Workshop at Chalmers Innovation Startup Camp 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Mod...Rod King, Ph.D.
These days, at nearly every large gathering of entrepreneurs especially those in the Lean Startup Movement, you’ll hear the requiem for the traditional business plan being loudly played: “The traditional business plan is dead. The business plan is dead.”
Although the Business Plan thinks that reports of its death are highly exaggerated, the writing on the wall for the demise of the traditional business plan is clear. The “obese” Business Plan is slow and not very useful for organizing ideas and managing changes in today’s fast moving and unpredictable environments especially in the world of startups. So, how are startups currently organizing, managing, and sharing ideas regarding their emerging business models?
Startups are using two main tools for organizing and managing ideas. There’s one school of startups focusing on use of the Business Model Canvas while another school focuses on used of the Lean Canvas. So, which tool is better for organizing, managing, and sharing ideas: the Business Model Canvas or the Lean Canvas? See what Oliver Bloggs has to say here: http://goo.gl/Cky3nJ
This presentation was created by Dr.K.Kamal for spreading awareness of an existing Innovation support schme that is being operated by Min of Science & Technology, GOI for individual innovators
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
Cultivating innovation by improving internal cross-departmental interaction (...KGS Global
- Encouraging creativity and communication between all departments, from R&D and Formulations to Marketing and Branding
- Uncovering new ways of doing things, evaluating innovation processes and generating packaging ideas by working together
- Finding packaging solutions from others and together through collaborative problem solving
- Embracing new ways of interacting across departments to change and innovate your business model
Presentation by Rimma Driscoll - Associate Director EMEA Global Business Development - Proctor & Gamble
High Value Tourism: Low Volume FootprintsAnna Pollock
Presentation given at the PATA Adventure Travel & Responsible Tourism Conference held in Paro, Bhutan Feb 3-7th, 2012. Covers
1. Need for a new opertaing model
2. Change Drivers making such a model inevitable
3. Framework fo a new model and relevancy to Bhutan
Henrik Berglund - Customer Development for startupsHenrik Berglund
Customer Development in start-ups, with Boo.com as an example of what may go wrong, Palm Pilot as an example of a demo prototype (early MVP), and Groupon and YouTube as examples of pivots.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Mod...Rod King, Ph.D.
These days, at nearly every large gathering of entrepreneurs especially those in the Lean Startup Movement, you’ll hear the requiem for the traditional business plan being loudly played: “The traditional business plan is dead. The business plan is dead.”
Although the Business Plan thinks that reports of its death are highly exaggerated, the writing on the wall for the demise of the traditional business plan is clear. The “obese” Business Plan is slow and not very useful for organizing ideas and managing changes in today’s fast moving and unpredictable environments especially in the world of startups. So, how are startups currently organizing, managing, and sharing ideas regarding their emerging business models?
Startups are using two main tools for organizing and managing ideas. There’s one school of startups focusing on use of the Business Model Canvas while another school focuses on used of the Lean Canvas. So, which tool is better for organizing, managing, and sharing ideas: the Business Model Canvas or the Lean Canvas? See what Oliver Bloggs has to say here: http://goo.gl/Cky3nJ
This presentation was created by Dr.K.Kamal for spreading awareness of an existing Innovation support schme that is being operated by Min of Science & Technology, GOI for individual innovators
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
Cultivating innovation by improving internal cross-departmental interaction (...KGS Global
- Encouraging creativity and communication between all departments, from R&D and Formulations to Marketing and Branding
- Uncovering new ways of doing things, evaluating innovation processes and generating packaging ideas by working together
- Finding packaging solutions from others and together through collaborative problem solving
- Embracing new ways of interacting across departments to change and innovate your business model
Presentation by Rimma Driscoll - Associate Director EMEA Global Business Development - Proctor & Gamble
High Value Tourism: Low Volume FootprintsAnna Pollock
Presentation given at the PATA Adventure Travel & Responsible Tourism Conference held in Paro, Bhutan Feb 3-7th, 2012. Covers
1. Need for a new opertaing model
2. Change Drivers making such a model inevitable
3. Framework fo a new model and relevancy to Bhutan
Henrik Berglund - Customer Development for startupsHenrik Berglund
Customer Development in start-ups, with Boo.com as an example of what may go wrong, Palm Pilot as an example of a demo prototype (early MVP), and Groupon and YouTube as examples of pivots.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.Andreas Klinger
Everything you need to know about Startup Product Metrics.
