This document outlines an agenda for Aaron Eden's customer segment workshop. It includes discussion topics around identifying relevant customer and user types, their jobs and needs, how to test interest and validate hypotheses, and questions to ask customers during interviews. Customers may be business-to-business, business-to-consumer, or business-to-business-to-consumer. The document provides guidance on determining the appropriate existing, resegmented, or new market and discusses risks and strategies for each.

1. Aaron Eden
Created by Steve Blank

2. » 5/12 – What to Expect
» 5/19 – First Pitches
» 5/26 – Experiment Day
» 6/2 –Value Propositions
» 6/9 – Customers, Users, Payers
» 6/16 – Distribution Channels (Justin)
» 6/23 – Customer Relationships (Andrew)
» 6/30 – Revenue Models
» 7/7 – Partners
» 7/14 – Key Resources & Costs
» 7/21 – Lessons Learned Presentations

3. » Team Presentations
» Customer Segments
» Mentoring

4. » How many customers did you talk to?
» What were your value proposition hypotheses?
» What do customers think about your value
proposition hypotheses?
» Post updates in the Google group (lessons
learned, canvas changes)

10. CUSTOMER SEGMENTS
which customers and users are you serving? which
jobs do they really want to get done?
images by JAM

11. CUSTOMER SEGMENTS
which customers and users are you serving? which
jobs do they really want to get done?
images by JAM

12. » Business to Business (B to B)
˃ Use or buy inside a company
» Business to Consumer (B to C)
˃ Use or buy for themselves
» Business to Business to Consumer (B to B to C)
˃ Sell a business to get to a consumer
˃ Other Multi-sided Markets with multiple customers

13. » Saboteurs
» Intermediaries (OEM’s and resellers)

14. » Clone Market?
» Existing Market?
» Resegmenting an Existing Market?
˃ niche or low cost
» New Market?
» When do I ignore customer feedback?

15. » You need to talk to more customers than you
ever thought possible – 100’s physically, 1000’s
on the web
» “I left a message” or “I sent an email” doesn’t
count – it’s confusing motion with action
» Do NOT start at the top. You only get one
meeting. You’ll almost certainly look like an
idiot
˃ First figure out the order of battle

16. Business to Business (B to B)

17. » Increase revenue?
» Decrease costs?
» Get them new customers?
» Keep up with or pass competitors?
» How important is it?
» Problem or a Need?

23. » User?
» Influencer?
» Recommender?
» Decision Maker?
» Economic Buyer?
» Saboteur?
» Archetypes for each?

24. » Organization Chart
» Influence Map
» Sales Road Map

25. » How do you test interest?
» Where do you test interest?
» What kind of experiments can you run?
» How many do you test?

26. » Demand Creation
» Network effect
» Sales

31. Business to Consumer (B to C)

32. » Does it entertain them?
» Does it connect them with others?
» Does it make their lives easier?
» Does it satisfy a basic need?
» How important is it?
» Can they afford it?

34. » Do they buy it by themselves?
» Do they need approval of others?
» Do they use it alone or with others?

35. » Demand Creation
» Viral?
» SEO/SEM
» Network effect?
» AARRR (Dave McClure)

36. » How do you test interest?
» Where do you test interest?
» What kind of experiments can you run?
» How many do you test?

37. » A product that’s bits can use the web
» But getting a physical consumer product into retail
distribution is hard
» Is Wal-Mart a customer?
» More next week

38. Business to Business to Consumer
(B to B to C)

39. » Consumer End Users, Corporate Customers Pay
» Multiple Consumers
» Etc.

40. » Each has its own Value Proposition
» Each has its own Revenue Stream
» One segment cannot exist without the other
» Which one do you start with?

42. Clone Market Existing Market Resegmented New Market
Market
» Clone Market
˃ Copy of a U.S. business model
» Existing Market
˃Faster/Better = High end
» Resegmented Market
˃Niche = marketing/branding driven
˃Cheaper = low end
» New Market
˃Cheaper/good enough, creates a new class of product/customer
˃Innovative/never existed before

43. Existing Resegmented New
Customers Known Possibly Known Unknown
Customer Performance Better fit Transformational
Needs improvement
Competitors Many Many if wrong, None
few if right
Risk Lack of branding, sales Market and Evangelism and
and distribution product re- education cycle
ecosystem definition
Examples Google Southwest Groupon
Market Type determines:
 Rate of customer adoption
 Sales and Marketing strategies
 Cash requirements

44. » Incumbents exist, customers can name the mkt
» Customers want/need better performance
» Usually technology driven
» Positioning driven by product and how much value
customers place on its features
» Risks:
˃ Incumbents will defend their turf
˃ Network effects of incumbent
˃ Continuing innovation

45. » Low cost provider (Southwest)
» Unique niche via positioning (Whole Foods)
» What factors can:
˃ you eliminate that your industry has long competed on?
˃ Be reduced well below the industry’s standard?
˃ should be raised well above the industry’s standard?
˃ be created that the industry has never offered? (blue ocean)

46. » Customers don’t exist today
» How will they find out about you?
» How will they become aware of their need?
» How do you know the market size is compelling?
» Which factors should be created that the industry has
never offered? (blue ocean)

47. » Talk to 10-15 customers face-to-face
» What were your hypotheses about users and customers? Did you
learn anything different?
» Did anything change about Value Proposition?
» What do customers say their problems are? How do they solve this
problem(s) today? Does your value proposition solve it? How?
» What was it about your product that made customers interested?
excited?
» If B-B, who’s: decision maker, size of budget, what are they
spending it on today, how will this buying decision be made?
» Update Google Group
Read
» Business Model Generation, pages 127-133
» Startup Owners Manual, pages 227-256, 332-342