innovation system conducted by an international panel of experts. The panel was commissioned by the Finnish Ministry of Education and Ministry of Employment and Economy to evaluate the system, identify challenges, and provide recommendations.
The evaluation focused on six main points of view: broad-based innovation policy, demand-driven innovation, globalization of business activities, entrepreneurship and finance, geography of innovative activity, and education, research and the economy. Sub-panels led by international experts examined each area.
The preface notes the evaluation faced challenges due to ongoing reforms in Finland's innovation system. However, the panel was able to draw overall conclusions to help guide further improvements and reforms.
This document discusses strategies for successful startups. It contrasts the traditional approaches used by startups, such as hiring marketing, sales, business development, and engineering teams early on, with a more effective customer-focused approach. Rather than making assumptions about customer needs and developing products without validation, startups should search for a repeatable business model through customer interaction and iteration. The document advocates focusing first on understanding customer segments, value propositions, and revenue streams before scaling operations.
This report summarizes a benchmarking project analyzing the status and future of university-based value creation in Finland, Israel, Massachusetts, and Singapore. The key findings across regions were that major universities have adopted an ecosystem approach, where 80-85% of knowledge transfer is created through alumni and students rather than direct research commercialization. Technology transfer offices represent a small percentage of university budgets. High-quality applied research conducted with industry is important. The roles of technology transfer offices are evolving to focus on networking between academia and industry. Proof-of-concept funding, incubators, and business angels are important for supporting startups. The report provides recommendations for Finland including new business development services, competence development programs, and revised funding mechanisms
This document summarizes research conducted over 5 days to understand the market fit between engaged couples seeking wedding photographers and photographers. Through interviews, it was found that while style is important to couples, other major factors like price and post-production control are also important. Photographers are interested in opportunities to showcase their talent and access new markets. The value propositions for each group are outlined. Next steps include further validating hypotheses, building a demo website, and continuing partner conversations to refine the business model.
The document discusses a real estate investment company's final presentation on acquiring and rehabilitating distressed properties. It summarizes interviews conducted with industry professionals and potential home buyers. Key findings include real estate agents and brokers being interested in green and automated homes priced from $600k-$800k. Mortgage brokers recommended green building loan programs. Potential buyers wanted modern design, green features, and automation but were concerned about costs. The presentation evaluates the market size and opportunity in Southern California.
The document summarizes 5 days of testing a peer-to-peer fashion rental platform concept. Over the 5 days, the team tested hypotheses about potential customer segments, pricing, partnerships, and acquisition of lenders. They built a basic website and tested it with customers. On day 4, they recruited potential lenders outside a gym and through Facebook/Google ads. 12 lenders signed up in under 12 hours with low cost per click. By day 5, the team had validated the concept and customer segments but needed to further develop the business model and online platform.
The document provides a summary of the history of Silicon Valley and the factors that contributed to its emergence as a major hub of innovation. It discusses several key events and individuals:
1) Frederick Terman's role as Stanford professor and provost in encouraging collaboration between academia and industry, including supporting HP's founding.
2) Stanford's focus on electronics during WWII and the Cold War, bringing defense funding and spinouts like Varian Associates.
3) William Shockley founding Shockley Semiconductor which led to the "Traitorous 8" founding Fairchild Semiconductor and initiating the chip industry.
4) The rise of venture capital firms like Draper Gaither & Anderson and later Kleiner Per
This document discusses Finland's startup ecosystem and opportunities to support scalable startups. It notes that job growth will increasingly come from new companies, not existing ones, and outlines six types of startups. It argues that scalable startups offering unknown solutions will provide the most jobs but require a strong ecosystem. However, Finland currently lacks experienced entrepreneurs and policies that encourage risk-taking and startups. The document recommends Finland focus public funding on attracting private incubators and venture capital rather than directly funding companies to best support scalable startups and future job growth.
Ny entprenenurial week lecture 111210 customer developmentStanford University
This document contrasts how startups and large companies operate. Startups are constantly searching for and testing business models through customer development and agile development methods. In contrast, large companies execute established business models through traditional planning, accounting, and management processes. The founder of General Motors Billy Durant took risks and had success early on but was ultimately fired twice. In contrast, Alfred P. Sloan brought stability to GM through processes like cost accounting and helped transform it into a large, profitable corporation. While startups focus on discovering problems and solutions through iterative customer feedback, large companies focus on executing known business plans and expanding existing markets.
