This document summarizes the evolution of startup development approaches over time. It begins by describing the traditional product introduction model of assuming known customer problems and product features. It then outlines Steve Blank's customer development model, which introduced customer discovery, validation, and creation phases to replace assumptions with learning from real customers. The customer development model emphasizes listening to customers outside the building, iterating based on feedback in a "do over" loop, and only spending to scale after validating a repeatable business model. The document traces how this model has been tested and adopted over the last 10 years.
Customer Development: The Second Decade by Bob DorfSimeon Simeonov
This document discusses the evolution of customer development and lean startup methodologies over the past few decades. It outlines key insights and developments, including Steve Blank formalizing the customer development process, Eric Ries extending it by pairing customer development with agile development, and other contributors proposing frameworks like Dave McClure's startup metrics and Alex Osterwalder's business model canvas. The document argues that customer and agile development principles will continue spreading to change best practices across industries, completing a full circle evolution since Toyota pioneered lean manufacturing 50 years ago.
Customer development : Bob Dorf's slides for his conference in Paris. October...Diateino
This document summarizes Steve Blank's Customer Development methodology for starting a startup. It emphasizes the importance of getting out of the building to test assumptions with potential customers through minimum viable products and pivoting based on customer feedback. Key steps include searching for a problem worth solving, conducting customer discovery interviews without selling, using feedback to validate or pivot the idea, and iterating quickly through this process to find product-market fit and a repeatable business model before spending time on execution. The goal is to minimize cash usage and failure rate by continuously learning what customers want through direct engagement from the founders.
The Entrepreneurship Ecosystem Strategy for Economic Growth Policy: Icer 2011Daniel Isenberg
This document discusses the entrepreneurship ecosystem strategy proposed by Daniel Isenberg as a new paradigm for economic development. Some key points:
- Isenberg argues that we now understand enough about how entrepreneurship develops to deliberately cultivate conditions to increase entrepreneurship in a relatively short period of time (years not decades).
- This can be done through an "entrepreneurship ecosystem strategy" following certain principles to stimulate economic prosperity in a self-sustaining way.
- One principle is distinguishing entrepreneurship from self-employment and small businesses, and focusing on entrepreneurship which is aspirational and risk-taking.
- The entrepreneurship ecosystem strategy aims to address some policy mistakes made in previous economic
Professor Daniel Isenberg, Babson Executive Education (Open Innovation in the...Danish Food Cluster
This document discusses fostering entrepreneurship ecosystems. It provides examples of entrepreneurial success stories from different countries and industries to show that high growth entrepreneurship can occur in many basic industries and sectors, not just technology. It emphasizes that entrepreneurship is more about execution than innovation alone. The document also notes that empirical research shows high growth firms are often older, not just startups, and their growth is not linear or predictable. It argues that fostering entrepreneurship is more about cultivating an ecosystem through soft factors like engagement and mindsets rather than just providing hardware supports. A coalition of local leaders from different sectors must work together to encourage and communicate entrepreneurial growth. Policymakers should avoid targeting support and focus more broadly on where unexpected success
Stories from the road campaign update 427finalKelea Denmark
The document outlines plans for a "Stories From the Road" campaign to promote GM's commercial fleet business. It includes a strategy, creative roadmap, messaging matrix, launch plan, and next steps. The campaign will feature video profiles of GM commercial fleet customers in different sectors telling their stories. The goal is to position GM as the number one choice for business, government, and fleet buyers through great products, innovative solutions, and exceptional customer experience.
This webinar covered topics related to business intelligence (BI) and data visualization tools in SharePoint that chief financial officers would find useful. It provided an overview of the agenda, speakers, and various BI solutions available in SharePoint ranging from Excel Services to SQL Reporting Services to PerformancePoint. The webinar included demonstrations of PowerPivot and PerformancePoint. Resources mentioned included blogs, articles, webinars and offerings from the presenting companies to help attendees learn more about BI and data visualization in SharePoint.
Applying cognitive computing to business operations, transforming front to ba...HfS Research
Ambitious business leaders are reinventing their enterprises digitally with creative strategies, products and customer experiences. Emerging cognitive solutions have the ability to impact business processes in entirely new ways through autonomous decision making and insightful human engagement. However, many business leaders still view cognitive computing as tomorrow’s potential, not necessarily today’s.
In this webinar, experts from HfS Research, IBM, and Waterfund discuss how cognitive platform based solutions and a design-thinking led approach allow for delivering a personalized, end-to-end frictionless experience.
Watch and learn:
Getting real with Cognitive. Real enterprise case examples of cognitive solutions that transform the way Finance, HR and Procurement services operate
How cognitive capabilities and solutions are enhancing IBM clients' BPO services
The role of service delivery to achieve the Intelligent OneOffice
How the next generation of Service Delivery can bring about a frictionless front to back office transformation
Watch the webinar: http://www.hfsresearch.com/pov/hfs-webinar-august-4
Russell Wilson has had a career spanning various roles in design and technology companies. His experiences have taught him that empathy, salesmanship, tenacity, integrity, accountability, team, top-down support, governance, and collaboration are key to success in design. He started companies, led design teams at large corporations, and advocates for design thinking processes like prototyping early ideas and building with user feedback.
Customer Development: The Second Decade by Bob DorfSimeon Simeonov
This document discusses the evolution of customer development and lean startup methodologies over the past few decades. It outlines key insights and developments, including Steve Blank formalizing the customer development process, Eric Ries extending it by pairing customer development with agile development, and other contributors proposing frameworks like Dave McClure's startup metrics and Alex Osterwalder's business model canvas. The document argues that customer and agile development principles will continue spreading to change best practices across industries, completing a full circle evolution since Toyota pioneered lean manufacturing 50 years ago.