This is a slideshare exclusive. The full 8hour workshop deck.
#iCatapult Workshop - 2013-08-12
Links:
http://klinger.io/
http://icatapult.co/
Lean Analytics for Startups and EnterprisesLean Analytics
Latest Lean Analytics workshop from the Lean Startup Week in San Francisco. Focusing on what metrics matter to both startups and big corporations. Incorporates elements of corporate innovation into the Lean Analytics framework to help bigger companies think through the data that really matters.
Customer Development - Lean Startup Challenge Boston 2013GYK Antler
This presentation was given to the participants in Boston's 2013 Lean Startup Challenge on day 1 of bootcamp by Brian Gladstein of Explorics. Our teams had filled out their Lean Canvas, so this session and workshop was designed to help them put together a plan for generating hypotheses and conducting interviews to validate the elements of their canvas. Topics covered:
- Finding the gaps in your lean canvas
- Introducing the concept of customer development as a way to fill those gaps
- What is problem-solution fit
- What is product-market fit
- Creating hypotheses for customer discovery
- Segmenting your target customers
- Prepping for customer interviews
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
First lecture in a workshop on business model generation and technology startups. Focuses on the overall philosophy and the structure and nature of business models.
Workshop at TiE Bangalore.
Whenever a business is established, it either explicitly or implicitly employs a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit: it thus reflects management's hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.
This workshop will help entrepreneurs identify and validate their business model - which is a basis for a sound business plan. It will combine theoretical inputs with hands-on work, enabling experiential learning and validation of concepts introduced.
Concepts such as "Business Model Canvas" and "Minimum Viable Product / Service" will be explored. And participants will have an opportunity to use these techniques in developing and evolving their own business concepts.
If you are an entrepreneur looking at validating your business idea, or looking at scaling your business you could gain from this workshop. Also if you are a manager managing a business in an enterprise and want to expand or diversify you will have many take away's for your need.
Take away's from the workshop:
Development of an initial business model
Understanding of what constitutes the "Minimum Viable Product / Service" for the business
Validation / refinement of the business model with actual customer feedback
Develop foundation for a sound business plan.
Think like an Agilist is a crash course about some of the surprising science behind building successful startups.
Even though building a startup is hard work with high failure risk, entrepreneurs Steve Blank and Eric Ries have popularized practices that can increase the odds of success. Following the Customer Development or Lean Startup practices will show you what to do. This talk will give you an understanding of why these techniques work, which will allow you to better apply them to your startup or scale them into your enterprise.
The event will focus on high growth business and will include a hands on workshop to help practice these concepts.
Presented by Doug Berg, Founder & Chief Innovation Officer, Jobs2Web, Inc. and Lou Adler, President, The Adler Group.
In this exciting webinar, Doug Berg of Jobs2Web and Lou Adler will show you what it takes to understand how top performers will think, act, and decide once the recovery gets some traction. Doug will show you how to pull all of your existing relationships – whether they’re in Outlook, your CTS, or some resume database – into a centralized and automated talent community using a centralized platform. This “talent community” provides employers with a direct and automated way to market opportunities to their own private supply chain of talent resulting in decreased recruiting costs and an increase in recruiter efficiency.
Here are some of the key topics you’ll learn in this action-packed session:
• Why the best are different than the rest
• The importance of targeted messaging
• Talent Hubs vs. Talent Communities
• The competitive advantage of the Jobs2Web platform
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
Customer Development - Identifying and Testing Startup HypothesesHenrik Berglund
Presentation for VCs, angels and incubator coaches on how to help startups implement customer development, specifically how to identify and test startup hypotheses.