Steve Blank visited Helsinki from September 5-9, 2011 to speak with universities, startups, investors and the media. His schedule was packed with events each day, including faculty talks, panels, workshops, lectures and interviews. The goal of his visit was to encourage Finland to radically change its approach to entrepreneurship education by focusing more on practical learning and treating startups differently than large companies. He emphasized that failure should not be stigmatized and different types of startups require distinct skills that can't be taught through traditional business programs.
This document discusses the differences between how startups and large companies operate. It states that startups are temporary organizations that search for a repeatable and scalable business model through customer validation and pivoting if needed, while large companies execute known business models through processes like sales, marketing and engineering plans. The document advocates that startups require different tools than large companies since they are searching for an unknown business model rather than executing a known plan.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
AutoBid Plus provides estimates for auto body repairs by having customers upload photos of damage. Technicians then provide estimates in 15-90 minutes. The company has interviewed auto body shop owners and insurance adjusters to understand their needs. AutoBid Plus allows shops to bid on repair jobs and insurance companies to quickly get estimates. However, the business model is currently not profitable due to high costs of technicians' time to assess damage from photos.
Lean Startups in Japanese Companies takashi tsutsumi_masato_iinoStanford University
This document summarizes an approach taken to introduce Lean Startup principles to large Japanese enterprises. It describes establishing a Lean Startup Accelerator Department detached from existing business units to develop minimum viable products. Early successes attracted "defense departments" like Quality Assurance and Legal to form a Lean Enterprise Cell to support future efforts. The approach aims to train existing business units on Lean Startup and spill these principles throughout the organization to promote new business creation.
The document discusses how the rules for startups have changed with the rise of new tech bubbles. It outlines four phases of startup liquidity from 1970-2014 and how approaches differed between building long-term businesses versus short-term flips. The customer development process is introduced as a methodology for startups to search for their business model by testing hypotheses through customer interaction rather than relying only on plans. Metrics are emphasized over accounting, with the goal of continuous learning rather than presuming knowledge of customers or features up front.
The document discusses value propositions for different customer segments in the radiopharmaceutical industry. It lists potential value propositions including technical assistance, accessibility, purity, speed, multiplatform capability, sensitivity, and specific compounds. It also identifies key customer segments such as radiopharmacies, equipment producers, prescribing physicians, radiologists, drug developers, and cassette manufacturers. The value propositions are aimed at getting, keeping, and growing customers in this industry.
The document discusses developing a new method for fluorinating compounds for positron emission tomography (PET) imaging using a single step. It notes the short half life of F-18 requires synthesis and injection within two hours. The solution presented is a single step fluorination process that could increase production 10-fold at the same cost and reduce side effects from unlabeled compounds. It then discusses engaging with various stakeholders in the radiopharmaceutical industry to develop the technology and business model.
The document discusses the development of hydrogen sensors for monitoring hydrogen levels in chlor-alkali plants, which is led by a founding team with expertise in materials science, chemistry, and entrepreneurship. It outlines the value propositions and market needs for such sensors, including reliable and real-time detection capabilities to improve safety and efficiency in these hazardous industrial environments. Interviews with technology providers and industrial plant managers are being conducted to understand the economics and sensor requirements.
Medical Imaging Seminar Company PresentationsSpace IDEAS Hub
Medical Imaging - Opportunities for Business Seminar
24/01/12
Short Company Presentations
14 companies took the opportunity to present a short sales pitch of their work and interests to the audience.
UBS West Coast Life Science Bus Tour presented an overview of Thermo Fisher Scientific. [1] It discussed the company's two business segments: Analytical Technologies and Laboratory Products and Services. [2] New products were highlighted in areas like sample preparation, analysis, and data interpretation. [3] Technologies like mass spectrometry, RNAi, and the Exactive were discussed as enabling key applications in areas such as proteomics, stem cell research, and screening.
UBS hosted a life science bus tour for investors at Thermo Fisher Scientific in San Jose, CA. The agenda included a company overview, technology overview, and factory tour. Thermo Fisher Scientific is a $10.5 billion company with 34,000 employees serving over 350,000 customers in 150 countries. It has two business segments: analytical technologies focused on scientific instruments; and laboratory products and services focused on consumables and services. The company discussed opportunities in areas like stem cell research, protein research using mass spectrometry, and RNAi technology, demonstrating new products in these areas. The tour concluded with an overview of Thermo Fisher's San Jose facility and product lines.
Innovating in the life sciences and health-care sector? You can’t escape the regulators! Before you make a costly mistake, learn from the experts who have been through the process before.
