Indian Product Manager with global stakeholders, how to make that work? by Go...Pinkesh Shah
Gopal Shenoy, a 14 year veteran of software product management in the United States. A frequently sought after speaker at several product management conferences and a featured product manager at institutes like Pragmatic Marketing, Gopal runs one of the best ranked product management blog in the world at productmanagementtips.com Gopal is currently the Director of Product Management at Gazelle.com in Boston, USA where he is leading the product efforts to enable consumers to trade-in over 250,000 used electronic gadgets for cash.
Whether you are currently a product manager or if you are aspiring to become a Product Manager, this seminar is for you! Join us to listen to Gopal deliver an inspirational seminar on the changing role of a Product Manager in a distributed ecosystem of customers and stakeholders, influence of social media on behaviors of prospective customers and how Indian Product Managers can position themselves for success in such a global business environment.This is your opportunity to ask one of the industry’s accomplished practitioners on how to go about building products that will succeed in the marketplace.
For more info you can visit www.adaptivemarketing.in
Lessons learned from Intuit, Evernote, and one of the first cloud/Saas companies ever created... Anachron.com. A series of insights any company founder should know to ensure there is clarity of who to build for, how to concept test, and when to pivot or scale. This was part of a talk by Norman Happ at #Saastock18 in Dublin.
This document discusses the concept of product-market fit and how startups can achieve it. It defines product-market fit as when a startup finds a repeatable and scalable business model. It recommends following the customer development process and lean startup methodology to rapidly test hypotheses through minimum viable products and pivot if needed. Case studies of Foursquare are presented, showing how it achieved early product-market fit by responding to customers but now faces challenges in scaling, monetization, and competitive response.
This document provides guidance on developing an idea into a product. It outlines exercises to define problems, create elevator pitches, identify customer personas, map out user journeys, and prioritize key features. The goal is to take an initial idea and develop it into a fully formed product definition through a process of problem definition, customer focus, and feature prioritization. Key steps include writing problem statements, creating product and founder elevator pitches, defining customer personas, mapping user journeys, and scrubbing the feature list into must-have, should-have, and nice-to-have categories. Following this process is intended to develop an initial idea into a validated product ready for development.
Our 2nd part of the Startup Series, which tells you all about why the customer is the king, and the need to build value to him or her through your product
Indian Product Manager with global stakeholders, how to make that work? by Go...Pinkesh Shah
Gopal Shenoy, a 14 year veteran of software product management in the United States. A frequently sought after speaker at several product management conferences and a featured product manager at institutes like Pragmatic Marketing, Gopal runs one of the best ranked product management blog in the world at productmanagementtips.com Gopal is currently the Director of Product Management at Gazelle.com in Boston, USA where he is leading the product efforts to enable consumers to trade-in over 250,000 used electronic gadgets for cash.
Whether you are currently a product manager or if you are aspiring to become a Product Manager, this seminar is for you! Join us to listen to Gopal deliver an inspirational seminar on the changing role of a Product Manager in a distributed ecosystem of customers and stakeholders, influence of social media on behaviors of prospective customers and how Indian Product Managers can position themselves for success in such a global business environment.This is your opportunity to ask one of the industry’s accomplished practitioners on how to go about building products that will succeed in the marketplace.
For more info you can visit www.adaptivemarketing.in
Lessons learned from Intuit, Evernote, and one of the first cloud/Saas companies ever created... Anachron.com. A series of insights any company founder should know to ensure there is clarity of who to build for, how to concept test, and when to pivot or scale. This was part of a talk by Norman Happ at #Saastock18 in Dublin.
This document discusses the concept of product-market fit and how startups can achieve it. It defines product-market fit as when a startup finds a repeatable and scalable business model. It recommends following the customer development process and lean startup methodology to rapidly test hypotheses through minimum viable products and pivot if needed. Case studies of Foursquare are presented, showing how it achieved early product-market fit by responding to customers but now faces challenges in scaling, monetization, and competitive response.
This document provides guidance on developing an idea into a product. It outlines exercises to define problems, create elevator pitches, identify customer personas, map out user journeys, and prioritize key features. The goal is to take an initial idea and develop it into a fully formed product definition through a process of problem definition, customer focus, and feature prioritization. Key steps include writing problem statements, creating product and founder elevator pitches, defining customer personas, mapping user journeys, and scrubbing the feature list into must-have, should-have, and nice-to-have categories. Following this process is intended to develop an initial idea into a validated product ready for development.