Customer development : Bob Dorf's slides for his conference in Paris. October...Diateino
This document summarizes Steve Blank's Customer Development methodology for starting a startup. It emphasizes the importance of getting out of the building to test assumptions with potential customers through minimum viable products and pivoting based on customer feedback. Key steps include searching for a problem worth solving, conducting customer discovery interviews without selling, using feedback to validate or pivot the idea, and iterating quickly through this process to find product-market fit and a repeatable business model before spending time on execution. The goal is to minimize cash usage and failure rate by continuously learning what customers want through direct engagement from the founders.
The Entrepreneurship Ecosystem Strategy for Economic Growth Policy: Icer 2011Daniel Isenberg
This document discusses the entrepreneurship ecosystem strategy proposed by Daniel Isenberg as a new paradigm for economic development. Some key points:
- Isenberg argues that we now understand enough about how entrepreneurship develops to deliberately cultivate conditions to increase entrepreneurship in a relatively short period of time (years not decades).
- This can be done through an "entrepreneurship ecosystem strategy" following certain principles to stimulate economic prosperity in a self-sustaining way.
- One principle is distinguishing entrepreneurship from self-employment and small businesses, and focusing on entrepreneurship which is aspirational and risk-taking.
- The entrepreneurship ecosystem strategy aims to address some policy mistakes made in previous economic
Professor Daniel Isenberg, Babson Executive Education (Open Innovation in the...Danish Food Cluster
This document discusses fostering entrepreneurship ecosystems. It provides examples of entrepreneurial success stories from different countries and industries to show that high growth entrepreneurship can occur in many basic industries and sectors, not just technology. It emphasizes that entrepreneurship is more about execution than innovation alone. The document also notes that empirical research shows high growth firms are often older, not just startups, and their growth is not linear or predictable. It argues that fostering entrepreneurship is more about cultivating an ecosystem through soft factors like engagement and mindsets rather than just providing hardware supports. A coalition of local leaders from different sectors must work together to encourage and communicate entrepreneurial growth. Policymakers should avoid targeting support and focus more broadly on where unexpected success
Stories from the road campaign update 427finalKelea Denmark
The document outlines plans for a "Stories From the Road" campaign to promote GM's commercial fleet business. It includes a strategy, creative roadmap, messaging matrix, launch plan, and next steps. The campaign will feature video profiles of GM commercial fleet customers in different sectors telling their stories. The goal is to position GM as the number one choice for business, government, and fleet buyers through great products, innovative solutions, and exceptional customer experience.
This webinar covered topics related to business intelligence (BI) and data visualization tools in SharePoint that chief financial officers would find useful. It provided an overview of the agenda, speakers, and various BI solutions available in SharePoint ranging from Excel Services to SQL Reporting Services to PerformancePoint. The webinar included demonstrations of PowerPivot and PerformancePoint. Resources mentioned included blogs, articles, webinars and offerings from the presenting companies to help attendees learn more about BI and data visualization in SharePoint.
Applying cognitive computing to business operations, transforming front to ba...HfS Research
Ambitious business leaders are reinventing their enterprises digitally with creative strategies, products and customer experiences. Emerging cognitive solutions have the ability to impact business processes in entirely new ways through autonomous decision making and insightful human engagement. However, many business leaders still view cognitive computing as tomorrow’s potential, not necessarily today’s.
In this webinar, experts from HfS Research, IBM, and Waterfund discuss how cognitive platform based solutions and a design-thinking led approach allow for delivering a personalized, end-to-end frictionless experience.
Watch and learn:
Getting real with Cognitive. Real enterprise case examples of cognitive solutions that transform the way Finance, HR and Procurement services operate
How cognitive capabilities and solutions are enhancing IBM clients' BPO services
The role of service delivery to achieve the Intelligent OneOffice
How the next generation of Service Delivery can bring about a frictionless front to back office transformation
Watch the webinar: http://www.hfsresearch.com/pov/hfs-webinar-august-4
Russell Wilson has had a career spanning various roles in design and technology companies. His experiences have taught him that empathy, salesmanship, tenacity, integrity, accountability, team, top-down support, governance, and collaboration are key to success in design. He started companies, led design teams at large corporations, and advocates for design thinking processes like prototyping early ideas and building with user feedback.
This document provides a summary of services offered by a design firm. It lists 10 clients and the services provided to each, including brand identity, stationery design, product brochures, trade show support, and website design and development for corporate and e-commerce sites. The firm strives to provide timeless and accurate solutions through problem solving and design.
This document contains a summary of William Rossbach's skills and experience. It includes his contact information, education history, and employment history spanning from 1999 to present. His experience includes roles in graphic design, account management, sales, and member services. He has a passion for customers, partners and technology and aims for perfection with a strong work ethic and desire to learn.
As organizations continue to establish and mature their in-house design teams, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations tend to focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters.
In this talk, Kristin Skinner discusses how to coordinate efforts and structure teams within large organizations. She covers:
- Realizing the Potential of Design
- Organizational Models / The Centralized Partnership
- The 5 Stages of Design Organizations
- The 12 Qualities of Effective Design Organizations
She also stresses the impact that design can have on business and highlights the importance of design managers in coordinating in-house efforts, advocating for quality, and enabling culture.
More information can be found in Kristin's book with Peter Merholz, Org Design for Design Orgs: Building and Managing In-House Design Teams, published by O'Reilly in August 2016.
http://orgdesignfordesignorgs.com/
This document provides career advice for non-founders working in tech startups from the perspective of Mike Nagy, a non-founder who has had a successful career in startups. It discusses that while startups have fewer superstars than other industries, there are many roles for supporting players to have fulfilling careers. It provides tips on various career considerations for those working in startups such as the type of company to work for, whether to pursue further education, focusing on technical or management roles, where to live, and how to stay relevant over the course of a company's growth. The document emphasizes the importance of having a clear product focus and understanding the company's value proposition.