Whether you’re working on a therapeutic, an in vitro diagnostic or a medical device, come find out how to identify and mitigate challenges along the path to regulatory approval.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications such as sample preparation, analysis, and data interpretation.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications such as sample preparation, analysis, and data interpretation.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications including sample preparation, sample analysis, and data interpretation.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications like sample preparation, analysis and data interpretation.
The document discusses Thermo Scientific's leadership in serving science through analytical instruments, equipment, reagents, software and services. It highlights the company's size and scale, unmatched capabilities, portfolio of leading brands, and mission to make the world healthier, cleaner and safer. Key strengths include global industry leadership, ability to continuously invest in growth opportunities through R&D, and an excellent track record of financial performance. New products are presented for applications such as sample preparation, analysis, and data interpretation.
The document discusses GMP aspects of designing pharmaceutical and biotech manufacturing facilities. It provides an overview of the history and expectations of GMP regulations, describes the typical process for delivering a manufacturing facility from concept to production, and outlines some key documents involved in conceptual, basic, and detailed design of a facility, such as the Validation Master Plan.
Appalla Venkataprabhakar and I presented this at the Oracle\'s Annual Clinical Development and Safety Conference 2010 at Hyderabad, India on 6th October 2010.
The document describes Pharma Protocol, an ERP system designed specifically for the pharmaceutical industry. It was developed over many years based on regulatory standards like cGMP to integrate key pharmaceutical processes. The ERP handles manufacturing, quality control, inventory, purchasing, and other functions in a validated and compliant way. It has been successfully implemented in over 26 leading pharmaceutical manufacturers in India.
This document provides an overview of Pharmalink, a regulatory affairs consulting firm. It discusses who they are, what services they provide, their global regulatory experience, and two case studies. Key details include that Pharmalink has 155 staff, works with 18 of the top 20 healthcare companies, provides regulatory solutions across the product lifecycle, has offices and affiliates worldwide, and has experience helping clients with projects of all sizes involving domestic, international, and multinational regulatory requirements. Their case studies describe large-scale compliance and biosimilar product review projects for pharmaceutical clients.
The document summarizes a team's final project presentation for a medical device startup called MammOptics. The team includes four members with engineering and business backgrounds working to develop a non-invasive, non-radiative breast cancer detection technology using optical spectroscopy. The presentation covers the initial technology and business model hypotheses, testing the value proposition with hospitals and doctors, and outlines the steps needed for product development, clinical trials, reimbursement, and company financing.
The Expanding eClinical Universe: Streamlining Progress by Changing Current W...crystalhuntergtcbio
The document discusses how clinical trials are moving from paper-based processes to electronic systems to improve efficiency. It highlights trends like increased adoption of electronic data capture systems and clinical trial management systems. The clinical trials IT ecosystem is becoming more interconnected through technologies that provide better data access, analytics, and responsiveness to potential drug safety issues. Vendors are offering more comprehensive eClinical solutions through hosted systems and software-as-a-service models. This transformation aims to streamline work processes and address challenges like rising costs in global clinical trials.
Innovative Drug Pipeline Solutions: Medicinal Chemistry, Process Chemistry, cGMP API Manufacturing. 105+ global clients. 120,000 sq.ft. facilities located in Research Triangle Park, NC USA. FDA inspected and DEA registered.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
9. What’s the Weekend Idea?
Business
Model Test Problem Test Solution
Hypotheses
•MVP •Does Anyone Care? •Do they Like It?
• Customers • How will you
Get/Keep/ Grow Them?