Our 2nd part of the Startup Series, which tells you all about why the customer is the king, and the need to build value to him or her through your product
Level Up! Advancing Your Product Management CareerChris Cummings
How do you graduate to senior roles as a Product Manager? We’ll start by putting some definition to those roles, then dig into some practical advice on how to make those kinds of transitions with a special focus on an issue every level PM contends with: Influencing others. Originally presented at the Boston Product Management Association Fall Mentorship Meeting, September 2015.
Bringing ideas to life - from research(er) to social entrepreneurDave Jarman FRSA
Session on business model development delivered for Bath Spa University, Bristol University, Exeter University, and UWE Bristol social entrepreneurship event
The document provides do's and don'ts for customer visits based on the author's experience conducting over 300 customer visits across 10 countries. Some key recommendations include using visits to discover unmet customer needs rather than to forecast sales or close deals, qualifying visitors in advance, preparing by researching customers, listening without bias, and reporting qualitative findings rather than quantitative conclusions. The goal is to explore customers' experiences and needs rather than confirm existing opinions.
Knowing your customers is important for businesses to guide decisions, ensure the right products are created to satisfy customer needs, and speak in a language customers understand in order to find where customers are, differentiate from competition, and ultimately grow revenue. Understanding customers informs product innovation and design and helps companies define, develop and deploy customer-centric products and services.
How to achieve product-market fit by running the experiments that matter most and building the right organization to run those experiments effectively.
Dr Lee Ng - COO, Innovation Management Office leader at LumenLab | Metlife Innovation Centre.
Topic: 6 key questions when building products
Product Camp Singapore Volume 5 - Keynote Speaker 2
20 slides to outline the new Entrepreneurship programme delivered on behalf of the GMIT Innovation in Business Centres (IiBC) in Galway and Castelebar by Donncha Hughes.
A simple framework for building product roadmaps.Guilherme Komel
This document outlines a simple framework for building product roadmaps in 9 steps:
1. State the problem the product solves and how it fills market needs.
2. Use a doughnut graph to explain the whole product and responsibilities.
3. Understand stakeholders and their expectations.
4. Create a Business Model Canvas with your team.
5. Build a Balanced Scorecard linking strategy elements.
6. Create hypotheses about users, customers, and validation over time.
7. Derive engineering requirements from the Business Model and Scorecard.
8. Prioritize the roadmap by acquisition, activation, retention, and referral.
9. Emphasize
A presentation reviewing the series of techniques and experiments that founders / entrepreneurs can pursue in the quest for acheiving product-market fit.
This document provides an overview of the Business Model Canvas tool for entrepreneurs. It outlines the 9 steps to complete a Business Model Canvas: 1) Customer Segments, 2) Value Propositions, 3) Channels, 4) Customer Relationships, 5) Revenue Streams, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, and 9) Cost Structure. For each step, it provides brief explanations and questions to consider when evaluating that particular component of the business model. It also includes links to online tools that can be used to create a Business Model Canvas.
This document provides guidance on creating an effective elevator pitch and presentation slide deck to pitch an idea or business. It recommends that an elevator pitch be 30 seconds and follow a formula of stating the product name, definition, target customer, and job/value. Tips are given to avoid jargon and use comparisons. An ideal presentation structure is outlined covering introducing the presenter and team, problem/opportunity, advantages, product demo, marketing, competition, business model, forecast, status, and contact information. Storytelling, competence, confidence, emotion, and belief are emphasized.
The document provides guidance on building a standout brand for business success. It discusses that a brand is more than just a name and logo - it is the gut feeling and associations people have with a product, service or company. It emphasizes the importance of considering all brand touchpoints that customers interact with. The document outlines key elements to focus on when developing a brand strategy such as defining brand personality, values, essence, positioning and creating a customer journey map. It stresses that an effective brand strategy differentiates a business from competitors and creates lasting value for customers.
This document provides a marketing strategy for startups with zero budgets. It outlines pre-launch, launch, and post-launch marketing tactics. Pre-launch strategies include building online presences like websites and social media to define goals and attract followers. Launch strategies involve creating an event around the product announcement and using press releases and bloggers. Post-launch focuses on promotions, customer feedback, social media, interviews, and optimizing the website. The overall strategy advises startups to focus on people over products and build momentum after launching.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
Presentation by Inderjit Singh, Commercial Programme Manager, Innovation Agency at Excel in Health: developing your innovation for business on Tuesday 12 March 2019 at the Innovation Centre, Daresbury.