Draws heavily on ideas and content from Steve Blank, Cindy Alvarez and Jason Evanish.
Review of Israel Kirzner's work on entrepreneurship, and of related work by entrepreneurship researchers.
Paper now forthcoming in Entrepreneurship Theory and Practice
http://henrikberglund.com/A%20Tale%20of%20Two%20Kirzners.pdf
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Business
Models
+
Customer
D
evelopment
Henrik
Berglund
Chalmers
University
of
Technology
Center
for
Business
Innova8on
henber@chalmers.se
www.henrikberglund.com
@khberglund
2013-‐02-‐15
1
2. Presenta8on
based
on
by
Steve
Blank
and
Bob
Dorf
More
info:
www.steveblank.com
Buy
the
book:
hJp://www.amazon.com/gp/product/0984999302/
3. Using
slides
from
developed
by
Steve
Blank
and
Bob
Dorf
hJp://www.slideshare.net/sblank/
27. Tradi8onal
Development
Process
Has
Two
Implicit
Assump8ons
Customer
Problem:
known
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
Product
Features:
known
Works
well
for
incremental
development
projects
targe@ng
exis@ng
customers.
28. Tradi8on
–
Hire
Marke8ng
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
-‐
Create
Marcom
-‐
Hire
PR
Agency
-‐
Create
Demand
Marke@ng
Materials
-‐
Early
Buzz
-‐
Launch
Event
-‐
Create
Posi@oning
-‐
“Branding”
29. Tradi8on
–
Hire
Sales
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
-‐
Create
Marcom
-‐
Hire
PR
Agency
-‐
Create
Demand
Marke@ng
Materials
-‐
Early
Buzz
-‐
Launch
Event
-‐
Create
Posi@oning
-‐
“Branding”
-‐
Hire
Sales
VP
-‐
Build
Sales
Sales
-‐
Hire
1st
Sales
Staff
Organiza@on
30. Tradi8on
–
Hire
Business
Development
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
-‐
Create
Marcom
-‐
Hire
PR
Agency
-‐
Create
Demand
Marke@ng
Materials
-‐
Early
Buzz
-‐
Launch
Event
-‐
Create
Posi@oning
-‐
“Branding”
-‐
Hire
Sales
VP
-‐
Build
Sales
Sales
-‐
Hire
1st
Sales
Staff
Organiza@on
Business
-‐
Hire
First
Bus
Dev
-‐
Do
deals
for
FCS
Development
32. What’s
wrong
with
this
picture?
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
• Both
Customer
Problems
and
Product
Features
are
hypotheses
• Emphasis
on
execu8on
rather
than
learning
and
discovery
• No
relevant
milestones
for
marke8ng
and
sales
• Oeen
leads
to
premature
scaling
and
a
heavy
spending
hit
if
product
launch
fails
You
do
not
know
if
you
are
wrong
un@l
you
are
out
of
money/business
33. Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
-‐
Create
Marcom
-‐
Hire
PR
Agency
-‐
Create
Demand
Marke@ng
Materials
-‐
Early
Buzz
-‐
Launch
Event
-‐
Create
Posi@oning
-‐
“Branding”
-‐
Hire
Sales
VP
-‐
Build
Sales
Sales
-‐
Hire
1st
Sales
Staff
Organiza@on
Business
-‐
Hire
First
Bus
Dev
-‐
Do
deals
for
FCS
Development
35. Product
and
Customer
Development
Product Development
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
+
Customer Development
Customer Customer Customer Company
Discovery Validation Creation Building
37. Search
Execu@on
Strategy
Business
Model
Opera8ng
Plan
+
Hypotheses
Financial
Model
Process
Customer
&
Product
Management
&
Waterfall
Development
Agile
Development
43. Founders run a
Customer Development Team
No sales, marketing and business
development
44. Search
Execu@on
Strategy
Business
Model
Opera8ng
Plan
+
Hypotheses
Financial
Model
Customer
Development,
Product
Management
Process
Agile
Development
Agile
or
Waterfall
Development
Customer
Func@onal
Organiza@on
Organiza@on
Development
Team,
by
Department
Founder-‐driven
46. Business
Model
Key activities Value Customer
proposition relationships
Key partners
Customer
segments
Cost Key Channels Revenue
structure resources streams
hJp://www.businessmodelalchemist.com/
47. Business
Model
Key activities Value Customer
proposition relationships
Key partners
Customer
segments
Cost Key Channels Revenue
structure resources streams
A
framework
for
making
your
assump@ons
explicit
49. Customer
Segments
Who
is
the
customer?