16. Business Model Canvas – Any Business
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS
KEY CHANNELS
RESOURCES
COST STRUCTURE REVENUE STREAMS
16
17. Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
plan for pre IND PET/SPECT Prescribing physicians
cGMP manufacturers Multiplatform Technical assistance
Radiopharmacies meeting
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds perform studies
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to Drug developers
companies lead compounds of Sales of packaged
IP interest precursor in cassettes
PoP data
Radiologists
Regulatory plan Cassette manufacturers
Understanding of
the regulatory
process
Sales of intermediates
Contract cGMP precursor manufacture
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
18. Value Customer
Proposition Segments
Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
plan for pre IND PET/SPECT Prescribing physicians
cGMP manufacturers Multiplatform Technical assistance
Radiopharmacies meeting
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds perform studies
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to Drug developers
companies lead compounds of Sales of packaged
IP interest precursor in cassettes
PoP data
Radiologists
Regulatory plan Cassette manufacturers
Understanding of
the regulatory
process
Sales of intermediates
Contract cGMP precursor manufacture
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
19. Value Customer
Proposition Segments
Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
plan for pre IND PET/SPECT Prescribing physicians
cGMP manufacturers
Radiopharmacies meeting
ID cGMP CRO
Product/Market Fit
Multiplatform
Sensitivity (nca)
Specific compounds
Technical assistance
Radiologist who
Fund-raising perform studies
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to Drug developers
companies lead compounds of Sales of packaged
IP interest precursor in cassettes
PoP data
Radiologists
Regulatory plan Cassette manufacturers
Understanding of
the regulatory
process
Sales of intermediates
Contract cGMP precursor manufacture
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
20. Get, Keep
and Grow
Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
PET/SPECT
cGMP manufacturers
Radiopharmacies
plan for pre IND
meeting Multiplatform Technical assistance Customer
Prescribing physicians
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds Segments
perform studies
General
Channel
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to
Drug developers
companies lead compounds of
Sales of packaged
IP interest
precursor in cassettes
PoP data
Radiologists
Regulatory plan
Understanding of Cassette manufacturers
the regulatory
process
Sales of intermediates
Contract cGMP precursor manufacture
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
21. Get, Keep
and Grow
Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
PET/SPECT
Who Are Our Customers?
cGMP manufacturers
Radiopharmacies
plan for pre IND
meeting Multiplatform Technical assistance Customer
Prescribing physicians
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds Segments
perform studies
How Do We Reach Them? Channel
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to
Drug developers
companies lead compounds of
Sales of packaged
IP interest
precursor in cassettes
PoP data
Radiologists
Regulatory plan
Understanding of Cassette manufacturers
the regulatory
process
Sales of intermediates
Contract cGMP precursor manufacture
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
22. Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
plan for pre IND PET/SPECT Prescribing physicians
cGMP manufacturers Multiplatform Technical assistance
Radiopharmacies meeting
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds perform studies
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to
Drug developers
companies lead compounds of
Sales of packaged
IP interest
precursor in cassettes
PoP data
Radiologists
Regulatory plan
Understanding of Cassette manufacturers
the regulatory
process
Contract cGMP precursor manufacture
Costs Sales of intermediates Revenue
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
23. Technical Assistance
Nuclear Medicine and SOPs for precursors
(Image Atlas)
Radiology and drugs Radiopharmacies
Accessibility (RCY) FDA regulatory support
departments Recruit clinical sites
In vivo animal studies Purity Equipment producers
Develop regulatory Speed
plan for pre IND PET/SPECT Prescribing physicians
cGMP manufacturers Multiplatform Technical assistance
Radiopharmacies meeting
ID cGMP CRO Sensitivity (nca) Radiologist who
Fund-raising Specific compounds perform studies
General
Pharmaceutical IP methodology for Direct sales of precursor
development PoP data adding fluorine to
Drug developers
companies lead compounds of
How Do We Make Money?
IP
PoP data
interest
Sales of packaged
precursor in cassettes
Radiologists
Regulatory plan
Understanding of Cassette manufacturers
the regulatory
process
Contract cGMP precursor manufacture
Costs Sales of intermediates Revenue
Salary, Rents
Technology license
Clinical trials
Product license (royalty)
29. Customer Development is
how you search for the model
Search Execution
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot
30. Customer Development
The Search For the Business Model
Search
Customer Customer
Discovery Validation
Pivot
31. Customer Development
Execution
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot
32. Customer Discovery
Search
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot
Execution
• Articulate and Test your hypotheses
• Design experiments, start listening
• Continuous Discovery
• Done by founders
33. Discovery
• How big is the market?
• Who’s the customer?
– What’s their problem/need
• What’s the product/service/need?
– Does it solve the customers problem?
• How do you create demand?
• How do you deliver the product?
• How do you make money?
34. Customer Development =
process to search
Business Model Canvas =
the Scorecard
Agile Engineering is How
•Research
•Technology
Design
•Marketing •Cost
•Farming
conventions.
•Demo, dem
Labs o, and •Organic
We Build Startups
•Demo and Reduction
•Equipment demo!! Farmers
customer •Remove •Proximity is
Manufactur feedback •Weeding
ers labor force paramount
Service
•Distributio pains
•IP – Providers
n Network •Eliminate
Patents •Conventio
•Service •Video bio-waste •Dealers nal Farmers
Providers Classifier hazards •Direct Service
Files •Indirect Service
• … then Dealers
•Robust
Technology
Value- •Asset Sale
Driven •Direct Service with
equipment rental
•… then Asset Sale
35. Customer Validation
Search
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot Execution
• Repeatable and scalable business model?