4.02.09 Teleclass Doing Your Best Marketing In The Worst Of TimesErin Murphy
The document summarizes Alyssa Dver's presentation on developing an effective marketing plan in a short amount of time. It outlines an 8-step process for small businesses to inventory their marketing efforts, develop powerful positioning and messaging, validate pricing, acquire and foster leads, and create a defendable marketing plan. The goal is to help businesses calm marketing anxieties and build a solid marketing strategy in a no-time, step-by-step approach.
The shift in the sales process has evolved rigorously. Reason being access to the fast internet made super easy and people making a smart choice of researching about the product and reviewing the experience of the people who have used the product in the past.
Meaning
Terms
Invention
Innovation
Examples
New product strategy
Idea generation
Idea screening
Concept development
Marketing strategy
Business analysis
Product development
Test marketing
Commercialization
MCQ
The document outlines the steps of a successful sales call:
1. Preparation - The salesperson plans their objectives, evaluates the prospect, and prepares questions and responses.
2. Approach - The salesperson introduces themselves, states the purpose of the call, and asks an opening question to gain attention and interest.
3. Presentation - The salesperson works to uncover the prospect's needs through questions, then matches the product benefits to those needs to find the decisive buying motive.
4. Responses - The salesperson listens to reactions and looks for buying signals from the prospect.
Level Up! Advancing Your Product Management CareerChris Cummings
How do you graduate to senior roles as a Product Manager? We’ll start by putting some definition to those roles, then dig into some practical advice on how to make those kinds of transitions with a special focus on an issue every level PM contends with: Influencing others. Originally presented at the Boston Product Management Association Fall Mentorship Meeting, September 2015.
Bringing ideas to life - from research(er) to social entrepreneurDave Jarman FRSA
Session on business model development delivered for Bath Spa University, Bristol University, Exeter University, and UWE Bristol social entrepreneurship event
The document provides do's and don'ts for customer visits based on the author's experience conducting over 300 customer visits across 10 countries. Some key recommendations include using visits to discover unmet customer needs rather than to forecast sales or close deals, qualifying visitors in advance, preparing by researching customers, listening without bias, and reporting qualitative findings rather than quantitative conclusions. The goal is to explore customers' experiences and needs rather than confirm existing opinions.
Knowing your customers is important for businesses to guide decisions, ensure the right products are created to satisfy customer needs, and speak in a language customers understand in order to find where customers are, differentiate from competition, and ultimately grow revenue. Understanding customers informs product innovation and design and helps companies define, develop and deploy customer-centric products and services.
How to achieve product-market fit by running the experiments that matter most and building the right organization to run those experiments effectively.
Dr Lee Ng - COO, Innovation Management Office leader at LumenLab | Metlife Innovation Centre.
Topic: 6 key questions when building products
Product Camp Singapore Volume 5 - Keynote Speaker 2
20 slides to outline the new Entrepreneurship programme delivered on behalf of the GMIT Innovation in Business Centres (IiBC) in Galway and Castelebar by Donncha Hughes.
A simple framework for building product roadmaps.Guilherme Komel
This document outlines a simple framework for building product roadmaps in 9 steps:
1. State the problem the product solves and how it fills market needs.
2. Use a doughnut graph to explain the whole product and responsibilities.
3. Understand stakeholders and their expectations.
4. Create a Business Model Canvas with your team.
5. Build a Balanced Scorecard linking strategy elements.
6. Create hypotheses about users, customers, and validation over time.
7. Derive engineering requirements from the Business Model and Scorecard.
8. Prioritize the roadmap by acquisition, activation, retention, and referral.
9. Emphasize
A presentation reviewing the series of techniques and experiments that founders / entrepreneurs can pursue in the quest for acheiving product-market fit.
This document provides an overview of the Business Model Canvas tool for entrepreneurs. It outlines the 9 steps to complete a Business Model Canvas: 1) Customer Segments, 2) Value Propositions, 3) Channels, 4) Customer Relationships, 5) Revenue Streams, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, and 9) Cost Structure. For each step, it provides brief explanations and questions to consider when evaluating that particular component of the business model. It also includes links to online tools that can be used to create a Business Model Canvas.