Mul8-‐sided
market?
Different
from
user?
hJp://www.businessmodelalchemist.com/2012/08/achieve-‐product-‐market-‐fit-‐with-‐our-‐brand-‐
new-‐value-‐proposi8on-‐designer.html
50. Customer
Segments
-‐
jobs
to
be
done
What
func8onal
jobs
is
your
customer
trying
get
done?
(e.g.
perform
or
complete
a
specific
task,
solve
a
specific
problem…)
What
social
jobs
is
your
customer
trying
to
get
done?
(e.g.
trying
to
look
good,
gain
power
or
status…)
What
emo8onal
jobs
is
your
customer
“What
jobs
are
the
customers
you
are
trying
get
done?
(e.g.
esthe8cs,
feel
good,
targe2ng
trying
to
get
done”
security…)
51. Customer
Segments
-‐
customer
pains
What
does
your
customer
find
too
costly?
(e.g.
takes
a
lot
of
8me,
costs,
effort)
What
makes
your
customer
feel
bad?
(e.g.
frustra8ons,
annoyances)
How
are
current
solu8ons
under-‐
performing
for
your
customer?
(e.g.
lack
of
features,
performance,
malfunc8on)
“What
are
the
costs,
nega2ve
emo2ons,
bad
situa2ons
etc.
that
your
customer
risks
What
nega8ve
social
consequences
does
experiencing
before,
during,
and
a>er
ge?ng
your
customer
encounter
or
fear?
the
job
done.”
(e.g.
loss
of
face,
power,
trust,
or
status)
52. Customer
Segments
-‐
customer
gains
Which
savings
would
make
your
customer
happy?
(e.g.
in
terms
of
8me,
money
and
effort)
What
would
make
your
customer’s
job
or
life
easier?
(e.g.
flaJer
learning
curve,
more
services,
lower
cost
of
ownership)
What
posi8ve
social
consequences
does
your
customer
desire?
(e.g.
makes
them
look
good,
increase
in
power,
status)
“What
are
the
benefits
your
customer
expects,
desires
or
would
be
surprised
by.”
What
are
customers
looking
for?
(e.g.
good
design,
guarantees,
features)
What
do
customers
dream
about?
(e.g.
big
achievements,
big
reliefs)
54. Value
Proposi@ons
What
are
your
products
and
services?
How
do
they
create
value
for
the
customer
segments?
55. Value
Proposi@ons
Can
your
product/service:
• Produce
savings?
• Make
your
customers
feel
beJer?
• Put
an
end
to
difficul8es?
• Wipe
out
nega8ve
social
consequences?
56. Value
Proposi@ons
Can
your
product/service:
• Outperform
current
solu8ons?
• Produce
outcomes
that
go
beyond
their
expecta8ons?
• Make
your
customer’s
job
or
life
easier?
• Create
posi8ve
social
consequences?
60. How
Do
You
Want
Your
Product
to
Get
to
Your
Customer?
" Yourself
" Through someone else
" Retail
" Wholesale
" Bundled with other goods or services
60
63. How
Does
Your
Customer
Want
to
Buy
Your
Product
from
your
Channel?
" • Same day
" • Delivered and installed
• Downloaded
" • Bundled with other
" products
" • As a service
• …
"
63
71. Key activities Value Customer
proposition relationships
Key partners
Customer
Visualiza@on
of
the
segments
business
model
framwork
Cost Key Channels Revenue
structure resources streams
83. The
goal
is
not
to
remain
a
startup
Large
Startup
Transi@on
Company
The
goal
of
a
startup
is
to
become
a
large
company!