This document discusses IBM's programs for innovation. It provides an agenda for a conference on process innovation including discussions on identifying challenges, brainstorming ideas, incubating projects, validating ideas, and implementing successful innovations. The goal is to make innovation possible for all IBM employees through tools, collaboration, and a culture that supports risks and new ideas. Metrics show idea adoption increases with programs like Innovation Hubs and Challenges.
Ark Creatives is a 100% woman-owned interior design firm with over 15 years of experience. The firm has a reputation for partnering with clients to realize their business goals through attentive design and strong project management. Representative clients include large companies such as Cozen O'Connor, McMaster Carr Supply, and Drexel University. The firm has completed numerous corporate design projects involving office space, cafeterias, and lobbies. References provided praise the firm's ability to quickly understand client needs and deliver efficient, functional designs on time and on budget.
Pointe Capital Advisors provides investment banking and corporate finance advisory services. They have completed 5 transactions totaling $29.8 million with an accumulated value over $225 million. Their current clients include a NASCAR team seeking capital for expansion, an energy candy company pursuing strategic initiatives, and an innovative data company launching its business plan. Pointe Capital specializes in reverse mergers, which can provide private companies advantages of being public at a lower cost and faster process than an IPO. Their services include identifying suitable public shell companies and guiding clients through the regulatory process.
1o1 is a collective of experienced marketing and creative directors who have worked at agencies like Cadbury, InBev, and Fallon. They provide holistic strategic counsel and help design brands, campaigns, and organizing ideas to solve business problems. Their approach focuses on collaboration, flexibility, and tying pay to client success rather than costs. They provide case studies of past clients where they helped increase sales, membership, and funding through organizing ideas and integrated creative solutions.
1. The document provides the rules and questions for a business quiz. It includes 20 multiple choice or fill-in-the-blank questions across various business topics.
2. Some examples of the questions include identifying companies like Tata group, Tesla, and Vauxhall; defining terms like angel investor and venture capitalist; and naming events, products and industry indexes.
3. The questions cover a wide range of business categories including automotive, transportation, retail, technology, and more. Participants are awarded points for correct answers and deducted for incorrect answers.
The document discusses a presentation given by Mark Gibson of Advanced Marketing Concepts Ltd. and Dominic Rowsell of Hot Rivet. The presentation covered topics like buying cultures, innovation adoption, engagement strategies, and how they can help with messaging, lead generation, and selling skills. It provided an overview of their IMPACT process for positioning offerings and transacting with customers.
The document is a presentation in Spanish by Enrique Fernández about reasons for becoming an entrepreneur. The presentation discusses 3 main reasons:
1) Dealing with a culture of "no" from bosses and wanting more freedom and control over decisions.
2) Having an exit strategy from his previous job lined up, securing a first client before resigning to have cash flow from day 1.
3) Having a vision for SupplierSync to solve problems he experienced finding reliable suppliers and helping both buyers and suppliers through the platform's features like reviews and suggestions.
The summary highlights the 3 main points made in the presentation about overcoming obstacles from traditional jobs, planning financially, and pursuing a company idea born from personal
Week 5: Handout chris piccin lean - 040117 - day 1Talou Diallo
This document provides an overview of Lean Thinking concepts. It discusses:
1. The four main ideas of Lean Thinking: customer focus, value stream, continuous flow, and perfection.
2. Customer focus, including designing features to deliver customer benefits, moments of truth, and customer journey mapping.
3. Value stream, including the eight wastes, value stream mapping, and value added analysis using the "three questions."
4. Continuous flow concepts like work cells and Kanban pull systems.
5. Methods for reducing waste like the "Five S" for organizing the workplace.
The document uses examples and diagrams to illustrate Lean Thinking tools and how they can improve operations by reducing waste and
Week 6: chris piccin lean - 040117 - day 1Talou Diallo
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus means understanding value from the customer's perspective. Value stream means identifying activities that do not add value. Continuous flow is moving products through without waiting. Perfection is continuously improving until processes meet customer needs with no delays or errors. The document uses examples and exercises to illustrate key lean concepts like identifying waste, applying the five S's, and conducting a value stream analysis. The overall goal is to teach participants how to analyze and enhance operations using lean thinking techniques.
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus involves understanding value from the customer's perspective through customer journey mapping and identifying critical quality dimensions. Value stream aims to identify and reduce non-value added activities or "waste" using tools like the eight wastes and 5S. Continuous flow and perfection emphasize designing processes that move products through without delays or rework by keeping processes improving. The document uses examples and exercises to illustrate applying these lean concepts to identify and reduce waste in order to improve processes.
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus means understanding value from the customer's perspective. Value stream means identifying activities that do not add value. Continuous flow is moving products through without waiting. Perfection aims for exactly what customers want, when they need it, with no delays or errors. The document uses examples and exercises to illustrate key lean concepts like identifying waste, applying the "five S" methodology to reduce motion, and conducting a value-added analysis. The overall goal is to teach participants how to analyze and improve their processes using lean thinking techniques.
Social Storytelling: Creating and Curating Content Strategies That WorkCritical Mass
Critical Mass is a digital experience agency that has been helping leading companies create engaging digital experiences since 1995. It has over 700 employees across 8 offices globally. The majority of Critical Mass is owned by Omnicom Group, one of the largest marketing holding companies. This document discusses the importance of social media content strategy and why content marketing is effective. It also outlines key elements a content strategy must include, such as aligning with business and consumer objectives, respecting different social media formats, and incorporating a variety of content types.
CB Insights Live: Startups And Accelerating Corporate InnovationNikunj Sanghvi
This document discusses how corporations can accelerate innovation by learning from startups. It recommends that large companies focus on possibilities rather than dismissing startup ideas, and look for ways to "unbundle" their own businesses to identify potential competitors. The document provides examples of how various large companies have been disrupted by startups attacking individual products or services. It also assigns "homework" for readers to identify startups that could threaten parts of their own businesses.