This document provides guidance on creating an effective elevator pitch and presentation slide deck to pitch an idea or business. It recommends that an elevator pitch be 30 seconds and follow a formula of stating the product name, definition, target customer, and job/value. Tips are given to avoid jargon and use comparisons. An ideal presentation structure is outlined covering introducing the presenter and team, problem/opportunity, advantages, product demo, marketing, competition, business model, forecast, status, and contact information. Storytelling, competence, confidence, emotion, and belief are emphasized.
The document provides guidance on building a standout brand for business success. It discusses that a brand is more than just a name and logo - it is the gut feeling and associations people have with a product, service or company. It emphasizes the importance of considering all brand touchpoints that customers interact with. The document outlines key elements to focus on when developing a brand strategy such as defining brand personality, values, essence, positioning and creating a customer journey map. It stresses that an effective brand strategy differentiates a business from competitors and creates lasting value for customers.
This document provides a marketing strategy for startups with zero budgets. It outlines pre-launch, launch, and post-launch marketing tactics. Pre-launch strategies include building online presences like websites and social media to define goals and attract followers. Launch strategies involve creating an event around the product announcement and using press releases and bloggers. Post-launch focuses on promotions, customer feedback, social media, interviews, and optimizing the website. The overall strategy advises startups to focus on people over products and build momentum after launching.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
Presentation by Inderjit Singh, Commercial Programme Manager, Innovation Agency at Excel in Health: developing your innovation for business on Tuesday 12 March 2019 at the Innovation Centre, Daresbury.
4.02.09 Teleclass Doing Your Best Marketing In The Worst Of TimesErin Murphy
The document summarizes Alyssa Dver's presentation on developing an effective marketing plan in a short amount of time. It outlines an 8-step process for small businesses to inventory their marketing efforts, develop powerful positioning and messaging, validate pricing, acquire and foster leads, and create a defendable marketing plan. The goal is to help businesses calm marketing anxieties and build a solid marketing strategy in a no-time, step-by-step approach.
The shift in the sales process has evolved rigorously. Reason being access to the fast internet made super easy and people making a smart choice of researching about the product and reviewing the experience of the people who have used the product in the past.
Meaning
Terms
Invention
Innovation
Examples
New product strategy
Idea generation
Idea screening
Concept development
Marketing strategy
Business analysis
Product development
Test marketing
Commercialization
MCQ
The document outlines the steps of a successful sales call:
1. Preparation - The salesperson plans their objectives, evaluates the prospect, and prepares questions and responses.
2. Approach - The salesperson introduces themselves, states the purpose of the call, and asks an opening question to gain attention and interest.
3. Presentation - The salesperson works to uncover the prospect's needs through questions, then matches the product benefits to those needs to find the decisive buying motive.
4. Responses - The salesperson listens to reactions and looks for buying signals from the prospect.
In this part 3 of three part series delivered by PhoenixGMN consultant Navin Arora, the audience is presented with very practical advice about how to approach angels for funding using pitched and business plans. What is a good pitch and business plan. etc.
Innovation is all about value creation. So how can we improve the probability of success? In this presentation, we would provide 5 key points as a way to start.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
The document discusses the lean startup methodology for validating business hypotheses through customer development and pivoting. It emphasizes that startups should explicitly test their business assumptions by getting customer feedback on problems, solutions, and business models, rather than assuming their ideas are correct. If problems arise, startups should pivot one element and test again rather than persisting blindly with their initial plan. The lean startup process helps companies find a working business model more quickly through a scientific approach of iterative experimentation and adaptation based on customer input.
Entrepreneurship, Research and Innovation - Supelec 2014Daniel Jarjoura
This 112 slide presentation introduces key concepts about startups including:
- Startups search for a business model while large companies execute established models.
- Traditional business schools focus on strategies for large companies, while startups require a different approach centered on customer development, agile processes, and pivoting based on validated learning rather than upfront planning.
- The business model canvas is introduced as a tool to conceptualize the key elements of a startup business model, including customer segments, value propositions, channels, and revenue streams.
How to avoid 6 deadly mistakes when building a digital product 2018inFullMobile
This document provides tips for avoiding common mistakes when building digital products. It outlines 6 key areas to focus on: 1) Solve real problems, not hypothetical ones, 2) Sell the product concept before building it to validate market need, 3) Rely on user research like surveys and interviews rather than guessing, 4) Measure everything to understand user behavior and determine what works, 5) Get buy-in from enterprise users early on through focus groups and observations, 6) Think beyond just product and look at the larger business landscape. Following these tips can help mitigate risks and avoid wasting time and resources on products that do not solve real user needs.