Failure
=
failure
to
transi@on.
88. …they
focus
on
execu8ng
the
plan…
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
• Both
Customer
Problems
and
Product
Features
are
hypotheses
• Emphasis
on
execu8on
rather
than
learning
and
discovery
• No
relevant
milestones
for
marke8ng
and
sales
• Oeen
leads
to
premature
scaling
and
a
heavy
spending
hit
if
product
launch
fails
You
do
not
know
if
you
are
wrong
un@l
you
are
out
of
money/business
90. …
and
end
up
going
bust.
“We
have
been
too
visionary.
We
wanted
everything
to
be
perfect,
and
we
have
not
had
control
of
costs"
Ernst
Malmsten
(BBC
News,
May
18
2000)
93. Customer
Development:
Key
Ideas
• Parallel
process
to
Product
Development
(agile)
• Measurable
checkpoints
not
@ed
to
FCS
but
to
customer
insights
• Emphasis
on
itera@ve
learning
and
discovery
before
execu@on
• Must
be
done
by
small
team
including
CEO/project
leader
94. Customer
Development
Heuris8cs
• There
are
no
facts
inside,
so
get
out
of
the
building!
• Earlyvangelists
make
your
company,
and
are
smarter
than
you!
• Develop
a
minimum
viable
product
to
maximize
fast
learning.
95. Customer
Development:
Four
Stages
search
execu8on
• Customer
Discovery
Ar8culate
and
Test
your
Business
Model
Hypotheses
• Customer
Valida@on
Sell
your
MVP
and
Validate
your
MB
&
Sales
Roadmap
• Customer
Crea@on
Scale
via
relentless
execu8on
and
fill
the
sales
pipeline
• Company
Building
(Re)build
company’s
organiza8on
&
management
96. Customer Discovery
• Articulate and test
your BM hypotheses
(value prop/customers key)
• No selling, just listening
• Must be done by founder
97. building
building
block
block
building
block
building
building
building
block
block
block
building
block
building
building
block
block
build
g
ing
building
buildin block
block
block
103. Test Customer Problem Hypotheses
”Do
you
have
this
”Tell
me
about
it,
how
problem?”
do
you
solve
it
today?”
1.
1.
2.
2.
3.
3.
104. Test Customer Problem Hypotheses
”Do
you
have
this
”Tell
me
about
it,
how
”Does
something
like
this
problem?”
do
you
solve
it
today?”
solve
your
problem?”
1.
1.
1.
2.
2.
2.
3.
3.
3.
Listen
carefully
to
what
they
say
at
each
step!
Focus
on
learning
-‐
Don’t
try
to
sell
them
on
your
idea!
In
the
process
you
find
out
about
other
BM
parts
as
well:
workflow,
benefits
(to
users
&
others),
preferred
channels,
cri@cal
influencers,
respected
peers
etc…
You
want
to
become
a
domain
expert!
105. Finding
people
Introduc8ons
(ask
everyone
you
know)
• Provide
the
exact
text
that
they
can
copy
and
paste
into
a
tweet
or
email
(They’re
doing
you
a
favor!
Make
it
as
easy
as
possible
for
them)
• Tell
them
exactly
how
you
are
going
to
communicate
with
their
contacts
(They’re
risking
a
bit
of
social
capital
for
you.
Be
very
clear
that
you
won’t
spam
or
annoy
people)
• Tell
them
your
goals
(What
do
you
think
you’ll
get/learn
if
they
make
this
intro
for
you?
People
want
to
know
that
they’re
contribu8ng
to
a
bigger
picture!)
106. Finding
people
AdWords,
Facebook
Ads,
Promoted
Tweets
Summarize
your
idea
and
get
it
in
front
of
people
who
have
expressed
an
interest
in
it
by
having
searched
for
your
keywords
and
clicked
your
ad
–
get
conversa8ons
(and/or
test
hypotheses
using
landing
pages).
hJp://www.cindyalvarez.com/best-‐prac8ces/customer-‐
development-‐interviews-‐how-‐to-‐finding-‐people
107. Finding
people
TwiJer
Search
Look
for
people
who
have
already
discussed
a
similar
product,
problem,
or
solu8on
and
address
a
tweet
directly
to
them:
“@username
Would
love
yr
feedback
on
[product/
problem/solu2on]
–
shd
only
take
2mins
[URL]
thanks!”
