This document summarizes Bob Dorf's presentation on business models and customer development. It emphasizes that most startups fail due to a lack of customers rather than product failures. It promotes applying a customer development process even for non-startups to test ideas and business models through customer feedback and pivoting. This process involves continuous discovery, validating hypotheses with customers, and adjusting plans based on what customers say, not what founders think.
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
At STARTup Live Vienna 2012, followed by a call-in with Ash Maurya.
New material: Improved why is this relevant, brought into context to the "we need to raise money" point of view.
Licensed under CC-BY-NC-SA - feel free to share, embed and re-use in your presentations, please give attribution. Thanks!
Achieving Dialogue In The Age Of The Omni-Channel CustomerG3 Communications
"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Part of Entrepreneurship 101
http://www.marsdd.com/events/details.html?uuid=20ce3dd2-da9d-499d-a277-655f29487de6
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
At STARTup Live Vienna 2012, followed by a call-in with Ash Maurya.
New material: Improved why is this relevant, brought into context to the "we need to raise money" point of view.
Licensed under CC-BY-NC-SA - feel free to share, embed and re-use in your presentations, please give attribution. Thanks!
Achieving Dialogue In The Age Of The Omni-Channel CustomerG3 Communications
"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Part of Entrepreneurship 101
http://www.marsdd.com/events/details.html?uuid=20ce3dd2-da9d-499d-a277-655f29487de6
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
ISM: Power Up! Become a Strategic Influence with Your Company’s Indirect Proc...Mike Inman
Presentation by Mike Inman and Rich Vales given at ISM 2011 conference in Orlando, Power Up! Become a Strategic Influence with Your Company’s Indirect Procurement Spend
Agile product owners-what ails them (philly_dayofagile)Anupam Kundu
Presentation I used at Philadelphia Day of Agile (#dayofagile) http://dayofagile.org/agenda.
It was received well within the audience. Any comments are welcome...
The Northfront Entrepreneur Alliance is a entreprenuer networking association in Northern Utah. This presentation was given on 04.06.11 to the group by Rob Kunz- a successfull entrepreneur, investor., and co-founder of BoomStartup. He discusses the Lean Startup Business Model and how to apply it.
Everyone needs a personal brand to help differentiate themselves in the marketplace. This presentation shows how three consumer brands developed their branding and positioning and how it was then executed in their messaging. A framework is then discussed to help individuals develop their own personal brand and messaging in the job search process.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
самохвалов андрей. производство и обслуживание анилоксовых валов в росии
Bob dorf about Customer Development
1. Business Models and
Customer Development:
How to FAIL Less
(hint: it’s not just a method for startups!)
Bob Dorf
allegedly retired serial entrepreneur, educator
Partner, K&S Ranch Inc.
www.steveblank.com
bob@kandsranch.com
11. I don’t care!
You should always be Innovating!
Constantly seek customer feedback
Always challenge your business model
Use the same approach, just not every
day
11
25. Where Discovery Begins:
Minimum Viable Product
• Google without ads (two years+)
• Zappos without any shoes
• Diapers.com without diapers
…Fewest possible features to make the point!
…When did a powerpoint last get YOU excited?
…YOU can use this process to test new ideas
25
26. Customer Discovery
Customer Customer Customer Company
Discovery Validation Creation Building
• Stop selling, start listening
• Test your hypotheses
• Continuous Discovery
• …execute while running your current business
• …isolate the “startup” within your business 26
27. The Pivot
Search
Customer Customer
Discovery Validation
Pivot
• The heart of Customer Development
• Iteration without crisis
• Fast, agile and opportunistic 27
28. Just a few(of many) Historic Pivots
• Steve Blank: “Page 6”
• Perimeter: “there are 9000 of us”
• Groupon: the $12billion pivot
• Ning
• …and thousands more!
28
29. Pivot Cycle Time Matters
Search Execution
Customer Customer Customer Company
Discovery Validation Creation Building
Pivot
• MVP speeds up cycle time
•Speed of cycle minimizes cash needs
• Customer feedback drives the product! 29
30. How do you know when Discovery is “done?”
Key Partners Key Activities Value Proposition Customer Relationships Customer Segments
Who are our key partners/ suppliers Which key activities does the biz model What type of relationship does each For whom are we creating value
require What value do we deliver to the customer segment require of us
Complete regional overview Populate life cycle data for performance key distinctive product features & product positioning/elevator pitch for each identify key market segments
benefits for the target customer segment (geography/application) and customer
guarantees Prospect roadmap: how to get face-to-face with segments (e.g. operator versus owner)
segment right person at prospects in each segment how many customers in each segment
Educate market on metric: $/kWh-day total cost of ownership for segment key competitors in each segment and their and estimated potential volume for
market share each customer
delivered over life of asset versus alternatives key competitors' characteristics & dynamics
why will segment buy Durathon versus how do customers make money … key
What outbound marketing/ advertising/ customer pain/gain points in each
Establish strong partnerships with alternatives (i.e. value proposition) promotion activities are needed segment
support tools required by segment (white
channel partners minimum feature set (i.e. our launch papers, TCO calc., tradeshow)
how are buying decisions made in
0 configuration) and ultimate feature set pipeline of leads each segment - id process, hurdles,
opportunities to claim IP or trademark / decision makers
what does an Earlyvangelist look like in
Key Resources is there freedom to practice 25 each segment
Which key resources does the biz model what regulatory/ certification/ who influences purchases in each
require transportation/ customs requirements Channels segment (trade groups, key resellers,
trend watchers)
Integrated power system engineering – should be met or could be differentiator Through which channel does each
segment want to be reached
compatibility for retrofit and optimized
system solutions which segments can only or best be reached
through a channel partner
Financing options for Power services which channel partners are important to optimize
operators sales in each segment
what are channel partners' requirements and
cost to become a proactive sales channel
initial channel partner response to value
proposition & customer segments
12 25 4 50
Cost Structure Revenue Streams
What are our cost drivers How much is each segment willing to pay and how would they like to pay us this amount
Launch reliability What are price /performance characteristics of competing technology
What is the 2013 price target for 1 MM cells
What is the 2015 price target for 10 MM cells
what is optimum sales method for each segment (asset sale, lease, pay for performance, etc.) 3
X = number of in depth customer data points / data sources used to validate hypothesis
x
x red = low hypothesis confidence
yellow = medium hypothesis confidence 30
x
green = high hypothesis confidence
31. 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 31
32. Why Startups Aren’t Run By Accountants
Scalable Large
Transition
Startup Company
Alfred P. Sloan
32
33. Founder of General Motors
Scalable Large
Transition
Startup Company
Billy Durant
33
34. FIRED by General Motors Board
Scalable Large
Transition
Startup Company
Billy Durant
34