Identifying Business Opportunities.pptxDaisy Obiso
This document discusses how identifying opportunities, developing ideas, and creating a niche are interrelated to business. It explains that opportunity identification involves understanding customer needs and problems in the community that can be addressed. Ideation is the process of coming up with creative ideas, and involves stages like empathizing with customers and prototyping solutions. Developing a niche involves focusing on a specialized area within the broader market to differentiate one's business and meet unmet customer needs. The document provides examples of how to identify opportunities, strategies for ideation, and a five-step process for developing a niche strategy to help guide the development of new business ideas.
P.J. Leimgruber presents tactics for launching a new product with limited resources. The presentation covers conducting market research through customer interviews to understand problems and build an advisory board. It also discusses analyzing competitors by researching their search rankings, backlinks, and traffic sources to learn from successful launches. The presentation emphasizes setting up analytics to track metrics and the effectiveness of marketing efforts.
How to build a startup new frontiers 2017Raomal Perera
This document provides an overview of strategy and business models for a startup module. It introduces concepts like identifying customer problems, developing minimum viable products, and qualitatively and quantitatively validating solutions. It discusses frameworks like the business model canvas and value proposition canvas that can be used to organize thinking and gather customer feedback. Finally, it covers examining the business environment including trends, market forces, macroeconomic factors and industry forces that influence business models. The goal is to help students build successful startups by first discovering problems and then inventing, designing and building business models to solve them.
There are eight stages in the new product development process: 1) idea generation, 2) idea screening, 3) concept development and testing, 4) marketing strategy development, 5) business analysis/feasibility study, 6) product development/design, 7) test marketing, and 8) commercialization/market entry. The stages involve generating ideas for new products, screening ideas, creating prototypes, developing marketing strategies, analyzing business feasibility, designing the product, test marketing to samples, and officially launching the product in the market. New products can be inventions, which have never existed before, or innovations that modify existing products. The goal is to bring a new product to market through this eight stage process.
A quick 15-minute talk I gave at Startup Weekend Women in Bologna, Italy, on March 14 2015.
Topics: how the idea is only part of the equation, how to come up with an idea, how to validate it and how to make a business plan, even if you'll throw it away as soon as you get customers. :)
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
This document provides an overview of an upcoming webinar titled "The Product Growth Engine" presented by Dave Martin and Brittany Shear. The webinar will discuss how to use a product growth engine approach to drive sustainable growth through outcome-driven leadership, continuous learning from customers, and collaboration across teams. An assessment toolkit is also introduced that evaluates a product team's competencies in learning, collaboration, and prioritization to identify areas for improvement.
The document discusses the Customer Development methodology for startups as an alternative to the traditional Product Development model. It argues that Customer Development should be treated as equally important as Product Development from the beginning. The Customer Development process involves four steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. The goal at each step is to learn about customers through experiments and feedback rather than assume the business model is correct from the start.
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies Dr. Shivananda Koteshwar
The document provides an overview of the valuation journey of Sparsha Learning Technologies. It discusses key challenges in valuation including pricing challenges and developing an appropriate business model. It also provides examples of valuation amounts for other Indian startups at different stages, ranging from $10-15 million for an incubation-stage company to over $1 billion for more mature companies. The document emphasizes the importance of market opportunity, team strength, profit potential, competitive advantages, and barriers to entry in determining a company's valuation.
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How to Build successful Product- Customer Development
1. Product Managers in Jordan
5th Meetup
How to successful Product
Ibrahim Faza July 23rd 2016
2. About Me
Ibrahim Faza
@ifaza1
Entrepreneur, Investor & startup adviser
Cofounded startups in Mobile payment,
Social news and ICT.
Seed fund founding manager @ KAUST
Managing Luminus Innovation
Department
Managing EU funded Innovation &
Entrepreneurship center in Irbid
6. Do you know what customers
need?
Product Development
=
Experiment
7. Turn Your Business Idea into Experiment
Define your customer,
problem & solution
Hypothesis
What are your
riskiest core
assumption, success
criteria
& experiment type
1.Exploration ->
Understand problem
2.Pitch ->
Measure demands
3.Concierge -> Deliver
customer expectation
What did you learn?