108. Finding
people
Google
Alerts
Set
up
Google
Alerts
for
your
product/problem/solu8on
–
when
it
finds
relevant
blog
posts
or
comments,
email
and
ask
for
feedback:
“I
read
your
[post/comment]
about
[product/problem/
solu2on].
I’m
currently
working
on
a
related
idea
and
I
think
your
opinion
would
be
very
valuable
to
me
–
could
you
take
2
minutes
and
check
out
[URL]?
Thank
you
–
I’d
be
happy
to
return
the
favor
any
2me.”
110. Web
Much
faster
to
build
=>
get
quan8ta8ve
feedback
sooner.
Use
a
low-‐fi
landing
page
as
subs8tute
for
–
and
introduc8on
to
–
conversa8ons.
Key
to
drive
traffic
through
AdWords/
Facebook
Ads/Promoted
Tweets
etc.
Build
(design
test),
measure
(run
test)
and
analyze
(evaluate
test)!
113. Reality check!
CustDev
and
ProdDev
teams
meet
and
discuss
the
lessons
learned
from
the
field.
”Here
is
what
we
thought
about
customers
and
their
problems,
here
is
what
we
found
out”
BM
hypotheses,
product
specs
or
both
are
jointly
revised.
114. Test
Solu8on
Hypothesis
1)
”We
believe
you
have
this
important
problem”
–
listen
(check).
2)
Demo
how
your
product
solves
the
problem.
Focusing
on
a
few
key
features.
Include
workflow
story:
”life
before
our
product”
and
”life
aeer
our
product”
–
listen!
3)
”What
would
this
solu8on
need
to
have
for
you
to
purchase
it?”
Listen,
ask
follow
up
ques8ons.
115.
116. Dropbox
• 1st
solu8on
test:
a
three
minute
video
made
in
the
founder’s
apartment
before
a
complete
code
was
wriJen.
– Generated
valuable
feedback
from
visionary
customers.
• 2nd
solu8on
test:
another
video
of
the
product
that
was
posted
on
a
social
network.
– Wai8ng
list
jumped
from
5
000
to
75
000.
• Dropbox’s
original
intent
was
to
build
and
ship
their
product
in
eight
weeks.
• Instead,
they
gathered
feedback
and
launched
a
public
version
18
months
later.
117.
118. Test Product Hypotheses
Aeer
demoing,
ask
about
other
things:
Posi8oning
–
how
do
they
describe
the
product?
Product
category
(new,
exis8ng,
resegmented)
Compe8tors
Features
needed
for
first
version
Preferred
revenue
model
Pricing
Addi8onal
service
needs
Marke8ng
–
how
do
they
find
this
type
of
product?
Purchasing
process
Who
has
a
budget?
etc.
119. Web
Build
out
a
high-‐fidelity
web
page
with
“func8oning”
back-‐end,
based
on
lessons
learned.
“Mechanical
Turk”-‐solu8on.
Ask
for
money:
first
“pre-‐order”
then
charging.
Con8nue
to
test,
measure
and
analyze!
120.
121. Reality check!
CustDev
and
ProdDev
teams
meet
and
discuss
the
lessons
learned.
”Here
is
what
we
thought
about
product
features
and
here
is
what
we
found
out”
BM
hypotheses,
product
specs
or
both
are
again
jointly
revised.
122. Customer
Discovery:
Exit
Criteria
What
are
your
customers
top
problems?
How
much
will
they
pay
to
solve
them?
Does
your
product
concept
solve
them?
Do
customers
agree?
How
much
will
they
pay
for
it?
Can
you
draw
a
day-‐in-‐the-‐life
of
a
customer?
