The document discusses the Engage to Launch workshop, which was developed to help stalled startups and ventures within large companies restart growth. The workshop focuses on engaging with customers early to validate business models through customer feedback and testing ideas. Participants work through frameworks to define problems, generate solutions, and refine business models based on customer input. They arrange meetings to get feedback, solicit input to improve their ideas, and recruit early customers. The goal is to help companies fail fast through customer validation so they can pivot quickly rather than clinging to ideas that don't work.

1. WE VE HEARD OF FAILURE TO
LAUNCH BUT DO YOU KNOW ABOUT
Business Development
Partner
for Companies With Vision
ENGAGE TO LAUNCH ?
June 2012
ENGAGE TO LAUNCH vs. FAILURE TO LAUNCH
HISTORY: It s just the nature of things. Why do so many good ideas need
extra help to succeed?
When a new venture does succeed,
more often than not it is in a market Peter Drucker, in Innovation and
other than the one it was originally Entrepreneurship, certainly told us part of
intended to serve, with products or the answer. It s the nature of new
services not quite those with which it endeavors that an idea on which a new
had set out, bought in large part by venture is founded is just a guess, a
customers it did not even think of when hypothesis. Without intensive customer
GAIL BUERGER KERR started, and used for a host of purposes development, however, we often fail to
besides the ones for which the products transform that guess into a viable
Work: 978-425-9243 were first designed. Peter Drucker business model with a good chance for
success.
Cell: 617-835-1627
gail@gailbuergerkerr.com DO YOU KNOW OF COMPANIES THAT ARE STRUGGLING,
FAILING TO LAUNCH? WILL SOMEONE PAY FOR WHAT
THEY HAVE BUILT? IS THERE A MARKET FOR THAT IDEA?
OR HAVE THEY FAILED TO LAUNCH?
You d be surprised how many founders holding the bag. No one explored with
think that because they wrote a business potential customers what they really
90% OF plan and got some funding they need to need and changed the business model as
stick to the plan whether or not they are a result.
BUSINESSES getting traction. Convinced they ve built
FAIL BECAUSE exactly what customers want and need, The best way to ensure success of a new
OF LACK OF they eventually hire a sales manager who, business or a new product is to solicit
CUSTOMERS not surprisingly, has a very hard time input and feedback from customers early
finding paying customers. and often, but those skills for contacting
and engaging with customers are often
Steve Blank The customer development work was lacking in early stage organizations and in
never done and the sales manager is left new ventures in large companies.
ENGAGE TO LAUNCH workshop for startup or stalled ventures
The ENGAGE TO LAUNCH workshop programs and my twenty years
was developed for international business experience leading customer exploration
schools under the auspices of the Fulbright and validation for small and large
Specialist program. With input from deans organizations, the program focuses on
of US business schools, entrepreneur helping experienced executives succeed.
www.gailbuergerkerr.com
Office: 978-425-9243 gail@gailbuergerkerr.com Cell: 617-835-1627

2. Page 2 www.gailbuergerkerr.com
ENGAGE TO LAUNCH: continued
WORKSHOP DESIGNED FOR EXHAUSTIVELY TEST THE BUSINESS
EXECUTIVES IN SLOW GROWTH MODEL. As a framework to debate our
OR STARTUP VENTURES, facilitating: business model, we use the business
BUILD · Ideation around a problem, model canvas as a useful checklist to
COMPANIES · Experimentation and asking examine requirements and record ideas.
potential customers for input, As a group using this framework,
THAT FAIL
· Validation of a business model, participants define the business problem
FAST AND and to be solved, engage in ideation exercises
OFTEN · Debate and agreement about to organize ideas to solve the problem,
Steve Blank those elements required for revise business models, and identify the
success for the business model. key elements to test with customers.
First, understand what a startup ENGAGE CUSTOMERS EARLY AND
organization is supposed to do. A OFTEN. Participants arrange customer
startup develops ideas around a development meetings for customer
problem and tests them, trying to discovery and validation of a business
disprove the guesses early and concept. They contact critical customers,
experimenting in the market around plan and conduct interviews, solicit
EDISON what will work and what won t. Note: feedback and get help in refining their
This is the same process for designing a business model. By meeting with
AWARDS Judge new idea for an established company customers and listening to what they say,
since 2008 that needs to restart growth. participants also recruit early adopters as
first customers. The hard-to-find skills
Why do I mention Steve Blank? If he is around cold calling and asking tough
FULBRIGHT questions can be developed through
new to you, watch him on YouTube.
SPECIALIST His witticisms set the workshop s stage: supervised practice and coaching.
Roster, US State engage customers fast, understand your
Department, business model in depth. If this sounds intriguing, call and let s talk.
Focus on
Entrepreneurship ABOUT GAIL BUERGER KERR
Innovation and Gail thrives in early entrepreneurial often serves in interim management roles
Sales ventures and was the "intrapreneur" in while developing and proving what works,
global leaders like IBM, Citibank and and coaches the organization to carry
Dun and Bradstreet. Gail's track success forward.
record demonstrates the importance of
As an executive with Citibank and Dun
emphasizing execution meshed with
and Bradstreet, Gail built sales
strategic insights, intense focus on goals
organizations and delivered programs that
and priorities, and nimbleness to adjust
generated over $400 million in new
when a change in direction is required.
business.
As a consultant to technology and
As a former turn-around consultant,
content companies, she has successfully
Gail manages fast-start initiatives and
launched products into new markets,
provides strategic insights, talent and
constructed alliances, captured marquee
rapid results on a consulting basis. She
customers, and facilitated investments.
Office: 978-425-9243 gail@gailbuergerkerr.com Cell: 617-835-1627