Define Your Hypothesis Plan Your Experiment Run Your Experiment
2 31
Pivot or Persevere
8. Turn Your Business Idea into Experiment
1.Exploration -> Understand problem
Tools: Customer interviews and observation
2.Pre-sales -> Measure demands
Tools: Ads, Campaigns, Landing page, Sale Simulation …
3.Concierge -> Deliver customer expectation
Tools: MVP
9. 1- Customer Interview
It’s Not
• About pitching or selling
• Surveys or Focus groups
• Conversations with your colleagues and friends
It’s all about
• Learning, Testing your hypotheses about
customer needs and problems
What’s the point?
10. Ask Right Questions
• Ask open-ended questions: you do not want yes/no answers.
Ask: What? Why? Why not? Not: Is? Are? Would?
• Ask about the past, present Not the future
• Ask behavioural questions first.
What do they do? What are their problems? How do they
currently address them?
• Finish with: What did I forget to ask? Who else should I
speak with? Can you make an introduction?
11. Minimum Viable Product - MVP
The minimum “product” which
has just enough features to
deliver value to customer and
gather validated learning,
with the least effort.
The business model around Xerox Model 914, introduced to the public in 1959, has become a classical example of how a new technology sometimes needs a new business model to become successful. The Xerography technology, to produce images using electricity that avoids the use of wet chemicals, was superior to other available methods, but also very expensive. When Haloid (later renamed Haloid Xerox and then Xerox Corporation) tried to find marketing partners for its Model 914 the company was constantly turned down by the likes of GE, IBM and Kodak. Haloid decided to lease the equipment, instead of selling it, at a relatively low cost and then charge a per copy fee for copies in excess of 2000 copies per day. The company provided all the required supplies, service and support and the customer could cancel the lease on only fifteen day's notice. This was a bold move given that the average business copier at that time produced an average of 15-20 copies per day. Haloid took a large risk as customers were only committed to the monthly lease payment and paid no more unless the performance of the Model 914 led them to make more than 2000 copies. The Model 914 became a huge success, with customers averaging two thousand copies per day (instead of month) and the company sustained a compound annual growth rate of 41% over a 12 year period. Also, the company became highly incentivized to develop faster machines that could handle high volumes with maximum machine uptime and availability.
Dropbox minimum viable product
Before their launch, Dropbox had already got 5K subscribers, all based on their video.
Dropbox is a fast growing company with funding in excess of $250 million, ~80 employees, 50 million users, and $240 million in revenue.
They started with an explainer video – a 3m screencast published on Hacker news. The screencast was enough to give the early adopters a hint of the product experience. And enough to get many smart people to give them “the same feedback as if putting a product in their hand”, says Drew on sllconf 2010.
Zappos shoes is the biggest online shoe retailer, with annual sales exceding $1 billion.
The founder went to local shoe shops. He would asked the owner’s permission to take photos of shoes and put them online. Once the orders started flown in, he went to the shop, bought the pair that was ordered, shipped it, handled payments, returns… all of it himself, and by hand.
This was not a scalable business. But it was an experiment designed focused on answering one question: is there already sufficient demand for a superior online shopping experience for shoes?
Uber,
crowdfunding campaign on platforms such as Kickstarter, IndieGoGo
Double fine adventure raised over a $1 million in less than 24 hours
Ohno was also instrumental in developing the way organisations identify waste, with his "Seven Wastes" model which have become core in many academic approaches[citation needed]. These wastes are:
1. Delay, waiting or time spent in a queue with no value being added
2. Producing more than you need
3. Over processing or undertaking non-value added activity
4. Transportation
5. Unnecessary movement or motion
6. Inventory
7. Reduction of Defects
Ohno is also known for his "Ten Precepts" to think and act to win.[4]
You are a cost. First reduce waste.
First say, "I can do it." And try before everything.
The workplace is a teacher. You can find answers only in the workplace.
Do anything immediately. Starting something right now is the only way to win.
Once you start something, persevere with it. Do not give up until you finish it.
Explain difficult things in an easy-to-understand manner. Repeat things that are easy to understand.
Waste is hidden. Do not hide it. Make problems visible.
Valueless motions are equal to shortening one's life.
Re-improve what was improved for further improvement.
Wisdom is given equally to everybody. The point is whether one can exercise it.