• Passionate earlyvangelists?
• Pivot back to Discovery if no customers
36. The Minimum Viable Product
(MVP)
•Smallest feature set that gets you the most …
- orders, learning, feedback, failure…
- incremental and iterative
38. The Pivot
Search
Customer Customer
Discovery Validation
Pivot
•The heart of Customer Development
•Iteration without crisis
•Fast, agile and opportunistic
39. Pivot Cycle Time Matters
Search Execution
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot
•Speed of cycle minimizes cash needs
•Minimum feature set speeds up cycle time
• Near instantaneous customer feedback drives
feature set
40. The Startup Owners Manual
• The Reference Manual
for Entrepreneurs
• Separate Web/Mobile
versus Physical tracks
41. Web/Mobile Versus Physical
Customer Customer
Discovery Validation
Pivot
•Web/Mobile startups run faster
•Different process steps for web vs. physical
•Customer Relationships are radically different
60. Assumption of Customer Pain
200+ People were
Parking is a pain! customers People DO want Bigger Pain even more
People want a a guaranteed frustrated with
guaranteed spot & would parking at big
parking spot. reserve online. events.
80% positive response
62. Assumption of Customer Pain
200+ People were
Parking is a pain! customers People DO want Bigger Pain even more
People want a a guaranteed frustrated with
guaranteed spot & would parking at big
parking spot. reserve online. events.
People will pay Surveyed 75+
extra to have a Customers People will not
great, guarantee only pay
more, they will Validated!
d parking spot.
pay a lot more!
($9+)
64. Customer Survey/Validation
• How much more would you be willing to pay
to have a guaranteed close parking spot in the
arena's lot or near the arena?
– On average- $9.33
– Max of $27.00
64
65. Assumption of Pain
200+ People were
Parking is a pain! customers People DO want Bigger Pain even more
People want a a guaranteed frustrated with
guaranteed spot & would parking at big
parking spot. reserve online. events.
People will pay Surveyed 75+
extra to have a Customers People will not
great, guarantee only pay
more, they will Validated!
d parking spot.
pay a lot more!
($9+)
30+ People It is difficult to
People who have
get a mass We needed to
extra spaces will
number of find a new
post spots and
people to post solution.
make money.
enough parking
spots.
66. Expert Validation
• Tom Lombardi and Greg Bessoni
– Online parking reservation experts
Partnered with
me and put up
capital.
68. New Assumptions
30+ Parking
Parking lots will Lots Yes! Lots have Bigger Pain
post spots online been looking for
so that people ways to increase
can reserve revenue and fill
them. up lots.
75% positive response
20% of cash
goes missing.
Electronic 30+ Parking
payments in Lots
advance through Loved it! Would
an online pay about 15% of Validated!
reservation posted price.
system.
72. MVP Validation
All Pro
Parking 30+ person
Started with a Easier ways to Search process
very basic (30 lots) focus group
post parking & was too hard.
reservation track Wanted mobile
system. reservations. site as well.
All Pro
Parking’s
Customers
With no
marketing- Made it even Fixed
50 reservations easier to post search, cleaned
in just a few and track up site, mobile
months. parking. site in the works.
75. Our Model
15% of Price
$5 Reservation Paid
Fee XoomPark
We estimate being able to collect about $8 per reservation
76. Go to Market Strategy & Validation
25+ years
Talked to Tom
Lombardi, indust experience
ry expert.
Over 250 lots throughout Lots located all over West
Eastern US. Coast and Texas
Lots located throughout
Parking lots in all 50 states
Florida and in Dallas,TX
77. Go to Market Strategy & Validation
Tom and Greg’s
Affilate Networks
3,000 Affiliates
78. Go to Market Strategy & Validation
Focus
group of
30+ people
Customer’s
recommendations
for the future
79. Market Size
$8.2 Billion USA Parking Industry
TAM
SAM $4.5 Billion Parking
Facility/Management
Target
Market $1.4 Billion Event Parking
Apex $240,000 Buffalo and
Atlanta
80. Competitors
High
ParkingCarma
ClickandPark
Usability GottaPark
Parkwhiz
Low
Low High
Reliability
81. Revenue Projections
Revenue
$20
$18
$16
$14
$12
Revenue in
$10
Millions
$8
$6
$4
$2
$0
Year 1 Year 2 Year 3 Year 4
70% Gross Profit Margin