1) Finergy Consulting is a business research and consulting firm that provides customized reports, data analysis, and consulting services to help clients move their businesses forward.
2) The company's services include company profiles, industry reports, competitor analysis, data mining, and strategy consulting. Reports are tailored to each client's
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
This document provides a summary of services offered by a design firm. It lists 10 clients and the services provided to each, including brand identity, stationery design, product brochures, trade show support, and website design and development for corporate and e-commerce sites. The firm strives to provide timeless and accurate solutions through problem solving and design.
This document contains a summary of William Rossbach's skills and experience. It includes his contact information, education history, and employment history spanning from 1999 to present. His experience includes roles in graphic design, account management, sales, and member services. He has a passion for customers, partners and technology and aims for perfection with a strong work ethic and desire to learn.
As organizations continue to establish and mature their in-house design teams, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations tend to focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters.
In this talk, Kristin Skinner discusses how to coordinate efforts and structure teams within large organizations. She covers:
- Realizing the Potential of Design
- Organizational Models / The Centralized Partnership
- The 5 Stages of Design Organizations
- The 12 Qualities of Effective Design Organizations
She also stresses the impact that design can have on business and highlights the importance of design managers in coordinating in-house efforts, advocating for quality, and enabling culture.
More information can be found in Kristin's book with Peter Merholz, Org Design for Design Orgs: Building and Managing In-House Design Teams, published by O'Reilly in August 2016.
http://orgdesignfordesignorgs.com/
This document provides career advice for non-founders working in tech startups from the perspective of Mike Nagy, a non-founder who has had a successful career in startups. It discusses that while startups have fewer superstars than other industries, there are many roles for supporting players to have fulfilling careers. It provides tips on various career considerations for those working in startups such as the type of company to work for, whether to pursue further education, focusing on technical or management roles, where to live, and how to stay relevant over the course of a company's growth. The document emphasizes the importance of having a clear product focus and understanding the company's value proposition.
This document discusses IBM's programs for innovation. It provides an agenda for a conference on process innovation including discussions on identifying challenges, brainstorming ideas, incubating projects, validating ideas, and implementing successful innovations. The goal is to make innovation possible for all IBM employees through tools, collaboration, and a culture that supports risks and new ideas. Metrics show idea adoption increases with programs like Innovation Hubs and Challenges.
Ark Creatives is a 100% woman-owned interior design firm with over 15 years of experience. The firm has a reputation for partnering with clients to realize their business goals through attentive design and strong project management. Representative clients include large companies such as Cozen O'Connor, McMaster Carr Supply, and Drexel University. The firm has completed numerous corporate design projects involving office space, cafeterias, and lobbies. References provided praise the firm's ability to quickly understand client needs and deliver efficient, functional designs on time and on budget.
Pointe Capital Advisors provides investment banking and corporate finance advisory services. They have completed 5 transactions totaling $29.8 million with an accumulated value over $225 million. Their current clients include a NASCAR team seeking capital for expansion, an energy candy company pursuing strategic initiatives, and an innovative data company launching its business plan. Pointe Capital specializes in reverse mergers, which can provide private companies advantages of being public at a lower cost and faster process than an IPO. Their services include identifying suitable public shell companies and guiding clients through the regulatory process.
1o1 is a collective of experienced marketing and creative directors who have worked at agencies like Cadbury, InBev, and Fallon. They provide holistic strategic counsel and help design brands, campaigns, and organizing ideas to solve business problems. Their approach focuses on collaboration, flexibility, and tying pay to client success rather than costs. They provide case studies of past clients where they helped increase sales, membership, and funding through organizing ideas and integrated creative solutions.
1. The document provides the rules and questions for a business quiz. It includes 20 multiple choice or fill-in-the-blank questions across various business topics.
2. Some examples of the questions include identifying companies like Tata group, Tesla, and Vauxhall; defining terms like angel investor and venture capitalist; and naming events, products and industry indexes.
3. The questions cover a wide range of business categories including automotive, transportation, retail, technology, and more. Participants are awarded points for correct answers and deducted for incorrect answers.
The document discusses a presentation given by Mark Gibson of Advanced Marketing Concepts Ltd. and Dominic Rowsell of Hot Rivet. The presentation covered topics like buying cultures, innovation adoption, engagement strategies, and how they can help with messaging, lead generation, and selling skills. It provided an overview of their IMPACT process for positioning offerings and transacting with customers.
The document is a presentation in Spanish by Enrique Fernández about reasons for becoming an entrepreneur. The presentation discusses 3 main reasons:
1) Dealing with a culture of "no" from bosses and wanting more freedom and control over decisions.
2) Having an exit strategy from his previous job lined up, securing a first client before resigning to have cash flow from day 1.
3) Having a vision for SupplierSync to solve problems he experienced finding reliable suppliers and helping both buyers and suppliers through the platform's features like reviews and suggestions.
The summary highlights the 3 main points made in the presentation about overcoming obstacles from traditional jobs, planning financially, and pursuing a company idea born from personal
Week 5: Handout chris piccin lean - 040117 - day 1Talou Diallo
This document provides an overview of Lean Thinking concepts. It discusses:
1. The four main ideas of Lean Thinking: customer focus, value stream, continuous flow, and perfection.
2. Customer focus, including designing features to deliver customer benefits, moments of truth, and customer journey mapping.
3. Value stream, including the eight wastes, value stream mapping, and value added analysis using the "three questions."
4. Continuous flow concepts like work cells and Kanban pull systems.
5. Methods for reducing waste like the "Five S" for organizing the workplace.
The document uses examples and diagrams to illustrate Lean Thinking tools and how they can improve operations by reducing waste and
Week 6: chris piccin lean - 040117 - day 1Talou Diallo
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus means understanding value from the customer's perspective. Value stream means identifying activities that do not add value. Continuous flow is moving products through without waiting. Perfection is continuously improving until processes meet customer needs with no delays or errors. The document uses examples and exercises to illustrate key lean concepts like identifying waste, applying the five S's, and conducting a value stream analysis. The overall goal is to teach participants how to analyze and enhance operations using lean thinking techniques.