Before
&
aeer
your
product
Can
you
draw
the
org
charts
of
users,
buyers
and
channels?
123. Customer Validation
• Develop
and
sell
MVP
to
passionate
earlyvangelists
• Validate
a
repeatable
sales
roadmap
• Verify
the
business
model
124. Minimal
Viable
Product
Based
on
your
insights
from
Customer
Discovery,
sell
the
smallest
feature
set
customers
are
willing
to
pay
for!
• Purpose
1:
Reduce
wasted
engineering
hours
(and
wasted
code)
• Purpose
2:
Get
something
into
the
hands
of
earlyvangelists
as
soon
as
possible
=>
maximize
learning!
125. The
Apple
I,
Apple’s
first
product,
was
sold
as
an
assembled
circuit
board
and
lacked
basic
features
such
as
a
keyboard,
monitor
and
case.
126. The
owner
of
this
unit
added
a
keyboard
and
a
wooden
case.
hJp://en.wikipedia.org/wiki/Apple_Inc.
127.
128. Minimal
Viable
Product
The
MVP
is
not
the
goal
=
Requires
commitment
to
itera8on!
• “A
complex
system
that
works
is
invariably
found
to
have
evolved
from
a
simple
system
that
worked.”
• “A
complex
system
designed
from
scratch
never
works
and
cannot
be
made
to
work.
You
have
to
start
over,
beginning
with
a
working
simple
system.”
129. Types
of
earlyvangelists
Not
helpful
1.
Has
a
problem
2.
Understands
he
or
she
has
a
problem
3.
Ac8vely
searching
for
a
solu8on
4.
Cobbled
together
an
interim
solu8on
5.
CommiJed
and
can
quickly
fund
Jackpot!
a
solu8on
130. Customer
Valida8on:
Exit
Criteria
Do
you
have
a
proven
sales
roadmap?
Organiza8on
chart?
Influence
map?
No
staffing
un8l
roadmap
is
proven!
Do
you
have
a
set
of
orders
($’s)
of
the
product
valida8ng
the
roadmap?
Is
the
business
model
scalable?
LTV
>
CAC,
Cash
132. If
no
–
Pivot!
•
The
heart
of
Customer
Development
•
Change
without
crisis
(and
without
firing
execu8ves)
“The
idea
that
successful
startups
change
direc2ons
but
stay
grounded
in
what
they've
learned”
139. Customer
Crea8on
• Grow
customers
from
few
to
many
• Comes
aeer
proof
of
sales
• Inject
$’s
for
scale
• This
is
where
you
“cross
the
chasm”
• “Growth
Hacking”
140. Company Building
• (Re)build
company’s
organiza8on
&
management
• Dev.-‐centric
⇒
Mission-‐centric
⇒
Process-‐centric
141. Summary
–
Customer
Development
• Customer
Discovery
Ar8culate
and
Test
your
Business
Model
Hypotheses
• Customer
Valida@on
Sell
your
MVP
and
Validate
your
BM
&
Sales
Roadmap
• Customer
Crea@on
Scale
via
relentless
execu8on
and
fill
the
sales
pipeline
• Company
Building
(Re)build
company’s
organiza8on
&
management
142. Don’t
do
a
Boo!
Concept
Product
Dev.
Alpha/Beta
Launch/
Test
1st
Ship
“We
have
been
too
visionary.
We
wanted
everything
to
be
perfect,
and
we
have
not
had
control
of
costs"
Ernst
Malmsten
(BBC
News,
May
18
2000)
143. Tack!
Henrik
Berglund
Chalmers
University
of
Technology
Center
for
Business
Innova8on
henber@chalmers.se
www.henrikberglund.com
@khberglund
2013-‐02-‐15
143
144. Presenta8on
based
on
by
Steve
Blank
and
Bob
Dorf
More
info:
www.steveblank.com
Buy
the
book:
hJp://www.amazon.com/gp/product/0984999302/
145. Using
slides
from
developed
by
Steve
Blank
and
Bob
Dorf
hJp://www.slideshare.net/sblank/