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus involves understanding value from the customer's perspective through customer journey mapping and identifying critical quality dimensions. Value stream aims to identify and reduce non-value added activities or "waste" using tools like the eight wastes and 5S. Continuous flow and perfection emphasize designing processes that move products through without delays or rework by keeping processes improving. The document uses examples and exercises to illustrate applying these lean concepts to identify and reduce waste in order to improve processes.
This document provides an overview of lean thinking principles for process improvement. It discusses the four main concepts: customer focus, value stream, continuous flow, and perfection. Customer focus means understanding value from the customer's perspective. Value stream means identifying activities that do not add value. Continuous flow is moving products through without waiting. Perfection aims for exactly what customers want, when they need it, with no delays or errors. The document uses examples and exercises to illustrate key lean concepts like identifying waste, applying the "five S" methodology to reduce motion, and conducting a value-added analysis. The overall goal is to teach participants how to analyze and improve their processes using lean thinking techniques.
Social Storytelling: Creating and Curating Content Strategies That WorkCritical Mass
Critical Mass is a digital experience agency that has been helping leading companies create engaging digital experiences since 1995. It has over 700 employees across 8 offices globally. The majority of Critical Mass is owned by Omnicom Group, one of the largest marketing holding companies. This document discusses the importance of social media content strategy and why content marketing is effective. It also outlines key elements a content strategy must include, such as aligning with business and consumer objectives, respecting different social media formats, and incorporating a variety of content types.
CB Insights Live: Startups And Accelerating Corporate InnovationNikunj Sanghvi
This document discusses how corporations can accelerate innovation by learning from startups. It recommends that large companies focus on possibilities rather than dismissing startup ideas, and look for ways to "unbundle" their own businesses to identify potential competitors. The document provides examples of how various large companies have been disrupted by startups attacking individual products or services. It also assigns "homework" for readers to identify startups that could threaten parts of their own businesses.
1) Finergy Consulting is a business research and consulting firm that provides customized reports, data analysis, and consulting services to help clients move their businesses forward.
2) The company's services include company profiles, industry reports, competitor analysis, data mining, and strategy consulting. Reports are tailored to each client's
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
3. What’s A Startup?
Scalable Large
Transition
Startup Company
- Business Model found
- i.e. Product/Market fit
- Repeatable sales model
- Managers hired
A Startup is the temporary organization
used to search for
a scalable business model3 (c)2010 K+S Ranch
Consulting Inc.
4. Venture Firms Invest in
Scalable Startups
Startup Small Business
Scalable Large
Startup Company
4 (c)2010 K+S Ranch
Consulting Inc.
5. not quite the beginning of startups, but…
100 Years Ago in Detroit
6. Alfred P. Sloan:
Inventor of the Modern Corporation
Scalable Large
Transition
Startup Company
General Motors, President/Chairman
• Cost Accounting
• MIT‘s Sloan School
• Sloan Kettering
• Kettering Institute
6 (c)2010 K+S Ranch
Consulting Inc.
7. Billy Durant
Scalable Large
Transition
Startup Company
Leading horse-drawn buggy maker
7 (c)2010 K+S Ranch
Consulting Inc.
8. Durant vs. Sloan
• Dies, rich, honored and famous
8 (c)2010 K+S Ranch
Consulting Inc.
9. Durant vs. Sloan
• Dies, rich, honored and famous
• Dies penniless…
…managing a bowling alley
9 (c)2010 K+S Ranch
Consulting Inc.
10. Durant vs. Sloan
Accountant
• Dies managing a bowling alley • Dies, rich, honored and famous
10 (c)2010 K+S Ranch
Consulting Inc.
11. WE are here
Scalable Large
Transition
Startup Company
11 (c)2010 K+S Ranch
Consulting Inc.
12. 50 years ago: Roger B. Smith
Scalable Large
Transition
Startup Company
General Motors, President/Chairman
- GM >50% market share
- Knew what the customer wanted
- 5 years to bring a car to market
- Huge inventories eliminate stoppages
12 (c)2010 K+S Ranch
Consulting Inc.
13. Toyoda and Ohno
Scalable Large
Transition
Startup Company
• Taught by Americans post WWII
• Couldn‘t afford inventory like US
auto companies
• Toured GM plants and…
• Built Kaizen/lean manufacturing
• Toyota Lean Production System
13 (c)2010 K+S Ranch
Consulting Inc.
14. 1960: Agile, Lean, Customer Centric
Scalable Large
Transition
Startup Company
• Short runs vs. Long option lists
• Agile Product Development
• Lean Manufacturing
• Continuous Improvement
• Customer Development
… talk about ‖a day in the life‖
14 (c)2010 K+S Ranch
Consulting Inc.
15. Toyoda/Ohno vs. Smith
• Integrate Customer Development vs. Options
• Agile Development plus Lean Manufacturing
• U.S. Market share goes from 0 to 20%
15 (c)2010 K+S Ranch
Consulting Inc.
16. Toyoda/Ohno vs. Smith
• Buys $35 billion of Japanese
robots to ―fix‖ GM
• Market share drops 50% to <25%
16 (c)2010 K+S Ranch
Consulting Inc.
20. More startups fail from
a lack of customers than from a
failure of product development
21. Traditional Product Introduction:
Two Implicit Assumptions
Customer Problem: known
Concept Product Alpha/Beta Launch/
Dev. Test 1st Ship
Product Features: known
21 (c)2010 K+S Ranch
Consulting Inc.
22. This Was A Plan For Failure
• Long-term “lockdown” of Product Development/Engineering
• Assumed we understood customer problem/product solution
– But they are hypotheses
– the facts were outside the building
• Sales & Marketing focused on execution to First Customer Ship
– Costs and burn rate became front loaded
– Execution & hiring predicated on business plan hypothesis
• Financial projections assume success
– Heavy spending hit if product launch is wrong
– Failure always a bad reflection on Management, Board, Investors
You don’t know if you’re wrong until you’re
out of business, out of money, or (usually) both!
23. 8 Startups later,
Steve Blank Drew This…
Customer Customer Customer Company
Discovery Validation Creation Building
―Do-Over‖
24. Which Turned Into A Model
Product Introduction Model
Concept Product Alpha/Beta Launch/
Dev. Test 1st Ship
became
Customer Development
Customer Customer Customer Company
Discovery Validation Creation Building
24 (c)2010 K+S Ranch
Consulting Inc.
25. Customer Development:
happy 10th birthday
…extensive ―real world‖ deployment
…morphed, tested, debated: CE0s, CM0s, VCs, MBAs
…start of a new ―entrepreneurial science‖ syllabus with its own library
Customer Customer Customer Company
Discovery Validation Creation Building
Do-Over
…a very short Customer Development overview
26. Customer Discovery
Customer Customer Customer Company
Discovery Validation Creation Building
Do-Over
• Stop selling, start listening
• Test your hypotheses
• Continuous Discovery and Feedback
• Done by founders…OUTSIDE the building!
26 (c)2010 K+S Ranch
Consulting Inc.
27. Customer Validation
Customer Customer Customer Company
Discovery Validation Creation Building
Do-Over
• Can I avoid the “land of the living dead?”
• Repeatable and scalable business model?
• Passionate Earlyvangelists who ―gotta have it?‖
• Return to Discovery without passionate customers
27 (c)2010 K+S Ranch
Consulting Inc.
28. The “Do Over” Loop
Do-Over
• Iteration was at the heart of Customer Development
• Fast, agile and opportunistic
• (Almost) celebrate failure…whenever it‘s instructive
• But it didn‘t have a name ―Do over‖ is just so juvenile
29. Customer Creation
Customer Customer Customer Company
Discovery Validation Creation Building
• Creation comes after proof of sales
• Spend to scale based on FACTS, not Hypotheses
• Begins only with repeatable, scalable processes
for sales, marketing, demand creation
29 (c)2010 K+S Ranch
Consulting Inc.
30. Company Building
Customer Customer Customer Company
Discovery Validation Creation Building
• (Re)build company, management, infrastructure
• (Re)visit the mission
• Go Global
• Get a Porsche (or a Towncar)rganization & management
• Re look at your mission
30 (c)2010 K+S Ranch
Consulting Inc.
31. 100 Startups:
National Science Foundation
• Apply Customer Development principles to
100 top funded NSF innovators—pay‘em!
• ―Short Course‖ at Stanford, midterm update
• Remote Mentoring for 25 teams/quarter
• Finals: VC ―bakeoff‖
32. So what’s new since 2003??
• Customer Development startups have surged
• Customer Development “Rules” emerged
• Key Customer Development approaches have converged
• Product Development cycle times submerged
• …and easy money has been purged
33. Eric Ries: Insight
Engineering acts as if features are “known”
Concept/ Product Alpha/ Launch/
Seed Dev. Beta Ship
Waterfall
Requirements
Design
Solution: known
• Eric observed the solution Implementation
was unknown in a startup Problem: known Verification
• Waterfall process could only Maintenance
build known features
34. New #1:
Customer + Agile + Commodity = Lean
• Solving customer + feature unknowns is the ―Lean Startup‖
Problem: Unknown Solution: Unknown
34 Source: Eric RiesConsulting Ranch
(c)2010 K+S
Inc.
35. #2: Cycle Times Speed Up
• Speed of cycle minimizes cash needs
• Minimum feature set speeds up cycle time
• Near instantaneous feedback drives feature set
35 (c)2010 K+S Ranch
Consulting Inc.
36. New #3: Jon Feiber @ MDV
Not all Startups Need Customer
Development
• Market Risk vs. Technical Risk?
– Web is about customers & markets
– Biotech is about science & invention
– Absolutely valid for .com, social…but differently
37. New #4: Dave McClure
Different Metrics for (Web) Startups
SEO Campaigns,
SEM PR Contests Biz Dev
Social
Networks
Blogs Affiliates
Apps & Direct, Tel,
Widgets Email TV
Viral
Domains
ACQUISITION Loops
Emails & Alerts Emails &
widgets
Blogs, RSS, Affiliates,
News Feeds Contests
Ads, Lead Gen, Biz Dev
System Events & Subscriptions,
Time-based Features ECommerce
Website.com From Dave McClure
37 (c)2010 K+S Ranch
http://500hats.typepad.com/
Consulting Inc.
38. Startups Need the Right Metrics
The Search for the Business Model The Execution of the Business Model
Scalable Large
Transition
Startup Company
Startup Metrics
- Customer Acquisition Cost Traditional Accounting
- Balance Sheet
- Viral/Unique/Session Growth - Cash Flow Statement
- Customer LTV change - Income Statement
- Average Selling Price/Order Size
- Monthly burn rate
38 (c)2010 K+S Ranch
Consulting Inc.
39. New #5: Business Model, Not Plan
a Front-end to Customer Development
• Business Plans are Rigid, Static
• “No Business Plan Survives First Contact with
Customers” who don’t read them --Steve Blank
• The Four Steps had:
– Business model flow for Enterprise Software
– Business model summary for each step
– Checklists for Enterprise Software
• It said, “modify it to fit your business”
• Now we can
39 (c)2010 K+S Ranch
Consulting Inc.
40. Osterwalder’s Business Model - Insight
key value customer
activities proposition relationships
key customer
partners segments
cost revenue
structure key streams
resources channels
40 (c)2010 K+S Ranch
Consulting Inc.
41. Business Model Canvas – Any Business
KEY KEY OFFER CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
KEY CHANNELS
RESOURCES
COST STRUCTURE REVENUE STREAMS
41 (c)2010 K+S Ranch
41
Consulting Inc.
43. Business Model Practice Session:
Let‘s all be Steve Jobs for 15 minutes
• “I’m thinking about Apple tv”
• “Surely it’s not just another tv set”
• “Is it an ecosystem somehow?”
• “How will it help all of Apple grow?”
• “What will make it as distinct as the iPhone?...
or the iPod…or the iPad?
FOCUS ON THREE BOXES OF THE CANVAS:
VALUE PROPOSITION: features, benefits, competitive, price
CUSTOMER SEGMENTS: who will most want to buy it?
CHANNEL: where should I let them buy it?
43 (c)2010 K+S Ranch
Consulting Inc.
45. A few rules from the “Blank Manifesto”
1. Align all parties upfront…prepare to lose termsheets
2. No VPs, no factories…MVP to the “champagne cork”
3. No more business plans!
4. Commit to Iterate and Pivot, “celebrate,” tolerate failure
when it propels you forward
5. Integrate Customer Development with Agile Development
6. Agree to very different benchmarks and metrics
7. Faster Cycle Times say Run like hell*
45
47. A Deeper Look at
Customer Discovery
Customer Phase 3 Phase 4
Discovery Test Verify, Iterate &
Product Expand
Hypothesis
To Validation
Phase 1
Phase 2 Author
Test Hypothesis
Problem
Hypothesis
48. Customer Discovery
Customer Customer Customer Company
Discovery Validation Creation Building
• Stop selling, start listening
• Develop your Key Hypotheses
• Test ―Problem‖ Hypotheses with Customers
• Then test the GEMx ―Solution
• Confirm Discovery Completion
49. The Discovery Methodology
• Remember: ―Search‖ vs. ―Execute‖ This is SEARCH!
• Customer Discovery can take months or years
• Each Vertical(some Geographies) have a set of phases
• Each Discovery mission follows the same 4 steps
– Identify and Adjust the ―Variable Hypotheses‖
– Test/Validate the PROBLEM with customers
– Test/Validate the product SOLUTION with customers
– Determine How/When Discovery is complete
• Put the Plan in writing: who, what, when, ―success‖
• Be prepared for lots of wrong and left turns
50. Customer Discovery
Hypotheses
Product
Hypothesis Inside the Building
Customer
& Problem
Hypothesis
Distribution
& Pricing
Hypothesis
Demand
Creation
Hypothesis
Market Type
Hypothesis
Competitive
Hypothesis
Test “Problem” Hypothesis
Friendly ―Problem‖ Customer Market
First Contacts Presentation Understanding Knowledge
Outside the “Product” Hypothesis
Test Building
First Reality ―Product‖ Yet More Second
Check Presentation Customer Reality Check
Verify Visits
Verify the Verify the Verify the Iterate or
Product Problem Business Exit
Model
51. Before You Start: #1
• Know your stuff:
– Lots of casual, ―deep dive‖ conversations
– You‘ll be ―trading knowledge,‖ so it‘s good to have some
– Know the vertical to ask good questions, process
answers
– Bring technical experts to key technical conversations
• Do your Homework:
– Market knowledge a key Discovery element
– Customer sizes, current behavior is important
– Start early to ―network‖ your way to the right folk
– Keep detailed records on all interactions
52. Before You Start: #2
• Capture History/Learning from
predecessors:
– Industry knowledge among team members
– Public, available information resources
– Consolidate learning experience-to-date
• GET ORGANIZED to
– Capture/organize/summarize findings
– Which customers address which hypotheses
– Find people willing to talk to you
53. Phase 1: Author Hypotheses
Phase 3
Product
Phase 4
Iterate &
• One-time writing
Concept Expand
Testing exercise
• All other time spent in
Phase 1 front of customers
Phase 2
Test Author
Problem
Hypothesis Hypotheses • Assumes you‘re smart
but guessing
54. Step 1:
Develop Your Hypotheses
• What are Hypotheses?
• Where do Hypotheses come from?
• Why Test them?
• How do you test them?
• Why not test them all?
55. What’s a Hypothesis?
• My (well) educated “best GUESS”
• …in a one-page bullet point list
• Based on Knowledge:
– …of the Vertical and/or Geography
– …of similar Markets/Verticals/Countries
– …that I’ll confirm with the RIGHT types/number of customers
• Goal: One Page of Bullets Per Hypothesis
– NO long-winded narratives
– NO jargon, simple to understand
– Use appendices for detailed product, other specs
– Be sure the team agrees
– Create a “matched set” of Hypotheses for the vertical/market
MBA295-F
56. Hypotheses to Focus on:
5 Will Change Most Often
1. Product/Value Proposition
2. Customer/Problem
3. Distribution/Pricing
4. Competitive Hypothesis
5. Demand Creation
Product Customer Distribution Competitive Demand
Hypothesis & Problem & Pricing Hypothesis Creation
Hypothesis Hypothesis Hypothesis
57. 1. Product Hypotheses aka Value Proposition
• Features we‘re trying to sell exactly what we‘re building
• Benefits vary widely by customer type, need, behavior
• Product Delivery Schedule flex for big
opportunities
• Total Cost of Ownership differs by customer, for
sure
• Other typical elements you can “ignore:”
– Product Cost/Manufacturing
– Long-term sales volume(at least for now)
– Long-term product plan
– Minimum Viable Product
58. 2. Customer/Problem Hypotheses
• Define the Problem price vs performance vs power vs
pretty?
• Magnitude of the problem how much does anybody
care?
• Types of Customers/Archetypes may questions
here:
– Customer type: specifier/buyer/decisionmaker/saboteur types to watch for
– Distinct types: Earlyvangelist vs. mainstream; Direct vs. Indirect; Rent vs Buy
– Archetypes: draw me the profile of the ideal customer in this vertical
– ―Multi-sided:‖ engineers, architects, consultants, other referrers/validators
• Visionaries who are the Earlyvangelist candidates/why
• Who will grab me and say “I need this
now.”
59. 3. Distribution/Pricing Hypotheses
• Distribution Model who sells, services, delivers in vertical
• Distribution Diagram how it ―works,‖ who ―owns‖ what
• Channel strategy best approach for
market/vertical/geography
• Sales Cycle/Ramp direct, referrals, viral growth
• Pricing and channel costs
60. 4. Competitive Hypotheses
• Key Product Benefits/Attributes
• Variations on Benefits by customer type
• Who is out there in this vertical or geography?
• Why are they important? How do they sell?
• Which customers use them today? How?
• What are their weaknesses?
61. 5. Demand Creation Hypotheses
• Marketing: it‘s all about Sales Leads. Period.
• How do competitors create demand?
• How will you create demand in this vertical?
• Who are influencers/recommenders?
• Key trade shows? Industry groups/events?
• Key trends where your product fits, leads?
62. Phase 2:
Test & Qualify Problem
Hypothesis
Phase 3 Phase 4
Test
Product
Iterate &
Expand • Get out of the building
Hypothesis
• Test the problem
Phase 1
• Become the customer
Phase 2 Author
Test Hypothesis • Solve a real problem
Problem
Hypothesis
63. Test & Qualify the Problem:
1. Plan First Contacts ALWAYS
Warning: this step may not be needed everywhere!
• ―Let‘s talk about your problems, not the product‖
• Build a Rolodex
• Research Industry Associations, Publications
• Other relationships with company/geographies
• Develop ―Innovators‖ list
• Create reference story/sales script
• Schedule Customer Visits
64. Test & Qualify the Problem:
2. Create Problem Presentation LIKELY
• Absolutely Not a Sales Pitch:
– Tests your understanding of the customer‘s problem
– Determine how serious a problem you‘re solving(demand)
– Learn about customers: how they work, how they buy
• Learn to Listen, not to Talk or Present
– This is a discussion, not a pitch
– Avoid large group meetings where possible
– Begin to Validate Hypotheses: pain, gain, how they buy
– Probe for the customer‘s ‗win‘
• Talk about “possible” Problems/Solutions
• Capture missing market, competitive, marketing data
65. Test & Qualify the Problem:
3. Customer Understanding ALWAYS
• Become a Domain Expert
• Understand their ―Day-in-the Life‖
• Understand their problems/pain
• Get a feel of how this impacts their
life/work
• Who has similar products to solve this
problem
• How do customers learn about new
66. Test & Qualify the Problem:
4. Market Knowledge ALWAYS
• Get a feel for the ―lay of the land‖
• Build a complete ―data set‖ on market,
players
• Adjacent Market players
• Industry Influencers
• Key Analysts
• Attend Key Conferences/Tradeshows
67. Discovery: The PROBLEM
• What is the problem?
• Who has the problem?
• How important is solving the problem to
this customer?
• Where do they turn for solutions?
• How valuable is the solution to this
customer?
• Can I turn interest into an order before I
retire?
68. Phase 3:
Test Product Hypothesis
Phase 3 Phase 4 • First reality check
Test Iterate &
Product Expand w/team
Hypothesis
• The product hits the
Phase 1
street
Phase 2 Hypothesis
Test
& Qualify
• Lots of customer visits
Hypothesis
• More doses of reality
EVERYONE does this in
EVERY MARKET…but it
69. Test Product Hypothesis:
1. First Reality Check
• How did ―Problem‖ Discovery change the Hypotheses?
• Do any changes yield Pivots? Pricing? Product?
• Build a Workflow Map of customer
– First: preliminary sales roadmap
– Second: life before and after the new product
• Problem scale
• Key insights
• How did the product spec match needs?
• Re-review product feature List
• Re-review competitive analysis
70. Test Product Hypothesis:
2. Product Presentation
• Start with Problem Presentation
• Then describe the Product
• Demo if possible
71. Test Product Hypothesis:
3. More Customer Visits: SOLUTION
• Set up More Calls
• Validate Solution
• Validate Product
• Validate Positioning
• Understand Customer and Organizational Pain
• Validate Pricing and Budget
• Understand ―Whole Product‖ needs
• Understand Approval Process/sales cycle
72. TIME OUT: What‘s your Discovery Plan?
• WHO do you need to talk to?
• HOW will you find them?
• WHAT “problem” questions do you have?
• WHAT “solution” questions do you have?
• WHEN will you be done?
72 (c)2010 K+S Ranch
Consulting Inc.
73. Phase 4: Where/When are we done
with Customer Discovery?
Customer Phase 3 Phase 4
Discovery Test Verify, Iterate &
Product Expand
Hypothesis
To Validation
Phase 1
Phase 2 Author
Test Hypothesis
Problem
Hypothesis
74. Customer Discovery:
Exit Criteria
• Consistent answers from “enough”
people?
• What are the customers’ top problems?
– How much will they pay to solve them
• Is there high demand for your solution?
– Do customers agree?
– How much will they pay? When?
• Draw a day-in-the-life of a customer
• Draw the org chart of users & buyers
• Enough feedback? How much is that?
75. When You’re Finished…
…do it all again: Validation!
Customer Phase 3 Phase 4
Discovery Test Verify, Iterate &
Product Expand
Hypothesis
To Validation
Phase 1
Phase 2 Author
Test Hypothesis
Problem
Hypothesis
76. Where to learn more:
www.steveblank.com
Special Book
Offer Here
TONS
of
INFO
here
77. Thanks
…Now Go PIVOT!
bob@kandsranch.com
www.steveblank.com